El Cajon City Council
September 24, 2024

RESOLUTION NO. ___-24

RESOLUTION OF THE CITY EL CAJON

APPROVING A PROFESSIONAL SERVICES AGREEMENT FOR
THE "EL CAJON ON-DEMAND" FLEXIBLE FLEET PROJECT/

CLEAN MOBILITY OPTIONS GRANT PROJECT

WHEREAS, on October 9, 2023, the City of El Cajon (the " City") was awarded a $1,500,000 grant for the Clean Mobility Options (CLMOBVOUCH) ("CMO") Voucher Program (the " Program") operated by the San Diego Association of Governments ("SANDAG") through its Flexible Fleet Services request for proposals; and

WHEREAS, the City collaborated with Nomad Transit LLC ( "Nomad") for an "on- demand" micro-transit service with electric vehicles (vans) to improve coverage across the City and increase first - and last-mile connections to frequent bus and trolley service at the El Cajon Transit Center and other locations (the "Project"); and

WHEREAS, the micro-transit service will provide access to approximately 71,900 residents, over approximately 10.5 square miles, which would include the downtown area; the transit district -specific plan area; schools; the industrial/employment centers in the City’s northwest area near Gillespie Field; significant portions of the City’s Environmental Justice Communities; and all of the Housing and Urban Development designated ReCaps (racially or ethnically concentrated poverty areas) , making it consistent with the goals of the City’s Environmental Justice and Housing Elements; and

WHEREAS, the Project will deploy a new cell phone " app" to access this micro- transit service, allowing riders to plan and connect to "end-to-end" fixed bus routes and trolley services, which will help the City modernize its public transit service and increase mobility for the transit-dependent population; and

WHEREAS, on January 23, 2024, the City Council approved participation in the Program, allowing the City a partial assignment from SANDAG for solicitation capacity under the SANDAG On-call Regional Flexible Fleet Services Request for Proposals (SOL 850978) to use Nomad's professional services; and

WHEREAS, entering into a professional services agreement with Nomad (the "Agreement") in the not-to-exceed amount of $1,500,000 for a period of two (2) years will enable the City to deploy a full turnkey micro- transit shuttle service with on- demand, maximizing vehicle utilization and minimizing the time that vehicles travel empty to achieve higher ridership along with greater efficiency, consistent with the El Cajon Sustainability Initiative, Strategy 1; and

WHEREAS, State of California CMO grant funds (MPV23W2A) will reimburse the City for the first two (2) years of implementation; and

WHEREAS, the proposed project is exempt from the California Environmental Quality Act ("CEQA") subject to CEQA Guidelines section 15301, Class 1, which consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of

existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former uses, and no new environmental impacts would result.

NOW THEREFORE, BE IT RESOLVED BY THE CITY C OUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The foregoing recitals are true and correct and are hereby made the findings of the City Council.

2. The City Council hereby finds that the proposed project is exempt from the California Environmental Quality Act ( "CEQA") subject to CEQA Guidelines section 15301, Class 1, which consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former uses, and no new environmental impacts would result.

3. The City Council hereby authorizes the City Manager, or designee, to execute the Agreement with Nomad Transit LLC, for a term of two (2) years, in the not - to-exceed amount of $1,500,000, in such form as approved by the City Manager and further contingent upon receiving CMO grant funds.

09/24/24 CC Agenda
Reso – Approve PSA for EC On-Demand-Clean Mobility Options Grant Project 091724

MOBILITY PROJECT VOUCHER AGREEMENT
(Agreement Number MP23W2A-2G)
FOR
City of El Cajon
FOR
Voucher Program












 















Table of Contents

1. Complete Agreement ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯ

2. Voucher Acknowledgement͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯ

3. Voucher Summary and Contact Information ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯ

4. Agreement Term͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘ ϯ

5. Performance and Reporting Requirements ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯ

6. General Requirements͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰ

7. Motor Vehicles and Micromobility Devices͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱ

8. Infrastructure ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘ ϲ

9. Planning, Operations, and Maintenance ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴ

10. Outreach, Communication, and Participation ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴ

11. Budget and Voucher Payments͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϬ 

12. Suspension of Payments and Early Agreement Termination͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϮ 

13. Oversight and Accountability ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϯ 

14. Modification to Agreement͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϯ 

15. Change of Business͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϯ 

16. Notices and Contract Representatives͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϰ

17. Insurance Requirements ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϱ 

18. Representations and Certifications ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϱ

19. Confidentiality and Data Security͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϲ 

20. General Provisions͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϭϵ 

21. Entire Contract͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘ϯϮ

22. Authority͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϯϮ Exhibits
A Notice of Intent to Award
B Scope of Work
C Community Resource Contributions
D Phase 1 Application Submission and Attachments (Original) E Phase 2 Application Submission and Attachments (Original) F Approved Resolution
G Conflict of Interest Declaration
H Confidentiality Agreement
I Payment Request Form
J Implementation Manual for the Clean Mobility Options Voucher Pilot Program K Recordkeeping and Reliability Standards for Electric Vehicle Chargers and Charging Stations 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
1 Clean Mobility Options Voucher Program
Mobility Project Voucher
Voucher Agreement
MP23W2A-2G
This Voucher Agreement (hereinafter, ³$JUHHPHQW´
is made and entered between the
CALSTART, Inc., whose principal place of business is 48 S. Chester Avenue, Pasadena, California 91106, hereinafter referred to as "Program Administrator" and City of El Cajon, whose principal place of business is 200 Civic Center Way, El Cajon CA 92020, KHUHLQDIWHUUHIHUUHGWRDV³$ZDUGHH´3URJUDP$GPLQLVWUDWRUDQG$ZDUGHHDUHDWWLPHV FROOHFWLYHO\UHIHUUHGWRKHUHLQDV³3DUWLHV´
Recitals
WHEREAS, on 04/01/2019 CALSTART executed grant agreement G17-CMDC- 01 with the State of California, California Air Resources Board (KHUHLQDIWHU³CARB´).

WHEREAS, CALSTART is a non-profit, public benefit corporation seeking to create quality jobs, support clean air initiatives, enhance the quality of life, especially in GLVDGYDQWDJHGFRPPXQLWLHVDQGLPSURYH$PHULFD¶VJOREDOFRPSHWLWLYHQHVVWKURXJK the establishment of an advanced clean transportation industry.

WHEREAS, City of El Cajon, qualifies as a voucher applicant per the Implementation Manual for the Clean Mobility Options
KHUHLQDIWHU³&02´
Voucher
Program
KHUHLQDIWHU³3URJUDP´
.

WHEREAS, CALSTART desires to contract with City of El Cajon for, and City of El Cajon desires to provide the services described in the Scope of Work, attached as Exhibit B, and made a part of this Agreement by reference; and, WHEREAS, City of El Cajon represents that it is willing and able to perform the activities set forth herein;
NOW, THEREFORE, based on their mutual promises, covenants, and conditions contained herein and other good and valuable consideration detailed below, the Parties hereby agree as follows:












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
2 CLEAN MOBILITY OPTIONS (CMO) VOUCHER PROGRAM TERMS

1. Complete Agreement
The Complete Agreement between the parties shall consist of the following parts:
x Voucher Agreement (this document)
x Exhibit A: Notice of Intent to Award
x Exhibit B: Scope of Work
x Exhibit C: Community Resource Contributions
x Exhibit D: Phase 1 Application Submission and Attachments (Original) x Exhibit E: Phase 2 Application Submission and Attachments (Original) x Exhibit F: Approved Resolution
x Exhibit G: Conflict of Interest Declaration
x Exhibit H: Confidentiality Statement
x Exhibit I: Payment Request Form
x Exhibit J: Implementation Manual for the Clean Mobility Options Pilot Voucher Program x Exhibit K: Recordkeeping and Reliability Standards for Electric Vehicle Chargers and Charging Stations
Collectively this document, the exhibits and the documents incorporated by reference constitute the complete agreement between the parties.

The Awardee understands the Agreement terms are non-negotiable and agree to abide by all requirements, terms, and conditions of the CMO Voucher Program, which are contained in the Implementation Manual for the Clean Mobility Operations Voucher Pilot Program currently in effect, referred to as Exhibit J in this Agreement , which can also be obtained on the Internet at https://cleanmobilityoptions.org/implementation-manual/. Any subsequent changes or updates to the CMO Implementation Manual constitute part of this agreement and are incorporated in full into this Agreement by reference.

Order of Preference: In the event of any conflict in the Agreement documents, the following shall take precedence:
1) This document, titled ³9RXFKHU$JUHHPHQW´DQGIXWXUHDPHQGPHQWVWKHUHWR

2) Exhibit B, Scope of Work;
3) Exhibit D: Phase 1 Application Subm ission and Attachments (Original); 4) Exhibit E: Phase 2 Application Subm ission and Attachments (Original); and, 5) Other exhibits to this Agreement.

Under no circumstances shall the Awardee's final plans and specifications relieve the Awardees of any requirement contained in the Agreement unless the Program Administrator has expressly agreed, in writing, to waive the requirement. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
3 2. Voucher Acknowledgement
This Agreement is funded in whole or in part by a California Air Resources Board (CARB) grant to the Program Administrator under the California Climate Investment (KHUHLQDIWHU³CCI´) programDQGE\WKH&DOLIRUQLD(QHUJ\&RPPLVVLRQ¶V
KHUHLQDIWHU³CEC´) Clean Transportation
Program. As such, the Awardee and its sub-Awardees shall fully comply with all applicable grant rules, regulations, and requirements outlined in this Agreement.

3. Voucher Summary and Contact Information
Project Title: El Cajon on Demand
Total Funding: $1,500,000
Project Lead (Awardee): City of El Cajon
Main Contact: Mario Sanchez
Contact Title: City Engineer/Deputy Director of Public Works Address: 200 Civic Center Way
City, State, Zip El Cajon, CA 92020
Contact Telephone: 619- 441-1651
Authorized Official: Mario Sanchez
Authorized Official Title: City Engineer/Deputy Director of Public Works

4. Agreement Term
The Term of this Agreement shall commence the date this Agreement is executed by authorized UHSUHVHQWDWLYHVRIERWK3DUWLHV
WKH³(IIHFWLYH'DWH´
DQGVKDOOHQG
WKH³(QG'DWH´
five (5)
years from the Effective Date unless sooner terminated as provided for in Article 20(x) herein or amended by mutual written agreement of both Parties. The $ZDUGHH¶VSHUIRUPDQFHRIZRUNRU other expenses billable under this Agreement may not commence until after full execution of this Agreement by authorized representatives of both Parties.

The period of performance includes up to 15 months for project design, planning and construction (Planning and Construction Period), and a minimum of four (4) years of service operation (Project Operation Period). Clean mobility projects funded by this program must be fully operating for at least four (4) years.

5. Performance and Reporting Requirements
A. The Awardee agrees to collect the project data and report to the Program Administrator at least quarterly throughout the 5-year Agreement Term as specified in the Exhibit J.

B. The Awardee agrees to submit an end-of-agreement Final Report within 30 calendar days before the End Date or the project completion date, whichever comes first, pursuant to the Implementation Manual.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
4 C. The Program Administrator reserves the right to review, comment, and request changes to any report produced as a result of this Agreement and the Awardee agrees to make the changes requested.

D. The Awardee agrees to collect, monitor, and report required project data, including but not limited to, vehicle, bicycle, and other Clean Mobility OSWLRQV¶VSHFLILFDWLRQVSHUIRUPDQFH operation, and maintenance data, as specified in Exhibit J. The Awardee agrees to coordinate with the Program Administrator to provide this data and administer surveys to participants to collect usage data and other information during the Agreement Term.

E. The Awardee warrants that it will exercise due care and diligence in the performance of work, and the work shall be fully and finally completed in accordance with this Agreement subject to the Program Administrator's final approval, which the Program Administrator will not unreasonably withhold. Any costs incurred due to the failure to meet the foregoing standard or correct otherwise defective work that requires re-performance of the work, as directed by the Program Administrator, shall be the responsibility of the Awardee and not the Program Administrator. In the event the Awardee fails to perform in accordance with the above standard:
a) The Awardee will re-perform, at its own expense, any task which was not performed to the reasonable satisfaction of the Program Administrator. Any work re-performed pursuant to this Clause shall be completed within the time limitations originally set forth for the specific task involved. The Awardee must meet the task deadline at no additional cost to the Program Administrator.
b) The Program Administrator may, at its own discretion, provide a new schedule for the re- performance of any task pursuant to this paragraph in the event the re-performance of a task within the original time limitations is not feasible.

F. The Program Administrator has the option to direct the Awardee not to re-perform any task which was not performed to the reasonable satisfaction of the Program Administrator pursuant to (a) and (b) above. In the event the Program Administrator directs the Awardee not to re-perform a task, the Program Administrator and the Awardee shall negotiate a reasonable settlement for satisfactory work performed. Any previous payments made by the Program AdminLVWUDWRUVKDOOQRWEHFRQVLGHUHGDZDLYHURIWKH3URJUDP$GPLQLVWUDWRU¶VULJKW to reimbursement.

6. General Requirements
A. The Awardee agrees to ensure that all partners and subcontractors agree to all provisions of CMO, implemented through Exhibit J, and to notify CARB and the Program Administrator immediately if the Awardee becomes aware that partners or subcontractors are out of compliance.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
5 B. The Awardee agrees to be available for a site visit, evaluation, review, or an audit of the project by CARB, California Energy Commission (CEC), and/or the Program Administrator at any time during the Agreement Term.

C. The Awardee understands that CARB and the Program Administrator reserve the right to enforce the terms of this Agreement at any time during the Agreement Term.

D. The Awardee agrees to provide the community resource contributions listed in this Agreement to supplement the voucher funding with community investments as specified in the application and this Voucher Agreement (Exhibits D and E).

E. In the event that CALSTART, Inc., is no longer the Program Administrator prior to the end of the Agreement Term, the Awardee agrees to sign the amended Agreement with the new Program Administrator selected by CARB.

F. The Awardee agrees to fulfill California Environmental Quality Act (KHUHLQDIWHU³CEQA´) requirements for each proposed infrastructure installation (e.g., electric vehicle supply equipment or hydrogen refueling station) that is subject to CEQA compliance, as well as permitting and other requirements. Such proposals must adhere to the CEQA requirements specified in Exhibit J.

7. Motor Vehicles and Micromobility Devices
The Awardee agrees to meet the following conditions for vehicles procured or mobility services provided using vehicles under this Agreement. Vehicles include light-duty or medium-duty motorized vehicles, neighborhood electric vehicles, bicycles, scooters, or other micromobility devices.

A. Compliance with all vehicles and micromobility devices requirements specified in Exhibit J.

B. Services, vehicles, micromobility devices, and infrastructure funded by CMO will be maintained throughout the Agreement Term.

C. Approval for a project modification will be secured from the Program Administrator before using vehicles funded by CMO in any way other than described by the project narrative (e.g., the Awardee proposes to introduce a new service model supported by their needs DVVHVVPHQWUHVXOWEXWQRWSUHYLRXVO\LGHQWLILHGLQWKHSURMHFWQDUUDWLYH SHUWKH$ZDUGHH¶V
application (Exhibit D and E).

D. All project vehicles and micromobility device s will be equipped with telematics hardware that allows for recording geospatial utilization data, consistent with data collection requirements specified in Exhibit J.

E. In the event that installation of telematics har dware is found to be infeasible, the Awardee agrees to provide an alternative approach to collect necessary location and usage data to the Program Administrator, who will consider such requests on a case-by-case basis. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
6 F. If the owner of vehicles or micromobility devices (KHUHLQDIWHU³Fleet Owner´) is different from the Awardee, the Fleet Owner must also agree that they will abide by applicable terms and conditions of this Agreement.

G. In the event the titles of the vehicles purch ased with the CMO voucher funds are held by an organization on the program team other than the Awardee, the Fleet Owner must offer to transfer ownership of the vehicle to the Awardee or its designee, at no cost, at the end of the Agreement THUPRUDWDQ\WLPHGXULQJWKH$JUHHPHQWWKDWWKHYHKLFOHRZQHU¶VFRQWUDFWZLWK the Awardee is terminated upon approval by the Program Administrator. If a new entity holds the vehicle title, the Awardee must submit evidence to the Program Administrator that this clause has been agreed to by the new vehicle owner and the Awardee.

8. Infrastructure
The Awardee agrees to meet the following conditions for the installation of infrastructure under this Agreement. The installation of infrastructure includes electric vehicle supply equipment (KHUHLQDIWHU³EVSE´), hydrogen refueling stations, bicycle/scooter parking or charging infrastructure, bicycle/scooters safety right-of-way improvement, or signage and wayfinding infrastructure.

A. Infrastructure obtained with CMO funding will be sited in location(s) as specified by the $ZDUGHH¶VSURMHFWSODQDVapproved by the Program Administrator.

B. The Program Administrator will be notified if the Awardee is unable to site the CMO-funded infrastructure in location(s) previously specified by the project plan, as modified by the Program Administrator. The Program Administrator must approve the new proposed location.

C. Compliance with all infrastructure requirements specified in Exhibit J, including CEQA Compliance and Permitting requirements, as listed in Exhibit J and as stated in Planning, Operations, and Maintenance section 9 in this Agreement.

D. Compliance with Assembly Bill 841 (Ting 2020), which requires Electric Vehicle ,QIUDVWUXFWXUH7UDLQLQJ3URJUDP
KHUHLQDIWHU³(9,73´
FHUWLILFDWLRQIRUWKHLQVWDOODWLRQRI&02-
funded electric vehicle charging infrastructure and equipment. All CMO-funded electric vehicle charging infrastructure and equipment located on the customer side of the electrical meter shall be installed by a contractor with the appropriate license classification, as GHWHUPLQHGE\WKH&RQWUDFWRUV¶6WDWH/LFHQVH%RDUGDQGDWOHDVWRQHHOHFWULFLDQRQHDFK crew, at any given time, who holds an EVITP certification. Projects that include the installation of a charging port supplying 25 kilowatts or more to a vehicle must have at least 25 percent of the total electricians working on the crew for the project, at any given time, who hold EVITP certification. One member of each crew may be both the contractor and an EVITP-certified electrician.

The Awardee must submit proof to the CMO Program Administrator of the required EVITP certification before performing any installation work described above. Proof of EVITP certification shall include the following:












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
7 a) AB 841 certification that certifies the project has complied with all AB 841 requirements or describes why the AB 841 requirements do not apply to the project. The certification shall EHVLJQHGE\WKH$ZDUGHH¶VDXWKRUL]HGUHSUHVHQWDWLYH.
b) EVITP Certification Numbers of each EVITP-ce rtified electrician that installed electric vehicle infrastructure of equipment if AB 841 requirements apply to the project. c) For all electric vehicle chargers and charging stations installed on or after 1/1/2024:
compliant with recordkeeping and reporting standards as described in CEC's regulations, developed under AB 2061.

The requirements stated above do not apply to any of the following:
a) Electric vehicle charging infrastructure instal led by employees of an electrical corporation or local publicly owned electric utility.
b) Electric vehicle charging infrastructure funded by monies derived from credits generated from the Low Carbon Fuel Standard Program (Sub article 7 (commencing with Section 95480) of Article 4 of Subchapter 10 of Chapter 1 of Division 3 of Title 17 of the California Code of Regulations).
c) Single-family home re sidential electric vehicle chargers that can use an existing 208/240- volt outlet.

E. Compliance with the recordkeeping and reporting standards established under Assembly Bill 2061 (Ting, Chapter 345, Statues of 2022) and Assembly Bill 126 (Reyes, Chapter 319, Statutes of 2023) (Pub. Resources Code, §

for electric vehicle chargers or charging
stations installed on or after January 1, 2024.
a) Compliance ZLWKUHFRUGNHHSLQJDQGUHSRUWLQJVWDQGDUGVDVGHVFULEHGLQ&(&¶V regulations. These requirements are not applicable to those electric vehicle chargers and charging stations installed at residential real property containing four or fewer dwelling units.
b) Compliance with all industry best practices an d charger technology capabilities that are GHPRQVWUDWHGWRLQFUHDVHUHOLDELOLW\DVGHVFULEHGLQ&(&¶Vregulations. c) Compliance with any other regulatory requireme nts, including but not limited to uptime requirements and operation and maintenance requirements. d) If the Awardee is an electric vehicle service pr ovider or other third-party entity that is not the site host, the electric vehicle service provider or third-party entity shall provide a GLVFORVXUHWRWKHVLWHKRVWDERXWWKHVLWHKRVW¶VULJKWWRGHVLJQDWHWKHVHUYLFHSURYLGHURU third-party as the entity to report the data on behalf of the site host. The Awardee shall verify receipt by signing the disclosure.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
8 F. For infrastructure obtained with CMO funding that is not completely sited on the Project /HDG¶VRZQHGSURSHUW\DQGREWUXVLYHWRSURSHUW\QRWRZQHGE\WKH3URMHFW/HDGWKH Awardee will obtain and keep written approval from the property owner (including public agencies if relevant);
G. Infrastructure obtained with CMO funding will be maintained in good repair and in DFFRUGDQFHZLWKWKHPDQXIDFWXUHU¶VUHFRPPHQGHGXVHDQGPDLQWHQDQFHWKURXJKWKH minimum 4-year project operation period.

9. Planning, Operations, and Maintenance
A. The Awardee agrees to ensure services are delivered in accordance with the safety and accessibility requirements specified in Exhibit J.

B. The Awardee agrees to develop, administer, and maintain a user-friendly vehicle reservation or ride request system as specified in Exhibit J.

C. The Awardee agrees to provide payment options for end-users that do not have bank accounts with associated debit cards or credit cards, such as cash exchange, pre-paid debit cards, or payment through a cloud-based wallet that can be loaded through in-person payment.

D. The Awardee understands hours of operation must be clearly designated and agrees to operate services during hours readily available to residents based on needs assessment results. It is recommended that services should be available to users at least 5 days a week and at least 12 hours per service day.

E. The Awardee agrees to ensure that no more than 20 percent of the committed fleet (including micromobility devices) or charging infrastructure will be out of service at one time during designated hours of operation, and no single motor vehicle in the fleet will be out of service for more than one week at a time, unless required by maintenance provider. The Awardees must report vehicles and chargers out of service and fleet size in quarterly reports, consistent with CMO Data Collection Requirements herein and in Exhibit J.

F. The Awardee agrees to develop policies and procedure documents and flow charts that describe administrative actions for evaluating and processing participants, reservations, vehicle maintenance, and data gathering and reporting.

G. The Awardee agrees to fulfill California Environmental Quality Act (CEQA) requirements described in section 6 (F) herein.

10.Outreach, Communication, and Participation
A. The Awardees must ensure that key docume nts, platforms, and customer services are available in commonly-spoken languages in the project area, as determined through census data and community engagement. Key resources to be provided in commonly-spoken languages may include, but are not limited to:












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
9 a) End user terms and conditions of service
b) Privacy policies
c) User manuals
d) Mobile software applications
e) Outreach and marketing materials
f) Customer service materials
B. The Awardee agrees to conduct all community outreach and education events as specified in Exhibit B in accordance with stipulations set forth in Exhibit J.

C. The Awardee agrees to follow instructions outlined in the CMO Awardee General Branding and Communications Toolkit when publicly communicating about the program, including displaying the CMO Program logo, the CCI logo and the California Energy Commission (CEC) logo on all outreach and education materials. The Awardee agrees to acknowledge WKH&&,SURJUDPDVDIXQGLQJVRXUFHIURP&$5%¶V/RZ&DUERQ7UDQVSRUWDWLRQSURJUDP and the Clean Transportation Program (CTP) as a funding source whenever projects funded, in whole or in part by this Agreement, are publicized in any news media, websites, brochures, publications, audiovisuals, or other types of promotional material using the program funding language provided in the CMO Awardee General Branding and Communications Toolkit.

D. The Awardee understands and agrees that all outreach materials, project websites, press releases and press events must receive prior approval from the Program Administrator.

E. The Awardee understands and agrees that the Program Administrator may use the Awardee organization name, the Awardee partner organization names, and any descriptive language and/or branding and imagery used in the application and/or in the execution of the voucher during CMO program activities and events for use in educational or promotional materials in print, multimedia, or web form. Language, branding, imagery, and/or photos and videos will only be used for purposes related to the CMO program.

F. The Awardee understands and agrees to participate in Clean Mobility Equity Alliance (KHUHLQDIWHU³CMEA´) events, training, and meetings as required by the Program Administrator or CARB.

G. The Awardee understands and agrees to coordinate with other&$5%¶V Low Carbon Transportation Investment Projects, including the Access Clean California Project, Sustainable Transportation Equity Project (KHUHLQDIWHU³STEP´), and Clean Mobility In Schools (KHUHLQDIWHU³CMIS´). Where applicable, the Awardee understands and agrees to coordinate with other CEC Clean Transportation Program Projects, including the California Electric Vehicle Infrastructure Project (CALeVIP), Communities in Charge (CIC), and Energy Infrastructure Incentives for Zero-Emission Commercial Vehicles (EnergIIZE). 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
10 11.Budget and Voucher Payments
A. Budget Amount
a) In accordance with the actual costs summariz ed in the Budget Categories in Exhibit B, the Awardee will be reimbursed for actual costs incurred in an amount not to exceed one million five hundred thousand and 00/100 dollars ($1,500,000). b) Subject to prior written approval from the Pr ogram Administrator, budget line-item shifts of up to 25 percent of the Voucher Funds may be made during the Term, as long as the total voucher amount is unchanged and all other voucher redemption requirements are met. If the line-item shift is more than 25 percent, the Awardee must justify the reason for the amendment. No amendment or variation of the terms of this Agreement shall be valid unless made in writing, signed by the Parties, and approved as required. All line-item shifts must be consistent with Exhibit B (Attachment I).

B. Voucher Payments for Awardees with Cost-Based Payments a) Payment shall be submitted for actual costs incurred in accordance with the budget in Exhibit B and policies and requirements described in Exhibit I and will be contingent upon the availability of funds received by Program Administrator from CARB. b) Program Administrator shall promptly not ify the Awardee in the event funds are not available and Program Administrator shall have no liability to pay any funds whatsoever to the Awardee or to provide any other considerations under this Agreement. Program Administrator will pay the Awardee within 10 days after Program Administrator receives payment of invoices submitted from CARB.
c) Payments made under the Agreement will be subject to the approval of the Awardee status reports by the Program Administrator and CARB, which reports shall clearly summarize actual costs to be reimbursed in accordance with Budget Categories in Exhibit B. Costs submitted for reimbursement that exceed Budget Categories (Direct Labor, Travel, Indirect Costs, etc.) will not be paid until a budget amendment is submitted and approved. Billings will be submitted no less than quarterly, but no more than monthly in a format consistent with the Payment Request Form (Microsoft Excel file format) that will be furnished to the Awardee by the Program Administrator. d) All costs submitted for reimbursement must be supported by sufficient relevant documentation:
i. Personnel Costs: Each staff position billed will be listed individually to include the name, title, number of hours worked, and hourly rate. Labor hours billed will be supported by time records and documentation will be submitted supporting actual hourly labor rates. Payroll registers and/or other third-party documents supporting actual payroll will be provided upon request.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
11 ii. Travel Costs:

1. The Awardee headquarters shall be considered the location of the Awardee's RIILFHZKHUHWKHHPSOR\HHV¶DVVLJQHGUHVSRQVLELOLWLHVIRUWKLVDZDUGDUH permanently assigned.

2. Travel costs submitted for reimbursement will be itemized on a listing providing information about the date traveled; origin and destination; individuals traveling; and purpose of business travel.

3. All travel costs billed will be supported by itemized receipts and/or invoices.

4. Travel costs reimbursed will be limited to the maximum per diem amounts set by the California Department of Human Resources (KHUHLQDIWHU³CalHR´) at http://www.calhr.ca.gov/employees/pages/travel-reimbursements.aspx. iii. All other direct costs, including Subcontract or costs, shall be itemized on the invoice and supported by sufficient relevant documentation such as a vendor invoice, receipt or other pertinent third-party provided documentation verifying amounts billed and/or reported as matching cost. Purchases exceeding $2,500 not in the original budget must be pre-approved by the Program Administrator in writing. Copies of cancelled checks will be supplied upon request.
e) Applicable non-labor rates used for billing purposes, including, but not limited to, fringe benefit, overhead, and General and Administrative (KHUHLQDIWHU³G&A´) rates, will be supported by the methodology in which the rates are derived and applied. An approved cost rate agreement negotiated with a Federal cognizant agency or the Federal de minimis rate used in accordance with § 200.414(f) of 2 CFR 200 will suffice. f) The following costs are not allowable under any circumstances:
i. Food and alcoholic beverages
ii. Childcare
iii. Fines and penalties
iv. Litigation and other legal costs
v. Lobbying or other costs for the purposes of influencing election outcomes, referendums, or legislation
g) The Program Administrator will disallow paym ent of costs not supported by sufficient relevant documentation. The Awardee shall bear all costs and expenses incurred that are not in accordance with the term and conditions of this Agreement unless the Program Administrator, in consultation with CARB, determines otherwise. The Awardee shall not request payment for ineligible costs (see section 11(B)(f) above). h) The Awardee shall maintain records, documents, and other evidence supporting all allowable costs incurred or anticipated applicable credits, and the receipt, use, and disposition of government or Program Administrator property coming into the 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
12 possession of the Awardee under this Agreement. The accounting system employed by the Awardee shall be in accordance with generally accepted accounting principles and best business practices, consistently applied.
i) Upon completion or termination of the Agreement, the Awardee shall submit the final invoice (if any) no later than thirty (30) days after such completion or termination date. 7KHLQYRLFHVKDOOEHFOHDUO\PDUNHGDV³),1$/´DQGSUHSDUHGDVLQGLFDWHGDERYH j) Each invoice must provide the agreement number, period covered by invoice, and the $ZDUGHH¶V(PSOR\HU,GHQWLILFDWLRQ1XPEHU, and be submitted via email to [email protected], or U.S. Postal Service using the following address:

Attention: Clean Mobility Options
CALSTART, Inc.
48 S Chester Avenue
Pasadena, CA 91106
C. The Awardee agrees and understands to prohibit using voucher funds to aid or support a sectarian purpose pursuant to California Constitution, article XVI, section 5. The Awardee also agrees to prohibit using voucher funds to aid or support a sectarian or denominational school or any school not under the exclusive control of the officers of the public schools pursuant to California Constitution, article IX, section 8. CARB and the Program Administrator reserve the right to obtain additional information from the Awardee to determine compliance with California Constitution, article XVI, section 5 and article IX, section 8. Failure to provide any requested information may result in denial of funding.

12.Suspension of Payments and Early Agreement Termination A. The Program Administrator reserves the right to issue a suspension order (stop work order) at any time and for any reason. If issued, a suspension order will be in effect until the dispute has been resolved or the Agreement has been terminated. Upon issuance of the suspension order, the Awardee shall stop all work, unless otherwise specified in the suspension order. Failure to comply with the terms of the suspension order is a material breach of this Agreement and will subject the Awardee to liquidated damages. The Awardee shall resume work only upon receipt of written instructions from the Program Administrator.

B. In the event the Awardee chooses to continue to work on the project after a suspension order has been issued, the Awardee will not be paid for milestones completed or expenditures incurred during the suspension.

C. ,I&$5%UHVFLQGVWKHVXVSHQVLRQRUGHUDQGGRHVQRWWHUPLQDWHWKH$ZDUGHH¶V$JUHHPHQW the Program Administrator will pay completed milestones during the suspension that are SD\DEOHLQDFFRUGDQFHZLWKWKHWHUPVRIWKH$ZDUGHH¶V Agreement.

D. In accordance with article 20(GG) (Terminati on), the Program Administrator reserves the right to terminate the Agreement upon 30 calendar days written notice to the Awardee. Upon termination, all remaining funds must be immediately returned to the Program Administrator. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
13 13.Oversight and Accountability
A. The Awardee shall comply with all oversight responsibilities set forth in Exhibit J.

B. If the Awardee detects any actual or potentia l activity associated with the circumstances described in section 13.C (e.g., falsification, misspending, etc.) by any third parties, including EXWQRWOLPLWHGWRWKH$ZDUGHH¶VFRQWUDFWRUVVXEFRQWUDFWRUVVXE-awardees, consultants, employees, agents, affiliates, officers, directors or representatives, the Awardee shall notify CARB and the Program Administrator immediately and work with the Program Administrator to determine an appropriate course of action. The Awardee shall fully cooperate and work with CARB to investigate, resolve and take appropriate action to enforce the terms and conditions of this Agreement, including appropriately prosecuting or litigating any civil or criminal claims as determined necessary by CARB or its representative.

C. CARB or its designee reserves the right to recoup any voucher funds that were awarded pursuant to this Agreement due to falsification, misspending, misinformation, misappropriation, fraud, negligence, non-compliance with program requirements or applicable laws, or other related circumstances by the Awardee, contractors, subcontractors, sub-awardees, consultants, employees, agents, affiliates, officers, directors or representatives. In the event that CARB determines that recouping voucher funds is necessary under the aforementioned circumstances, the Awardee agrees to return all voucher funds requested, including any interest earned, within sixty (60) days of written notification from CARB. In addition, CARB may seek other remedies available by law. CARB reserves the right to prohibit any entity from participating in existing or future CARB programs, projects, or grants due to non-compliance with the Agreement or Program requirements, or due to misinformation, misrepresentation, or fraud.

14.Modification to Agreement
Any modification to this Agreement must be mutually agreed upon and in writing, fully executed by authorized representatives of both Parties, before it is effective. Any action taken by the Awardee that is not within scope of the Agreement without authorized modification to this Agreement is deemed not authorized and Program Administrator may prohibit such costs from being claimed as reimbursable hereunder.

15.Change of Business
Change in Business± The Awardee shall promptly notify Program Administrator of the occurrence of each of the following:

A. A change to WKH$ZDUGHH¶Vaddress.

B. A change in the $ZDUGHH¶Vbusiness name or ownership.

C. The existence of any litigation or other legal proceeding affecting the project.

D. The occurrence of any casualty or other loss to project personnel, equipment, or third parties of a type commonly covered by insurance.

E. Receipt of notice of any claim or potential claim against the Awardee for a patent, copyright, trademark, service mark, and/or trade secret infringement that could affect the Program 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
14 Administrator¶V DQGRU&$5%¶V DQG&(&¶Vrights.

The Awardee shall not change or reorganize the type of business entity under which it does business except upon prior written notification to the Program Administrator. A change of business entity or name change requires an amendment assigning or novating the Agreement to the new entity. In the event the Program Administrator is not satisfied that the new entity can perform as the original Awardee, the Program Administrator may terminate this Agreement as provided in Article 20(GG).

16.Notices and Contract Representatives
All notices that are required under this Agreement shall be provided in the manner set forth herein unless specified otherwise. Notice to a party shall be delivered to the attention of the person listed below, or to such other person or persons as may hereafter be designated by that party in writing. Notice shall be in writing sent by email, U.S. Mail, express, certified, return receipt requested, or a nationally recognized overnight courier service. In the case of email communications, valid notice shall be deemed to have been delivered upon sending, provided the sender obtained an electronic confirmation of delivery. Email communications shall be deemed to have been received on the date of such transmission, provided such date was a business day (Monday-Friday) and delivered prior to 5:30 pm Pacific Standard Time. Otherwise, receipt of email communications shall be deemed to have occurred on the following business day. In the case of U.S. Mail notice, notice shall be deemed to be received when delivered or five (5) business days after deposit in the U.S. Mail. In the case of a nationally recognized overnight courier service, notice shall be deemed received when delivered (written receipt of delivery).

CALSTART
For legal and contract matters: For program matters:

Piero Stillitano, CFO Nour Katabi, Project Manager II
CALSTART, Inc. CALSTART, Inc.
48 S. Chester Avenue 48 S. Chester Avenue
Pasadena, CA 91106 Pasadena, CA 91106
Phone: 626-744-5608 Phone: 626-744-5603
Email: [email protected] Email: [email protected] City of El Cajon
For legal and contract matters: For program matters:

Mario Sanchez, City Engineer/Deputy Director of
Public Works
Mario Sanchez, City Engineer/Deputy Director of
Public Works
City of El Cajon City of El Cajon
200 Civic Center Way 200 Civic Center Way
El Cajon, CA, 92020 El Cajon, CA, 92020
Phone: 619- 441-1651 Phone: 619- 441-1651
Email: [email protected] Email: [email protected] 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
15 17.Insurance Requirements
The Awardee, and its sub-awardees as well as its contractors and subcontractors who are preforming work under this Agreement shall comply with all insurance requirements outlined in Exhibit J, providing the Program Administrator with evidence of required coverages upon Agreement execution and upon request thereafter. After the voucher is awarded, failure to provide the certificate within 60 days from the voucher execution date may result in the termination of the Agreement. The Awardee understands no work shall begin, and no payments will be made under this Agreement, until the Awardee and sub-awardees, contractors, and subcontractors fully comply with all applicable insurance requirements and sufficient evidence of coverage, such as a certificate of insurance, is provided.

The Awardee is responsible for submitting evidence of insurance for the Awardee and its sub- awardees, contractors, and subcontractors annually to the Program Administrator, or upon request, until the end of the Agreement Term.

18.Representations and Certifications
A. The Awardee has, and will have, full authority to execute this Agreement; and to provide the Services that it agrees to provide under this Agreement according to the terms set forth herein. Each person executing this Agreement on behalf of a party represents that he or she LVGXO\DXWKRUL]HGWRH[HFXWHDQGGHOLYHUWKLV$JUHHPHQWRQWKDWSDUW\¶VEHKDOI B. The Awardee is either a public agency, no n-profit organization, or tribal government consistent with applicant eligibility as defined in Exhibit J.

C. This Agreement is legally valid, bind ing and enforceable against the Parties.

D. The Awardee personnel will comply with all applicable laws, rules and regulations governing the performance of each of their respective obligations under this Agreement and shall maintain, requisite licenses, registrations, approvals and exemptions required to perform obligations under this Agreement.

E. The Awardee will ensure that all its personnel will comply with its obligations under this Agreement in a timely fashion, consistent with best practices in the industry.

F. The Awardee certifies that there is no material threatened or pending legal proceeding or government action to which it is a party or to which any of its property is subject, which could materially and adversely affect its ability to enter into this Agreement and/or perform all of its obligations hereunder.

G. The Awardee will ensure that the Awar dee personnel have appropriate experience, qualifications and expertise to perform the Services according to Exhibit B. The Awardee agrees that only licensed professionals will be used to perform services or conduct work under this Agreement where such services are called for and where licensed professionals are required for those services under California law.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
16 H. The Awardee certifies that it has appropriate syst ems and controls in place to ensure that the equipment, materials and products provided by the Awardee, and its sub-awardees, contractors, and subcontractors, during performance of this Agreement will not infringe on any patent, copyright, trademark, related licenses, or other intellectual property.

19.Confidentiality and Data Security
In addition to the confidentiality obligations set forth in Exhibit H and Exhibit J, it is expressly understood and agreed that information the Awardee collects, generates, or acquires on behalf of the Program Administrator in performing its obligations under the Agreement may be deemed confidential by the Program Administrator, and therefore, the Awardee agrees to:

A. Treat and protect such information or data, including but not limited to all participant records and supporting documentation that personally identifies or describes an LQGLYLGXDORULQGLYLGXDOV
RU3HUVRQDO,GHQWLI\LQJ,QIRUPDWLRQ
³3,,´

DVFRQILGHQWLDO
in accordance with California Information Practices Act (California Civil Code Sections 1798, et seq.) and other relevant State or Federal statutes and regulations.

B. Observe complete confidentiality with respec t to such information or data collected, generated, or acquired pursuant to the Agreement, including without limitation, agreeing not to disclose or otherwise permit access to such information by any other person or entity in any manner whatsoever unless such disclosure is required by law or legal process.

C. Subject to section J below, the Awardee must acknowledge the confidential nature of information described in section A above; and, ensure that the Awardee, its employees, affiliates, officers, agents, and assigns (i) are informed of the confidential nature of such information; and, (ii) by agreement or otherwise, are prohibited from copying, revealing, or utilizing, for any purpose other than fulfillment of this Agreement, the contents of such information or any part thereof, or from taking any action otherwise prohibited under any provision or section of this Agreement.

D. Sign all non-disclosure and confidentiality agreements provided by CARB, and shall require employees, contractors, and subcontractors to do the same when requested by CARB.

E. Limit access to information and data collec ted, generated, or acquired pursuant to this Agreement only to necessary employees, agents, and contractors to perform their duties in fulfillment of the Agreement provisions.

F. Notify the Program Administrator immediat ely and in writing of the circumstances surrounding any possession, use, or knowledge of such information or any part thereof by any person or entity other than those authorized by this section. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
17 G. Report any lost or stolen information, da ta, or equipment developed, purchased, or collected pursuant to this Agreement to CARB immediately, and to state or federal officials where required by applicable laws. The Awardee agrees that CARB has the right to participate in the investigation of a security incident involving such suspected or actual release or breach of confidential information, including PII, or to conduct its own independent investigation, and that the Awardee shall cooperate fully in such investigations. If applicable law requires or if CARB determines that notice to the individuals whose data has been lost or breached is needed, then the Awardee shall provide all such notification and will bear any and all costs associated with the notice or any mitigation selected by CARB. The Awardee agrees that it shall be responsible for all costs incurred by it and by CARB due to a security incident resulting from any act or omission of the Awardee or any of its employees, agents, officers, directors, affiliates, representatives, consultants, contractors, subcontractors or sub-awardees, including any acts or omissions resulting in an unauthorized disclosure, release, access, review, or destruction of data or information; or loss, theft or misuse of information or data developed or gathered pursuant to this Agreement. These costs include, but are not limited to, staff time, material costs, postage, media announcements, credit monitoring for impacted individuals, and other identifiable costs associated with the breach or loss of data.

H. Store all records in a secure and safe storage facility that maintains confidentiality and provides fire and natural disaster protection.

I. Retain files during the Term of the Agreement plus five years and do not transmit them to any outside entity during this time except as otherwise approved by CARB.

J. Transfer all project records, including the original records and all copies thereof, to CARB or the Program Administrator at the end of the five-year window described in section G above or upon termination, unless otherwise instructed by CARB.

K. Not use any data or information, or any part thereof, obtained as part of the Agreement in the performance of services to others or for the benefit of others in any form whatsoever whether gratuitously or for valuable consideration without &$5%¶VZULWWHQFRQVHnt.

L. If the Awardee believes disclosure of a confidential record may be required under the California Public Records Act (California Government Code Section 7920 et seq.) or other law, the Awardee shall give CARB at least fourteen (14) calendar days written notice prior to any planned disclosure so that CARB can seek, solely DW&$5%¶VGLVFUHWLRQDQRUGHUSUHYHQWLQJGLVFORVXUHIURPDFRXUWRIFRPSHWHQW jurisdiction. The Awardee agrees that it will not challenge, or authorize or endorse any challenge to, any action or request by CARB to obtain a protective order or other court order to prevent the release of any information. The Awardee agrees that it shall immediately notify and work cooperatively with CARB to respond timely and correctly to any and all public record requests.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
18 M. Provide CARB all pass phrases or passwords used for private keys to encrypt data used, produced, or acquired in the course of performing duties under this Agreement.

N. Ensure that confidential, sensitive, an d/or PII information shall be encrypted in accordance with California State Administrative Manual section 5350.1 and California Statewide Information Management Manual section 5305-A.

O. Assume all responsibility and liability for th e security and confidentiality of the PII and other confidential information under its control.

P. Adhere to all CARB confidentiality, disclosure, and privacy policies.

Q. Certify, represent and warrant that:
a) Its data and information security standar ds, tools, technologies, and procedures are sufficient to protect such information and data;
b) It is in compliance and shall remain in compliance at all times during the Agreement Term with the following requirements and obligations:

I. The California Information Practice s Act (Civil Code Sections 1798 et seq.);
II. Current NIST special publications 800-171 Protecting Controlled Unclassified Information in Nonfederal Information Systems and Organizations. Third-party audit results and WKH$ZDUGHH¶VSODQWRFRUUHFW any negative findings shall be made available to CARB upon request; III. Undergo an annual Statement on Standards for Attestation Engagements (SSAE) No. 16 Service Organization Control (SOC) 2 Type II audit. Third- party audit UHVXOWVDQGWKH$ZDUGHH¶VSODQWRFRUUHFWDQ\QHJDWLYHILQGLQJV and implementation progress reports shall be made available to the CARB upon request; and
IV. Privacy provisions of the Federal Privacy Act of 1974; c) Compliance with industry standards and guidelines applicable to the work performed under the Agreement. Relevant security provisions may include but are not limited to: Health Insurance Portability and Accountability Act of 1996, IRS 1075, Health Information Technology for Economic and Clinical (HITECH) Act, Criminal Justice Information Services (CJIS) Security Policy, Social Security Administration (SSA) Electronic Information Exchange Security Requirements, and the Payment Card Industry (PCI) Data Security Standard (DSS) as well as their associated Cloud Computing Guidelines 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
19 20.General Provisions
A. ADA: $PHULFDQVZLWK'LVDELOLWLHV$FW
KHUHLQDIWHU³$'$´
/DQJXDJHThe Awardee must
ensure that all products and services submitted to, uploaded, or otherwise provided to or funded by CARB or made available to the public by the Awardee and/or its contractors, subcontractors or sub-awardees, including but not limited to data, software, plans, drawings, specifications, reports, operating manuals, notes and other written or graphic work prepared in the course of performance of this Agreement, including Status Reports (collectively, the ³:RUN´
FRPSO\ZLWK:HE&RQWHQW$FFHVVLELOLW\*XLGHOLQHVOHYHOV$DQG$$DQG otherwise meet the accessibility requirements set forth in California Government Code Sections 7405 and 11135, Section 202 of the federal Americans with Disabilities Act (42 U.S.C. § 12132), and Section 508 of the federal Rehabilitation Act (29 U.S.C. § 794, subd. (d)) and the regulations promulgated thereunder (36 C.F.R. Parts 1193 and 1194)

FROOHFWLYHO\WKH³$FFHVVLELOLW\5HTXLUHPHQWV´
)RUDQy Work provided to CARB or the public
in PDF format, the Awardee, along with its contractors, subcontractors and sub-awardees, shall also provide an electronic version in the original electronic format (for example, Microsoft Word or Adobe InDesign). CARB or the Program Administrator may request from the Awardee documentation of compliance with the requirements described above and may perform testing to verify compliance. The Awardee agrees to respond to and resolve any complaint brought to its attention regarding accessibility of materials provided under this Agreement.
a) The Awardee must bring into compliance , at no cost to CARB or the Program Administrator, any Work by the Awardee, or its contractors, subcontractors, and sub- awardees, not meeting the Accessibility Requirements. If the Awardee fails to bring the Work into compliance with the Accessibility Requirements within five (5) business days of issuance of written notice from CARB or the Program Administrator, or within the time frame specified in said written notice, then the Awardee will be responsible for all costs incurred by the Program Administrator and/or CARB in bringing the Work into compliance with the Accessibility Requirements. The Awardee agrees to respond to and resolve any complaint brought to its attention regarding accessibility of deliverables provided under this Agreement for a period of one year following delivery of the final deliverable under this Agreement.
b) Deviations from the Accessibility Requirem ents are permitted only by advance written consent by CARB in each instance.

B. Amendment: This Agreement may only be amended by a written amendment to this Agreement which has been fully executed by authorized representatives of both Parties.

C. Assignment: The Agreement is not assignable by the Awardee, either in whole or part, without the consent of CARB and the Program Administrator. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
20 D. Assurances: The Program Administrator reserves the right, but not the obligation, to seek further written assurances from the Awardee and any of the $ZDUGHH¶VFRQWUDFWRUV subcontractors, employees, agents, officers, sub-awardees or affiliates, that the work performed under this Agreement will be performed consistent with the terms and conditions of this Agreement.

E. Audits: The Awardee agrees that CARB , CEC, the California Department of General Services, the California Department of Finance, the California State Auditor, or their designated representative shall have the right to review and to copy any records and supporting documentation pertaining to the performance of the Awardee and all State funds received. The Awardee agrees to maintain such records for possible audit for a minimum of five (5) years after the term of the Agreement is completed unless a longer period of records retention is agreed to in writing by the Program Administrator and the Awardee. The Awardee agrees to allow auditors access to such records during normal business hours and to allow interviews of any employees who might reasonably have information related to such records. Furthermore, the Awardee agrees to include in all agreements, contracts and subcontracts, language identical to or similar to this paragraph to ensure auditors have the ability and right to audit records and conduct interviews of any and all sub-awardees, contractors, consultants and subcontractors in relation to performance or use of the voucher funds under this Agreement.

F. Availability of funds: &$5%¶V and the Program$GPLQLVWUDWRU¶V obligations under the Agreement are contingent upon the availability of funds. In the event funds are not available, the Program Administrator and the State shall have no liability to pay any funds whatsoever to the Awardee or to furnish any other considerations under the Agreement or for any other reason.

G. $ZDUGHH¶V responsibility for work: The Awardee shall be responsible for work and for persons or entities engaged in work, including, but not limited to, agents, employees, representatives, affiliates, sub-awardees, contractors, subcontractors, suppliers, and providers of services. The Awardee shall be responsible for any and all disputes arising out of its contract for work on the project, including but not limited to payment disputes with contractors, subcontractors, and providers of services. Neither CARB nor the Program Administrator will mediate disputes between the Awardee and any other entity concerning responsibility for the performance of work. All subcontracts must be submitted to CARB or the Program Administrator upon request for review prior to execution. CARB may also request them during or after the Agreement Term and the Awardee agrees to provide them within five (5) calendar days. Nothing contained in this Agreement or otherwise creates any contractual relation between CARB and any subcontractors of the Awardee, and no subcontract may relieve the Awardee of its responsibilities under this Agreement. The Awardee shall only distribute CMO voucher funds on a reimbursement basis and shall not use voucher funds for advance payments to contractors, subcontractors, service providers, suppliers, sub-awardees, or other third parties.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
21 The Awardee and third party agreements must, at a minimum, incorporate all of the following:
a) A clear and accurate description of the material, products, or services to be procured. b) A detailed budget and timeline.
c) Provisions that allow for administrative, cont ractual, or legal remedies in instances where the Awardee or third party violates or breaches contract terms, and provides for such sanctions and penalties as may be appropriate.
d) Provisions for termination by the Award ee, including termination procedures and the basis for settlement.
e) A statement that further assignments will not be made to any third party or subsequent tier subcontractors without advance written consent of CARB. f) Language conforming to Infrastructure requirements for Compliance with Assembly Bill 841 (Ting 2020) and all of General Provisions of this Agreement. :LWKRXWOLPLWLQJDQ\RI&$5%¶VRWKHUUHPHGLHVIDLOXUHWRFRPSO\ZLWKWKHDERYH requirements is a material breach of this Agreement and grounds for immediate termination.

H. Compliance with laws, regulations, etc.: The Awar dee agrees that it will, at all times, comply with and require its contractors and subcontractors to comply with all applicable federal and State laws, rules, guidelines, regulations, and requirements of the Agreement.

I. Computer software: The Awardee certifies that it has appropriate systems and controls in place to ensure that State funds will not be used in the performance of the Agreement for the acquisition, operation, or maintenance of computer software violation of copyright or other intellectual property laws.

J. Conflict of Interest: Government Code Sectio n 87104 prohibits public officials of CARB, which includes any member, officer, employee, or consultant of a CARB advisory body, from making a formal or informal appearance before, or oral or written communication to CARB for the purpose of influencing a decision by CARB on a grant or other entitlement for use, such as a contract, loan, license, or permit. Prohibited communications include grant applications, letters, emails, phone calls, meetings, or any other form of oral or written communication within or outside of a public committee meeting with CARB, or CARB staff, for the purpose of influencing a CARB decision on an application for funding submitted to CARB. A knowing or willful violation of this section may result in a member being guilty of a misdemeanor and fined up to the greater of $10,000 or three times the amount of an amount unlawfully received. If a court determines a violation occurred and that the official action might not otherwise have been taken or approved if not for the prohibited communication, the grant may be voided. (See Gov. Code §§ 91000, 91003). 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
22 a) For this reason, CARB officials, including but not limited to advisory body members, also may not be a signatory, or administrator on a grant application, or on any resulting grant agreement. Such individuals should not be listed on the grant application except as necessary to show their role in the organization.
b) Note that an advisory body member's organizati on may continue to be eligible for a grant.

However, the grant must not follow any communications for purposes of influence by the advisory body member on CARB's decision on that grant agreement. Additionally, that organization would need to identify a different member of the organization to sign or be the administrator for any applications and awarded grants. c) Please also note that applications from organizations affiliated with CARB Board members may require additional review and Board approval. Although CARB will make every effort to obtain required review and approval in a timely manner, this may delay grant execution and/or distribution of funds.
d) The Awardee certifies that it is, and sh all remain, in compliance with all applicable &DOLIRUQLD
KHUHLQDIWHU³6WDWH´
DQGIHGHUDOFRQIOLFWRILQWHUHVWODZVGXULQJWKHHQWLUH7HUP of this Agreement. The Awardee will have no interest, and shall not acquire any interest, direct or indirect, which will conflict with its ability to impartially perform under, or complete the tasks described in, this Agreement. The Awardee must disclose any direct or indirect financial interest or situation which may pose an actual, apparent, or potential conflict of interest with its duties throughout the Agreement Term. CARB may consider the nature and extent of any actual, apparent, or potential conflict of interest in the $ZDUGHH¶VDELOLW\WRSHUIRUPWKH$JUHHPHQW7KH$ZDUGHH must immediately advise CARB in writing of any potential new conflicts of interest throughout the Agreement Term.

K. Construction: This Agreement shall not be co nstrued more strongly against either Party regardless of who is more responsible for its preparation.

L. Damages of breach affecting tax exempt status : In the event that any breach of any of the provisions of the Agreement by the Awardee shall result in the loss of tax-exempt status for any State bonds, the Awardee shall immediately reimburse the State in an amount equal to any damages paid by or loss incurred by the State due to such breach.

M. Disadvantaged Communities: The Awardee, for the purposes of this Program and its related Projects, will designate disadvantaged communities, as identified by the California (QYLURQPHQWDO3URWHFWLRQ$JHQF\¶V&DOLIRUQLD&RPPXQLWLHV(QYLURQPHQWDO+HDOWK6FUHHQLQJ Tool (CalEnviroScreen 4.0) that assesses all census tracts in the State to identify areas disproportionately burdened by, and vulnerable to, multiple sources of pollution. The identified disadvantaged community census tracts are available at:
https://calepa.ca.gov/envjustice/ghginvest/












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
23 N. Dispute: The Awardee shall continue with the responsibilities under the Agreement during any dispute between the Awardee and Program Administrator or CARB, unless otherwise directed by CARB. The Awardee will work in good faith with CARB and the Program Administrator to resolve any disagreements or conflicts arising from the implementation of the Agreement. However, any disagreement that cannot be resolved at the management level within 30 calendar days of when the issue is first raised with CARB staff shall be VXEMHFWWRUHVROXWLRQE\WKH&$5%([HFXWLYH2IILFHURUWKH([HFXWLYH2IILFHU¶VGHVLJQDWHG UHSUHVHQWDWLYHLQWKH([HFXWLYH2IILFHU¶VVROHGLVFUHWLRQ1RWKLQJFRQWDLQHGLQWKLVSDUDJUDSK is intended to limit any rights or remedies that the Parties may have under the law.

O. Environmental justice: In the performance of the Agreement, the Awardee shall conduct its programs, policies, and activities that substantially affect human health or the environment in a manner that ensures the fair treatment of people of all races, genders, cultures, and income levels, including minority populations and low- income populations of the State. Equal access includes, but is not limited to, ensuring language barriers are fully addressed to the satisfaction of CARB and as otherwise required by local, state, and federal law.

P. Fiscal management systems and accounting standards: The Awardee agrees that, at a minimum, its fiscal control and accounting procedures will be sufficient to permit the tracing of the awardee funds to a level of expenditure adequate to establish that such funds have not been used in violation of local, State, or federal law or the Agreement. Unless otherwise prohibited by local, State or federal law, the Awardee further agrees that it will maintain separate voucher fund accounts as required to manage and administer the Project, in accordance with generally accepted accounting principles.

The Awardee shall not commingle the Voucher Funds with any other accounts, revenues, grants, donations, or funds. The Awardee shall maintain all Voucher Funds in separate bank accounts designated specifically for the purposes of carrying out the obligations of this Agreement. The bank accounts must be held in the name of the Awardee (the official agency name, and not a dba), and no other person or entity. Voucher Funds are not the assets of the Awardee and shall not be used, obligated, or relied upon for any purposes other than those purposes and uses set out in this Agreement. Grant Funds shall not be used as collateral for or an obligation to any debt, loan or other borrower commitments of the Awardee, its officers, directors, Board members, agents, assigns, contractors, subcontractors, Sub-awardees, representatives, employees, or affiliates. All Voucher Fund accounts shall adequately and accurately depict all amounts received and expended.

Q. Force majeure: Neither the Prog ram Administrator nor the Awardee are liable for or deemed to be in default for any delay or failure in performance under this Agreement or interruption of services resulting, directly or indirectly, from acts of God, civil unrest, war, fire, flood, earthquakes, or other physical natural disasters. If either Party intends to invoke this clause to excuse or delay performance, the Party invoking the clause must provide written notice to the other Party immediately of the intent to invoke the clause and the reasons why the force majeure event is preventing that Party from, or delaying that Party in, performing its obligations under this Agreement. The Program Administrator may terminate this Agreement immediately, in writing and without penalty, in the event the Awardee invokes this clause, in which case the Awardee shall immediately return all remaining Voucher Funds to the 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
24 Program Administrator or their designee, cease all expenditure of Voucher Funds, and turn over all documents, records, deliverables, intellectual property and other information in relation to this Agreement.
a) If the Agreement is not terminated by the Pr ogram Administrator pursuant to this clause, upon completion of the force majeure event, the Awardee must immediately re- commence the performance of its obligations under this Agreement. The Awardee must also provide to the Program Administrator a written proposal to revise the Project Schedule, inclusive of anticipated major milestones and timeframes for expending remaining Voucher Funds, while minimizing the effects of the delay caused by the force majeure event.
b) An event of force majeure does not relieve a Party from any of its obligations which arose before the occurrence of the force majeure event nor is any Party relieved from those obligations which survive termination or cancellation of the Agreement.

R. Governing law and venue: The Agreement is governed by and shall be interpreted in accordance with the laws of the State of California. The Program Administrator and the Awardee hereby agree that any action arising out of the Agreement shall be filed and maintained in the Superior Court in and for the County of Sacramento, California, or in the United States District Court in and for the Eastern District of California. The Awardee hereby waives any existing sovereign immunity for the purposes of the Agreement.

S. Headings: The headings and captions of the various paragraphs, subparagraphs and sections hereof are for convenience only, and they shall not limit, expand, or otherwise affect the construction or interpretation of this Agreement.

T. Indemnification and Hold Harmless: The A wardee agrees to indemnify, defend, and hold harmless the State of California, CARB, the Program Administrator, CEC, and their respective officers, Board members, employees, agents, representatives, and successors-in- interest against, for and from any and all liabilities, losses, damages, claims and expenses, LQFOXGLQJUHDVRQDEOHDWWRUQH\V¶IHHVDULVLQJRXWRIUHVXOWLQJIURPRUUHODWHGWRDQ\DFWLRQV or inactions of the Awardee or any of its contractors, subcontractors, affiliates, employees, officers, agents, sub-awardees, and/or assigns, including but not limited to actions or inactions relating to, arising out of, or resulting from the operation, design, or implementation of any equipment or vehicles purchased, acquired, developed, modified, or used with Voucher Funds, in whole or in part.

U. Independent contractor: The Awardee, and its agents, employees, affiliates, contractors, subcontractors, suppliers, officers, sub-awardees, and assigns, if any, in their performance of the Agreement, shall act in an independent capacity and not as officers, employees or agents of the State of California, CARB, CEC or the Program Administrator.

V. Nondiscrimination: During the performance of this Agreement, the Awardee and its contractors, subcontractors, consultants and agents shall ensure that no person is, on the basis of sex, race, color, religion, ancestry, national origin, ethnic group identification, age (40 or over), mental disability, physical disability, medical condition, genetic information, 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
25 marital status, veteran or military status, or sexual orientation, unlawfully denied full and equal access to the benefits of, or unlawfully subjected to discrimination under, any program or activity that is conducted, operated, or administered under this Agreement or funded with Voucher Funds. In addition:
a) During the performance of this Agreement, the Awardee and its contractors, subcontractors, consultants, and agents shall not unlawfully discriminate against, harass, or allow harassment against any employee or applicant for employment, because of race, religious creed, color, national origin, ethnic group identification, ancestry, physical disability, mental disability, reproductive health decision-making (e.g. family-care leave, medical-care leave, or pregnancy-disability leave), medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age (40 or over), sexual orientation, or veteran or military status, nor shall the Awardee or any of its contractors, subcontractors, consultants or agents refuse to hire or employ any person or to refuse to select any person for a training program leading to employment, or bar or discharge any person from employment or from a training program leading to employment, or discriminate against any person in compensation or in terms, conditions, or privileges of employment because of race, religious creed, color, national origin, ethnic group identification, ancestry, physical disability, mental disability, reproductive health decision- making (e.g. family-care leave, medical-care leave, or pregnancy-disability leave), medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age (40 or over), sexual orientation, or veteran or military status. b) The Awardee and its contractors, subcontractors, consultants, and agents shall ensure that the evaluation and treatment of all persons receiving or applying for Grant Funds or participating in any Grant programs, projects or activities, along with all respective employees and applicants for employment, are free of such discrimination and harassment.
c) The Awardee and its contractors, subcontractors, consultants and agents shall comply with the provisions of the California Fair Employment and Housing Act (Gov. Code section 12900 et seq.) and the applicable regulations promulgated thereunder (California Code of Regulations, title 2, section 10000 et seq.). The applicable regulations of the Civil Rights Council (California Code of Regulations, title 2, section 11000 et seq.) are incorporated into this Agreement by reference and made a part hereof as if set forth in full.
d) The Awardee and its contractors, subcontra ctors, agents and consultants shall give written notice of their respective obligations under this clause to labor organizations with which any may have a collective bargaining or other agreement. The Awardee shall include the nondiscrimination and compliance provisions of this clause in all contracts, subcontracts and agreements where work is performed to fulfill any term or condition of this Agreement.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
26 W. No third-party rights: The existence or terms of this Agreement do not create rights in, or grant remedies to, any third party as a beneficiary of the Agreement, or of any duty, covenant, obligation or undertaking established herein.

X. Office of Foreign Asset Control: The Office of Foreign Assets Control ("OFAC") of the U.S.

Department of the Treasury administers and enforces economic and trade sanctions based on U.S. foreign policy and national security goals against targeted foreign countries and regimes, terrorists, international narcotics traffickers, those engaged in activities related to the proliferation of weapons of mass destruction, and other threats to the national security, foreign policy or economy of the United States. OFAC publishes lists of individuals and companies owned or controlled by, or acting for or on behalf of, targeted countries. It also lists individuals, groups, and entities, such as terrorists and narcotics traffickers designated under programs that are not country specific. These lists can be found at https://home.treasury.gov/policy-issues/office-of-foreign-assets-control-sanctions-programs- and-information. The Awardee represents, warrants and agrees that neither the Awardee nor any of its contractors, subcontractors, sub-awardees, affiliates, agents, employees, officers, representatives or assigns are in violation of any federal law or laws pertaining to any entity or individual listed on any of the OFAC lists. Unless otherwise authorized or exempt, transactions by U.S. persons or in the United States may be or are prohibited if they involve transferring, paying, exporting, withdrawing, or otherwise dealing in the property or interests in property of an entity or individual listed on the Office of Foreign AVVHW&RQWURO¶V 2)$&

6SHFLDOO\'HVLJQDWHG1DWLRQDOV
³6'1´
RURWKHU/LVWV7KHSURSHUW\DQGLQWHUHVWVLQSURSHUW\ of an entity that is 50 percent or more owned, whether individually or in the aggregate, directly or indirectly, by one or more persons whose property and interests in property are blocked pursuant to any part of 31 C.F.R. chapter V are also blocked, regardless of whether the entity itself is listed. Refer also to the U.S. Department of the Treasury website:
https://home.treasury.gov/policy-issues/financial-sanctions/sanctions-programs-and-country- information/ukraine-russia-related-sanctions
Y. Ownership: The Awardee acknowledges, accepts, and agrees that all rights, including all intellectual property rights, in and to PII, data, information, documentation, materials, or other intellectual property developed, licensed, or acquired by the Awardee, their representatives, or their sub-awardees, with any Grant Funds in performance of this Agreement shall remain the exclusive property of CARB and/or CEC. The Awardee has a non-exclusive, royalty-free license to access and use such information and property solely for performing its obligations under this Agreement. Nothing herein shall be construed to confer any license in such information or property, including user tracking and exception data, by implication, estoppel, or otherwise, under copyright or other intellectual property rights, to any third party.

Unauthorized use of said information or property by the Awardee or third parties is prohibited. )RUWKHSXUSRVHVRIWKLVUHTXLUHPHQWWKHSKUDVH³XQDXWKRUL]HGXVH´PHDQVWKH data mining or processing of data, stored or transmitted by the Awardee or third-party service, for unrelated or commercial purposes, advertising or advertising-related purposes, or for any other purpose other than security or service delivery analysis that is not explicitly authorized by CARB or the Program Administrator. It will be the AwDUGHH¶VUHVSRQVLELOLW\WR immediately turn over this property and information to CARB no later than 10 business days prior to the termination, cancellation, or expiration of this Agreement (whichever is sooner) and provide all reasonable and necessary assistance needed to ensure a smooth transition 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
27 in accordance with the Project Transition Plan. No such information, data, documents, or LQWHOOHFWXDOSURSHUW\VKDOOEHUHOHDVHGWRDQ\WKLUGSDUW\ZLWKRXW&$5%¶VDGYDQFHZULWWHQ approval. Notwithstanding the above, in the event the Awardee is required by deposition, interrogatory, subpoena, or request for documents under the California Public Records Act to disclose information or data received or generated under this Agreement, the Awardee shall provide CARB and/or CEC a prompt written notice prior to disclosure with sufficient time for CARB and/or CEC to challenge or stay any release in an appropriate court of law.

Z. Parties: When referred to herein, the Awardee and Program Administrator each includes their heirs, successors, assigns, designees, predecessor-in-interest, successor-in-interest, shareholders, members, partners, officers, directors, managers, employees, employers, principals, and agents whether or not named as a party to this Agreement.

AA. Personally Identifiable Information: Information or data, including but not limited to personally LGHQWLILDEOHLQIRUPDWLRQ
³3,,´
DQGDOOUHFRUGVDQGVXSSRUWLQJGRFXPHQWDWLRQWKDWSHUVRQDOO\ identifies or describes an individual or individuals is confidential in accordance with California Civil Code sections 1798, et seq. and other relevant State or Federal statutes and regulations. During the Term, in the performance of any of the terms or conditions of this Agreement, the Awardee agrees to safeguard all such information, records, applications, PII and data which comes into their possession or control in perpetuity, and shall not release or publish any such information, data, or records without first obtaining in each instance the advance written approval of an authorized representative of CARB.

BB. Prevailing wages and labor compliance: If applicable, the Awardee agrees to be bound by all the provisions of California Labor Code Section 1771 et seq. regarding prevailing wages. If applicable, the Awardee shall monitor all agreements subject to payment from the Agreement to ensure that the prevailing wage provisions of California Labor Code 1720- 1861 are being met.

CC. Project Records:
a) The Awardee shall establish and maintain re cords of the Project. As further described below, by way of example but not limitation, Project records include the Awardee, and any sub-DZDUGHHILQDQFLDODQG3URJUDPUHFRUGV
³3URMHFW5HFRUGV´

b) The Awardee shall:

I. Utilize best practices to store all records in a safe and secure storage facility that maintains confidentiality and provides fire and natural disaster protection. Files shall be retained during the Term of the Agreement plus three years. Upon completion of the required record-retention period, the Awardee must submit all Project records to Program Administrator. Hardcopy or electronic records are suitable. Acceptable forms of electronic media must be approved based on prior written concurrence from Program Administrator.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
28 II. Remediate documents and webpages, as needed, to be ADA-compliant in accordance with the Web Content Accessibility Guidelines 2.0, or a subsequent version, as provided under section 20.A of this Agreement.

III. Develop a systematic process and schedu le to backup Project database(s) each day, at a minimum.

IV. Develop and submit to Program Administr ator a plan for disaster recovery of all relevant software applications, websites, and data.

V. Develop and enforce security measur es to safeguard Project database(s).

VI. Provide data updates to Project Adm inistrator and/or CARB upon request, which could include all Project records.

VII. Provide periodic data summaries to Project Administrator.

VIII. Provide quarterly and annual Status Reports to Project Administrator detailing the status of the Project. Where requested by Project Administrator, the Awardee will clarify, supplement, modify, or update its Status Reports at no additional cost to Program Administrator or CARB.
c) The Awardee shall retain a combined file for the Project containing:

I. Original executed copy of the Agreement and exhibits, as well as any amendments to the Agreement, if applicable.

II. Program-administrator-approved pl ans, policies, procedures, and manuals.

III.

IV. C RSLHVRI$ZDUGHH¶VVoucher Request Forms and supporting documentation.

V. Documentation of earned interest generation and expenditure (see Section 20 (Q) for more information).

VI. Communications between the Awardee and the Program Administrator, CARB, and/or sub-awardee(s).

VII. Copies of all deliverables from the Awardee.

VIII. Copies of any decision that Program Ad ministrator and/or CARB have made in support of the Awardee projects, such as minor changes in project scope, changes in timeline, or line-item shifts.

IX. Data that has been collected during the implementation of the Awardee project. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
29 X. Any documents, files or webpages that have been created to support the outreach of Program.

XI. Presentations, pamphlets, posters, vi deos, or other electronic media used to support Program.

XII. An official file for Program, which shall adequately document all significant actions relative to the project.

XIII. Records, contracts, subcontracts, statements of work, work product from subcontractors or contractors of the Awardee.
d) All Project records must be retained for a per iod of five (5) years after termination or expiration of the Agreement, whichever occurs first. Upon completion of the third year of record retention, the Awardee shall submit all remaining Project records to the Project Administrator that have not previously been requested or turned over to the Project Administrator. Hardcopy or electronic transfer of electronic records are suitable.

Acceptable forms of electronic media, including hard drives and flash drives, shall be provided. Other forms of electronic media may be allowed based on prior written concurrence from the Project Administrator or CARB.
e) All Project records are subject to audit pursuant to the audit provisions of this Agreement.

DD. Remedies:
a) Alternative Enforcement: The remedies se t out in this Agreement are contractual in nature. Nothing stated in this Agreement in any way limits, prevents or precludes the Program Administrator or the State of California from taking enforcement action, exercising any police power or prosecuting any violation of law. b) Cumulative: The rights and remedies of the Parties to this Agreement, whether pursuant to this Agreement or in accordance with law, shall be construed as cumulative, and the exercise of any single right or remedy shall constitute neither a bar to the exercise of nor the waiver of any other available right or remedy.

EE. Severability: If a court of competent jurisdict ion holds any provision of the Agreement to be illegal, unenforceable, or invalid in whole or in part for any reason, the validity and enforceability of the remaining provisions, or portions of those provisions, will not be affected, and will remain in full force and effect.

FF. Survival: The Awardee acknowledges, agrees and accepts that those terms, conditions, provisions and exhibits which by their nature should survive termination, cancellation or expiration of the grant, award, contract, voucher, subcontract or Agreement, shall so survive, including but not limited to those sections and provisions pertaining to indemnity, recordkeeping, audit, third party beneficiary status, return of funds, data security, insurance, confidentiality, and the general provisions. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
30 GG. Termination:
a) Termination Without Cause by Program Administrator. This Agreement may be terminated at any time for any or no reason by Program Administrator upon providing thirty (30) days advance written notice.
b) Termination for Cause by the Awardee. Upon providing ninety (90) days advance written notice to Program Administrator, this Agreement may be terminated by the Awardee if Program Administrator has breached a material provision of the Agreement. c) Termination for Cause by Program Administrator. This Agreement may be terminated by Program Administrator without advance notice at any time if Program Administrator has determined, in its sole discretion, that the Awardee, or any of the Awardee partners, consultants, contractors, subcontractors, employees, representatives, agents, officers, affiliates, or sub-awardees has breached any of the terms or conditions of this Agreement or has violated or are in violation of any of their respective obligations or responsibilities under this Agreement or any other agreement where CARB is an intended third party beneficiary.

I. Non-performance (Breach) Provisions. The Awardee agrees that the following is a non-exhaustive list of the circumstances that constitute non-performance (breach) under this Agreement. These circumstances will be solely determined by CARB and include, but are not limited to:

1. Failure to comply with any of the provisions of the Agreement, including Exhibits.

2. Failure to obligate or expend Voucher Funds within established timelines, or failure to show timely interim progress to meet these timelines.

3. Insufficient performance or widespread deficiencies with Voucher Fund or Project oversight, enforcement, recordkeeping, contracting, inspections, or any other duties.

4. Misuse of Voucher Funds.

5. Funding of ineligible activities or other items.

6. Exceeding the allowable Voucher Fund.

7. Insufficient, incomplete, or faulty documentation.

8. Failure to provide required documentation or reports requested from Program Administrator, CARB, or other State agencies, in a timely manner.

9. Poor performance as determined by a review or fiscal audit. 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
31 II. Additional Remedies. In addition to any other requirements and remedies set out elsewhere in this Agreement, upon request by the Program Administrator, the Awardee will also perform as follows:

1. Within fourteen days of any request, timely develop and implement a corrective action plan.

2. Immediately cease all work and spending, and notify all contractors, subcontractors, consultants, sub-awardees and employees to immediately cease all work and spending.
d) Upon termination of this Agreement or upon issuance of the termination notice (whichever occurs sooner) by either Party, the Awardee shall immediately turn over all remaining Voucher Funds in its possession or control and all records, PII, intellectual property, documents, information and data relating to performance, accounting, administration, contracting and management of the Voucher Funds, the Project and the Program, as well as any other materials requested by the Program Administrator or as otherwise required by any of the provisions of this Agreement. e) The Program Administrator, at its sole discretion, may elect to have any or all of the funding, documentation, intellectual property and other property transferred to another awardee.
f) Unless otherwise directed in writing by th e Program Administrator, upon termination of this Agreement or upon issuance of the termination notice (whichever occurs sooner) by either Party, the Awardee shall immediately cease all work, and cease all expenditure of Voucher Funds.
g) Unless otherwise directed in writing by th e Program Administrator, upon termination of this Agreement or upon issuance of the termination notice (whichever occurs sooner), the Awardee shall submit a final Voucher Request Form and a final Status Report covering activities up to and including the termination date. The final Status Report shall be subject to review and approval by the Program Administrator before any final payments are disbursed. Upon receipt of the Voucher Request Form, and final Status Report, and once all intellectual property and requested data, information and property have been transferred and assigned to CARB, the Program Administrator, at its sole discretion, may make a final payment to the Awardee. This payment shall be for all Program-Administrator-approved, actually incurred costs that in the opinion of the Program Administrator are justified. However, the total amount paid shall not exceed the total authorized amount for the Voucher Funds.

HH. Third Party Beneficiary: The Awardee represen ts, warrants and agrees that the Awardee shall name CARB and the State of California as third party beneficiaries in all contracts, subcontracts, grants, subgrants and other agreements entered into using Voucher Funds, or for the purpose of carrying out any of the terms or conditions of this Agreement during the Term.












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
32 II. Timeliness: Time is of the essence in perfor mance of the Agreement. The Awardee agrees to proceed with and complete all of its obligations under the Agreement in an expeditious manner.

JJ. Waiver of rights: Any waiver of rights with respect to a default or other matter arising under the Agreement at any time by either party shall not be considered a waiver of rights with respect to any other default or matter. Any rights and remedies of the Program Administrator, CARB, or the State provided for in the Agreement are in addition to any other rights and remedies provided by law.

KK. Russian sanctions: On March 4, 2022, Gove rnor Gavin Newsom issued Executive Order N-6-
KHUHLQDIWHUWKH³(2´
UHJDUGLQJ(FRQRPLF6DQFWLRQVDJDLQVW5XVVLDDQG5XVVLDQ HQWLWLHVDQGLQGLYLGXDOV³(FRQRPLF6DQFWLRQV´UHIHUVWRVDQFWLRQVLPSRVHGE\WKH86 government in respoQVHWR5XVVLD¶VDFWLRQVLQ8NUDLQHDVZHOODVDQ\VDQFWLRQVLPSRVHG under state law. The EO directs State agencies to terminate contracts or grants with, and to refrain from entering into any new contracts or grants with, individuals or entities that are determined to be a target of Economic Sanctions. Accordingly, should the State determine the Awardee is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this Agreement. The State shall provide the Awardee advance written notice of such termination, allowing the Awardee at least 30 calendar days to provide a written response.

Termination shall be at the sole discretion of the State.

21.Entire Contract
This Agreement, and all Exhibits hereto, and any documents incorporated by reference represents the entire agreement between the Parties hereto related to the Awardee providing services to the Program Administrator, and supersedes and replaces any and all prior negotiations and agreements of any kind, whether written or oral, between the Parties concerning this Agreement. There are no understandings, representations, or warranties of any kind except as expressly set forth herein. No waiver, alteration, or modification of any of the provisions herein shall be binding on any party unless in writing and signed by the party against whom enforcement of such waiver, alteration, or modification is sought.

22.Authority
Each person executing this Agreement on behalf of a Party represents that he or she is duly DXWKRUL]HGWRH[HFXWHDQGGHOLYHUWKLV$JUHHPHQWRQWKDW3DUW\¶VEHKDOf. [Signatures on following page.]












 















CMO Mobility Project Voucher City of El Cajon
Voucher Agreement
33 IN WITNESS WHEREOF, the parties have hereunto executed this Agreement as of the date first written below.

CALSTART, Inc. &LW\RIEl Cajon:

By: By:
(Signature) (Signature)
Name: Piero Stillitano Name: *UDKDP0LWFKHOO
(Print Name) (Print Name)
Title: Chief Financial Officer Title:
(Print Title) (Print Title)
Date: Date:
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CMO Mobility Project Voucher City of El Cajon Voucher Agreement
34 EXHIBIT A
Notice of Intent to Award












 



























 















U/ l'"t/L'"t 1 I .LL l"'\IYI , ,u ...... co u, ",..,," ,u /"\vva, u "' vuu .. her Execution Checklist (A-2G City of El Cajon) - Katie Smet - Outlook Notice of Intent to Award & Voucher Execution Checklist (A-2G City of El Cajon) Clean Mobility Options <admin@cleanmobilityoptions .org> Mon 10/9/2023 11 :55 AM
To:[email protected] <msanchez@elcajon .gov>
Cc:Katie Smet < ksmet@calstart .org >
I 3 attachments (355 KB)
MPV Voucher Execution Checklist .pdf; Conflict of Interest Form.pdf; Confidentiality Statement Form.pdf; NOTICE OF INTENT TO AWARD: MOBILITY PROJECT VOUCHER FOR THE CITY OF EL CAJON Dear Mario Sanchez ,
Congratulations! We are pleased to inform you of our intent to award the City of El Cajon the Clean Mobility Options Voucher Pilot Program 's 2023 Mobility Project Voucher {MPV). Funding for your voucher has been reserved, as referenced below:

Application# MPV23W2A-2G
Project Title El Cajon On-Demand
Lead Applicant City of El Cajon
Sub-Applicant{s) Via Transportation, Inc. {Nomad Transit LLC) Funds Reserved $1,500,000
Voucher Execution Deadline:

Please be advised that you have 180 days from receipt of this Notice of Intent to Award or until April 6, 2024, to execute your Voucher Agreement , following the Clean Mobility Options (CMO) Implementation Manual guidelines . To meet this deadline, please submit all required documents listed in the attached MPV Voucher Execution Checklist no later than March 6, 2024.

Next SteP-S and Assistance:

Our team is dedicated to assisting you throughout the voucher execution process . Following this email, Katie Smet from the Program Administrator team will contact you to schedule an Information Session for an upcoming Tuesday in the next two weeks. The Information Session will provide a thorough understanding of the CMO Voucher Execution process and CMO insurance requirements . If you have any inquiries regarding voucher execution, feel free to contact Katie Smet at [email protected] .

Submission of Documents :

Please submit all required Voucher Execution Checklist documents to • [email protected] or CALSTART, Attn: Clean Mobility Options , 48 So. Chester Avenue , Pasadena , CA 91106.

Voucher Execution:

1. Once the Program Administrator receives, reviews , and approves your Voucher Execution Checklist documents , we will assemble and package your Voucher Agreement fore-signature. The following supporting documents are attached for your review and will be assembled in your packaged Voucher Agreement:
a. Attachment 2: Conflict of Interest Declaration
b. Attachment 3: Confidentiality Statement
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U/ l'"t/L'"t 1 I .LL l"'\IYI , ,u ...... co u, ",..,," ,u /"\vva, u "' vuu .. her Execution Checklist (A-2G City of El Cajon) - Katie Smet - Outlook

2. After executing the Voucher Agreement, you will receive onboarding assistance from your Cohort Facilitator, who will guide you through the onboarding and implementation process. Resources to help implement your project can be found in the MPV Implementation Toolkit, HERE.

IMPORTANT: The Voucher Agreement must be executed (signed bY. both P-arties), AND Y.OUr insurance must be DEEMED comP-liant to commence work reimbursable from the funds in Y.OUr MobilitY. Project Voucher.

Again, congratulations on your award! We are excited to work with you on your MPV project! Sincerely,
Clean Mobility Options Program Administrator
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From: Mateo Henderson
To: Mario Sanchez
Cc: "Clean Mobility Options"
Subject: FOR REVIEW & APPROVAL: City of El Cajon A-2G CMO Voucher Agreement Date: Thursday, April 18, 2024 12:03:08 PM
Attachments: Exhibit B - (G-2) Scope of Work_APPROVED_4.5.24.docx City of El Cajon-G2 W2 MPV Voucher Agreement FOR REVIEW_4.5.24.docx Warning: This email was sent from an external source. Please beware of phishing or other suspect activity.

Dear City of El Cajon,
The CMO Program Admin (PA) Team is pleased to share the attached MPV Voucher Agreement Template and Scope of Work (Exhibit B) for your review and approval. After your review, please confirm approval of the attachments.

MPV Voucher Agreement Template and Scope of Work (Exhibit B): Please pay special attention to the content in blue font to verify that the information accurately represents your project. If there are any sections left blank, kindly fill them in as necessary. Additionally, we request your approval of the “Project Overview” description in Exhibit B. This description will be featured in the CMO Press Release and on the CMO Website.

The voucher agreement will include an additional exhibit, which will be shared once finalized.

The exhibit will outline the reporting and recordkeeping requirements for all state-funded EVSE infrastructure installations. These reporting requirements are set by legislation AB 2061 as implemented by the California Energy Commission. If you wish to proceed with executing your voucher agreement before the additional exhibit is finalized, we'll promptly amend it to your agreement once it's ready.

IT IS IMPORTANT TO NOTE that the terms and conditions in the agreement are non- negotiable.

Voucher Execution Extension:

The PA Team is granting an additional three months to execute your voucher agreement. This extension is based on today’s date, moving the deadline to July 17, 2024.

Next Steps:

1. Initial Review and Approval:
a. Upon approval of the Voucher Agreement and Exhibit B, along with the submission of the requested documents, the PA Team will proceed to assemble your voucher agreement into a PDF.
b. Please send the outstanding Voucher Execution Checklist Documents shown in the table below to the PA team.

Voucher Execution Checklist Documents Status

1. Project Milestone Schedule for Milestone-Based Payments (if applicable) Not submitted

2. Approved Resolution Completed

3. Fleet Ownership Form (if available) Not submitted

4. Mobility Operator Form (if available)
Completed












 
















2. Final Review and Approval:
a. Once the initial process is completed, the PA Team will send the final voucher agreement for your review and approval.
b. Upon your approval of the final voucher agreement, the PA Team will route the agreement for your signature.
c. If executing your voucher before Exhibit K is finalized, we will work with you to amend Exhibit K to your agreement when it is ready.












 



























 















IJ;;:JJL""t, 11 . IUMIVI Mail - Nour Katabi - Outlook
RE: A-2G City of El Cajon Mobility Project Voucher - Voucher Execution Deadline

EXTENSION
Mario Sanchez < msanchez@elcajon .gov>
Tue 7/9/2024 11 :08 AM
To:Nour Katabi <nkatabi@calstart .org>
Cc:admin@cleanmobilityoptions .org <admin@cleanmobilityoptions. org >; Brian Nelson < brian .nelson@ridewithvia .com >; Yarellano <Yarellano@elcajon .gov>
Hello Naur,
Thank you for the update and we are looking forward to receiving your comments on the voucher agreement.

Mario Sanchez, P.E.

Deputy Director/City Engineer
Engineering Services Department
200 Civic Center Way, El Cajon, CA 92020
619-441-1651
[email protected]
From: Naur Katabi <[email protected]>
Sent: Tuesday, July 9, 202411:04 AM
To: Mario Sanchez <[email protected]>
Cc: [email protected]; Brian Nelson <[email protected]> Subject: A-2G City of El Cajon Mobility Project Voucher - Voucher Execution Deadline EXTENSION CAUTION: [EXTERNAL EMAIL] Do not click any links or open any attachments unless you trust the sender and know the content is safe.

Hi Mario,
I hope this email finds you well. I wanted to follow up as the deadline to execute City of El Cajon's voucher agreement is coming up on July 17th. Your team has made great progress toward completing the voucher execution checklist documents . However, due to the approaching deadline, we are granting an additional three months, extending the deadline to October 15, 2024. Although we will work with you to execute the agreement sooner, this extension is to accommodate additional time needed to finalize the remaining documents and execute the voucher agreement.

At this time, we have sent your CMO terms and conditions revisions for CARB Legal's review and will follow up with you as soon as we receive clarifications.

Please respond at your earliest convenience confirming receipt of the voucher execution extension.

Best Regards ,
Nour
https://outlook.office.com/mail/inbox/id/AAMkADlyYzc4MzAyLTBINDUtNGlyMy05MGNmLTdlMjFhMWZjNjZmZABGAAAAAACbLEbimUnUSI07oyESo. .. 1/2 











 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
35 EXHIBIT B
Scope of Work












 
















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CMO PROJECT MILESTONE SCHEDULE
The City of El Cajon

PROJECT MILESTONE SCHEDULE
OVER 5-YEAR MOBILITY PROJECT VOUCHER TERM
A.

MILESTONE
NUMBER
B.

DESCRIPTION OF MILESTONE TO BE ACHIEVED
C.

MONTH
NUMBER

ACHIEVED
D.

CALENDAR DATE
[ADD AFTER

VOUCHER
EXECUTION]
Voucher Agreement Execution – COMPLIANCE
1 Voucher agreement executed. 0 months [Input AFTER Voucher executed]
2 Project Kick-Off Meeting: Project must be
deemed insurance compliant by the Program
Administrator .
60 days
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Secure contract with a Mobility Provider .

Provide proof of contract to the Program
Administrator that a mobility provider is secured
and under contract.
3 months
(Program
Requirement)
[Input AFTER Voucher
executed]
1st Funding Year - PLANNING (September 1, 2023 - 15 months) (Launch is required by 15th month)
1 Acquire all planned CMO-funded vehicles and
submit for reimbursement.
15 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2 Complete final installation of all planned
CMO-funded infrastructure and submit for
reimbursement.
15 months
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Mobility Provider to identify technical
requirements and finalize any unique product
needs
15 months
(Program
Requirement)
[Input AFTER Voucher
executed]
4 Configure the Rider App, Driver App, and
supporting dashboards
15 months
(Program
Requirement)
[Input AFTER Voucher
executed]













 
















CMO PROJECT MILESTONE SCHEDULE
5 Test the service and hire/onboard new drivers. 15 months (Program
Requirement)
[Input AFTER Voucher
executed]
6 Carry out pre-launch and marketing efforts. 15 months (Program
Requirement)
[Input AFTER Voucher
executed]
7 Launch mobility service. Intended users of the
service start using the service (if services have
not already been launched).
15 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2nd Funding Year - OPERATION YEAR 1
1 Continue operating mobility service in
compliance with CMO T&Cs.
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2 Work to continuously improve the service in
response to performance assessment and
feedback
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Post-launch marketing and promotions plan
initiated
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
4 Ongoing optimization of day-to-day operations 15 -24 months (Program
Requirement)
[Input AFTER Voucher
executed]
3rd Funding Year - OPERATION YEAR 2
1 Continue operating mobility service in
compliance with CMO T&Cs
25 -36 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2 Work to continuously improve the service in
response to performance assessment and
feedback
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Post-launch marketing and promotions plan
initiated
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
4 Ongoing optimization of day-to-day operations 15 -24 months (Program
Requirement)
[Input AFTER Voucher
executed]













 
















CMO PROJECT MILESTONE SCHEDULE
4th Voucher Year - OPERATION YEAR 3
1 Continue operating mobility service in
compliance with CMO T&Cs.
37 -48 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2 Work to continuously improve the service in
response to performance assessment and
feedback
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Post-launch marketing and promotions plan
initiated
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
4 Ongoing optimization of day-to-day operations 15 -24 months (Program
Requirement)
[Input AFTER Voucher
executed]
5th Voucher Year (Only CMO Admin Funding) - OPERATION YEAR 4 1 Continue operating mobility service in
compliance with CMO T&Cs.
49 -60 months
(Program
Requirement)
[Input AFTER Voucher
executed]
2 Work to continuously improve the service in
response to performance assessment and
feedback
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
3 Post-launch marketing and promotions plan
initiated
15 -24 months
(Program
Requirement)
[Input AFTER Voucher
executed]
4 Ongoing optimization of day-to-day operations 15 -24 months (Program
Requirement)
[Input AFTER Voucher
executed]
5 Voucher Agreement Term Ends. 60 months [Input AFTER Voucher executed]













 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
36 EXHIBIT C
Community Resource Contributions












 















City of El Cajon
Community Resource Contributions (CRCs) from Application # Community Resource Contribution Type Community Resource Contribution Supporting Documentation (from Application)

1. Relationships with project-relevant community
groups or Community-Based Organizations
(CBOs) (partnerships that are part of core
partner team)
x El Cajon Collaborative (ECC)
x Cuyamaca Community College
x Grossmont Community College
Letter of Support from ECC

2. Project-related labor costs during Voucher
Funding Term that are not paid through
voucher funds.

El Cajon will contribute labor costs related to the
administration of the Voucher Program through its
management team including:
x Mario Sanchez, Deputy Director and City
Engineer
x Yazmin Arellano, Public Works Director

1. Description of tasks

2. Resumes from contributing
staff

3. Project-related materials or assets already
owned by project participants and/or donated to
the project that will be used during the Project
Voucher Funding Term
The City of El Cajon intends to provide additional
community outreach support, in excess of the
required minimum voucher allotment. This will
include:
x Convening stakeholders and conducting
public meetings to market the project and
educate the public
x
Provide marketing materials and digital and
social media support through official City of El
Cajon social media channels
Copy of City of El Cajon Public
Outreach Playbook outlining
successful engagement
strategies.

4. Technology and Equipment already owned by
project participants and/ or donated to the
project that will be used during the Voucher
Funding Term
The City will allocate 4 publicly accessible chargers
for the charging needs of the microtransit vehicles.

Letter of Support from the City of
El Cajon

5. Donated or acquired land for infrastructure or
parking spaces
The City will donate land at the Public Works Yard to
store the vehicle overnight and during weekends.

This location also provides access to level 2
chargers.

Letter of Support from the City of
El Cajon












 















CMO Mobility Project Voucher City of El Cajon Voucher Agreement
37 EXHIBIT D
Phase 1 Application Submissions and Attachments












 



























 














 ... vbility Project Voucher Application - Entries Entry#: 70 - City of El Cajon Status: Submitted Submitted: 3/1/2023 9:05 AM

INTRODUCTION
Welcome to the Clean Mobility Options Voucher Pilot Project (CMO) Application for Mobility Projects. Completed applications may be submitted after the application window opens on Wednesday, March 1, 2023 at 9:00 am Pacific Time and before it closes on Wednesday, April 5, 2023 at 11:59 pm Pacific Time . For CMO program information including the Implementation Manual, Application Guide, and supporting resources, please visit www.cleanmobilityoptions .org .

APPLICATION INSTRUCTIONS:

Before beginning the application process, please:

1. Review the Implementation Manual and Application Guide at www.cleanmobilityoptions .orgLm.pv-apP-=guide-1.

2. Check your organization's eligibility_to apply.

3. Check that you have an eligible pr:Qject proposal.

4. Confirm you are able and willing to comply with the
program's general provisions.

When you are ready to proceed:

1. Complete this application, referring to the companion Application Guide, and save the application prior to the opening of the application window on Wednesday, March 1, 2023 at 9:00 am Pacific Time . You may save and return to your application at any time prior to submission. To be accepted, the application must contain all true, accurate, and complete responses in all required fields. Required fields are marked with an asterisk (*).

2. After the application window opens at the date and time listed above, submit this application by returning to your saved application and pressing "SUBMIT" before the applican window closes on Wednesday, April 5, 2023 at 11 :59 pm
Pacific Time. The "SUBMIT" function will be enabled once the application window opens.

3. Within 8 weeks of your submission, the Program
Administrator will notify the primary contact whether the application has been approved and will move on to the
second and final phase. For more information about Phase 2, see the Application Guide at
www.cleanmobilitY.options.orgLm.pv-apP-=guide-1.

COMPANION APPLICATION GUIDE:

The Application Guide is a companion to this application form with tips for answering each question . We recommend that you read the guide before starting the application. "Guidance" links in the application questions below will take you to their corresponding sections in the guide to make this resource easy to use as you progress through your application .

IMPLEMENTATION MANUAL:

The Application Form (this page) and its companion
Application Guide are derived from the Implementation
Manual (IM). Please see the IM for comprehensive
information about eligibility, general provisions, and
related information .

ACCESSIBILITY OPTIONS:

Applicants are highly encouraged to submit the
application online through this application portal.

However, if desired, applicants may request a document­ based application by email to
.§.pplication@cleanmobilityoptions .org or by postal mail to:

Clean Mobility Options
c/o CALSTART
48 South Chester Avenue
Pasadena, CA, 91106
Mail-in applications will be timestamped as the day they are mailed (by postmark or receipt at the applicant's
choice).

If you have any questions or need assistance, please
contact the CMO Application Technical Assistance with
your request.

MORE INFORMATION AND SUPPORT:

Technical assistance is available to help complete the
application :
• Email: info@cleanmobilityoptions .org
• Phone: (626) 744-5760
• Web: www.cleanmobilitY.options.org/help
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 ... vbility Project Voucher Application - Entries

END SECTION
SECTION 1. PRIMARY CONTACT INFORMATION
Individual's Name
Mario Sanchez

END SECTION
Title
City
Engineer/Deputy
Director of Public
Works
Email Address
[email protected]
SECTION 2. APPLICANT AND TEAM PROFILE
Lead Applicant Organization Name
City of El Cajon
Lead Applicant Organization Address
200 Civic Center Way, El Cajon, California 92020
Phone
(619) 441-
1651
Additional Information
Lead Applicant Organization Type
Public Agency
Indicate Which, if Any, Related CARB Programs the Lead Applicant Has Previously Received Funding For None
Application Includes Sub-Applicants
Yes
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Table
Organization Name
Via Transportation, Inc. (Nomad
Transit LL()
Role in Project
Mobility Provider
... vbility Project Voucher Application - Entries
Organization Type
Private organization - incorporated
Indicate the Lead Applicant's Relationship with the Mobility Operator The mobility operator is a Sub-Applicant or other partner listed in this application .

Mobility Operator's Name
Via Transportation , Inc. (Nomad Transit LL()
Additional Mobility Operator Information (Optional)
Year of Incorporation
2,012
CA SOS#
201732010274
Via is the world 's leading provider of TransitTech solutions , including on-demand transit, transit planning, and school transportation. Via partners with cities and transit agencies across the globe, harnessing the power of data to optimize networks of buses, shuttles, wheelchair accessible vehicles 0/1/AVs), school buses, autonomous vehicles, electric vehicles, and more. Via powers over 600 TransitTech deployments globally and, for each of its deployments , Via configures its system to serve each partners' unique goals while bringing global expertise to bear on local challenges. Via was founded in 2012 and will draw on over a decade of transit software and operations experience to bring the El Cajon vision to life. While Via is a global company, the City of El Cajon will experience Via as a local partner. Via maintains a very strong presence in California, with 70 team members based in its San Francisco office, and dozens of city and transit agency partners across the state. Via's flagship partnerships in California include microtransit services in Calexico, Cupertino , Richmond, Ant ioch, Bakersfield, and soon, Santa Clara. A growing roster of major California technology companies, including Google, Linked In, and Genentech, continue to choose Via to power their corporate shuttles. El Cajon has full confidence that Via is the right partner to fulfill the City's goals of improving transit coverage and enabling first-mile/last-mile connections . Via is also investing heavily in transportation innovation across the state of California through partne rships with state-level agencies such as Caltrans, CALSTART, and the California Air Resources Board to pilot innovative transit systems using electric vehicles, autonomous vehicles, and Road Usage Charging (RU() technology . By partnering with Via, the City will join more than 50 major public transit agencies, cities, and universities in California that rely on Via to provide high-quality transit services.

Section2

END SECTION
SECTION 3. PROJECT NARRATIVE
Project Name
El Cajon On-Demand
Project Overview
The City of El Cajon seeks to partner with Via Transportation, Inc. to launch an on-demand, dynamically-routed microtransit service with electric vehicles to improve coverage across the city and increase first- and last-mile connections to frequent bus and trolley service at the El Cajon Transit Center. The project will deploy an accessible tech-enabled microtrans it service and will incorporate intermodal capabilities, allowing riders to plan for end-to-end intermodal trips and connect to fixed-route transit. The microtransit service will help El Cajon modernize its public transit system, and increase mobility for transit-dependent populations .

Project Background and Project Need
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 ... vbility Project Voucher Application - Entries The development of the El Cajon On-Demand Microtransit Service is largely informed by the SAND AG Flexible Fleets Implementation Plan, published by SAN DAG in 2022 . Within that plan, San Diego Association of Governments (SAN DAG) partnered with the cities throughout the region, including City of El Cajon, as well as community-based organizations (CBOs) like El Cajon Collaborative (EC() and transit operators including San Diego Metropolitan Transit System (MTS). The study identified critical transit needs in the City of El Cajon including: improved connections to the MTS Orange/Green Line trolley stations at El Cajon and Arnele Ave; increased north-south transit connectivity across 1-8; and enhanced service connecting to the El Cajon commercial district as well as to dispersed employment areas near Gillespie Field and to Santee.

After extensive analysis, the SAN DAG Flexible Fleets plan determined that "Microtransit, with its ability to travel with less stops, will be a good fit for the large and dispersed city [of El Cajon] that has lots of freeway interchanges to cross." Microtransit is a technology-enabled shared transportation service that lives in the space between traditional fixed route transit and ride hailing technology . The proposed service will support residents in connecting to transit, commercial centers, and employment south of 1- 8 focusing in the Downtown area. While there is a decent amount of east-west transit service in El Cajon, microtransit will fill the North/South transit gap within the service boundary . Additionally, given that there is strong indication for short trips occurring within the service boundary, there is an opportunity for smaller microtransit vehicles to support travel between residential neighborhoods and the downtown commercial district. The proposed service will also serve the Gillespie Field employment center in the northern area of the proposed service boundary and will provide a more viable first/last mile solution to connect to the two major trolley routes. Finally, El Cajon is a Gateway Connector for the broader region and these services will connect visitors from more rural areas to the Regional Transportation Network (including MTS).

El Cajon will contract with Via Transportation, Inc. to deploy a full turnkey microtransit shuttle service (3 vehicles total , all electric) with on-demand, shared rides that will be dynamically routed in response to demand, simultaneously maximizing vehicle utilization and minimizing the time that vehicles travel empty to achieve higher ridership, greater efficiency, and a better rider experience. El Cajon currently does not provide any microtransit in its service area. A successful microtransit project could serve as a catalyst for adding microtransit to other areas within the San Diego boundary, in line with SANDAG's vision for flexible fleets .

The proposed microtransit service will complement existing fixed-route services in the area (such as MTS) by including intermodal capabilities in the Rider App that will allow riders to connect to other modes of transportation . Functionally, the Rider App will offer users multimodal planning through integrations with live GTFS feeds, display real-time schedule information about other modes of transportation, and provide riders with multi modal and multi-leg trip proposals, including details about each journey option (e.g., walking distance, wait time, price). With these features, El Cajon will be able to support efficient coordination, increased ridership, and seamless connections across the entire San Diego transit network .

The El Cajon service area encompasses a 10.5 square mile distr ict that includes downtown and industr ial/employment centers in the City's northwest area near Gillespie Field. The service area is part of the City's Downtown Master Plan and Transit District Specific Plan. Development in the service area is a mixture of multi-family and single-family residential with mixed-use concentrated along major arterials. The El Cajon and Arnele Avenue Trolley Stations along the western edge of the service area connect to the Orange and Green Trolley lines. The service area has a population of 71,900, 52% of whom identify as non-White or of Hispanic/ Latino and Middle Eastern origin . Additionally, 10% of residents live in zero-car households, 24% are currently experiencing poverty , and 13% are currently living with a disability. Approximately a third of the identified zone is an SB 535 disadvantaged community.

Service Models
Innovative transit services (e.g., on-demand shuttle or micro­ transit)
Innovative Transit Services - Type
Micro-Transit Services
Vehicle Types to be Deployed
Light-Duty Battery-Electric Vehicles (CVRP-Eligible)
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Section
Enter Your Requested Voucher Amount
$1,500,000.00
Indicate the Stage of Your Project
New
... vbility Project Voucher Application - Entries
Indicate the Status of Service Models in Your Community That are of the Same Type Which You Propose The Same Type of Service(s) Already Exist and ls/Are
Currently Operating in the Community
No

END SECTION
The Same Type of Service(s) Previously Existed in the
Community and Has/Have Ceased
No
SECTION 4. COMMUNITY TRANSPORTATION NEEDS ASSESSMENT
Section
Transportation Access Data - 3 Data Sources
The SANDAG Flexible Fleets study utilized an evaluation framework that considered five priority indicators (and relevant data sources) to identify and prioritize potential Flexible Fleet pilot areas into higher priority ("Tier 1 ") versus lower priority ("Tier 2") opportunities. Below are the five indicators used to determine Tier 1 and Tier 2 potential microtransit zones, as well as data sources used to make an informed assessment on those indicators :

1. Ridership/Demand -Areas with higher densities of population and employment are typically indicators of higher travel demand. The US Census and American Community Survey, 5-Year Estimates (2019) were used to analyze the socioeconomic characteristics of the region in El Cajon and to identify the proposed service zone, which encapsulates most, but not all of the city.

The City of El Cajon has a population of 105,432, and the service zone has a population of 71,900 (approximately ¼ of the city).

The service zone covers the highest concentrations of individuals living in poverty, with 24% of individuals experiencing poverty within the service zone, compared to 19% citywide.

2. Mobility Needs - Areas with concentrations of people with no access to vehicles, minority populations, and seniors are equity indicators of populations that are typically underserved and would benefit greatly from implementation of microtransit . Multiple demographic layers including Senior Population (11% in the service zone), Minority Population (45%), Zero Vehicle Households (10%), and One-Car Households (41%) were used to analyze mobility needs in El Cajon.

3. Proximity to Transit - Areas that are less than 3 miles away from existing or future transit indicate areas where Flexible Fleets can provide a first-/last-mile connection and connect riders to transit facilities. Data from MTS and NCTD on High Frequency Transit Stops were used to analyze the proximity to transit in El Cajon.

4. Short Trip Density- Areas with a high density of short trips indicate areas where Flexible Fleet services could replace auto trips .

Replica O-D Data for short trips by Census Tracts (0 to 4 miles) were used to analyze the short trip density in El Cajon.

5. Limited Transit Access -Areas with low access to high quality transit indicate a need for Flexible Fleet services to provide greater mobility options . Open Street Map and MTS/NCTD GTFS Data were used to analyze limited transit access in El Cajon. https://www.cognitoforms .com/calstart1/mobilityprojectvoucherapplication/entries/1-all-entries/70 5/8 











 














 ... vbility Project Voucher Application - Entries Following this rigorous assessment, the SANDAG Flexible Fleets team identified El Cajon as a Tier 1, higher priority area, with a high propensity for microtransit services. El Cajon has the full support of SAN DAG in seeking CMO funding.

Survey of Project Area Residents
From late-2020 to early-2021, SANDAG partnered with multiple community-based organizations (CBO), including El Cajon Collaborative (ECC) to conduct a CBO Community Needs Mobility Assessment Survey. The survey was administered online using SurveyMonkey and was administered to three separate parts of the region : North County, Central San Diego (which includes El Cajon and was led by ECC), and South County. The survey was designed to provide deeper insight into existing transportation options in the region, barriers to transportation access, and impacts of COVID-19 on the willingness to use various services.

Ultimately, those findings are being used to inform the design of the El Cajon On-Demand Microtransit service.

The CBOs, including ECC, used various methods to distribute the survey, including social media, newsletters, email distribution lists, food distribution events, and phone banks. The survey utilized a convenience sampling approach. The results are not weighted or statistically representative of the entire San Diego region. However, they are useful for gauging public sentiment in an uncomplicated and economical way that is useful for pilot testing.

The survey collected over 2,900 responses from a diverse group of community members. The majority of respondents identified as female (73%) and black, indigenous, or people of color (BIPOC) (69%). Approximately 87% of respondents reported an annual household income that is less than the region's median household income of approximately $82,000 (based on 2019 SANDAG Population and Housing estimates). More than 45% of respondents reported being full- or part-time employed, 5% reported being students, and 40% reported being either unemployed, retired, or not working.

Within the Central San Diego survey alone, led by ECC, the survey yielded the following results: 8% of ECC Respondents use public transit at least one a week; 22% of ECC Respondents use food vouchers or stamps as forms of payment for services; 6% of ECC respondents use cash cards as a form of payment for services; 13% of ECC respondents don't use smartphones; and 6% are zero-car households .

Overall the survey found that communities across the Central San Diego region share a desire for shuttle and/or micromobility service paired with multilingual outreach to potential users who are uncomfortable or unfamiliar with these types of transportation services. Additionally, there is a need to improve connections to existing transit centers, which are not centrally located or are difficult to access. Finally, there is a need for better active transportation infrastructure and first/last mile transit connections, which are currently unsafe.

Copy of Survey Used
ECC Surve~ Results Re12ort.12df
maJ 05MB
Community Engagement - Activity 1
The Community Needs Mobility Assessment Survey results provided a strong underpinning for engaging with the CBOs and the communities they represent at three different meetings :
- July 15, 2021: presented the initial Flexible Fleets Implementation Strategic Plan goals and objectives and received feedback and input on these elements
- August 19, 2021: introduced the Social Pinpoint workshops and the intended outcomes - September 16, 2021: summarized the findings from the workshops, recruited for one last follow-up workshop, received feedback on the findings
CBO meetings included representation from ECC, as well as other El Cajon Stakeholders. The CBO meetings were used to create four additional, separate online mapping workshops with smaller sub-groups of the 12 CBOs roughly organized by geographic sub-region in August and September 2021, as described further below in Activity 2. https://www.cognitoforms .com/calstart1/mobilityprojectvoucherapplication/entries/1-all-entries/70 6/8 











 














 ... vbility Project Voucher Application - Entries Community Engagement - Activity 2
The Community Needs Mobility Assessment Survey also prompted engaging with the CBOs (including ECC and representatives of El Cajon) at Social Pinpoint workshops for each of the three identified San Diego regions (North County, Central which encompasses El Cajon, and South County). SAN DAG and the consultant team conducted the four workshops using the online engagement tool Social Pinpoint (https://engagekh.com/ffip/map#/). Social Pinpoint was used to map geographically focused input on key destinations in each community, physical barriers that impede travel, and areas where transit or other transportation options could be improved with Flexible Fleets services.

In Central County (which includes El Cajon), CBOs expressed a strong interest in implementing a range of microtransit shuttle programs at transit centers to improve connectivity as many of the stations are not centrally located. There are also safety concerns for pedestrians and bicyclists accessing these stations. CBOs highlighted key destinations in the proposed service area such as El Cajon including Parkway Plaza, Main Street, civic and government buildings, and local schools. Policy and program recommendations suggested by the CBOs of Central County are listed below:
- Consider Flexible Fleet programs connecting central San Diego destinations including essential services, schools, transit centers, and community gathering spaces, as well as connections to downtown San Diego. - Consider e-bike or microtransit shuttle pilot programs connecting key destinations in more topographically challenged areas.

Community Engagement - Additional (Optional)
Summary Report of Findings
flexible-fleets-imP-lementation-strategic-P-lan-2022-09-01 2.P-df maJ 12MB
Was Your Needs Assessment Developed by a Previous CTNA Awardee Who Is Not Part of This Proposal? No

END SECTION
SECTION 5. PROJECT AREA
Where is Your Project Located?
SB 535 Disadvantaged Communities (see Map Reference), AB 1550 Low-income Communities (see Map Reference) https :llcleanmobilityoptions .orgLproject-area­ maP-P-ing-tool
Select a Method for Describing the Boundaries of the Project Area Map of Project Boundaries
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 ... vbility Project Voucher Application - Entries Project Area Map
Project Area Setting Description
Most or all of one city/town
Section
Name of County (or Counties)
San Diego County

END SECTION
Untitled
SECTION 6. ATTESTATIONS AND SIGNATURE
Signature
Signed by
Mario Sanchez
Upload Signature (as needed)
Are You Ready to Submit the Application?
Yes
Name of City/Cities or Town(s)
El Cajon
Signature Date
3/1/2023
Position
City Engineer/Deputy Director of Public
Works
*Application Window opens at 9:00
am PT on Wednesday, March 1, 2023
https://www.cognitoforms .com/calstart1/mobilityprojectvoucherapplication/entries/1-all-entries/70 8/8 1 CCBO Community Mobility Needs Assessment
Survey Results Report

El Cajon Collaborative
Serving the City of El Cajon and East Region













 















2 Outline
I. Survey Background
a. Methodology
b. CBO-specific outreach strategies / approach
II. Community Background & CBO Mission Statement
III. Respondent Demographics
a. Gender
b. Household Income
c. Ethnicity
d. Work Status
e. Language
IV. Access to Transportation Vehicles
V. Technology and Alternative Payment Methods
VI. Familiarity with New Mobility Services
a. Digital Divide
VII. Travel Behavior, Mobility Challenges & COVID-19 Impact VIII. Key Takeaways, Next Steps, Recommendations













 















3 Survey Background
SANDAG Planning and Mobility & Innovation staff ar e working collaboratively with the SANDAG Social Equity Working Group (SEWG) to develop a mobility needs assessment that will help identify opportunities for the 5 Big Moves in disadvantaged or underreprese nted communities in the region. The SEWG is comprised of representatives from community-based or ganizations (CBO) or collaboratives like El Cajon Collaborative (ECC) that directly work or serve the region’s most vulnerable populations. The purpose of the mobility needs assessment is to evaluate the needs, priorities, and opportunities through a meaningful and representative community engagement process that recognizes unique needs of communities within the region. The needs assessment will identify proj ects and pilots that could be activated within communities of concern as future funding becomes available.

A survey was developed jointly with El Cajon Collaborative to solicit feedback from community members on their transportation experience. The survey is an opportunity to gain deeper insight into existing transportation options in the region’s disadvantaged communities, identify barriers to transportation access, and evaluate impacts of COVID-19 on use and willingness to use a variety of transportation services.

Methodology
The mobility needs assessment survey was distributed via email, social media and through ECC meetings to collect respondent feedback. The survey instruments were available in English, Spanish, and Arabic, as needed. We distributed the survey instruments to community members using our email list serve, Facebook page, focus group and at our various Collaborative meetings. We offered a drawing of gift cards for those who responded to the survey to increase responses. We also worked with a few of the elementary school counselors to share with their families. To get some feedback, we held a focus group with 10 Arabic speaking residents to hear their co ncerns. Responses were collected between November 2020 and December 2020. Two hundred and twelve responses were collected in total.

Community Background & CBO Mission Statement
El Cajon Collaborative (ECC) was organized in 1992. It arose as an effort organized by leading social service executives in San Diego County to improve the coor dination, cooperation, and efficiency of service delivery. LH Avocado, Inc. was formed in 2000 to serve as the nonprofit 501(c)(3) corporation to hold the deed of Little House Family Services and support ECC by serving as their governing and fiscal agent. With over eighty formal partners including public and private service providers, educational institutions (K-14), other community members (including business and faith communities), and city and county government, ECC is one of the oldest and largest collaboratives in San Diego County.

ECC manages Little House which is a centrally located social service family resource center. All families served at Little House are low/moderate income families who are faced with daily challenges of basic needs including housing, food, jobs, and healthcare. Many of the families we serve live on the valley floor of El Cajon in the highest poverty neighborhoods. El Cajon is also home to one of the largest populations of Middle Eastern refugees, asylum seekers and immigrants in the United States. 











 















4 The partnerships in ECC are what makes us a vital resource to our community. It is the mission of ECC to build relationships, leverage resources and promote best practices to enhance the quality of life for children, youth, and families in our community.

The programs of ECC include a monthly collaborative meeting bringing together over 50-70 partners to network with one another, hear program updates, and learn more about topics relevant to the clients we work with. ECC also hosts a monthly Community Health Working Group to address the most vital needs in our neighborhoods and to serve as the Wellness Council for the Cajon Valley Union School District.

These past several months, ECC has focused on putting together data and an action plan on the affects of COVID-19 on our families. Homelessness has continued to grow in San Diego County and El Cajon has the second largest population of unsheltered individuals an d families. The City of San Diego has the largest.

Our Homeless Services Working Group formed in 20 17 has been serving our homeless population by hosting two resource-rich websites, ecassist.org and elcajoncollaborative.org, providing relevant resources and supporting first responders with pocket guides of services and programs. In January, ECC formed the Food Access Network, bringing together lo cal food pantries, meal distribution sites and the people who use them to improve services and support their programs. There was an increase for families to access nutritious food during the pandemic when many families were losing employment and to provide support to the volunteers working with the programs serving the families.

Respondent Demographics
El Cajon is one of the largest and oldest cities in San Diego County. DataUSA looked at the demographics of El Cajon. In 2018, El Cajon had a population of 103k people with a median household income of $52,593.

The 5 largest ethnic groups in El Cajon are White (Non-Hispanic) (57.1%), White (Hispanic) (16.4%), Other (Hispanic) (8.92%), Black or African American (Non-H ispanic) (5.52%), and Two+ (non-Hispanic) (4.26%).

29.5% of the City’s population are foreign born, which is much higher than the national average of 13.9%.

43.5% speak a language other than English at home. Starting in 1992, El Cajon has seen a growing population of Middle Eastern refugees and asylum se ekers starting with the Chaldean population, and now with the fastest growing numbers from Syria, Afghanistan, and Iraq the past several years.

The valley floor of El Cajon is made up of aging, multi-family units. Only 39.3% of the population own their home which is much lower than the national average of 63.9%. With the rising cost of rent, El Cajon has one of the highest established number of chronically homeless individuals. We are now seeing a growing number of families and seniors who are living in their vehicles.

The survey respondents for the Community Mobility Needs Assessment were primarily low-income, although we also surveyed our community partners who are employed in the social services field who reside or work in El Cajon. 69% of the respondents were female and 12% identified as male. 19% preferred not to answer or had no response. We focused on submitting surveys from the three primary languages spoken in El Cajon which are English, Arabic and Spanish. And it was important for us to reach populations who utilize public transportation as well as active transportation in our city. Several of our respondents own their own car, but many walk because they only have one car, and that may be gone during the day with a family member at work. Several families were not familiar with public transit or were afraid to use it because of safety and language barriers.












 















5 Illustration 1. CalEnviro Screen Map of El Cajon Valley Floor

Illustration 2. Languages of English Learners at Cajon Valley Union School District

Languages of English Learners
Cajon Valley Union 2019-2020
x All Other 423
x Arabic 1,322
x Chaldean 1,062
x Farsi (Persian) 233
x Pashto 161
x Spanish 2,575
Total 5,776
Total Enrollment CVUSD 17,342













 















6 Figure 1. Respondent gender (Q24: What is your gender?)

Key Findings:

It was not surprising that the largest number of respondents were female. Due to COVID-19 restrictions, most of the surveys were conducted online. There were a large number of mothers who were home schooling their children during the pandemic who responded to the survey. We also attached a drawing for gift cards to encourage people to complete the survey.

69%
12%
18%
1%
What is your gender?
Female
Male
No Response
Pefer not to answer












 















7 Figure 2. Respondent annual household income (Q27: What is your annual household income?)

Key findings:

The surveys were distributed to a variety of popul ations including homeless, newcomers, seniors, and young families. The chart above shows a variety of household incomes, many of them with at least two members of the family employed. The chart is indicative of families in El Cajon who are living at or near poverty levels.

20%
15%
7%
9%
12%
6%
31%
What is your annual household income?
No Response
Less than $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $64,999
$65,000 - $79,999
$80,000 or more












 















8 Figure 3. Ethnicity (Q25: How would you describe your race/ethnicity?)

Key Findings:

El Cajon is a diverse community, rich in immigrant and refugee populations. The Census identifies our Middle Easterners as White. Without detailed data, it is nearly impossible to gauge just how large those populations are. By breaking the survey down to a larger race and ethnicity demographic, we can see a clearer picture of those who responded to the survey and the overall diversity of El Cajon. It was important to survey respondents that were reflective of the community we serve. 9% 1%
7%
1%
42%
23%
13%
3%
1%
Race & Ethnicity
No Response
American Indian or Alaska
Native
Asian
Black or African American
White
Latinx/Latino/Latina/Hispanic
Middle Eastern
Native Hawaiian or other
Pacific Islander












 















9 Figure 4. Work Status (Q26: What is your current work status?

KKey Findings:

Although the chart above shows a 63% full-time employment response to the survey, we know from chart Figure 2. Annual Income above, that the household income is below living wages for one individual. Most of the respondents to the survey were families with 4 or more members. Unemployment was at an all- time high due to COVID-19. Many families in El Cajon work in the service industry including retail, restaurants, and hotel service. These were all positions that were temporarily closed for several months during the pandemic. Many found their hours were cut to part-time or were laid off. We have been told by families that accessing unemployment benefits during COVID-19 was nearly impossible for those whose primary language is not English without agency assistance.

63%11%
4%
3%
2%
3%
3%
9%
2%
Work Status
Full-time employed
Part-time employed
Full-time student
Part-time student
Unemployed and not seeking
employment
Unemployed and seeking employment
Retired
Not Working
Other (please specify)












 















10 Figure 5. Language

Key Findings:

El Cajon Collaborative conducted 212 surveys. 171 resp onded in English, 35 in Arabic and 6 in Spanish.

Although many completed the surveys in their primary language, many took the survey in English despite it not being their primary language. We had bilingual respondents who took the survey during meetings or focus groups who had the English survey as their main instrument. El Cajon is multilingual with over 38 languages spoken. The Cajon Valley Union School District data shows that in 2019, with 5,776 students, 1,322 speak Arabic, 1,062 Chaldean and 2,575 Spanish.

Access to Transportation Vehicles
Survey respondents were asked about their access to working motor vehicles, personal micromobility vehicles (e.g., bikes, scooters, etc.), access to techno logy and usage, ease of access to transportation options, potential medical conditions that make using transportation difficult, along with other potential challenges that transit users encounter in their daily life.

81%
3%
16%
Language
English
Spanish
Arabic












 















11 Figure 5. Respondent access to a working condition motor vehicle (Q1: Do you or anyone in your household have any motor vehicles in working condition (e.g., cars, trucks, vans, motorcycles, or scooters)?)

Key findings:

The survey results show the majority of the respondents have access to a working condition motor vehicle.

El Cajon is a suburb of San Diego, and most drivers use a car for their primary form of transportation.

Although public transportation is available, there are barriers that keep our community members from accessing it including safety fears and language tr anslations. Newcomers receive a car when they enter the country as refugees or SIVs. We found through our focus groups that individuals who are chronically homeless or seniors who no longer can drive, are more prone to use public transportation when available.

94%
6%
Access to working condition motor vehicle
Yes
No












 















12 Figure 6. Respondent bike, scooter, or skateboard access (Q4: How many bikes, scooters, or skateboards do you or members of your household have?)

Key Findings:

The valley floor of El Cajon has access to markets, doctors’ offices and retail within a short drive or walk.

Many of the respondents were families with childr en who bike, scooter or skateboard. We see many seniors walking to their destinations including th e market or social events. Our unsheltered community members often use bicycles as their primary method of transportation locally. El Cajon does not have access to shared bikes or scooters currently.

Technology and Alternative Payment Methods
Survey respondents were asked about their techno logy use and payment preferences. Technology use has become an important part of everyday life . Respondents were asked about accessing public transportation and other transportation modes, the ease of accessing these services and their familiarity with mobility services.

46%
19%
35%
Access to bike, scooter, or skateboard access
0 1
2 or more












 















13 Figure 7. Respondent technology use (Q6: Which of the following technologies do you use regularly?)

Key Findings:

People have grown to depend on their mobile devices in their everyday lives. They have become essential in accessing information. As our senior population grows, many are now using smartphones as their primary technology method. During the pandemic, we saw the importance of having reliable internet service and home computers for both work and sc hool. Many families who are low-income and our unsheltered members use plans that monitor their data usag e. This makes it difficult for them to access all the necessary information they may need. Technolo gy allows our non-English speaking populations access to services in their native language often times.

0 20 40 60 80 100 120 140 160 180 200
I do not use any of these technologies regularly
Phone data plan
Home internet
Cell phone (not a smartphone)
Smartphone
Which of the following technologies do you use regularly? 











 















14 Figure 8. Respondent payment preference (Q7: Which of the following do you use regularly?)

Key Findings:
172 survey respondents use a credit or debit card as their payment preference. During COVID-19 we saw more businesses request payments with a credit or debit card instead of cash. Our credit or debit card has become our regular method of payment for online orders, restaurants, and retail purchases. Many people use it for rental payments, gas purchases, food, and healthcare. 12 survey respondents responded using a prepaid cash card and 34 responded with a food vouc her or food stamp program. Families who are on government assistance programs receive their mont hly payments on prepaid cash cards. We had an increase of unemployment benefits that were paid by prepaid cash cards during COVID-19.

Familiarity with New Mobility Services
Survey respondents were asked about accessing new mobility services and how familiar they were with the different modes of transportation options available to them.

172
12 34
0 20 40 60 80 100 120 140 160 180 200
Payment preference
Food voucher and/or food stamps Prepaid cash card Credit/and or debit card 











 















15 Figure 9. (Q17: How familiar are you with each of the following?)

Key Findings:

Some of these modes of transportation are not available in the City of El Cajon. We do not have bikeshare or scootershare programs or neighborhood shuttles. Although electric cars are available, low-income families cannot afford the additional cost of an all-el ectric vehicle or have access to charging the vehicle at their apartment. All the carshare programs have disappeared from our region including Zipcar. Each respondent enjoyed learning more about automated ve hicles but voiced their concern about the safety of them. It was not surprising to see the results that showed the lack of familiarity of these programs or how they were only somewhat familiar with them. Ea ch expressed a desire to see more transportation options in our city especially neighborhood shuttles. Our newcomers expressed working for Uber or Lyft as an employment option open to them to supplement their monthly income.

0 20 40 60 80 100 120 140 160 180 200
Electric cars
Carshare (e.g. Zipcar)
Bikeshare
Scootershare (e.g. Bird, Lime)
E-bikes
On-demand ridehailing (e.g. Uber, Lyft)
Neighborhood Shuttles (microtransit)
Automated vehicles
Electric
cars
Carshare
(e.g.

Zipcar)
Bikeshare
Scootersha
re (e.g.

Bird, Lime)
E-bikes
On-
demand
ridehailing
(e.g. Uber,
Lyft)
Neighborh
ood
Shuttles
(microtran
sit)
Automated
vehicles
Very Familiar 38 22 15 25 19 90 9 28
Somewhat Familiar 72 53 36 55 43 55 31 24
Not Familiar 65 99 124 96 114 33 137 126
How familiar are you with each of the following?
Very Familiar Somewhat Familiar Not Familiar












 















16 Figure 10. Q18: Before COVID-19, how often did you use these services?

Key Findings:

The results show different transportation modes were not available in our community. The only service that was used was on-demand ridehailing, e.g., Uber and Lyft. The small numbers for the other services were most likely accessed downtown San Diego. There was a request for neighborhood shuttles and more charging station for electric cars by some of the survey respondents. During the focus group, some mentioned that El Cajon needs improved bike lanes for the increase usage of e-bikes and bicycles.

0 20 40 60 80 100 120 140 160 180 200
Neighborhood Shuttles (microtransit)
On-demand ridehailing (e.g. Uber, Lyft)
E-bikes
Scootershare (e.g. Bird, Lime)
Bikeshare
Carshare (e.g. Zipcar)
Electric cars
Neighborho
od Shuttles
(microtransit
)
On-demand
ridehailing
(e.g. Uber,
Lyft)
E-bikes
Scootershar
e (e.g. Bird,
Lime)
Bikeshare Carshare
(e.g. Zipcar) Electric cars
Everyday 0010008
4-6 days per week 0300002
1-3 days per week 3510013
About once every other week 0910101
Once a month 12 04 6 1 2 1
Less than once a month 56 321 88 5 5
Never 168 78 164 154 167 170 157
Before COVID-19, how often did you use these services?
Everyday 4-6 days per week 1-3 days per week
About once every other week Once a month Less than once a month Never












 















17 Figure 11. Q19: For what purpose did you use the following services?

Key Findings:

As we saw in Figure 9, we have community members who work as a taxi, Uber, or Lyft drivers to supplement income. It has also become a popular mode of transportation for those who have limited access to a car. As shown by Figure 10, E-bikes, scooters, and bicycles are primarily used for recreation or fun in downtown San Diego where they are located. Once again, there was a concern about safety in using these services and a desire to see safer bike lanes in El Cajon.

Travel Behaviors, Mobility Challenges & COVID-19 Impact COVID-19 guidelines and restrictions changed several aspects of our lives. The survey respondents were asked about travel changes during the pandemic and if it changed their travel behaviors and if so, what challenges did they face.

0 20 40 60 80 100 120 140 160 180
Electric cars
Carshare (e.g. Zipcar)
Bikeshare
Scootershare (e.g. Bird, Lime)
E-bikes
On-demand ridehailing (e.g. Uber, Lyft)
Electric cars Carshare (e.g.

Zipcar) Bikeshare Scootershare
(e.g. Bird, Lime) E-bikes
On-demand
ridehailing (e.g.

Uber, Lyft)
Work or School 16 4 4 4 4 21
Recreation/Fun 4 6 10 27 9 74
Connect to Transit 000000
Other 200118
Never Used 146 154 155 133 149 63
For what purpose did you use the following services?
Work or School Recreation/Fun Connect to Transit Other Never Used 











 















18 Figure #. Q9: Please let us know if you agree or disagree with the following statement: It is generally easy for me to get where I need to go:

Key Takeaways:
94% of the survey respondents shared they had access to a working vehicle as shown in Figure 5. The comment that was shared with us is freeway congestion often makes travel more difficult to get where they need to go. They also commented that living in a new community and not speaking English often makes it difficult to travel far from home, navigating both roadways and transit.

This question was a little confusing because they were not sure if it meant difficult because of barriers that existed in addition to owning a car. It is easy to get into the car to go to the market, but if you only have one vehicle that is gone most of the day, the other person faces challenges to get where they need to go. Public transit is not efficient or affordable to pick up groceries or run multiple errands. Many walk and commented that street conditions are often unsafe, especially when accompanied by children.

84%
5%
11%
It is generally easy for me to get where I need to go
Agree
Disagree
Neutral












 















19 Figure #. Q12: Before COVID-19, how did you typically travel throughout the region?

Key takeaways:

We see that on-demand ridehailing and taxis are the mode of transportation used when they do not have access to their personal vehicle or do not own one. Other modes of transportation are limited in our community. Some of the seniors shared they use senior transportation options, friends, and health clinic services to access appointments. They were more uncomfortable using ridehailing options because of the technology and the safety of riding with a stranger. During COVID-19 we saw fewer cars on the road and more people using their vehicles for more vital services than recreation. 0 20 40 60 80 100 120 140 160 180 200
Other
I don't commute. I telework/work from home
I used an on-demand ridehailing service…
I rode a taxi
I rode a skateboard or scooter
I rode a bike or e-bike
I rode a motorcycle or moped scooter
I drive/ride with others (carpool/vanpool)
I drove my personal vehicle alone
Other
I don't
commute
. I
telework/
work
from
home
I used an
on-
demand
ridehailin
g service
(Uber,
Lyft,
Waze,
Carpool,
or similar
service)
I rode a
taxi
I rode a
skateboar
d or
scooter
I rode a
bike or e-
bike
I rode a
motorcycl
e or
moped
scooter
I
drive/ride
with
others
(carpool/
vanpool)
I drove
my
personal
vehicle
alone
Everyday 29011219 1 1 7
4-6 days per week 04300127 4 5
1-3 days per week 2 1 3 40140 1 5 1 3
About once every other week 0961340 1 4 3
Once a month 06 1 3 3261 1 1 0
Less than once a month 1 8 48 10 5 10 1 17 1
Never 75 122 105 159 164 149 170 101 7
Before COVID-19, how did you typically travel throughout the region?
Everyday 4-6 days per week 1-3 days per week
About once every other week Once a month Less than once a month Never












 















20 Figure 14. Q10: Prior to COVID-19, how often did you use public transit (e.g., local bus, trolley, COASTER)?

Key takeaways:

The survey respondents commented that it takes too long, it doesn’t arrive often enough, it doesn’t take me where I need to go, and the fare is too expensive. A question that was not asked was if language is a barrier to using public transportation or the perception of safety concerns.

2%
1%
2%
3%
15%
77%
Prior to COVID-19, how often did you use public transit? Daily
4-5 times a week
2-3 times a week
Once a week
Once a month
Never












 















21 Figure 15. Q16: If you drive majority of the time, what are your main reasons? (Select up to three reasons)

Key takeaways:

Survey respondents continue to use their personal vehicles to travel to work and school. Families commented on the need to get home if there is an emergency or an issue with childcare. We also saw during COVID-19 the fear of riding in someone else’s vehicle due to safety concerns or the fear of getting sick. El Cajon residents would like to see improved streets with safer walking and biking roadways.

Respondents also shared they like the independence their personal vehicle gives them if they want to run errands, meet with friends or pick up the kids after work or school. It is more convenient than using public transportation was their joint answer.

0 20 40 60 80 100 120 140 160
Other
Not applicable, I do not drive the majority of the time I choose not to respond
I’m concerned about conditions for walking along my …
I’m concerned about conditions for biking along my …
There is no transit near my home and/or work
I need to transport my children
I have an irregular work schedule
I need to run errands before or after work
I don’t have anyone with whom to carpool or vanpool
My parking is free or inexpensive
So I can get home in an emergency
I use my personal car at work/school for business…
Other
Not
applicab
le, I do
not
drive
the
majority
of the
time
I choose
not to
respond
I’m
concern
ed
about
conditio
ns for
walking
along
my
route
to/from
work
I’m
concern
ed
about
conditio
ns for
biking
along
my
route
to/from
work
There is
no
transit
near my
home
and/or
work
I need
to
transpor
t my
children
I have
an
irregular
work
schedul
e
I need
to run
errands
before
or after
work
I don’t
have
anyone
with
whom
to
carpool
or
vanpool
My
parking
is free
or
inexpen
sive
So I can
get
home in
an
emerge
ncy
I use my
persona
l car at
work/sc
hool for
business
purpose
s
Series1 7 5 1 1 51 93 56 74 08 23 95 46 7 1 4 1
Reasons for Personal Vehicle Use












 















22 Figure 16. Q13: In general, has your travel changed significantly due to COVID-19?

Key takeaways:

The comments we received were diverse. Some peop le were currently working remotely and were not traveling to and from their employment. Some shared their children were studying from home, so they did not make trips to school every day. Seniors were using delivery services for their groceries and essentials. Online shopping increased instead of people going shopping in retail establishments. We also heard that people did not feel co mfortable being near others during a pandemic without a vaccination, they did not want to share a vehicle with strangers and worried that people would not use a face mask to protect them.
67%
33%
In general, has your travel changed significantly due to COVID- 19?
Yes
No












 















23 Figure #. Q14: Please tell us how your travel preferences have changed.

Key takeaways:

We see that driving has greatly decreased during COVID-19. Survey respondents shared they were accessing more services from home and working remote ly. People felt safer in their own vehicles than sharing a taxi, carpool, or vanpool with people outside their household. People were also getting outdoors and walking in their neighborhoods and parks for rec reation instead of going to a movie or shopping.

Concerns were still there about the safety of biking on El Cajon streets without safe bike lanes.

0 20 40 60 80 100 120 140
Other
Walk
Telework/work from home
Bike, skateboard, or scooter
Motorcycle or moped scooter
Taxi
Transit
Carpool/Vanpool
On-demand ridehailing service (Uber, Lyft, Waze…
Driving
Other Walk
Telework/
work from
home
Bike,
skateboard
, or scooter
Motorcycle
or moped
scooter
Taxi Transit Carpool/Va
npool
On-
demand
ridehailing
service
(Uber, Lyft,
Waze
Carpool, or
similar
service)
Driving
More 45 3 7 99 2 1 3 2 41 7
Less 21 93 8 0 91 6 2 6 3 8 8 7
No Impact 1 13 1 8 1 61 61 41 41 61 1 8
I don’t use 34 14 26 82 97 91 83 73 62 6
Please tell us how your travel preferences have changed.

More Less No Impact I don’t use












 















24 Key Takeaways, Next Steps, Recommendations

Conducting a survey during COVID-19 was challenging. As a community-based organization, we are used to holding public events to outreach to our communiti es. With the restrictions in place, we were tasked with using technology to send out the surveys and follow-up with some of the respondents. ECC conducts and attends several meetings virtually each month during COVID-19. During our meetings, we were able to share the survey with our community members and collaborative partners. ECC has a large list serve with our residents and partner agencies. The survey was sent out to over 700 who are included in the list serve. We did not get many responses with this method. There were several surveys being conducted during this time focusing on COVID-19 response, student learning, and updates to each community’s General Plan. People were compla ining about too many surveys. It was the personal outreach that assisted us with getting results from a diverse group of community members including those experiencing homelessness, seniors with limited access to services, low-income families, and those whose primary language is not English. We were fortunate to have access to families through our local school district and charter school liaisons and partners.

COVID-19 certainly had an impact on families and bu sinesses in El Cajon. The effects of these past 15 months will be felt for many years. Studying the results of the Community Mobility Needs Assessment revealed that low-income and lower-middle class residents, as well as people of color, experienced more instrumental and financial hardships due to the pandemic, when compared to their higher income, White counterparts. Low-income residents were more likely to feel stressed over the restrictions and guidelines of the pandemic regarding traveling to their plac e of employment or were staying home due to unemployment and/or fear. Respondents with higher incomes in contrast, were more likely to work remotely and access transi t options for recreation. The overall findings suggest that income level and race/ethnicity play a significant role in the lives of people coping with a variety of challenges due to the pandemic.

The Mobility Needs Assessment also showed that mo re education is needed in our communities on the various modes of transportation options. It was clear that without several of the programs available in our community, residents were not using them in other communities such as E-bikes and scooters. The barriers of accessing public transportation were evident before the pandemic due to lack of information that is easily accessible in a variety of languages. Public transit trainings may be a program that SANDAG looks at in the future to acquaint community members with all the options available to them and how to use them.

Low-income individuals are the group most affected by transportation barriers. With transit directly impacting social and economic well-being, expanding transit options and education can especially help low-income families and the economy of their communi ty. The perception of safety and cleanliness is essential to creating a system that people will use. And creating a system that gets people to their doorstep efficiently that is affordable tops the list of important factors for them to use transit.

ECC will continue to follow up with our residents as in-person outreach becomes available again.

Remaining in contact with our community members is e ssential to ensuring social equity is the focus of every project that is proposed in El Cajon and East County. The Collaborative will put together focus groups 











 















25 and presentations for the Draft 2021 Regional Plan and continue to collect comments and questions regarding the future of transportation and concerns they have presently.

Working with the City of El Cajon staff and elected officials we have an opportunity to share the results of the survey. It gives us an instrument to advocate fo r equitable projects in our city regarding transit, housing, and environmental justice. By having this Community Mobility Needs Assessment completed, we know it will prepare us to apply for pilot programs and projects in the future. El Cajon has several projects that we have worked with the city on in the past fe w years. ECC will continue to assist with resident planning groups and community outreach. We have written letters of support for grant opportunities the city has applied for. ECC would also like to look fo r grant funding to support educational programs such as transit trainings, public forums, leadership trainings, and outreach events.













 



























 















.. ~--f•~ , ____ _
2022
2 Table of Contents | ^ĞƉƚĞŵďĞƌ 2022
Table of Contents
Chapter 01: Study Introduction ..................................................................................................................... 5 Introduction .................................................................................................................. ............................ 5 Flexible Fleets Strategic Plan Framework ...................................................................................... ........... 11 Partnerships .................................................................................................................. .......................... 12 Flexible Fleets Goals and Objectives .......................................................................................... ............... 13 Chapter 02: Flexible Fleet Services ............................................................................................................... 17 Flexible Fleet Components ..................................................................................................... .................. 17 Flexible Fleet Technologies & Services ........................................................................................ .............. 19 Chapter 03: Outreach and Engagement ....................................................................................................... 36 Community-Based Organization Outreach Process.................................................................................. . 36 Stakeholder Interviews ........................................................................................................ .................... 43 Use Case Development .......................................................................................................... .................. 44 Chapter 04: Regional Scan Evaluation .......................................................................................................... 49 Factors for Success ........................................................................................................... ....................... 50 Evaluation Framework and Metrics .............................................................................................. ........... 51 Regional Scan Process ......................................................................................................... .................... 53 Regional Scan Results ......................................................................................................... ..................... 56 Section 05: Strategic Plan ............................................................................................................................ 66 Implementation Toolbox ........................................................................................................ ................. 68 Pilot Project Implementation .................................................................................................. ................. 73 Flexible Fleets Task Force .................................................................................................... .................... 94 Action Plan.................................................................................................................... .......................... 95 











 















3 Table of Contents | ^ĞƉƚĞŵďĞƌ 2022
List of Figures
Figure 1-1: The San Diego Region ................................................................................................................... 7 Figure 1-2: The 5 Big Moves ........................................................................................................................... 8 Figure 2-3: Flexible Fleet Technologies ........................................................................................................ 19 Figure 3-4: CBO Area Map............................................................................................................................ 37 Figure 3-5: Social Pinpoint Online Web Mapping Tool ................................................................................. 39 Figure 4-6: Propensity Factors Map to Use Cases ......................................................................................... 53 Figure 4-7: Regional Scan Process ................................................................................................................ 55 Figure 4-8: Tier 1 and 2 Opportunity Areas .................................................................................................. 58 Figure 4-9: Overlap between Tier 1 and 2 Opportunity Areas and Mobility Hub Opportunity Areas ............ 59 Figure 4-10: Tier 1 Opportunity Areas .......................................................................................................... 61 Figure 4-11: Gateway Connectors Potential Destinations ............................................................................ 63 Figure 4-12: Potential Gateway Connector Service Areas ............................................................................ 64 Figure 5-13: Flexible Fleet Service Design Factors ........................................................................................ 67 Figure 5-14: Implementation Toolbox Components ..................................................................................... 68 Figure 5-15: Pilot Implementation Areas ..................................................................................................... 74 List of Tables
Table 1-1: Flexible Fleets Relation to the 5 Big Moves ................................................................................... 9 Table 4-1: Regional Scan Data Sources and Likelihood Factors .................................................................... 52 Table 4-2: List of Tier 1 and 2 Opportunity Areas ......................................................................................... 57 Table 5-1: Flexible Fleet Recommendation by Pilot Implementation Area ................................................... 75 Table 5-2: Phase I: Pilot Prioritization and Initial Service Planning ............................................................... 97 Table 5-3: Phase II: Finalizing Service Plan and Launching Pilot ................................................................... 98 Appendices
Appendix A: Case Studies
Appendix B: CBO Needs Assessment
Appendix C: Regional Scan Methodology and Findings
Appendix D: Replica Methodology and Findings
Appendix E: Flexible Fleet Funding Opportunities












 
















4 Chapter 1 | September 2022
Chapter 01
Study Introduction












 















5 Chapter 1 | September 2022
Chapter 01: Study Introduction
Introduction
The San Diego Association of Governments (SANDAG) is developing a strategy for the successful deployment of “Flexible Fleets”. Flexible Fleets have emerged as a promising travel alternative to driving alone for an increasing number of trip types.

What are Flexible Fleets?
Using a variety of vehicle types and technologies, Flexible Fleets have the potential to provide first-and-last mile connections to transit and ma jor destinations (e.g., work, healthcare, school, etc.), improve mobility in areas that are difficult to serve with other transportation options, reduce private vehicle dependence for short trips, and complement or replace underperforming fixed-route buses.

The Flexible Fleets Implementation Strategic Plan (Strategic Plan) provides a roadmap for planning and implementing Flexible Fleet pilot programs in communities across San Diego County. The Plan includes a description of Flexible Fleets services, a review of case studies, a summary of outreach to SANDAG’s various “Community-Based Organizations” (CBOs), a “regional scan” of the County that identifies the suitability for Flexible Fleets services in various opportunity areas, and the Implementation Strategic Plan that identifies a path forward for deploying Flexible Fleets projects in the opportunity areas with the highest suitability.

Flexible Fleets consist of a variety of on-demand,
shared, mobility services that are typically requested
or reserved and paid for through a smartphone app.

Flexible Fleet types and technologies include
bikeshare and scootershare programs; microtransit,
which include a range of on-demand minivans or
small buses with flexible routing and pick-up/drop-
off locations; carshare, which include various types
of short-term car rental programs; ridehailing, which
include using a Transportation Network Company
(TNC) service such as Lyft and Uber or taxicabs; and
rideshare, which include carpool, vanpool, and
pooled high occupancy ridehailing such as Lyft
Shared or Uber Pool.

DASH, Micro, See Plymouth, Lime












 
















6 Chapter 1 | September 2022
SANDAG’s Role in the Region
SANDAG is the San Diego region’s Metropolitan Planning
Organization and is responsible for public planning, transportation, transit construction, regional research, and provides a public forum for regional policy decisions about growth, transportation planning and transit construction, environmental management, housing, open space, energy, public safety, and binational topics. SANDAG recently released San Diego Forward: The 2021 Regional Plan (https://www.sdforward.com/ ), which recommend a series of physical transportation and digital investments across the region, along with a set of policies and programs to support the achieving regional goals.

Community Context
The San Diego region is home to 3.35 million residents who live in 18 incorporated cities and unincorporated areas of the County of San Diego. The San Diego region is also home to 18 independent sovereign tribal nations with jurisdictions over 19 reservations – the most in any county in the United States. The region also has the largest military presence in the country, with Camp Pendleton, Miramar Marine Corps Air Station, North Island Naval Base, and Naval Base San Diego.












 
















7 Chapter 1 | September 2022
Figure 1-1: The San Diego Region













 
















8 Chapter 1 | September 2022
2021 Regional Plan – The 5 Big Moves
SANDAG’s 2021 Regional Plan reimagines how people and goods could move throughout the region in the 21st century. This vision is fundamentally shaped by five key strategies for mobility, collectively known as the “5 Big Moves” —Complete Corridors, Transit Leap, Mobility Hubs, Flexible Fleets, and the Next Operating System (OS).

Figure 1-2: The 5 Big Moves

(SD Forward)
The Flexible Fleets Implementation Strategic Plan is one of the early actions identified in the 2021 Regional Plan that will help jumpstart the overall planning process. The Strategic Plan provides a more detailed roadmap along with short-term and long-term actions necessary for deploying on-demand shared pilot projects in an intentional way across San Diego County. By leveraging these new mobility services and technologies in an intentional and coordinated manner, Flexible Fleet investments can be deployed in their most effective manner to help the region achieve its transportation, social equity, and environmental goals. Flexible Fleets are connected to each of the other Big Moves in a variety of ways. While they have many benefits 











 
















9 Chapter 1 | September 2022
as a stand-alone strategy, the full benefits of Flexible Fleets are realized in conjunction with the other strategies. Table 1-1 below describes each of the Big Moves and how they relate to Flexible Fleets.

Table 1-1: Flexible Fleets Relation to the 5 Big Moves
Complete Corridors

Description
Complete Corridors incorporate a variety of travel choices and use technology to manage how highways and major roads are used in real-time.

They provide a balance of dedicated, safe space for everyone, including freight vehicles and people who walk, bike, drive, ride transit, and use Flexible Fleets.

How it Relates
to Flexible Fleets
Complete Corridors will provide the necessary roadway infrastructure to make Flexible Fleet operations safe and efficient. Flexible Fleets could leverage larger infrastructure investments such as protected bikeways to support safe micromobility operations, pick-up/drop-off areas (PUDOs) to facilitate safe passenger loading for ridehail and microtransit services, and dedicated lanes to allow for efficient operations of microtransit services.

Transit Leap

Description
Transit Leap will create a complete network of fast, high-capacity, high- frequency transit services that connect major residential areas with employment centers and attractions throughout the San Diego region.

Transit Leap services could connect to supporting Flexible Fleets in Mobility Hubs. New high-speed services — covering longer distances with limited stops— may be separated from vehicle traffic with bridges, tunnels, or dedicated lanes. Improvements to existing transit services—such as the Trolley, COASTER, SPRINTER, and Rapid—may include additional rail tracks, more frequent service, dedicated transit lanes, and traffic signal priority to keep transit moving quickly.

How it Relates
to Flexible Fleets
Transit Leap investments will significantly increase the competitiveness and desirability of transit for a larger share of regional trips. With greater demand for travel to and from station areas, Flexible Fleet services can facilitate the movement of passengers to transit stations.

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10 Chapter 1 | September 2022
Mobility Hubs

Description
Mobility Hubs are places of connectivity where different travel options – walking, biking, transit, and shared mobility – come together. They provide an integrated suite of mobility services, amenities, and supporting technologies to better connect high-frequency transit to an individual's start or end of a trip. A Mobility Hub can provide one, two, or several miles of access utilizing a variety of on-demand travel options to connect to/from a point of origin or destination.

How it Relates
to Flexible Fleets
Mobility Hubs represent locations where Flexible Fleet services are likely to be concentrated. Mobility Hubs are typically located near high-capacity transit stations or major activity centers and provide successful infrastructure require for successful Flexible Fleets deployments. Mobility Hubs provide amenities that support Flexible Fleet services such as bike and scooter docks or dockless bike and scooter corrals, trip planning kiosks, electric vehicle (EV) charging, and pick-up/drop-off curbs for microtransit and ridehailing.

Next OS

Description
The Next Operating System (OS) is the “brain” of the entire transportation system. It is a digital platform that compiles information from sources like passenger vehicles, delivery trucks, e-bikes, and scooters into a centralized data hub. Analysis of this data will provide information on travel patterns and utilization, which will improve how transportation is planned, operated, and experienced.

How it Relates
to Flexible Fleets
Next OS will develop the information technology foundation to facilitate more efficient Flexible Fleet operations and seamless transfers between travel modes. Using smartphone applications like online payments, real-time trip planning and reservations, Flexible Fleets can be made more approachable to users and increase their usefulness to riders. Data collected by Flexible Fleet services and ingested by the Next OS will enable performance analytics to inform operation improvements, and support planning and policy development.

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11 Chapter 1 | September 2022
Flexible Fleets Strategic Plan Framework
The Flexible Fleets Implementation Strategic Plan described in this report utilizes the following framework:

DEFINITIONS AND CASE STUDIES
Defines the range of potential on-demand shared mobility systems and describe how they have been deployed locally and across the US to solve various transportation issues.

ENGAGEMENT
Describes the network of partnerships and public engagement activities completed with Community-Based Organizations (CBOs) and other stakeholders to identify specific transportation needs in the communities and develop a series of “use cases” that respond to these needs.

REGIONAL SCAN
The Regional Scan provides a more detailed and comprehensive regional analysis of San Diego County to identify areas within San Diego County that are the best “fit” for Flexible Fleet services using a comprehensive analysis of demographic, travel demand data, and stakeholder feedback. The Regional Scan considers a broad range of socioeconomic data such as population, employment, and income, as well as travel demand data such as length and type of trip. These data are all strong indicators of Flexible Fleet success and align closely with the transportation needs assessments, use cases, and objectives identified for the services. The Regional Scan then prioritizes the areas into higher priority (“Tier 1”) versus lower priority (“Tier 2”) opportunities based on their potential.

STRATEGIC PLAN
The Strategic Plan provides a roadmap for near-term pilot implementation and documents a plan for how Flexible Fleet services and infrastructure should evolve to support the 5 Big Moves in the future. The Strategic Plan includes three elements:

1. Implementation Toolbox , which summarizes key physical, infrastructure, operational, and technological considerations for various Flexible Fleet services.

2. Pilot Implementations , which provide maps and tables describing key Toolbox elements and potential implementations across the highest performing Tier 1 markets.

3. Action Plan, which outlines the key actions and responsibilities for various public agencies over a short and long-term time horizon.













 
















12 Chapter 1 | September 2022
Partnerships
Project Development Team
Flexible Fleets can deliver promising benefits to users because of the variety to technologies, services, and geographies they utilize. Because of the diversity of implementation options for a Flexible Fleet service, a Project Development Team (PDT) consisting of the San Diego region’s major transit providers – North County Transit District (NCTD) and Metropolitan Transit System (MTS) – and regional planners from SANDAG were consulted on a regular basis to provide input during the development of the Implementation Strategic Plan.

Potential Implementation Partners
In addition to the PDT, a series of implementation partners have been engaged throughout the Strategic Plan process, including local CBOs, City and County planning and public works staff at jurisdictions across San Diego County, and private-sector Flexible Fleet operators. These partners have provided valuable insights into the physical and operational challenges for deploying these types of shared mobility services. Partnering with large universities, employers, developers, and city partners is key for driving successful pilot programs that can deliver consistent ridership, cost-effective service metrics, and can become a sustainable and permanent addition to the local transportation ecosystem.













 
















13 Chapter 1 | September 2022
Flexible Fleets Goals and Objectives
The Flexible Fleet Implementation Strategic Plan goals and objectives align with the Vision established in the 2021 Regional Plan and include:

Flexible Fleet Implementation Strategic Plan Goals & Objectives Provide access to diverse
mobility options and
improve access to transit.

Reduce single-occupancy
vehicle trips (SOV),
vehicle-miles traveled, air
pollution, and congestion.

Produce sustainable and
scalable pilot programs

As with any investment into a transportation system, there are inherent trade-offs among potential strategies. The PDT drafted a list of detailed Goals and Objectives that was validated by the CBOs. The Goals and Objectives are consistent with State, Regional, and local priorities to help navigate the strategy development process. Each Goal and associated Objective is shown below.

Free Ride Everywhere Downtown (FRED)/Circuit, left; Micromobility on the University of California San Diego (UCSD) campus.













 
















14 Chapter 1 | September 2022
Strategic Plan Goals and Objectives

EQUITABLE

Objective
> Strategies should fairly distribute the benefits of Flexible Fleets services to all communities and population groups while prioritizing services in underserved communities
> Strategies should be validated by CBOs representing traditionally underserved communities with significant mobility needs in the Region > Strategies should connect communities to resources that enhance economic mobility and access to services
> Services should be accessible to vulnerable population groups such as low- income individuals, seniors, people with disabilities, and transit-dependent populations

FLEXIBLE
Objective
> Avoid major infrastructure changes that can increase the cost and logistical steps to implement
> Services should be easily adaptable and scalable to meet performance objectives and goals

IMPLEMENTABLE
Objective
> Flexible Fleet services should complement other transit services and allow for convenient transfers at key stations and mobility hubs
> Prioritize strategies that qualify for funding
> Services should require limited up-front public costs for infrastructure, permitting, environmental review, and operations

REPRODUCIBLE
Objective > Flexible Fleet services should utilize technologies and vehicles that have been successfully deployed in other markets

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15 Chapter 1 | September 2022

LEVERAGE MAJOR INVESTMENTS
Objective
> Strategies should connect to the existing or future regional transit system to amplify the access the service provides
> Strategies should connect to the existing or future regional transportation network to extend the areas that can access the service

INFLUENCE TRAVEL BEHAVIOR
Objective
> Flexible Fleet travel times, ease of use, and reliability should improve total journey times and be competitive with driving a car
> Strategies should encourage shared rides to reduce SOV trips and vehicle miles travelled

SUSTAINABLE
Objective
> Services should minimize greenhouse gas emissions (GHGs) > Services should leverage zero emission vehicles and clean energy charging solutions where feasible
> Maintenance and disposal of vehicles should minimize potential environmental impacts

PARTNERSHIPS
Objective
> Leverage SANDAG’s relationships with CBOs to co-develop pilot programs > Pursue relationships with workforce development and business improvement districts (BIDs) to market Flexible Fleet services to employers > Pursue services with a strong potential for partnerships such as universities, the military, tribal nations, large residential developments, and hospitals > Integrate Flexible Fleets with SANDAG’s existing Transportation Demand Management (TDM) programs
SAFETY
Objective
> Service implementation should include appropriate infrastructure improvements needed for user safety
> Ensure protection of user data privacy
The Goals and Objectives developed with the PDT and validated with the CBOs provide a consistent framework for assessing Flexible Fleet services throughout the Strategic Plan document.

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16 Chapter 2 | September 2022
Chapter 02
Flexible Fleet Services












 
















17 Chapter 2 | September 2022

VEHICLES
Flexible Fleet vehicles can range in size from small 1 person bikes or scooters that are human or battery powered, standard passenger cars, 15 passenger minibuses, or 20-25 person minibuses. Power sources include gasoline, hybrid engines, battery electric, or hydrogen fuel cell. Wheelchair accessible vehicles (WAVs) for persons with disabilities are also in use.

Chapter 02: Flexible Fleet Services
The way that people travel through communities is changing. The evolution of smartphones with GPS-enabled technologies and batteries for electric bikes and scooters has led to a proliferation of different mobility services that provide the capability for flexible routing, on- demand travel, and the sharing or pooling of rides. Flexible Fleet technologies can be applied in a variety of ways to improve mobility in communities where access to transit is limited, the quality of transportation is poor, or where hous eholds do not own a car. Flexible Fleets can improve mobility and provide a first/last-mile connection to transit, fill gaps in the transit network in urban, suburban, and rural communit ies and provide a sustainable alternative to private vehicles for short trips between local destinations.

Flexible Fleet vehicles and technologies are adaptable to many different types of trips and can be scaled to solve a range of transportation problems that transit and other transportation demand management (TDM) programs on their ow n cannot address. Microtransit shuttles can provide enhanced access to San Diego Metrop olitan Transit System (MTS) and North County Transit District (NCTD) stations, which can greatly increase the catchment area for each station well beyond the typical first/last-mile distance. This can generate higher ridership and reduce park-and-ride demand at stations. Micromobility pilot programs utilizing scooters in denser mixed-use commercial areas can replace short distance auto trips with a fun and sustainable electric powered scooter or bike. Electric vehicle (EV) carshare programs that allow for one- way trips within a defined service area can provide a sustainable option for longer auto trips to destinations such as grocery stores and medical appointments.

Flexible Fleet services can take many different forms and this chapter introduces the common components that make up a Flexible Fleet service, summarizes different types of Flexible Fleets, and highlights examples of Flexible Fleet implementations across the United States.

Flexible Fleet Components
Flexible Fleets consist of a wide range of shared mobility systems with the following components and characteristics:













 
















18 Chapter 2 | September 2022

DRIVERS
Flexible Fleet drivers can be employers of a privately owned company, public transit agency, city or jurisdiction, or independent contractors.

Drivers typically require a standard driver’s license; some roles could require a Commercial Driver’s License (CDL) or Transportation Charter Permit (TCP).

SMARTPHONE APP
Smartphone apps are the most common way to reserve, schedule, or request a Flexible Fleet service. Apps allow the user to see where vehicles are located, check prices, and render payment. For users without a smartphone, operators have alternative methods for making reservations using a website or call center.

SERVICE AREA
Most Flexible Fleet services are only available anywhere within a geographic area and specified by a virtual “geofence”. Pick-up/drop-off (PUDO) locations are identified by the operator in the app and can consist of any location where parking is permitted, such as an on-/off-street parking space, a passenger loading “white curb” space, or a defined facility for carshare or micromobility vehicle.

SERVICE MODELS
Most Flexible Fleet services are provided by private-sector operators in a public-private partnership agreement with a public agency such as a City or transit operator. The agreements specify the terms of service, geofence, driver rules, infrastructure requirements, pricing, customer service protocols, and performance monitoring and metrics. There are numerous models for how the public-private partnership services may be structured and range from the private operator providing a “turnkey” service to the public agency providing the vehicles and drivers, but the operator provides the technology and handles payment and customer service.













 
















19 Chapter 2 | September 2022
Flexible Fleet Technologies & Services
The following sections present the Flexible Fleet technologies and service categories along with some key operating characteristics and examples. A table of detailed case studies are provided in Appendix A . Flexible Fleet pilot projects are deploying quickly across the United States as public agencies are testing a wide range of various on-demand technologies and business models that are contributing to a very dynamic and rapidly evolving mobility landscape.

The Strategic Plan is focusing on seven broad Flexible Fleet categories: microtransit, Neighborhood Electric Vehicle (NEV) microtransit, micromobility, ridehail, rideshare, carshare, and last-mile delivery. These categories were selected as they represent the current state of the industry – however, ongoing technological innovation will continue to change the Flexible Fleet landscape and the capabilities of new shared on-demand mobility services. Each type of Flexible Fleet service has the potential to serve a wide range of trip purposes, bridge gaps in the transportation network, and provide greater mobility through the San Diego region. The following sections detail the typical parameters and capabilities of each Flexible Fleet service.

Figure 2-3: Flexible Fleet Technologies













 
















20 Chapter 2 | September 2022
Microtransit

Microtransit includes a variety of shared on-demand transportation services that typically operate within a defined service area where passengers start and end their trip. Microtransit operators can incorporate vehicles of variou s types and sizes, with most utilizing 6-10 passenger minivans or minibuses / cutaway buses carrying upwards of 15-18 passengers. Some microtransit vehicles can seat over 20 passengers and include Wheelchair Accessible Vehicles (WAV) with features such as wheelchair ramps or lifts.

Microtransit services can operate using a point-
to-point model where riders are picked up where
they request their ride or at “virtual bus stops”,
which require riders to walk a short distance to a

Microtransit services are implemented with a variety of service models. The most common microtransit system incorporates a service model where riders use a smartphone app to request a ride and passenger pick-up and drop-off must occur within the service area’s geofence. The pick-up and drop-off locations can be located at any point on the roadway network that is within the geofence, or the microtransit operator can instruct riders to walk a short distance to a “virtual bus stop” identified by the operator to optimize vehicle routing. The microtransit service area can also be tailored to serve key zones or destinations and to integrate with public transit systems and specific stations.

Most microtransit operators utilize some form of a dynamic routing algorithm that matches rides traveling in a similar direction to increase occupancy on the vehicle, improve operating efficiency, and minimize costs. Microtransit services can be designed to incorporate some elements of fixed-route transit such as de signating pick-up and drop-off locations or implementing a fixed routing with designated boarding areas with some ability to deviate from the route to drop off a pass enger at their destination.

Microtransit services are typically operated by a private sector company, which contracts with a public entity to provide the service. The serv ice can consist of a “turnkey” model, where the vehicles, drivers, app technology, marketing, and support services are all provided by the private company. There are other operational models where some of these functions are provided by a transit agency – for example, the drivers could be provided by the transit agency, while the vehicles, technology, and support services are provided by the private company.

(Carlsbad Connector)
(City of Porterville Microtransit)












 
















21 Chapter 2 | September 2022
Microtransit Description
Typical Service Range 1.5 – 4.5 miles
Capacity Up to 15 passengers
Community Context Urban mixed-use environments; suburban areas; areas with poor transit
Supporting Infrastructure
and Policies
Maintenance and storage depots; pick-up/drop-off infrastructure; wayfinding signage; digital geofence for service boundary; shared mobility lanes
Examples Carlsbad Connector (suspended, 2020) | Metro Micro (Los Angeles) |OC Flex (Orange County) | Smart Ride (Sacramento) | Flexride (Denver) SamTrans, OnDemand (ceased operations, 2020) | Via to Transit (Seattle) Chariot (ceased operations, 2019)
* Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews There are two types of microtransit recognized in the region. This study is treating NEV microtransit separately because NEVs differ fr om minivans and minibuses in terms of size, range, and performance. Conventional gasoline/diesel or hybrid powered minivans and minibuses are larger, have greater range, and can operate on any roadway. The United States Department of Transportation (USDOT) has classified as NEVs as low-speed vehicles (LSVs), which can only be operated on roads where the posted speed limit is 35 mph or less. This limits where NEVs can be deployed.













 
















22 Chapter 2 | September 2022

Microtransit Spotlight

Metro Micro, Los Angeles, CA Via, Jersey City, NJ
LAX/Inglewood Service Area (LA Metro Micro)
Metro Micro Bus (LA Micro Metro)

Jersey City Service Area (Via)

Via Jersey City Vehicles (Via)
Micro is Metro’s microtransit service in
partnership with RideCo, offering trips within
eight geofenced zones, approximately 15 to 20
square miles each (as of June 2022) in LA
County. The service utilizes 10 seat passenger
vans operated by Metro employees. Rides are
requested through Metro’s Transit app, which
utilizes RideCo’s matching algorithm to
optimize routing and pick-up/drop-off points.

The service costs $1.00 per ride and allows
users to request a pick-up and drop-off
anywhere within the service boundary. After
transitioning to a point-to-point service in
January 2021, the service delivered 156,000+
passenger trips in its second pilot year.

Jersey City partnered with Via to operate an
on-demand bus service that can be hailed
through a mobile app or a call center within a
13 square mile service area. As of June 2022,
rates start at a baseline of $2.00 in the Central
Zone but increase by $0.50 per mile in the
Outer Zone. Despite launching during the
pandemic, the program has seen high levels of
demand and has partnered with Meals on
Wheels to deliver food. City data indicates that
ridership has grown from around 3,000 rides
per week in 2020 to over 11,000 per week.

However, wait times have increased from
around 10 minutes in mid-2020 to over 24
minutes in 2022.













 
















23 Chapter 2 | September 2022
NEV Microtransit

Neighborhood Electric Vehicles (NEV) microtransit operators utilize small, lower speed, battery powered EVs that typically carry up to 6 passengers in an open-air vehicle. NEV microtransit vehicles are permitted to operate on streets with speed limits of 35 miles per hour (mph) or less. NEV microtransit operates with similar service characteristics to the microtransit Flexible Fleet service described above – rides are typically requested with a smartphone app and pick-up and drop-off activities occur anywhere within a defined service area, at designated locations, or a hybrid of the two. The major difference compared to microtransit is that NEVs have less range compared to traditional minivans or minibuses and often require charging during an operating day. For this reason, NEV microtransit service areas are typically smaller and serve shorter trips than microtransit.

NEV Microtransit Description
Typical Service Range 0.5 – 2 miles
Capacity Up to 6 passengers
Community Context Urban, mixed-use activity centers
Supporting Infrastructure and Policies Maintenance, charging, and storage depots; pick- up/drop-off infrastructure; wayfinding signage; digital geofence for service boundary; shared mobility lanes;
reduced speeds in service area
Examples FRAN (Anaheim)|FRED - Circuit (San Diego)
* Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















24 Chapter 2 | September 2022
NEV Microtransit Spotlight

FRED (Circuit), San Diego, CA FRAN, Anaheim, CA

FRED Service Area (Circuit)

FRED Vehicle (Circuit, San Diego Union Tribune)
FRAN Service Area (Anaheim Regional Transportation)

FRAN Vehicle (Anaheim Regional Transportation)

FRED (Free Ride Everywhere Downtown) is a
NEV microtransit service in San Diego operated
by Circuit. Subsidized by City of San Diego
downtown parking district revenue, it provides
service within the downtown parking district
using 6 passenger electric vehicles. It is free
and can be requested from a mobile app
anywhere in its service area. The service area is
small (2 sq mi) as it only operates within the
parking district. The program launched in 2016
and currently serves 250,000+ riders per year.

FRAN (Free Rides Around the Neighborhood) is
a free NEV microtransit service operated by
Circuit serving downtown Anaheim using 6
passenger electric vehicles. Shuttles are
requested through an app with pick-up and
drop-offs occurring at 16 stations (soon to be
18). The service is a joint venture between
Anaheim Regional Transportation (ART) and
the City of Anaheim and further supported by
grants and local property assessments. The City
was recently awarded a grant through
California’s Transit and Intercity Rail Program
(TIRCP), which will fund the purchase and
expansion of FRAN’s program.












 
















25 Chapter 2 | September 2022
Micromobility
Micromobility operators utilize small, lightweight, low-speed bikes, scooters, mopeds, or other “rideable” transportation devices for 1 or 2 people that are self-powered or battery powered.

Vehicles can be accessed at physical docking stations or can be part of a dockless system where they can be accessed anywhere within a geofenced service area. Dockless systems allow for bikes or scooters to be parked at permitted locations within the public right-of-way (R/W), parked at a bike and scooter corral or parking zone, or locked to bike racks, utility poles, or parking meters per local regulations. Micromobility vehicles are typically located and reserved using a smartphone app. For docked systems, smartphone apps will display the location of the dock and the number and type of vehicles available. For dockless systems, the smartphone app provides the location of the bike or scooter and the information such as the battery status.

Dockless Micromobility Service Characteristics
Typical Service Range 0-3 miles
Capacity 1 user per bike/scooter
Community Context Serves high density, mixed-use activity centers, recreational areas Supporting Infrastructure and
Policies
Dedicated bike lanes; digital geofencing; sidewalk space allocation management; micromobility corrals and curb management
Examples Lime (San Diego) | Bird (San Diego) | Spin (San Diego) Docked Micromobility Service Characteristics
Access Vehicles are accessed at a designated location with a physical docking system that can also provide vehicle charging.

Typical Service Range 0-3 miles; dependent on the locations of docking stations Capacity 1 user per bike/scooter
Community Context Serves high density, mixed-use activity centers, recreational areas Supporting Infrastructure and
Policies
Dedicated bike lanes; dedicated and secure docking stations; digital geofencing; sidewalk space management; utilities to support charging
Examples Citi Bike (New York City/New Jersey) | Biketown (Portland) Decobike (Ceased Operations, San Diego)
*Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















26 Chapter 2 | September 2022

Micromobility Spotlight

Dockless Scooter Operators, San Diego, CA

BayWheels, San Francisco Bay Area, CA

Scooter Docking Station (DCist)

Bird, Lime, and Wheels Parked in Dockless
Corral (SANDAG)

BayWheels Service Area (Medium)

BayWheels Docking Station (SFMTA)
Several dockless scootershare services operate
in various parts of San Diego. They can be
reserved via a mobile app and some operators
provide incentives for parking the vehicles in
designated corrals. Additionally, GPS tracking
technology in the micromobility devices
prevent vehicles from exiting the service area
allowing operators to prevent vehicles from
exiting the service area. They are easy to find
with fares starting at $1.00 to begin the ride
and $0.40 cents a minute. Scooters are typically
used to travel short distances. Given there are
no docked stations and a limited number of
corrals, there are often issues with vehicles
cluttering busy areas. Another challenge is that
scooters are commonly victims of theft and
vandalism.

BayWheels (operated by Lyft) in the San
Francisco Bay Area provides a hybrid system
of docked bikes and docked/dockless e-bikes
in San Francisco and parts of Oakland,
Berkeley, and San Jose. Monthly bike ridership
has increased steadily from almost 180,000
rides a month in May 2018 to 235,000 in May
2022. All of the bikes are located and reserved
through the Lyft App. They can be locked at
physical docking stations, but also any bike
rack or light pole. These options provide
convenience but also creates issues with the
clustering of bikes in high traffic areas. Ride
prices, especially for e-bikes, are also
expensive, with fares starting at $3.49 to begin
the ride and $0.30 cents a minute, leading the
city of San Francisco to consider creating a
fleet of e-bikes that are run publicly.












 
















27 Chapter 2 | September 2022
Ridehail
Ridehailing includes single occupant or single party “for hire” vehicles operated by app-based Transportation Network companies (TNCs) such as Uber, Lyft, and taxicabs. TNC rides are typically requested using a smartphone app, website, or a call center. Riders are matched with available drivers that are operating on the platform and prices are determined by the length of the trip and other variables such as surge or peak pricing conditions. Ridehail pick-up and drop- off can occur wherever passenger loading is permitting or on-street parking spaces. Most ridehail drivers are independent contractors who operate their own vehicles or lease them through the TNC company. Taxis are typically hailed on the street, dispatched through a call center, and are increasingly requested using a variety of smartphone apps. For the purposes of the Flexible Fleets Strategic Plan, ridehail services include subsidized ride programs or “taxi scrip” vouchers applied to rides within a defined geographic area or for users of a specific use, such as a guaranteed ride home program at a college or business or subsidized transit first/last- mile programs. Drivers for TNCs are typically independent contractors and are not employees.

Ridehail Service Characteristics
Typical Service Range 1 – 8 miles
Capacity Up to 8 passengers
Community Context Urban mixed-use and suburban environments Supporting Infrastructure
and Policies
Designated pick-up/drop-off; HOV shared mobility lanes; wayfinding signage; public and private EV infrastructure
Examples Lyft (US) | GoMonrovia – Lyft (Monrovia, CA) | Uber (US) | Voyage (Orlando) *Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















28 Chapter 2 | September 2022

Ridehail Spotlight

NCTD+, San Diego, CA GoMonrovia, Monrovia, CA

Service Area (NCTD)

Carlsbad Coaster Station (The Coast News)

City of Monrovia (Town Square Publications)

Lyft Ride(The Balance)
NCTD+ is a pilot program that partners with
rideshare services Lyft, Uber, and TripShot to
provide discounted first and last mile
connections for commuters at the Sorrento
Valley and Carlsbad Poinsettia COASTER
Stations. Rides can be booked through each
company’s apps with a coupon or QR code. The
program runs from 5:30am to 10:30pm,
providing flexibility and safe rides for those
that work late. NCTD will subsidize $7.50 for
each ride, making ride hailing services more
affordable for those who are traveling in the
designated service areas surrounding each
station.

GoMonrovia partners the City of Monrovia
with Lyft to provide reduced-rate rides within
the city and to designated areas in neighboring
towns. Trips can be fulfilled for $3.00 and are
available 24/7 via the Lyft app, making them
affordable and accessible for passengers.

From March 2018 when the program launched
to February 2019, about 1,450 rides were
completed every day. About 20,000 rides
started or ended at Old Town/Gold Line per
month, which comprises 30% of all rides.

Service area adjustments and price structure
increases later led to a decline in ridership.
1 1 Source: https://rosap.ntl.bts.gov/view/dot/58702; Innovations in Transit? An in-depth case study of Monrovia/Lyft public-private partnership to increase transit ridership in suburbia, June 2021, USC Price/PSR.













 
















29 Chapter 2 | September 2022
Rideshare
Ridesharing includes services that pool multiple riders into a single vehicle that are traveling between a set of origins and destinations in close proximity. Ridesharing includes carpools, vanpools, and pooled ridehailing services operated by TNCs such as UberPool, Lyft Shared, and Waze Carpool. These services can make multiple stops along a route to pick up and drop off passengers. Carpools typically utilize a private passenger car with the pooling coordinated through commuter-based transportation demand management (TDM) programs, “casual” carpools formed near access points to high-occupancy vehicle (HOV) lanes, or dynamic matching of riders through apps such as RideAmigos or Waze. Vanpools work similarly to carpools, but operate larger vehicles that are often supported by public agencies that help to defray the cost of leasing a passenger van. UberPool and Lyft Shared operate a range of dynamic pooling services that increase the occupancy of each vehicle and reduce the cost of the individual trip.

Rideshare Service Characteristics
Typical Service Range 1 – 20 miles
Capacity 2 – 4 passengers for carpools; 5-8 passenger for vanpools Community Context Urban mixed-use and suburban environments; recreational areas; connecting employees to employment centers
Supporting Infrastructure
and Policies
Designated pick-up/drop-off; HOV shared mobility lanes; public and private EV infrastructure; depots for vehicle maintenance and charging Examples UberPool (General) | Vanpool (UCLA) | SANDAG Vanpool Program * Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















30 Chapter 2 | September 2022

Rideshare Spotlight

SANDAG Vanpool Program, San Diego, CA Rideshare Technology

A Vanpool Group (Greener Ideal)
RideAmigos and MagicBus app
SANDAG’s Vanpool Program brings together
and coordinates groups that are looking to
save money on their commute. SANDAG
provides $500 dollars monthly per group to
help lease a van through prearranged vendors.

Through this subsidy, the program alleviates
the cost of gas and of owning a car. Currently
there are nearly 400 vanpools enrolled as part
of the program. The Vanpool program, like
many other transit services, saw a decline
during the COVID-19 pandemic, yet achieved a
reduction in 60 million vehicle miles traveled in
2021.

Rideshare technology platforms such as
RideAmigos aims to provide the technology
resources to employers to gamify their
employee’s commutes using incentives and
rewards in order to encourage various
ridesharing options. The software allows for
more efficient commutes by organizing car and
vanpools that go to the same places to travel
together. It also provides traveler information
on public transit and micromobility options.

Other mobile apps include Metropia, Waze
Carpool, and MagicBus.













 
















31 Chapter 2 | September 2022
Carshare
Carshare includes a variety of short-term car rental services that can incorporate fixed stations with dedicated parking spaces or free-floating pick-up and drop-off options within a designated zone. Carshare services typically offer roundtrip (car must be returned to its original space) or one-way trip options (car can be dropped off an ywhere within a geofence). Infrastructure to accommodate carshare spaces may include EV charging stations, dedicated parking spaces with signage and wayfinding, and management of the sidewalk space. Roundtrip carshare operations will typically negotiate agreements with private landowners and public agencies to provide parking spaces. One-way carshare operators typically allow parking at any public parking space. However, agreements are often required with cities for carshare vehicles to be exempt from parking regulations or to identify dedicated on-street spaces.

Carshare operations can incorporate vehicles that are owned by a company or organization such as Zipcar, or they can be owned and made available to the network by individuals through a Peer-to-Peer (P2P) system. P2P services incorporate privately-owned vehicles that are rented to drivers through a third-party broker. Carshare vehicles are typically rented for short periods of time (less than a day) and reserved and managed through a smartphone app.

Carshare Service Characteristics
Typical Service Range 1.5 – 7 miles
Capacity Up to 8 passengers
Community Context Urban mixed use and suburban environments; large singular developments
Supporting Infrastructure and
Policies
Designated parking spaces; HOV shared mobility lanes;
wayfinding signage; public and private EV infrastructure; depots for vehicle maintenance and charging
Examples Getaround (General)| Zipcar (General) | Our Community CarShare (Sacramento) | BlueLA (Los Angeles)
* Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















32 Chapter 2 | September 2022

Carshare Spotlight

Our Community CarShare BlueLA

CarShare Vehicle (California Climate Investments)
Charging Station (The Fourth Revolution))
Our Community CarShare is a free
membership-based service in Sacramento
where residents of certain low-income
communities can reserve a range of EVs. This
program utilizes vehicles provided by ZipCar
and is funded by various greenhouse gas
reduction grants.

Cars can be reserved and accessed at 11
locations across Sacramento. Cars can be
reserved for up to 3 hours per day or a total of
9 hours per week and they must be returned to
their dedicated space.

BlueLA is a public-private partnership between
the Los Angeles mayor’s office and Blink Mobility
to bring electric vehicles to disadvantaged
communities in LA. This carshare service aims to
provide cleaner transportation options to
decrease air pollution in low-income areas of the
city. The program has seen impressive growth
and utilization since its April 2018 launch.

The service features low monthly membership
fees and operating use rates. Vehicles can be
picked up and dropped off at 40 locations around
the city and feature Chevy Bolt EVs.













 
















33 Chapter 2 | September 2022
Last-Mile Delivery

Last-mile delivery includes delivery options for goods from a local distribution hub to individual residences, businesses, or smart lockers at mobility hubs. These delivery services can be made by small EV delivery vans, e-bikes, autonomous vehicles (AVs), and drones. These services hold a tremendous amount of promise to help consolidate delivery trips and shift these trips to sustainable modes. Last-mile delivery is not explored further in the Flexible Fleets Implementation Strategic Plan for near-term pilots as it is still experimental and not as high of a priority for regional stakeholders and community members. However, opportunities should still be explored to deploy targeted pilot projec ts in new developments and urban areas that experience congestion and high volumes of deliveries.

Last-Mile Delivery Service Characteristics
Typical Service Range 1 – 2 miles
Capacity Varies, 200-300 lbs on a cargo e-bike
Community Context Urban, high-density, mixed-use environments with mobility hubs Supporting Infrastructure and
Policies
Sidewalk management; strategically sited distribution centers; secure and efficient loading zones; public and private EV infrastructure; curb management; ground services
Examples Urban Freight Lab (Seattle, WA) | Amazon Drone Delivery (Lockeford, CA)
* Descriptions are based on case study research, data, and a synthesis of Flexible Fleet operator interviews













 
















34 Chapter 2 | September 2022

Last-Mile Delivery Spotlight

Urban Freight Lab, Seattle, WA Amazon Drone Delivery, Lockeford, CA

Package Distribution Center (Geekwire)

A Delivery Drone in Flight (The Verge)
The University of Washington’s Urban Freight
Lab is piloting a last-mile delivery program that
seeks to alleviate congestion by addressing the
last leg of urban deliveries. The pilot utilizes
localized distribution centers where logistics
and e-commerce companies can drop off
packages, which are then picked up and
delivered to homes and businesses by electric-
assisted cargo bikes. It decreases the
congestion and environmental impacts of
parcel delivery, which has surged during the
COVID-19 pandemic.

Companies such as Amazon and Walmart are
experimenting with utilizing drones to deliver
high-value lightweight packages short
distances. Amazon’s drone delivery pilot in
Lockeford, CA serves packages that weigh
under five pounds to residents in a four-mile
radius. This is meant to reduce the
environmental impact of delivery and decrease
the amount of manpower needed to fulfill
Amazon orders. There are obstacles including
issues of privacy and tampering with drones, as
well as permits that are needed from the
Federal Aviation Administration (FAA).













 
















35 Chapter 3 | September 2022
Chapter 03
Outreach and Engagement












 
















36 Chapter 3 | September 2022
Chapter 03: Outreach and Engagement
Stakeholder engagement is crucial to building trust in the community and collecting valuable information on local transportation needs. SANDAG has partnered with 12 Community-Based Organizations (CBOs) from across the County to serve as part of the Social Equity Working Group (“Working Group”) to provide input for the 2021 Regional Plan projects in their communities. The CBOs were consulted at key points throughout the Strategic Plan process to understand the unique mobility needs of each community and how Flexible Fleets can help deliver better transportation outcomes. Appendix B contains the CBO Needs Assessment One Pagers. The main findings from this effort are summarized below.

Community-Based Organization Outreach Process
The Working Group communicates public input from underrepresented and historically marginalized communities regarding key priorities associated with the 2021 Regional Plan and related planning studies such as the Strategic Plan focus on social equity. Figure 3-4 shows the location of the 12 CBO organizations in the Working Group, which include:

1. Vista Community Clinic

2. National Latino Research Center (California State University – San Marcos)

3. Alliance for Regional Solutions

4. City Heights Development Initiative

5. Nile Sisters Development Initiative

6. El Cajon Collaborative

7. Linda Vista Collaborative (Bayside CC)

8. Urban Collaborative Project

9. Samahan Health

10. Olivewood Gardens

11. Chula Vista Community Collaborative

12. Casa Familiar













 
















37 Chapter 3 | September 2022
Figure 3-4: CBO Area Map

SANDAG conducted an extensive
Community Mobility Needs
Assessment Survey with the CBOs
from late-2020 to early-2021 that
provided deeper insight into existing
transportation options in the region,
barriers to transportation access,
and impacts of COVID-19 on the
willingness to use various services.

The survey results provided valuable
information on CBO demographics,
Public Outreach for the 2021 Regional Plan (SANDAG)












 
















38 Chapter 3 | September 2022
travel behavior, and access to technology.

The survey was administered online using SurveyMonkey. The CBOs used various methods to distribute the survey, including social media, newsletters, email distribution lists, food distribution events, and phone banks. The survey utilized a convenience sampling approach.

The results are not weighted or statistically representative of the entire San Diego region.

However, they are useful for gauging public sentiment in an uncomplicated and economical way that is useful for pilot testing.

The survey collected over 2,900 responses from a diverse group of community members. The majority of respondents identified as female (73%) and black, indigenous, or people of color (BIPOC) (69%). Approximately 87% of respondents reported an annual household income that is less than the region’s median household income of approximately $82,000 (based on 2019 SANDAG Population and Housing estimates). More than 45% of respondents reported being full- or part-time employed, 5% reported be ing students, and 40% reported being either unemployed, retired, or not working.

The survey results provided a strong underpinning for engaging with the CBOs at three different meetings:
• July 15, 2021: presented the initial Flexible Fleets Implementation Strategic Plan goals and objectives and received feedback and input on these elements • August 19, 2021: introduced the Social Pinpoint workshops and the intended outcomes • September 16, 2021: summarized the findings from the workshops, recruited for one last follow-up workshop, received feedback on the findings
The CBO meetings were used to create four separate online mapping workshops with smaller sub-groups of the 12 CBOs roughly organized by geographic sub-region in August and September 2021.

Social Pinpoint Workshops
SANDAG and the consultant team conducted the four workshops using the online engagement tool Social Pinpoint ( https://engagekh.com/ffip/map#/ ). Social Pinpoint was used to map geographically focused input on key destinations in each community, physical barriers that impede travel, and areas where transit or other transportation options could be improved with Flexible Fleets services. Figure 3-5 shows a screenshot of the Social Pinpoint website used for the CBO workshops.












 
















39 Chapter 3 | September 2022
Figure 3-5: Social Pinpoint Online Web Mapping Tool

Several comments and feedback were consistent across the CBO workshops. Accessibility for those with disabilities, seniors, farmworkers, and other residents in rural areas was discussed at length. There was also considerable discussion about how the pilot projects should tie into rail and other transit centers throughout San Diego County. CBOs expressed that the pilot programs should support sub-regional trips, as well as trips with multiple stops to accommodate people with limited mobility who n eed to visit multiple destinations such as grocery stores, medical appointments, and community-gathering spaces. Several CBO workshop attendees explained they would need additional support in getting their clients to use a new service, as many residents are not familiar with Flexible Fleets and app-based mobility technologies.

Several barriers were discussed throughout the workshops. Mobility services, such as Uber and Lyft, can be difficult to use for seniors and th ose under 18 because they may not be familiar with smartphone apps, or they may be too young to use the service. Language was stated as another barrier, as the County has a high percentage of English limited communities. Flexible Fleet service information, apps, and marketing resources will require translation services into several languages to be effective.

Major Findings
The summaries below, organized by sub-region, highlight where there are areas of convergence in transportation needs and where there are differences between the sub-areas. The workshop 











 
















40 Chapter 3 | September 2022
feedback was largely qualitative and captures a rich diversity of mobility needs in these communities.

North County
In North County, the CBOs noted that intra-regi onal travel options within North County should be a focus of Flexible Fleet pilot programs. The CBOs raised the need to focus on connections between rural and agricultural areas given the lack of transit alternatives and the greater distances between communities in the eastern portion of the County.

There is also an interest in providing enhanced connectivity to help students access SPRINTER transit stations. Given the large North County are a and its auto-oriented environment, there is a need for more connectivity and increased travel options within and between cities, especially for seniors and transit dependent populations. Important locations to consider for Flexible Fleets pilot programs include: CSUSM, Palomar College, Escondido Library, the Vista Civic Center, San Marcos Civic Center, various social service centers, medical centers, and shopping centers throughout North County. Policy and program recommendations suggested by the CBOs in North County are listed below:
• Consider intra-regional programs with a focus on all users and trip types:
x Focus on senior mobility needs
x Connecting Cities along the SR 78 Corridor
• Consider Flexible Fleet programs connecting rural and agricultural areas to major cities within North County to serve workers from targeted communities of concern and employment and recreational destinations west of Escondido. • Consider a micromobility or microtransit program providing connections to SPRINTER stations in Vista as well as San Marcos for college and university students.

NCTD Sprinter platforms at the Escondido Transit Center in Escondido, CA. 











 
















41 Chapter 3 | September 2022
Central County
In Central County, CBOs expressed a strong interest in implementing a range of microtransit shuttle programs at transit centers to improve connectivity as many of the stations are not centrally located and there are safety concerns for pedestrians and bicyclists accessing these stations. CBOs highlighted key destinations in locations such as El Cajon including Parkway Plaza, Main Street, civic and government buildings, and local schools. In City Heights, CBOs expressed a desire to have better connections to transit centers and enhance the safety of pedestrian and bicycling facilities. Important key destinations include parks, schools, and neighboring communities such as Barrio Logan and Chollas Creek. In Linda Vista, there was a strong desire for microtransit or micromobility programs connecting key destinations such as Old Town, San Diego Health and Human Services facilities, and Kearny Mesa shopping and health care centers.

Policy and program recommendations suggested by the CBOs of Central County are listed below:
• Consider Flexible Fleet programs connecting central San Diego destinations including essential services, schools, transit centers, and community gathering spaces, as well as connections to downtown San Diego.
• Consider e-bike or microtransit shuttle pilot programs connecting key destinations in more topographically challenged areas, such as Paradise Hills and City Heights. However, representatives of the City Heights community expressed a desire for active transportation upgrades to 54th street to ensure safe operations of Flexible Fleets.

Main Street in El Cajon, CA contains a wide variety of employment and retail destinations. 











 
















42 Chapter 3 | September 2022
South County
In South County, the CBOs noted the lack of safe infrastructure and amenities, including pedestrian and bicycling connections to transit st ations and amenities such as bus shelters and lighting. The CBOs mentioned numerous destinations at the workshops, including Kimball Park, Pepper Park, Southwestern College, Emerald Hills, Barrio Logan, Lincoln Acres, and grocery stores and other locations that serve healthy food and essential services. There also was a strong desire that Flexible Fleet programs were deployed to serve less frequent activities such as annual music and cultural festivals, Swap Meets, and other community events.

A concern amongst San Ysidro residents was traffic and parking congestion resulting from cross-border trips. There is also a need for more transportation services near the border, as there are no longer any jitney services available. In addition to these needs, there is also a desire there for safer pedestrian infrastructure, especially for residents using the Beyer Trolley station.

Policy and program recommendations suggested by the CBOs of Southern San Diego are listed below:
• Consider Flexible Fleet programs connecting key destinations including essential services, transit centers, and community gathering spaces in National City, Chula Vista, and San Ysidro.
• Expand services of the City of San Diego’s cu rrent micromobility, which currently covers most urban communities, like Downtown a nd North Park, into southeastern San Diego communities such as Chollas Creek and Emerald Hills.

Kimball Park in National City, CA provides a wide range of civic and recreational activities and is surrounded by residential and senior centers.












 
















43 Chapter 3 | September 2022
Other Considerations
The following are policy and program elements that were identified during the workshops that should be considered regardless of where the Flexible Fleet programs are implemented:
• Coordinate with CBOs to help market and implement Flexible Fleets pilot programs to ensure broad access to local residents by le veraging local resources to share information across multiple languages and tailor the messaging to the local market. • Infrastructure investments should be addressed along with Flexible Fleet deployments to ensure that barriers to access are not an issue. These investments could include quick build improvements to nearby bike lanes and paths, sidewalks, signage and lighting, corrals for micromobility bikes and scooters, and station amenities such as shelters or lighting for microtransit.
• Microtransit pilot programs will require that pi ck-up and drop-off locations are identified on streets and at transit stations. For each location, the curb space allocation should be assessed as well as vehicle ingress and egress to ensure safe circulation. • Flexible Fleets programs should make available wheelchair accessible vehicles (WAVs) that are ADA accessible and can accommodate larger items such as strollers and large packages. • The Flexible Fleets program should offer a cash option and phone scheduling in addition to using technology-based applications to ensure access for lower income and senior populations.
• The Flexible Fleets program should consider us ing electric vehicles and other advanced clean technology where appropriate.

Stakeholder Interviews
Operator Interviews
Several Flexible Fleet operators across the different service types were interviewed for the study to understand the following:
• Current state of the industry, including impacts of the COVID-19 pandemic and growth projections
• Current state of their business and partnership models • High-level considerations on applicability to various land use contexts and service design parameters
• Upcoming technology innovations to their mobility systems and service delivery processes The interviews provided a means to test if these mobility services could align closely with the specific outcomes of the local transportation needs assessments and the use cases described below. The operator interviews were successful at validating the CBO needs assessments against the capabilities of Flexible Fleet services. This indicated that these mobility services would provide a strong range of options to improve transportation access and mobility for a wide range of trip types.












 
















44 Chapter 3 | September 2022
City/Jurisdiction Interviews
Cities and local jurisdictions play a critical role in the planning and implementation of Flexible Fleet pilot programs. A series of interviews were held with staff from planning, transportation, public works, and other related departments at several local jurisdictions across San Diego County to understand how they envision implementing potential Flexible Fleet services to serve their communities, along with the potential challenges and opportunities for Flexible Fleet deployments. The interviews provided SANDAG with information on upcoming development and transportation projects, on going coordination and partnerships with local employers and educational institutions, and o pportunities for grant funding.

Use Case Development
A “use case” is a term used in product development that details how a user will interact with a service or product. Use cases for new and emerging products and services, such as Flexible Fleets, help identify who the users are, what their needs and expectations are from the product or service, and how they are likely to utilize the product or service. Use cases are developed through surveys and interviews and incorporate a feedback loop that allows for further refinement of the service. This information is valuable in the planning and design of new technologies and services where historic data and case studies could be limited.

For Flexible Fleets, there is a sizeable and growing body of case studies where shared on- demand mobility systems have been deployed in a variety of operating environments with varying geographic size, demographic characteristics, and trip types and lengths. However, there is a strong need to focus on specific use cases for communities in San Diego County, which have unique issues and challenges. The CBO and jurisdiction outreach described above and input from the PDT early in the Strategic Plan process provided critical detail on potential use cases for Flexible Fleets and how these could be applied across San Diego County. There is no “one size fits all” use case that resolves the multitude of mobility challenges in San Diego County. Flexible Fleet technologies can be applied in a variety of ways to fill mobility gaps and serve the diverse communities in the San Diego region. Three primary use cases were developed after the workshops and consultation with the project stakeholders. These use cases are described below.













 
















45 Chapter 3 | September 2022
Transit Access
The Transit Access use case supports high-frequency transit ridership by providing a Flexible Fleet solution that helps to bridge the first/last-mile (and beyond) around transit. This use case focuses on commute trips but can also capture short non-work trips that are made in the dense urban areas around major transit stations. The objective of the Transit Access use case is to extend the reach of underlying fixed-route transit services and increase ridership. NCTD+, a pilot program with Uber and Lyft, is an example of a transit access use case which offers subsidized ridehail trips to provide first and last mile connections for specific service areas near the Sorrento Valley and Carlsbad Poinsettia COASTER stations.

The specific Flexible Fleet technologies can be deployed around major high frequency transit stations to provide transit riders with additional options to access the transit stop across longer distances. The Transit Access use case can exte nd well beyond the transit station and commute trips to provide all day service to a wide range of trip types such as shopping, school, and recreation. The CBOs across the County stressed the need for more convenient options to access the transit system.

User Benefits
• Enhance the reach of existing transit
services
• Improve mobility for social equity
focused populations
• Provide more convenient access to
transit for all
Operator Benefits
• Replace underperforming, infrequent
transit routes by extending the reach of
existing high-frequency routes
• Support existing high-frequency routes
by connecting users to stations

Carlsbad Poinsettia COASTER Station in Carlsbad, CA.












 
















46 Chapter 3 | September 2022
Areawide Service
The Areawide Service use case supports short trips within a higher density service area to provide additional mobility options for residents, workers, and visitors to local destinations.

The objective of the Areawide Service use case is to facilitate mobility within communities that have a high concentration of residential and commercial activity but have limited local transit service or multiple activity nodes that are spaced too far apart.

The CBOs stressed the need to provide frequent and convenient access to a large number of retail, medical, recreational, and other civic destinations that are not typically clustered along major transit routes.

User Benefits
• Provide alternative modes of
transportation for short trips
• Localized air quality benefits by
reducing single-occupancy vehicle trips
Operator Benefits
• Create mobility in localized hard-to-
serve areas
• Prioritize fixed-route transit services in
more suitable areas

Santa Fe Avenue in Vista, CA.












 
















47 Chapter 3 | September 2022
Gateway Connector
The Gateway Connector use case focuses on connecting lower density suburban and rural communities to communities on the periphery of urban San Diego that have access to a high- frequency transit gateway. This use case envisions creative ways to use technology to connect smaller communities with a service designed to provide limited fixed stops along with pre- scheduling of rides. Connectors could operate along corridors such as SR 76 and SR 78 or smaller corridors connecting Pala, Pauma Valley, Rincon, Valley Center, Ramona, Barona, Lakeside, Alpine, and other areas. Flexible Fleets could benefit these areas that either have major activity centers such as casinos or are gateways to agricultural or Tribal communities.

The Gateway Connector aims primarily to provide alternative transportation options to rural communities and connect them to high-frequency transit stops and the regional transit network. Rural transit corridors typically are underperforming due to lower demand and longer driving distances. Specific Flexible Fleet technologies can be used to provide a greater connection between rural communities and urban San Diego.

User Benefits
• Increased mobility to recreation areas
and between rural communities
• Increased connection to the Regional
Transportation Network
• Demand-based services provide a more
convenient option than existing
“lifeline services”, which often run
once or twice per day
Operator Benefits
• Supplement/replace existing lifeline
services with app-based, on-demand
mobility
• Cost and efficiency savings by only
serving areas where services are
requested
• Improve reach of service for mobility-
constrained populations in rural
communities and Tribal Nations

Gateway connectors would provide critical links from lower density areas to major transit centers such as Escondido, El Ca jon, or Oceanside.












 
















48 Chapter 4 | September 2022
Chapter 04
Regional Scan Evaluation












 
















49 Chapter 4 | September 2022
Chapter 04: Regional Scan Evaluation
Flexible Fleets offer a range of adaptable and
scalable on-demand mobility services that can be
deployed in various geographic areas to serve a
wide range of users and trip types. A critical
component of the Strategic Plan is to identify the
most promising geographic areas for Flexible Fleet
services, create a transparent process for
prioritizing the service areas, and then support the
implementation of pilot projects in those areas .

For the 2021 Regional Plan, SANDAG developed a
strategy for planning and implementing Mobility
Hubs across San Diego County. Mobility Hubs are
places of connectivity where different modes of
travel – walking, biking, transit, and shared mobility
options such as Flexible Fleets – come together in
one place to help people make connections quicky
and get to where they need to go. The 2021
Regional Plan identified 31 Mobility Hub
investment areas that are located around dense
population and employment centers and major
transit hubs. Flexible Fleet services integrate
closely with Mobility Hub assets.

The 31 regional Mobility Hubs represent a starting place for identifying and prioritizing potential Flexible Fleet pilot program service areas. The Regional Scan starts with these 31 Mobility Hub areas and incorporates a more detailed regional analysis of San Diego County to identify opportunity areas that are the best “fit” for Flexible Fleet. The Regional Scan also utilizes the Goals and Objectives developed by the PDT and the findings and use cases derived from the outreach to the CBOs. This allows the analysis to reflect both data-driven quantitative results and qualitative assessments from stakeholders and the public.

The Regional Scan utilizes an evaluation framework that considers several socioeconomic and travel demand data to identify and prioritize potential Flexible Fleet pilot areas into higher priority (“Tier 1”) versus lower priority (“Tier 2”) opportunities based on several factors that assess their potential for success. This section provides a summary overview of the Regional Scan evaluation metrics and the process to develop the Tier 1 and Tier 2 Flexible Fleet service opportunity areas. Appendix C provides the detailed methodology for the Regional Scan, including information on the evaluation framework, the socioeconomic and travel demand metrics, the selection of the Tier 1 and 2 opportunity areas, and the Flexible Fleet service use case best situated for the identified opportunity area. The Gateway Connector use case was 2021 Regional Plan Mobility Hub/Flexible Fleet hub
areas. Source: SANDAG












 
















50 Chapter 4 | September 2022
not included in the data-driven portion of the Regional Scan analysis, because the communities suitable for this use case have lower population and employment densities and would have been excluded from findings of the Regional Scan. However, a different approach to identify potential opportunity areas for Gateway Connector services were defined by obtaining other quantitative and qualitative information from land use data, stakeholders and CBOs.

Factors for Success
The Flexible Fleet service types are effective at enhancing mobility for the Transit Access, Areawide Service, Gateway Connector use cases described in the previous section. The effectiveness of a Flexible Fleet deployment depends on a series of demand and service design factors. The Regional Scan utilizes metrics that align with the demand factors described below, while the implementation strategy in Chapter 5 incorporates a series of service design factors such as service area, wait time, and fare.

Demand Factors
• High Density: A high density of residents and workers (people per sq mi) is a strong indicator of concentrated trip making.

Higher density areas are likely to have a higher
concentration of all trip types (e.g. work, shopping) and trip lengths, which are strong candidates for Flexible Fleet services.
• High-Frequency Transit: The presence of high frequency transit stations is typically a strong indicator for Flexible Fleet success as the station serves as the origin or destination point for a large number of transit trips that require an additional first/last-mile travel connection to their ultimate destination. Flexible Fleets provide a convenient option for this first/last-mile connection.
• Transit “Deserts”: The lack of high-frequency fixed-route transit service in a community – a transit “desert” – can also serve as an indicator for Flexible Fleet success. Flexible Fleets can provide an on-demand transit option that helps fill gaps in a transit agencies network. • Demographics: Demographic characteristics such as age, income and the availability of a car also play a role in the success of various Flexible Fleet options. Younger students tend to drive the success of micromobility services such as scooters, while seniors (older than 65 years) without access to cars prefer microtransit.
• Multiple Trip Types: Flexible Fleets work best in areas with multiple trip types that serve work, shopping, and recreation. Focusing on mu ltiple trip types across a service area helps eliminate the reliance on specific user types and time periods. This smooths out demand throughout the day and helps distribute vehicles across the network.













 
















51 Chapter 4 | September 2022
Evaluation Framework and Metrics
The Regional Scan incorporates several socioe conomic and travel demand data to identify geographic areas with the highest “propensity” or “likelihood” for Flexible Fleet services. These data-driven approach was developed based on th e demand factors identified in the previous section and were aggregated into a series of “likelihood factors” that align with the Transit Access and Areawide Service use cases described in Chapter 3 . An assessment of the Gateway Connector use case utilizes a different approach and is summarized at the end of this Chapter.

The Regional Scan considers five likelihood factors:
• Ridership / Demand – This factor considers population and employment density, which are indicators of higher ridership demand for Flexible Fleet services. • Mobility Needs – This factor considers various social equity-related demographic metrics.

These metrics describe concentrations of people with no access to vehicles, minority populations, low-income households, and seniors. These population groups have traditionally been underserved by transportation investments and would benefit greatly from the implementation of Flexible Fleet services.
• Proximity to Transit – This factor considers areas that are in close proximity (within 2-miles) of existing or future high-frequency transit. These areas are good candidates for first/last- mile connections to improve access to transit.
• Short Trip Density – This factor considers areas with a high percentage of short trips under 3 miles. Short trips by all travel modes are good candidates for Flexible Fleet services. • Limited Transit Access – This factor considers areas with limited transit access or “transit deserts”. These areas either have no transit access or the existing service is slow and infrequent. Areas with low access to high quality transit indicate a need for Flexible Fleet services to provide greater mobility options.

Table 4-1 below summarizes the specific data variables for each of the propensity factors and the source. The factors are used as indicators of success for the Transit Access and Areawide Service use cases.













 
















52 Chapter 4 | September 2022
Table 4-2: Regional Scan Data Sources and Likelihood Factors Likelihood Factor Metric Source
Ridership/Demand
Population Density
Employment Density
American Community Survey, 5-Year
Estimates, 2019
Census LODES 2019
Mobility Needs
Percent Zero Car Households
Percent Low-Income Households
Percent Minority (Non-White)
Communities
Percent Senior Communities
American Community Survey, 5-Year
Estimates, 2019
Proximity to Transit 2-Mile Buffer of Existing High-Capacity Transit Stations SANGIS
Short Trip Density Percentage of Short Trips Replica
Limited Transit
Access Transit Shed Area Open Street Map, NCTD GTFS, MTS GTFS

The Transit Access and Areawide Service use cases utilize different combinations of these propensity factors. This reflects the differences in the underlying target markets for each use case – Transit Access is focused on first/last-mile commute connections around high frequency transit while the Areawide Service is focused on shorter trips in areas that are transit deserts.

Figure 4-1 shows how the propensity factors align with each of the use cases. The Transit Access use case utilizes the Ridership/Demand, Mobility Needs, Proximity to Transit, and Short Trip Density factors as indicators. The Areawide Service utilizes the Ridership/Demand, Mobility Needs, Short Trip Density, and Limited Transit Access as indicators. 











 
















53 Chapter 4 | September 2022
Figure 4-6: Propensity Factors Map to Use Cases

*The Gateway Connector used other factors such as land use, locations of interest for Rural Communities and the location of Gateways into Urban San Diego.

Regional Scan Process
The Regional Scan utilizes the data and propensity factors listed above to identify optimal geographic areas for deploying Flexible Fleets. The analysis generates a series of scores for common geographic units that then allow for clustering and grouping of areas to identify service areas with the greatest potential or opportunity. The objective of the Regional Scan is to narrow down the very large number of possible Flexible Fleet pilot areas into a focused set of the “best” locations to test pilot programs initially.

Figure 4-3 illustrates the key steps of the Regional Scan process. The steps are summarized below.

1. Collect data: all socioeconomic and travel data for the factors listed in Table 4-1 were imported from Census, SANDAG, Replica, and ot her sources and stored at the most detailed geography (Census block, block group, or smaller).













 
















54 Chapter 4 | September 2022

3. Tessalate data: this step “tessalates” or proportionally groups all of the datasets into a small 0.5-mile hexbins. This process allows for scoring geographic areas on a much more detailed scale, which is useful for identify ing the limits of service area boundaries and ensuring that key destinations are included in pilot program areas.

4. Layer and score: this step overlays the hexbin values and creates composite scores for each factor. The scores were developed for each factor and aggregated for each use case type (Transit Access and Areawide Service).

5. Identify “hotpots”: scan the region to identify clusters of exceptionally high scoring “hotspots” that meet certain sizing and location criteria associated with the two primary use case types (Transit Access and Areawide Service). The sizing criteria are aligned with the case studies and these use cases.

6. Develop Tier 1 and 2 “opportunity areas”: use the hotspot scoring results to identify feasible “opportunity areas” for Flexible Fleet services. Each area is scored and evaluated against a “cut-off” criteria established to filter the highest performing areas into Tier 1 (higher priority) and Tier 2 (lower priority) opportunity areas. The Tier 1 areas are the focus of the remainder of the report as they score the highest during the Regional Scan.

However, the Tier 2 and other Mobility Hubs represent promising geographic areas for Flexible Fleet services.

7. Refine the Tier 1 areas and select “pilot implementation areas”: the Tier 1 opportunity areas were reviewed with the PDT to determine the most promising six (6) areas for further evaluation as “pilot implementation areas”. The service area boundaries and other key characteristics of each area were reviewed and refined. The pilot implementation areas represent the initial set of recommended areas for implementing Flexible Fleet pilot programs.













 
















55 Chapter 4 | September 2022
Figure 4-7: Regional Scan Process

2. Tessellate the regional data
into standard hex bins

1. Import Census, transit, and
travel data for evaluation

3. Layer the datasets and score
the hex bins based on identified
metrics

6. Work with stakeholders to
refine and identify 6 areas for
pilot project implementation

4. Identify high scoring hotspots
based on potential Flexible Fleet
use cases

5. Identify Tier 1 and 2
“opportunity areas” for the use
cases












 
















56 Chapter 4 | September 2022
Regional Scan Results
The Regional Scan process resulted in a series of identified Tier 1 and 2 opportunity areas and Gateway Connectors use case areas across San Diego County. These areas represent the best fit for deploying near-term Flexible Fleets services.

The top ten highest scoring opportunity areas as well as top priority locations identified by the PDT were set as Tier 1 (highest priority) with the next eight set as Tier 2. All of the Tier 1 locations scored highly on the Regional Scan a nd the areas with the highest scores as well as top priority locations from the PDT such as Imperial Beach, City Heights, and Pacific Beach were moved to Tier 1 due to the major investments and planned developments in the area that were not captured as part of the da ta-driven Regional Scan. A number of lower priority areas of interest identified from the PDT were also moved into the Tier 2 List.

Each of these priority areas overlap with one of the 31 Mobility Hubs identified in the 2021 Regional Plan. While Tier 1 and Tier 2 areas are identified as priority for near-term implementation, other Mobility Hub areas underwent a propensity analysis as part of the development of the 2021 Regional Plan and are also considered suitable for a range of Flexible Fleet service deployments. Based on the evaluation of likelihood factors from the regional scan, Transit Access or Areawide Service use case was assigned to each opportunity area with the exception of opportunity areas that overlapped with a NCTD/MTS Point of Interest. Table 4-2 lists the Tier 1 and 2 opportunity areas and the use case for each opportunity area. Figure 4-8 presents the Tier 1 and Tier 2 opportunity areas with their service area boundaries. Figure 4-9 shows the overlap between Tier 1, 2 and Mobility Hubs.

Additional information for Tier 1 opportunity areas and Gateway Connectors use case is included at the end of this section.












 
















57 Chapter 4 | September 2022
Table 4-2: List of Tier 1 and 2 Opportunity Areas
Tier
No. Opportunity Areas Use Case
Tier 1
Chula Vista Transit Access
Imperial Beach Areawide Service
National City/Paradise Hills Transit Access
Linda Vista Transit Access/
PDT Point of Interest
Pacific Beach Areawide Service/PDT Point of
Interest
El Cajon Areawide Service
Escondido Transit Access/PDT Point of
Interest
Vista Areawide Service/
PDT Point of Interest
Oceanside Transit Access/PDT Point of
Interest
City Heights Areawide Service/
PDT Point of Interest
Tier 2
Otay East and San Ysidro Transit Access/PDT Point of
Interest
Encanto/Southeast San Diego Transit Access/PDT Point of Interest
Rancho Bernardo PDT Point of Interest
Carlsbad Village Transit Access/PDT Point of
Interest
La Mesa/San Diego State University Transit Access
North UC/Sorrento Valley Transit Access
Palomar Airport Employment Center Transit Access/PDT Point of Interest
San Marcos Transit Access/PDT Point of
Interest













 
















58 Chapter 4 | September 2022
Figure 4-8: Tier 1 and 2 Opportunity Areas













 
















59 Chapter 4 | September 2022
Figure 4-9: Overlap between Tier 1 and 2 Opportunity Areas and Mobility Hub Opportunity Areas













 
















60 Chapter 4 | September 2022
Regional Scan Result: Tier 1 Opportunity Areas
The Tier 1 opportunity areas, shown in Figure 4-10, were selected due to their high propensity for Flex Fleet services through the data-driven regional scan process described above, along with validation from key project stakeholders. Du e to their high propensity, Tier 1 opportunity areas received additional research and analysis to help with the prioritization and implementation of Flex Fleet services. Additional maps, information and community input on the Tier 1 opportunity areas are provided in Appendix C .

These areas were reviewed with the PDT to determine the (6) most promising areas to advance as high priority “pilot implementation areas. ” The PDT came to a consensus on the final 6 locations based on a combination of decision fact ors such as the Regional Scan scores, social equity considerations, existing mobility, and planned near-term development or infrastructure projects. The community needs identified by local jurisdictions and transit agencies are outlined in the pilot implementation area profiles in Chapter 5 . These areas are intended to serve as the initial areas to deploy Flexible Fleet pilots due to their viability for Flexible Fleet services and ability to scale up should the initial deployed operations be successful. 











 
















61 Chapter 4 | September 2022
Figure 4-10: Tier 1 Opportunity Areas













 
















62 Chapter 4 | September 2022
Regional Scan Result: Gateway Connectors
The objective of the Gateway Connector use case is to improve mobility options with Flexible Fleet services for residents and workers on the periphery of urbanized San Diego. The Gateway Connectors can provide shared on-demand trav el between lower density suburban and rural communities and access to high-frequency transit gateways in cities such as Escondido, El Cajon, and Oceanside. In the 2021 Regional Plan, these three communities have been identified as Gateway Mobility Hubs. Many of these communities lack adequate fixed-route transit service, which is challenging to provide in more rural parts of the County because of the area’s size, low density, and long distances between destinations.

To make Flexible Fleet services successful in these areas, the service design would likely require establishing designated pick-up/drop-off zones near major trip generators. Concentrating pick- ups and drop-offs at designated zones would make vehicle routing more efficient, which would help reduce the number of vehicles in service and cost. The designated pick-up/drop-off areas should be located near population centers and la rge trip generators such as casino resorts.

In addition, Gateway Connector services would also need to implement some level of pre- scheduling of rides to provide more certainty for riders and operators. For operators, scheduling provides a better indicator of demand and allows operators to adjust the number of vehicles they need to have in service. The combination of designated zones and pre-scheduling would result in Flexible Fleet services having less on-demand characteristics but would help to ensure higher vehicle occupancy and efficient routing between multiple origins and destinations. These factors help to keep services cost effective.

The Gateway Connector use case would focus on longer distance trips serving concentrations of work, shopping, and school-related destinations and connecting these activity centers with regional Mobility Hubs where transit and other Flexible Fleet services converge. Microtransit, ridehail, and rideshare services such as vanpools are a good fit to serve these trips. Operators in these service types have the technology to provide the designated zones and pre-scheduling of rides to provide a successful service. However, there is still considerable uncertainty regarding the viability and location of specific Gateway Connector travel markets when compared to the Transit Access and Areawide Service use cases described above. While Flexible Fleet operators have advanced and customizable technological solutions, case studies in rural settings are still emerging, and limited data exists to show the outcomes of these types of services. This makes implementing a Gateway Connector use case riskier when compared to the Transit Access or Areawide use cases.

For these reasons, the Strategic Plan suggests first considering pilots in Tier 1/2 opportunity areas, which are nearly guaranteed to offer promising results and successful operations.

Implementations for Gateway Connectors should be explored after testing some initial Tier 1 and 2 pilots as they will require more care ful planning, targeted outreach, and strong partnerships. However, there are several markets with a high degree of potential that should be considered and studied further for potential pilots to test the viability of the concept. 











 
















63 Chapter 4 | September 2022
Figure 4-11 highlights some of the potential destinat ions and residential clusters for deploying a Gateway Connector service along the urban/rural edge of San Diego County.

Figure 4-11: Gateway Connectors Potential Destinations

The potential Gateway Connector areas include residential areas in unincorporated communities such as Lakeside, Ramona, and Valley Center. They include large Tribal areas with casinos in Barona, Pala, and Viejas and various agricultural and winery regions.

Using these destinations and activity centers as a guide, a series of potential operating zones can be developed for future consideration for microtransit, ridehail, and rideshare services.

Figure 4-12 presents potential service areas that could serve as Gateway Connector network. 











 
















64 Chapter 4 | September 2022
Figure 4-12: Potential Gateway Connector Service Areas












 
















65 Chapter 5 | September 2022
Chapter 05
Strategic Plan












 
















66 Chapter 5 | September 2022
Section 05: Strategic Plan
Chapter 4 presented the Regional Scan, which utilized a series of demand factors to identify areas within the San Diego region with a high propensity for successful Flexible Fleet service implementation. Chapter 5 focuses on the service design factors and the implementation actions required of various stakeholders to deploy Flexible Fleet services.

The service design factors describe the specific features and characteristics of Flexible Fleet operations that are required for a successful deployment.

Service Design Factors
• Focused Service Areas: Service areas are the virtual geofenced areas defined by operators where most types of Flexible Fleet services – microtransit, NEV microtransit, micromobility, and some ridehail models – can operate. Ride share and carshare typically do not have a service area geofence, although some one-way carshare systems do have zones where cars can be picked up and dropped off. Service areas need to be large enough to capture enough target users and trips. However, larger service areas can result in longer wait times unless more vehicles are deployed, which can then lead to higher costs. • Convenient: Flexible Fleet operators should provide a convenient travel option that a achieve high service levels with minimal wait times and plentiful vehicle supply. For microtransit and ridehailing services, these Flexible Fleet services are requested with a GPS- enabled smartphone app and a nearby driver is dispatched to the pick-up location. The wait time is the duration from when the ride is requested until the vehicle arrives at the pick-up location. Shorter and more reliable wait times make the service more convenient and attractive to users. The number of drivers and vehicles needs to be high enough to keep wait times convenient and to attract enough riders to the service. However, more drivers and vehicles can lead to higher costs. For micromobilty, the availability of vehicles in close proximity to a user impacts the convenienc e and attractiveness of the service. • Low Trip Fares: the cost to the user is a major factor in the attractiveness of a Flexible Fleet service. There are a number of fare structures that can be implemented, from a free fully subsidized model to a partially subsidized fare. For the service to be accessible for lower income and disadvantaged populations, a lower fare with higher subsidies or a free service is required. The subsidy can come from a number of funding sources including community parking districts. Lower trip fares are more attractive to riders but require higher subsidies, which can increase the overall costs for deploying the service. • Low-Cost Structure: the structure of the Flexible Fleet operation, including the size of the service area, number of vehicles, and fares impacts the overall cost structure and burden on the operator and funding partners. For a service to be financially sustainable and generate sufficient ridership, these factors must be kept in balance.

Figure 5-13 shows how balancing Flexible Fleet access (the size of the service area), wait times, and fares align to maximize ridership and minimize system costs. 











 
















67 Chapter 5 | September 2022
Figure 5-13: Flexible Fleet Service Design Factors

Flexible Fleets Implementation Strategic Plan Elements
The Flexible Fleets Implementation Strategic Plan consists of four primary elements:
• Implementation Toolbox: summarizes key implementation steps and considerations that should be addressed as part of a rollout of a Flexible Fleet service by public agencies. This Toolbox can serve as a checklist when beginning to plan for implementing a Flexible Fleet pilot program.
• Pilot Project Implementation Area Profiles: provides maps and tables addressing various Toolbox elements for the six pilot implementation areas recommended in the Regional Scan.

These sections provide a starting place for conversations with the local jurisdictions, CBOs, and Flexible Fleet operators.
• Flexible Fleets Task Force : outlines the initiation of a Flexible Fleets Task Force under SANDAG’s Mobility Working Group to progress the implementation of Flexible Fleet Services throughout the region.
• Action Plan: defines the actions that SANDAG along with the Task Force, local jurisdictions, transit agencies, implementation partners, and operators should take at various stages of 











 
















68 Chapter 5 | September 2022
the process of implementing Flexible Fleet pilots to achieve Flexible Fleet service goals and objectives throughout the region.

The four sections work together to provide a set of tools for implementing agencies to utilize when deploying potential Flexible Fleet services in their communities. The sections provide guidance on various planning, operational, and regulatory elements to ensure Flexible Fleet services achieve program objectives and ridership and cost targets.

Implementation Toolbox
The implementation toolbox serves as a checklist for agencies and organizations implementing Flexible Fleets with a list of items that need to be considered prior to implementing a service.

The toolbox consists of the following 16 major categories that are critical in the implementation of Flexible Fleet services: Figure 5-14: Implementation Toolbox Components Service Area
> Refine the virtual geofence service area to align operator requirements with goals and objectives of the Implementation Strategic Plan
> Verify key land uses, transit infrastructure and routes, and points of interest that should be included in the geofence and are good candidates for infrastructure Service area map, Source : Ride Circuit
Public Agency Coordination/Governance
> Execute a coordination plan between local cities, the County (for unincorporated areas), other stakeholders (e.g., Caltrans) who have jurisdiction over the street and parking resources, and other state and federal agencies (if appropriate) to help streamline implementation












 
















69 Chapter 5 | September 2022
> Discuss permit procedures for encroachment permits or other related permits > Confirm governance requirements with local jurisdictions, including topics such as data standards and labor laws
> Identify a “local implementation team” to support the project planning, design, and implementation
Infrastructure
> Assess curb requirements for pick-up/drop-off (PUDO) passenger loading zones (i.e., “white curb”) on public streets
> Assess parking space requirements in publicly owned lots for PUDO, staging, or vehicle storage
> Assess the location and design of docking stations and corrals > Assess EV charging infrastructure and requirements in off-street parking lots > Assess curb needs at pick-up/drop-off (PUDO) passenger loading “white curb” space at rail and bus stops for microtransit, NEV microtransit, and ridehail > Review circulation patterns to ensure there is sufficient space for Flexible Fleet vehicles to access the curb or parking spaces
> Identify vehicle / pedestrian conflicts that need to be addressed > Identify space requirements within the public right-of-way (R/W) – on-street, sidewalk, public plazas, etc. – for infrastructure such as docking stations, corrals, and other supporting infrastructure

Bike dock infrastructure, Source: KBPS
Transit Coordination/Governance
> Specify coordination and level of integration with transit – service planning, operations, marketing, infrastructure, and station/real estate planning > Identify ways for Flexible Fleets to complement/supplement existing fixed-route transit service and how best to design transfers between modes
> Identify Park & Ride facilities that can be leveraged for the implementation of Flexible Fleet services
> Explore integration of Flexible Fleet deployment with MTS and NCTD’s PRONTO transit app
T












 
















70 Chapter 5 | September 2022

Operator Facilities / Storage Infrastructure
> Assess the operator infrastructure needs for short and long-term vehicle storage, maintenance, charging, and local customer service. This space could be co-located with other public or private facilities

Marketing and Outreach
> Assess the marketing needs for the Flexible Fleet service > Conduct outreach events and/or workshops with community members prior to the launch of the service to increase awareness and collect input to inform service design > Develop a marketing and outreach plan that adequately informs community members of Flexible Fleet services
> Customize the marketing and outreach plan based on the demographics of the community
> Develop methods for obtaining community feedback before, during, and after the services
> Evaluate the signage and wayfinding needs throughout the service area > Conduct a marketing campaign using tools such as brochures, social media, email advertising, etc.
> Engage CBOs and other non-profit partners to help market the Flexible Fleet services in a way that is tailored to the community’s unique needs and demographics > Ensure that marketing and outreach materials are accessible to Limited-English Proficiency individuals and users without access to smartphones, internet access, etc.

EV signage, Source: West Coast Green Highway
EV charging stations, Source: iStock












 
















71 Chapter 5 | September 2022
Partnerships
> Explore partnerships with local employers and business parks, Business Improvement Districts, Chambers of Commerce, other civic organizations and non-profits, residential developments, senior centers, colleges and universities, school districts, hospitals, and other entities
> Identify partners that may want to directly fund or subsidize Flexible Fleet services such as universities/institutions, large employers, or organizations such as Transportation Management Agencies (TMAs) that assist with marketing and coordination with transit and other Transportation Demand Management (TDM) efforts Data Standards/Privacy
> Assess the best methods for coordination with SANDAG’s Mobility Data Clearinghouse > Assess available Application Programming Interface (API) options for exchanging data between operators, local jurisdiction, and SANDAG
> Assess the data privacy needs required to protect and safeguard sensitive user data Performance Monitoring
> Identify monitoring measures such as completed trips, trip patterns, travel time per trip, wait times, cancellations, etc.
> Establish a frequency that KPIs will be reported (monthly, quarterly, annually, etc.) > Establish a format that will be used to generate reports on performance o Technology Integration and Smartphone Apps
> Assess any gaps in smartphone adoption for local residents > Assess the needs for the mobile smartphone apps
> Identify key features for all Flexible Fleet deployment apps such as estimated wait time, approximate cost, points to access service

Technology and data analytics tools, Source: Uber Engineering Blog P
D
P












 
















72 Chapter 5 | September 2022
Other Costumer Service Options
> Assess if there are other needs for booking rides through alternative methods such as a phone call center, online through a web application, or in-person kiosks Vehicle Configurations
> Assess the demographics of the service area and determine if services should be supplemented with vehicle configurations/adaptable vehicles such as wheelchair accessible vehicles (WAV) or larger minibuses
> Assess how services like rideshare, NEVs, or microtransit can be leveraged in combination with micromobility

Wheelchair Accessible Vehicle with ramp, Source: City of Roseville Financial Models
> Assess the availability of funding and the recommended fare type for rides > Identify if there are financial programs for certain populations to receive discounted or free rides
> Identify the payment terms and financial reporting requirements > Explore Public-Private Partnerships to implement and fund Flexible Fleet services Labor
> Confirm with the operators how they are staffing Flexible Fleet services to ensure consistency with state labor laws
> Identify whether drivers will be public sector employees or private sector employees or independent contractors to ensure that appropriate regulations and testing protocols are followed
Service Models
> Identify the preferable service model (turnkey or hybrid) > Identify the level of integration and responsibility for the public / private operator 











 
















73 Chapter 5 | September 2022
Pilot Project Implementation
The Regional Scan presented in Section 4 identified six pilot implementation areas that all contain an optimal mix of factors for the successful deployment of Flexible Fleet services. Each of these six areas scored high in the Regional Scan analysis and feature the following:
• High density population and employment centers that generate a large number of short trips by all trip purposes;
• Located in areas with disadvantaged and underserved communities; • Located in areas with either high frequency transit or gaps in existing fixed-route service (“transit deserts”).

All six of these pilot implementation areas were identified as areas with a high degree of transportation need by the PDT and CBOs durin g the outreach portion of the study. For the reasons above, the six pilot implementation area s are all excellent candidates for the initial deployment of Flexible Fleet services. These areas will provide opportunities to implement and test a variety of Flexible Fleet services, monitor performance, and then scale and/or apply these services to other parts of San Diego County.

Most of the Flexible Fleet service types are well suited to each of these six pilot implementation areas. However, to help narrow the focus for implementation in each area, two Flexible Fleet service types were selected based on local travel patterns, existing transportation conditions, and a wide ran ge of opportunities and constraints. 











 
















74 Chapter 5 | September 2022

The decision process for the two Flexible Fleets services in each pilot implementation area includes the following considerations:
• The size of the service area geofence: Microtransit and ridehail provide the greatest range for longer trips because of their use of standard autos or minivans/minibuses that typically utilize gas or hybrid powered engines. NEV micr otransit and micromobility bikes or scooters are more limited in range because of their batteries.
• Types of trips and users: Flexible Fleets typically serve shorter trips or first/last-mile connections to transit. The Regional Scan showed that these service areas have a concentration of these types of trips. In addition, the CBO surveys and workshops indicated that many of their users have health-related mobility issues. Microtransit, NEV microtransit, ridehail, and rideshare are good options for trips for users with mobility issues.

Micromobility bikes and scooters are a good fit in areas with very short trips and a higher number of young users, such as Imperial Beach.

Figure 5-15: Pilot Implementation Areas












 
















75 Chapter 5 | September 2022
• Carshare and rideshare can act as an overlay in most areas: Traditional round-trip carshare and rideshare options such as carpools or vanpools typically do not require a geofenced area to operate.

Table 5-1 presents the recommendations for each of the pilot areas.

Table 5-3: Flexible Fleet Recommendation by Pilot Implementation Area Priority Recommendation #1 Priority Recommendation #2
Oceanside Ridehail Microtransit
Escondido Microtransit Micromobility
City Heights Carshare Ridehail
El Cajon Microtransit NEVs
National
City/Paradise
Hills
Microtransit NEVs
Imperial
Beach Micromobility NEVs

Each of the six pilot implementation areas are summarized below including the following:
• Key statistics
• Opportunity and Constraint Maps
• Existing Transportation Conditions
• Trip Types and Patterns
• Implementation Considerations
These sections highlight the rationale for selecting the two Flexible Fleet service types and implementation considerations. The following section provides a starting place for conversations with the local jurisdictions, CBOs, and Flexible Fleet operators. For the six pilot implementation areas, the maps identify various network and geographic opportunities and constraints for deploying Flexible Fleet services in these geographies.













 
















76 Chapter 5 | September 2022
Oceanside

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
58,669 23,450 22,472

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 36.7% of Service Area
Minority 52.0% of Service Area
Senior 6.6% of Service Area
SB 535 Community 0% of Service Area
The Oceanside service area encompasses
a 14.0 square mile area within the City of
Oceanside. The City is a popular tourist
destination with access to the beach and
historical landmarks. Development in the
service area is primarily residential with
industrial and commercial uses
concentrated along Oceanside
Boulevard, SR 76, and Coast Highway.

The Oceanside Transit Center is a major
intermodal hub in downtown that serves
NCTD’s COASTER and SPRINTER rail,
Metrolink’s Orange County and Inland-
Empire lines, Amtrak’s Pacific Surfliner
and several bus lines.

The Oceanside Transit Center makes the city a large inter-regional transit hub. Bus routes travel along the main downtown corridor and into the eastern portion of the city, allowing for public transit access to many of the residential neighborhoods. Several bike routes traverse the city, but the steep topography presents challenges towards the implementation of micromobility.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















77 Chapter 5 | September 2022

OCEANSIDE TRIP PATTERNS

21.6%
Trips Into

21.7%
Trips Out Of

56.6%
Trips Within
Top Origins & Destinations
x Carlsbad
x Vista
x Unincorporated SD
County
x San Marcos
x Camp Pendleton

OCEANSIDE MODE SHARE
Due to the lower densities that exist east of the I-5 and the existing NCTD+ program, ridehail is a good fit for Oceanside. The major transit center and large service area with diverse trip types would also be served well by microtransit, as it will be able to cover east-west connections that cannot be served by smaller Flexible Fleet services.

85.1%
Auto

10.1%
Walk

0.9%
Transit

0.4%
Bike
Median Trip Length: 4.6 miles
1,007,874 Total Trips

9.5% of Regional Trips
T~ 45.7% of Trips < 4 Miles
Replica, Average Weekday, 2019












 
















78 Chapter 5 | September 2022

Service Area
Opportunities
Ridehail and Microtransit have a high propensity for success in Oceanside. x The area west of I-5 is well served by a seasonal NEV shuttle service, transit, and the City is exploring a bikeshare program. An expansion of NCTD’s existing ridehail program, NCTD+, would leverage resources already in place and extend east of I-5 to areas such as the Rancho Del Oro Employment Center.
x Data shows strong origin and destination patterns from east to west trips across I-5.

Implementation of an on-demand microtransit service could support NCTD’s Multimodal Strategic Plan and serve east-west trips across I-5 and throughout the service area despite topographic challenges.

Partnerships
Explore potential partnerships with Alliance for Regional Solutions, TOD developers, MiraCosta College, Oceanside Chamber of Commerce, and other large employers in the area such as Genentech Pharmaceuticals and the Tri-City Medical Center.

Infrastructure
Assess implementation of pick up/drop off infrastructure in areas with higher concentration of employment and destinations such as beachside areas, MiraCosta College, Employment Centers in Rancho Del Oro, etc.

Example Trip
Types
Ridehail and microtransit could both support connections to the Oceanside Transit Center which provides great inter-regional connections. Ridehail could serve first/last mile connections to the SPRINTER in employment centers such as Rancho Del Oro. The services could also provide late-night operations to fill in gaps when transit service is not operating. Microtransit could support a connection to MiraCosta College, schools and pockets of residential areas that are more difficult to serve with fixed-route service. A higher senior population also indicates a need for WAV vehicles and a smaller walkshed of access.

COMMUNITY NEEDS
The CBOs, City, and NCTD identified the
following needs:
x Support inter- and intra-regional
connections to Oceanside Transit Center
as well as SPRINTER, COASTER, Metrolink,
and BREEZE services.
x TOD investments planned by NCTD to be
implemented near station areas.
x Better first/last mile connections for
employers east of I-5 in Rancho Del Oro.
x Late-night services to supplement transit
when it is not available
x Difficult to serve suburban hubs with
fixed-route transit.

SERVICE BOUNDARY

OCEANSIDE IMPLEMENTATION CONSIDERATIONS












 
















79 Chapter 5 | September 2022
Escondido

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
104,391 26,476 31,044

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 39.7% of Service Area
Minority 70.7% of Service Area
Senior 4.7% of Service Area
SB 535 Community 0% of Service Area
The Escondido service area
encompasses a 14.5 square mile area
within the City of Escondido, located
in San Diego County’s North County
region. Development in the service
area is primarily single-family
housing with mixed-use, higher
density residential, industrial, and
other commercial uses concentrated
in downtown. The Escondido Transit
Center, which is located near the
western edge of downtown, is the
last stop on NCTD’s SPRINTER rail
route. Most connector bus routes
operate along east-west arterials.

The Escondido Creek Bike Path is an east-west connection across the city, providing access to the major downtown activity centers. The bus routes and the transit center allow for movement in denser areas and for trips outside of the city; however, pockets of neighborhoods remain with limited access.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















80 Chapter 5 | September 2022

21.0%
Trips Into

21.1%
Trips Out Of

57.9%
Trips Within
Top Origins & Destinations
• San Marcos
• Unincorporated SD
County
• Oceanside
• Vista
• Carlsbad

ESCONDIDO MODE SHARE

ESCONDIDO TRIP PATTERNS
21 Median Trip Length: 3.2 miles
892,861 Total Trips

8.5% of Regional Trips
T~ 55.3% of Trips < 4 Miles
Microtransit can focus operations on connecting north-south destinations to transit and activity centers due to the presence of high-speed east-west arterial roads that would disrupt the travel of lower speed Flexible Fleet options. Micromobility can take advantage of the dense contiguous downtown area as well as the Escondido Creek Bike Path which feeds into the transit station.

80.1%
Auto

13.8%
Walk

2.8%
Transit

0.4%
Bike
Replica, Average Weekday, 2019












 
















81 Chapter 5 | September 2022

Service Area
Opportunities
Microtransit and Micromobility have a high propensity for success in Escondido. x The City has a strong interest in implementing microtransit service which would be the most suitable service for serving dispersed pockets of residential areas than fixed-route service focusing on the northern and southern areas of the service boundary that are difficult to serve with fixed-route service x Implementing a micromobility would leverage the Escondido Creek Bike Path and flatter topography to provide a better connection to the Escondido Transit Center.

Partnerships Explore potential partnerships with the National Latino Research Center, Westfield Escondido Mall, Plaza Civic Center and the Vineyard Square Shopping Mall.

Infrastructure
Assess implementation of pick up/drop off (PUDO) infrastructure (particularly in areas with a higher concentration of seniors), quick build active transportation facilities, and micromobility corrals or docking stations in areas with a higher concentration of employment and destinations such as the Escondido Transit Center, California Center for the Arts, and the Vineyard Shopping Center.

Example Trip
Types
An on-demand microtransit service could serve commute trips to/from the major employment center west of the service boundary and could even serve non-typical 9 to 5 commute trips between dispersed residential neighborhoods and the Escondido Mall as well as other employers. Additionally, concentrating service south of Grand Ave, an area with less transit service, would provide greater connectivity for users and serve short local residential trips and connect to transit. Micromobility could serve short trips to transit and to connect to commercial centers.

COMMUNITY NEEDS
The CBOs, City and NCTD identified the
following needs:
x Connections to Escondido Transit Center,
major employement and commericial
activity centers in Downtown Escondido.
x Service large residential areas north of SR
78 as well as to southern activity centers
like the Escondido Mall.
x Alignment with the North County CMCP
and developments planned by the City and
NCTD.
x Desire to connect to more rural
communities and agricultural employment
centers

SERVICE BOUNDARY

ESCONDIDO IMPLEMENTATION CONSIDERATIONS












 
















82 Chapter 5 | September 2022
City Heights

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
113,867 14,814 36,826

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 48.8% of Service Area
Minority 81.0% of Service Area
Senior 4.2% of Service Area
SB 535 Community 32.7% of Service Area
The City Heights service area
encompasses a 9.0 square mile district
within the City of San Diego. City Heights
is located in the central Mid-City
Community Planning Area and is divided
by a number of small canyons.

Development in City Heights is a mixture
of single-family and multi-family
residential with commercial and other
non-residential development
concentrated along major arterials such
as University Ave and El Cajon Blvd.

There are no Trolley stations in this
service area, but there are connections
to several high-capacity transit routes,
including the 215 and 235 Rapid routes.

There are a number of Class II bikeways throughout the community and a concentration of activity in the Northern region of the proposed service area. The community has strong east-west and north-south transit routes such as the 215 and 235 BRT and several other bus routes. However, existing active transportation facilities are not protected and present safety challenges within the community.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















83 Chapter 5 | September 2022

Top Origins & Destinations
• National City
• Mid City
• Greater North Park
• SDSU Area
• Chula Vista

CITY HEIGHTS MODE SHARE
The City Heights community's topography and lack of protected active transportation facilities pose a challenge to the implementation of micromobility. Additionally, the higher concentration of zero car households is a target market for Flexible Fleet services such as carshare. Compared to other service areas, there are more trips connecting outside of the service area, indicating a need for ridehail services that can serve longer distance trips.

CITY HEIGHTS TRIP PA TTERNS
Median Trip Length: 4.3 miles
477,169 Total Trips

4.2% of Regional Trips
~47.4% of Trips < 4 Miles

32.8%
Trips Into
es

32.8%
Trips Out Of

34.4%
Trips Within

79.3%
Auto

13.4%
Walk

3.8%
Transit

0.4%
Bike
Replica, Average Weekday, 2019












 
















84 Chapter 5 | September 2022

Service Area
Opportunities
Carshare and Ridehail both have a high propensity for success in City Heights. x Carshare would be the best fit to serve the City Heights community as some of the top origin-destination pairs fall outside of the service boundary (e.g., National City, SDSU). Additionally – carshare would serve equity populations without access to personal vehicles.
x Subsidized ridehail would also serve the community well as it would better connect communities to east-west transit connections and the subsidy would improve mobility for equity populations without access to personal vehicles.

Partnerships
Explore potential partnerships with City Heights Community Development Corporation, the Urban Collaborative Project, San Diego College of Continuing Education and other City Heights organizations.

Infrastructure
Assess whether existing MTS facilities have the capacity for carshare at various park and rides or community destinations. Conduct feasibility analysis for installation of pick/up drop off facilities in areas with a higher concentration of employment and destinations along University Ave, El Cajon Blvd, Fairmont Ave, and Euclid Ave.

Example Trip
Types
Flexible Fleet services such as ridehail could serve residential communities surrounded by barriers such as Interstates or Chollas Creek Canyon. Additionally, zero car households would be able to utilize carshare options for short local trips including errands, or recreation.

COMMUNITY NEEDS
The CBOs, City, and MTS identified the following
needs:
x Connection to MTS Rapid services along El
Cajon Blvd and I-15.
x Late night options as many routes reduce
frequency after 8pm.
x SB 535 community and higher number of
transit trips indicate a more transit-reliant
population
x High concentration of zero and one vehicle
households
x Lack of safe bike facilities
x Freeways create a major barrier for active
transportation

SERVICE BOUNDARY

CITY HEIGHTS IMPLEMENTATION CONSIDERATIONS












 
















85 Chapter 5 | September 2022
El Cajon

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
87,857 38,604 28,259

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 46.3% of Service Area
Minority 45.2% of Service Area
Senior 4.6% of Service Area
SB 535 Community 33.9% of Service Area
The El Cajon service area
encompasses a 10.5 square mile
district that includes downtown and
industrial/employment centers in the
City’s northwest area near Gillespie
Field. The service area is part of the
City’s Downtown Master Plan.

Development in the service area is a
mixture of multi-family and single-
family residential with mixed-use
concentrated along major arterials.

The El Cajon and Arnele Avenue
Trolley Stations along the western
edge of the service area connects the
service area to the Orange and Green
Trolley lines.

Activity is concentrated on main thoroughfares like Broadway and Main St with a number of bus routes serving those areas and the presence of trolley lines provides access to travel outside of the city. There is a lack of bike lanes and many freeways, presenting challenges for the implementation of micromobility and NEVs.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















86 Chapter 5 | September 2022

EL CAJON TRIP PA TTERNS

27.4%
Trips Into

27.3%
Trips Out Of

45.3%
Trips Within
Top Origins & Destinations
• Santee
• La Mesa
• Rancho San Diego
• Lakeside
• Unincorporated
SD County

EL CAJON MODE SHARE
Microtransit, with its ability to travel at higher speed limits, will be a good fit for the large and dispersed city that has lots of freeway interchanges to cross. NEVs will be ideal for short trips between transit centers and Downtown El Cajon, but there is a need to either reduce speed limits or plan around higher speed roads.

82.7%
Auto

11.3%
Walk

1.5%
Transit

0.4%
Bike
27Median Trip Length: 3.8 miles
737,161 Total Trips
7% of Regional Trips
~ 50.9% of Trips < 4 Miles
Replica, Average Weekday, 2019












 
















87 Chapter 5 | September 2022

Service Area
Opportunities
Microtransit and NEVs both have a high propensity for success in El Cajon. x While there is a decent amount of east-west transit service, microtransit can fill the North/South transit gap within the service boundary. The existing configuration of freeway interchanges and higher speed roads make it difficult to implement other Flexible Fleet services.
x There is a high number of short trips occurring within the service boundary and there is opportunity for NEVs to support travel between residential neighborhoods and the downtown commercial district.

Partnerships Explore potential partnerships with El Cajon Collaborative, Parkway Plaza, Cajon Valley Union School District, and future TOD developers.

Infrastructure
Identify the potential for the conversion of infrastructure such as pick-up/drop off and vehicle storage space at the El Cajon Transit Center and Arnele Ave Trolley Station.

Assess whether traffic calming measures or posted speed limits need to be reduced to support NEV microtransit. Determine whether additional infrastructure for microtransit would be needed at key destinations, employment centers, Main Street Plaza Shopping Center, and Parkway Plaza.

Example Trip
Types
Microtransit could connect nearby commercial corridors to community resources across the freeway. Additionally, the service could serve the Gilespie Field employment center in the northern area of the proposed service boundary.

These connections would provide a more viable first/last mile solution to connect to the two major trolley routes. NEV microtransit could connect to transit, commercial centers, and employment south of I-8 focusing in the Downtown area. Additionally, El Cajon is a Gateway Connector and these services could connect visitors from more rural areas to the Regional Transportation Network. Fixed-route services connecting to Alpine and Borrego Springs could be considered for replacement with Flexible Fleets.

The CBOs, City, and MTS identified the
following needs:
x Connections to Orange/Green Line
trolley stations at El Cajon and Arnele
Ave
x Service connecting to the El Cajon
commercial district
x More north-south transit connectivity
across I-8
x Service to dispersed employment areas
near Gillespie Field and to Santee

EL CAJON IMPLEMENTATION CONSIDERATIONS

COMMUNITY NEEDS SERVICE BOUNDARY












 
















88 Chapter 5 | September 2022
National City/ Paradise Hills

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
133,867 29,258 36,350

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 45.5% of Service Area
Minority 91.6% of Service Area
Senior 6.0% of Service Area
SB 535 Community 53.5% of Service Area
The National City / Paradise Hills
service area encompasses a 13.0
square mile area within the City of
National City and southeastern
communities of the City of San Diego,
including Paradise Hills. The area is
served by two RTD Blue Line Trolley
stations, three RTD Orange Line
Trolley Stations, and several bus
lines. There is a wide diversity of land
use types in the city, with mixed-use
commercial corridors located along
National City Blvd, Highland Ave, and
Plaza Blvd. Kimball Park has a
collection of public and civic buildings
and surrounded by Senior Centers.

There is a lack of paths and bike lanes, but the prevalence of trolley stations as well as bus routes make National City a center of activity.

Commerce and industry is concentrated on the west of I-805, with residential areas making up most of the eastern neighborhoods.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















89 Chapter 5 | September 2022

NATIONAL CITY/PARADISE HILLS TRIP PATTERNS

29.5%
Trips Into

29.6%
Trips Out Of

40.9%
Trips Within

NATIONAL CITY/PARADISE HILLS MODE SHARE

80.3%
Auto

11.8%
Walk

4.3%
Transit

0.3%
Bike
National City has a large service area with very high ridership demand and difficult topography, making the area perfect for microtransit. Also, there may be a future opportunity to complement the FRANC service with more NEV microtransit in the southwestern part of the city.

Top Origins & Destinations
• Chula Vista
• Southeastern San
Diego
• City Heights
• Downtown
• Otay Mesa
Median Trip Length: 4.1 miles
760,750 Total Trips
7% of Regional Trips
T~ 48.5% of Trips < 4 Miles
Replica, Average Weekday, 2019












 
















90 Chapter 5 | September 2022

Service Area
Opportunities
Microtransit and NEVs have a high propensity for success in National City and southeastern San Diego
x Due to topography challenges, microtransit is the most suitable service in National City. Additionally, the service area is quite large and microtransit has the greatest range, allowing the service to include southeastern San Diego, a disadvantaged community where better first/last mile connections are needed. x The City is implementing a NEV shuttle and there is an opportunity to leverage resources and expand the service to serve a larger portion of the service area.

Partnerships
Explore potential partnerships with Naval Base San Diego, Olivewood Gardens, Samahan Health Centers, future TOD developers, Bay Plaza, and Paradise Valley Hospital.

Infrastructure
Assess whether MTS or other public facilities have capacity for NEV microtransit storage and/or charging. The implementation of pick up/drop off would also require infrastructure in areas with a higher concentration of employment and destinations such as National City Blvd, Kimball Park, Plaza Blvd, Market St, and Euclid Ave.

Example Trip
Types
National City is a major employment center in the region and a gateway to Naval Base San Diego. The implementation of microtransit and NEVs could serve commuters and connect them to the Trolley. Connections to the Trolley will allow for greater regional connectivity and support inter-jurisdiction travel between cities in south county for commuters and residents.

COMMUNITY NEEDS
The CBOs, City, and MTS identified the
following needs:
x Investments needed at Orange Line
stations in southeastern San Diego.
x Leverage investments already in place
for the FRANC shuttle.
x Services needed for major corridors on
Market, Plaza Blvd, E 30 th St, National
City Blvd, and destinations around
Kimball Park.
x Desire for greater connections to Naval
Base
x Lack of safe active transport

SERVICE BOUNDARY

NATIONAL CITY/PARADISE HILLS IMPLEMENTATION

CONSIDERATIONS












 
















91 Chapter 5 | September 2022
Imperial Beach

SERVICE AREA DEMOGRAPHICS

Population

Jobs

Households
44,037 6,465 14,228

SOCIAL EQUITY CONSIDERATIONS
Low-Income Households 46.3% of Service Area
Minority 77.1% of Service Area
Senior 4.3% of Service Area
SB 535 Community 2.4% of Service Area
The Imperial Beach service area
encompasses a 5.5 square mile area
in San Diego’s South Bay region,
inclusive of some of Naval Base
Coronado’s facilities, and five miles
north of the Mexico border. Imperial
Beach is a residential beach city and
development includes primarily
single-family homes with commercial
development focused along Palm Ave
and Imperial Beach Blvd. The Palm
Avenue Blue Line Trolley station is
located along the eastern edge of the
service area. The City has been
actively pursuing funding to improve
active transportation facilities.

The Bayshore Bikeway, Class II, and Class III facilities provides an east-west micromobility connection along the northern region of the service boundary. Lower speed limits exist along the coast, and while existing speed limits on Palm Ave are higher, the City envisions Palm Ave as a major commercial corridor and has plans to increase safety and create an environment more conducive for active transportation.

ACS 5-Year Estimates (2019), CalEPA (2022)












 
















92 Chapter 5 | September 2022

IMPERIAL BEACH TRIP PATTERNS

28.2%
Trips Into

28.8%
Trips Out Of

43.0%
Trips Within
Top Origins & Destinations
• Chula Vista
• Otay Mesa
• Coronado
• National City
• San Ysidro

IMPERIAL BEACH MODE SHARE
The small, dense service area is a good fit for NEV, but the implementation of such services requires reviewing speeds and function class on Palm St as well as other east-west arterials.

Because trip types and users in the area are conducive to bikes and scooters, Bayshore Bikeway infrastructure should be leveraged for micromobility.

80.1%
Auto

13.8%
Walk

2.8%
Transit

0.4%
Bike
Median Trip Length: 3.5 miles
222,196 Total Trips

2.1% of Regional Trips
~ 52.9% of Trips < 4 Miles
Replica, Average Weekday, 2019












 
















93 Chapter 5 | September 2022

Service Area
Opportunities
Micromobility and NEV Microtransit both have a high propensity for success in Imperial Beach.
x Micromobility service areas are a good fit along the dense retail and tourist areas closer to the beach where streets have lower speed limits. x While higher speed limits on Palm Ave limit operations of Flexible Fleet Services like NEV microtransit, the City is exploring street improvements such as road diets and additional active transportation facilities to provide a slower environment for this important commercial corridor. Given the high number of short trips and destinations along the corridor, the implementation of flexible microtransit should complement Route 933/934 service to provide more convenient and on-demand service.

Partnerships
Explore potential partnerships with Imperial Beach Neighborhood Center, South Bay Union School District, Imperial Beach Promenade Shopping Center, Naval Base Coronado (NBC) and future TOD developers.

Infrastructure
Assess implementation of pick up/drop off (PUDO) infrastructure and micromobility corrals or docking stations in areas with a higher concentration of employment and destinations such as at beachfront destinations, Palm Ave, Imperial Beach Blvd, and the Palm Ave Trolley Station. Explore quick build infrastructure to fill gaps in the active transportation network and leverage upcoming Iris Rapid improvements, which include priority lanes and transit signal improvements.

Example Trip
Types
Flexible Fleet services such as NEV microtransit could serve commute trips between the Palm Avenue Trolley Station to NBC’s Front Gate and other employers.

Additionally, connecting to the Palm Ave Station and leveraging upcoming Iris Rapid improvements promotes alternative transportation for inter-jurisdictional travel to connect to retail, restaurants, and the beach. The service could also serve short local residential trips for recreation purposes, errands, medical appointments and more.

COMMUNITY NEEDS
The City and MTS identified the following
needs:
• Desire for Flexible Fleet services to provide
point to point connections
• Need to relieve parking congestion on local
streets
• Future Palm Ave station TOD will constrain
parking creating a need for alternative
transportation to service the transit station
• Support alternative inter-jurisdictional
travel between South Bay communities
• Initial early deployment of dockless
micromobility resulted in the misuse and
cluttering of sidewalks throughout the City.

SERVICE BOUNDARY

IMPERIAL BEACH IMPLEMENTATION CONSIDERATIONS












 
















94 Chapter 5 | September 2022
Flexible Fleets Task Force
SANDAG will create a Flexible Fleets Task Force under the Mobility Working Group to provide a platform for operators, local jurisdictions, tr ansit agencies, and partner agencies to convene and implement Flexible Fleet services throughout the region. The Task Force will engage various stakeholders to prioritize the pilots presented as part of the Strategic Plan and determine the best funding structure and service model to implement each pilot service.

In addition to the implementation of the pilots, the Task Force will also pursue the following activities:
• Develop, Maintain, and Grow Partnerships – Continue to review partnerships and relationships with universities, major employers, military facilities, Tribal groups, and tourist communities.
• Monitor and Evaluate Performance – Review performance monitoring requirements established by the task force. Performance metrics could include, but should not be limited to:
x Completed trips
x Origins and destinations for each completed trip
x Travel time per trip
x Wait times (time between request and pick-up)
x Trip Fare (including subsidy)
x Cancellations
x Customer service interactions
x Vehicle supply (number of vehicles in service)
x Vehicle-miles traveled (VMT) and revenue VMT
x Mode replacement
• Identify Service and Technology Requirements – Review system requirements, which could include:
x Identify protocols for customer service monitoring, data management, and web-based performance visualizations through das hboards or other software products x Develop an Operations & Maintenance inspection plan, which allows for perioding checks of vehicles, audits of drivers and customer service, and the operation of the smartphone app and back-end processes.
• Pursue Grant Funding – There are several grant programs that transportation agencies, jurisdictions, CBOs and other stakeholders can pursue to build infrastructure to support or implement Flexible Fleet services. See Appendix E for potential grant funding opportunities. • Evaluate Alternative Funding Sources – Evaluate the feasibility of alternative funding sources such as the establishment of Community Parking Districts to fund Flexible Fleet pilots. Feasibility Study should include mapping the proposed area, verifying data, developing a conceptual plan, collecting community input, analyzing the potential parking revenues and operating costs, and identifying how district funds can be allocated to the funding and launch of Flexible Fleet pilots.












 
















95 Chapter 5 | September 2022
• Continue Research on Flexible Fleet Technologies and Innovations – Continue research into Flexible Fleet implementations and collaborate wi th transportation research groups such as the Shared Use Mobility Center.
• Assess Local Policies and Recommend Actions – Coordinate with the local jurisdictions, transit operators, and other public agencies to identify any existing policy gaps that could hinder the implementation of Flexible Fleets and recommend actions to remedy this. Policy gaps could include:
x Review of speed limits, roadway functional classifications, and other designations such as the Strategic Highway Network (STRAHNET) within the service areas that could restrict or limit the use of NEVs and micromobility vehicles. California Assembly Bill 43 (AB43) permits local authorities to reduce local speed limits by 5 miles per hour (mph) to provide a safer environment for pedestrians and bicyclists. x Identify gaps in the bicycle network within the service areas and recommend changes to streets to implement dedicated bicycle infrastructure, including quick-build improvements.
x Identify if parking benefits districts, such as the City of San Diego’s Community Parking Districts, can provide a policy and funding mechanism to support Flexible Fleet deployments.
• Advance the Gateway Connector Concepts – Further refine the Gateway Connector concepts described in the Regional Scan and identify planning level metrics needed to identify key pick-up and drop-off zones at population and employment centers, casino resorts, Tribal Nations, and agricultural areas. Additionally, the Task Force will explore developing partnerships with San Diego County, Tribal Nations, and other major employers in rural San Diego.

Action Plan
The Action Plan serves as a roadmap for how SA NDAG, local jurisdictions, and transit agencies can best plan and implement Flexible Fleet pilo t projects throughout the region. The Action Plan consists of two phases: Phase I focuses on the initial steps to engage operators, prioritize pilots, and develop initial service plans, while Phase II focuses on finalizing the operating agreements, launching the service, and monitoring operations.

Table 5-2 describes Phase I plan to strategize initial pilots within the region and includes the following actions:
• Initiate a Flexible Fleets Task Force
• Prioritize Pilots and Determine Implementation Structure • Initial Service Plan and Operating Agreement
SANDAG will work with the Task Force to identify the lead implementing agency and establish roles and responsibilities for other partnering agencies and local jurisdictions.

Table 5-3 describes Phase II of the action plan to implement initial pilots within the region and includes the following actions:












 
















96 Chapter 5 | September 2022
• Finalize Operations Plan
• Develop and Execute Launch Strategy
• Launch Pilot
• Ongoing Operations and Future Planning
The following tables provide a detailed series of steps as well as the roles that SANDAG, the Task Force, lead implementation agency, local ju risdictions, transit agencies, stakeholders, and operators will play in the implementation of Flexible Fleet services. 











 
















97 Chapter 5 | September 2022
Table 5-4: Phase I: Pilot Prioritization and Initial Service Planning

Initiate Flexible Fleets Task Force Select Pilots and Determine Implementation Structure Initial Service Plan and Operating Agreement SANDAG
x SANDAG will create a task force including members from local jurisdictions, transit agencies, and invite other implementing partners from the region
x Present findings from the Flexible Fleets Implementation Strategic Plan
x Coordinate early-action pursuit of funding for Flexible Fleets x Explore potential partners to bring to the task force for initial pilot implementation
x Conduct a workshop with local jurisdictions and transit agencies to discuss and prioritize the six pilot implementation areas x Compile funding resources for Flexible Fleet implementation from each jurisdiction
x Present the funding opportunities available to jurisdictions, community-based organizations, or other Flexible Fleet partners (e.g., Military, Universities, etc.)
x Host workshop with task force to discuss potential implementation structure for each pilot implementation area
x Determine the approach and required documentation for a “mini- Request for Proposal (RFP)” process with the operators
x Work with individual jurisdictions, appropriate transit agency, and/or partner agencies to outline high level service goals, performance measures, and develop a mini-RFP for operator on- calls
x Issue a mini-RFP to the operator on-calls for one or more of the six pilot implementation areas requiring an initial service plan and draft inputs for an eventual operating agreement.
x The mini-RFP could include the following: description and map of the proposed service area; proposed service model identifying who will provide drivers, vehicles, and technology; provide a service plan with an assessment of how the service criteria will be met; and costs and fare structure.

Local
Jurisdiction
x Appoint a City staff member to the task force
x Define high level service goals for Flexible Fleets implementation within the City
x Review key users and communities Flexible Fleet services should serve
x Identify any barriers to the implementation of Flexible Fleets and develop a work plan to address them
x Provide task force with information on the jurisdiction’s funding resources for Flexible Fleet implementation
x Communicate service goals, preferences, and key user groups with task force
x Work with task force to determine best lead agency for implementing pilots
x Work with SANDAG, the appropriate transit agency, and/or partner agencies to outline high level service goals and develop a mini-RFP for operator on-calls
Transit Agency
x Appoint an agency staff member to the task force
x Collect information on existing route performance in each of the pilot implementation areas
x Define high level service goals for Flexible Fleets implementation within agency service boundary
x Identify any barriers to the implementation of Flexible Fleets and develop a work plan to address them
x Identify any upcoming service changes
x Provide task force with information on the agency’s funding resources for Flexible Fleet implementation
x Communicate service goals, preferences, and key user groups with task force
x Work with task force to determine best lead agency for implementing pilots
x Work with SANDAG, the appropriate jurisdiction, and/or partner agencies to outline high level service goals and develop a mini-RFP for operator on-calls
Other Partner
Agencies
x Indicate interest in joining task force x Work with task force to determine best lead agency for implementing pilots
x Work with SANDAG, the appropriate jurisdiction, and transit agency to outline high level service goals and develop a mini-RFP for operator on-calls
Operators
x Appoint staff to the task force on an as-needed basis x Provide the task force with an overview of technology innovations, infrastructure needs, and user interfaces
x Review mini-RFP process with the task force and provide comments

x Submit proposals to the task force that respond to the mini-RFP













 
















98 Chapter 5 | September 2022
Table 5-5: Phase II: Finalizing Service Plan and Launching Pilot Finalize Operations Plan Develop and Execute Launch Strategy Launch Pilot Ongoing Operations and Future Planning SANDAG
x Provide Task Force members with any lessons
learned in developing operations plan from
initial pilots
x Provide education and communication resources
to lead implementing agency
x Coordinate with SANDAG’s Social Equity
Working Group to help market service to Social
Equity Focused Population
x Assist testing of smartphone apps, vehicles, and
customer service applications prior to launch
x Provide operations and marketing support
x Assist in communication of needs to operators
and task force members
x Assist disseminating materials for regional
education of Flexible Fleet pilots

x Provide a platform to review performance
measures, discuss lessons learned and provide
information to task force members
implementing Flexible Fleet services
x Conduct a customer satisfaction survey to
understand service quality for pilot services
x Determine phasing plan and funding
opportunities for future pilots
Lead
Implementing
Agency
x Review proposal with implementation team and
provide consolidated comments to operators on
initial service plan
x Meet with operators to review comments and
finalize operations plan including:
o Service cost, fares, and subsidies
o KPI reporting mechanism
o User interface/infrastructure requirements
o Implementation timeline
x Execute operating and maintenance agreement
x Work with agencies, jurisdictions, and partners
to meet infrastructure requirements necessary
for service implementation
x Schedule testing of user interface
x Develop marketing materials, timeline, and
coordinate with transit agency, other partners,
and operator to assist with marketing pilots
x Identify a dedicated rapid response team to
manage resources throughout the launch
x Evaluate initial launch and determine whether
modifications to service need to be made
x Identify additional staff to provide launch
support to the operator and partner agencies
x Implement any quick build improvements
necessary to provide infrastructure for launch
x Assess staffing needs and organizational
structure
x Evaluate the service based on data provided by
operators
Transit
Agency
x Review proposal with implementation team and
provide comments to lead implementing agency
x Determine timeline for supporting any transit
infrastructure needs
x Define any service changes needed to support
pilot implementation
x Assist lead agency with marketing prior to pilot
launch
x Explore implementing near-term transit
improvements (e.g., transit stop infrastructure,
charging infrastructure, vehicle storage, service
changes) needed to support service
x Identify staff to support launch of service
x Assess additional station and stop infrastructure
needs and implement changes as the service
matures
x Explore service refinements based on
performance measures and feedback from
transit stakeholders
Local
Jurisdiction /
Other Partner
Agencies
x Review proposal and operating agreements with
implementation team and provide comments to
lead implementing agency
x Determine whether funding support can be
provided and determine amount of support
x Jurisdiction to support infrastructure design,
permitting, construction, and inspection
x Assist lead agency with marketing prior to pilot
launch
x Provide marketing and educational support
during pilot launch
x Continue marketing and education on the
service and provide input on community needs
and new partnership opportunities
Operators
x Meet to discuss revisions with implementing
agency, transit agency, and other partner
agencies to incorporate any modifications
x Execute operating agreements
x Assist lead agency with marketing prior to pilot
launch
x Assist with testing of user interface for Flexible
Fleet service
x Provide technical and customer service support
for riders
x Provide marketing support through social media
accounts, mail, and other advertising channels
x Operate the service

x Provide ongoing assessments of the service
against the criteria
x Provide a reporting tool or performance data
agreed upon with the lead operating agency
x Recommend changes to the service including
modifications to the service area, vehicle
requirements, and the fare/subsidy strategy












 
















99 Chapter 5 | September 2022
Long Term Planning Actions
In addition to the near-term implementation actions detailed above, there are a series of medium to long-term planning actions that should be pursued by SANDAG, local jurisdictions, and other agencies to prepare for future Flexible Fleet projects in San Diego County. These actions include the following:

1. Develop a plan to extend the Flexible Fleets task force x The task force, led by SANDAG, serves an important coordinating role across multiple stakeholders

2. The task force can continue to support, pe rformance monitoring,data management, and coordination on various implementation needs. Study extending the pilot programs into permanent programs.
x Identify opportunities for extending the service area and contract period based on demand, customer service input, and other factors.

3. Implement a Gateway Connector pilot program.
x Utilize the on-calls or a separate RFP program to procure a pilot. x Further explore potential service types and variations on some of the service types, such as providing demand responsive vanpools.

4. Update the Flexible Fleets Implementation Strategic Plan to incorporate the results of the pilot programs and emerging Flexible Fleet service types, such as last-mile delivery, urban air mobility, and autonomous Flexible Fleet services.
x Utilize the KPIs from the pilot programs to understand trip patterns, wait times and service levels, and cost effectiveness.
x Update the Regional Scan to reflect the KPIs and updated demographics and travel demand data.

5. Coordinate Flexible Fleet service implementation with the implementation of the 5 Big Moves. Flexible Fleet services can benefit from the various infrastructure improvements, technologies, and amenities that are envisioned as part of Transit Leap, Mobility Hubs, Next OS, and Complete Corridors.

6. Review the performance of the Flexible Fl eets on-calls procurement and recommend enhancements for another round.

7. Identify other project delivery methods, including design-build and pre-development agreements (PDAs).













 
















APPENDICES












 
















Appendix A
Case Studies













 
















A-1

Appendix A | September 2022
Appendix A: Case Studies
This Appendix contains a series of examples that provide a selection of Flexible Fleet programs that have been implemented in various regions of the United States. The case studies provide an overview of implemented service models, where they are located, the benefits and challenges, as well as a link to the program. The case studies analyzed helped inform the evaluation criteria for the Regional Scan ( Appendix C ) as well as the overall Strategic Plan (Chapter 5 ).

The following service types were defined as follows and case studies associated with each service type are described in Table 1 .
> Microtransit and NEV Microtransit – Smaller transit vehicles that can carry anywhere between 5 to 20 passengers and use technology to provide the most efficient route between your doorstep and destination. Microtransit can include smaller, all electric vehicles known as neighborhood electric vehicle (NEV) shuttl es, which are sustainable and convenient for short trips within a community.
> Micromobility – Small, low-speed vehicles and services support short trips around a community and are a healthy alternative to driving. Micromobility can be personally owned or part of a shared fleet and can include bikes, scooters, and other rideables. > Ridehail – single occupant or single party “for hire” vehicles operated by Transportation Network Companies (TNCs) such as Uber and Lyft. Rides are typically requested through a smartphone app or website that match riders with available drivers. Pricing which can be subsidized by public agencies, is determined by the length of the tr ip and level of demand when the ride is requested.
> Rideshare – Services that pool multiple riders into a single vehicle that are traveling between a set of closely spaced origins and destinations . Carpools, vanpools, and pooled ridehailing services such as UberPool and Lyft Shared are included. These vehicles typically make multiple stops along a route to pick up and drop off passengers reducing the need for multiple cars on the road.
> Carshare – Vehicles that are available for people who want to rent cars from either private owners or a Peer-to-Peer car rental company for short periods of times. Users can pay for the usage of the shared vehicle by the amount of time used but can be limited based on the number of cars available.
> Last Mile Delivery – Semi- or fully automated vehicles, e-bikes, drones, and bots could deliver a range of goods to homes and smart lockers at Mobility Hubs. Shared vehicles can make efficient trips by carrying passengers and goods at the same time.













 
















A-2

Appendix A | September 2022
Table 1: Case Studies by Service Type
Microtransit and NEV Microtransit
Name &
Location Mode Description Benefits Limitations
Carlsbad
Connector,
Carlsbad1
Transit extension
service (last mile
only)
Multi-agency pilot program
provided a solution to the challenge
of transporting commuters to and
from major transit hubs to their
final destinations. Pilot program
temporarily suspended July 31,
2020 due to the COVID pandemic.
x App based system
x Riders can secure/request trips
up to 3 days in advance
x 12 vehicles in the fleet, 1 of
which is ADA-friendly
x Concentrated service area
x Inexpensive: $2.50 or free for
coaster monthly pass or Region
Plus daily pass users
x Opportunity for business
partnerships for discounted
rides
x Booking trips in advance may
reduce the opportunity for
riders to have flexibility to
request rides
x Service area is smaller

Micro Metro,
Los Angeles2
Area-based on-
demand
microtransit
Micro is Metro’s new on-demand
rideshare service, offering trips
within several zones in LA County.

The new service is for short local
trips and uses small vehicles
(seating up to 10 passengers).
x Rides can begin and end
anywhere in service area
x Service areas include access to
major transit centers & LAX
airport
x Inexpensive: First two rides free,
then $1 per ride
x Significant deployment of
vehicles to meet demand
x Shared with up to 9 other
passengers
x Vehicle availability and wait
time may vary
x Limited service area
x Limited operating hours













 
















A-3

Appendix A | September 2022
Microtransit and NEV Microtransit
Name &
Location Mode Description Benefits Limitations
OC Flex,
Orange
County3
Area-based on-
demand
microtransit
App-based on demand
neighborhood shuttle service.

Operates on fixed day rates and
provides connections/transfers to
other transit options.
x Rides can begin and end
anywhere in service area
x Service areas include access to
major transit centers
x Inexpensive: OCTA fares
accepted and free transfers
from rail
x Limited service area
x Limited operating hours
x Reduced fare passes not valid
x Long wait times (15-30 minutes)
SmaRT Ride ,
Sacramento4
Area-based on-
demand
microtransit
SmaRT Ride is similar to other ride-
share services where customers can
use a smartphone app to request a
ride that will pick up and drop off
passengers within the service
boundaries. Partnered with Via to
power a smartphone app to request
the transit vehicle pick-up.
x Significant service area (many
cities in the Sacramento region)
x Access to many transit centers
x Point-to-point service in some
areas
x Rides can begin and end
anywhere in service area
x Inexpensive
x Free for groups of 5 or more
x Free for students K-12
x Reduced fare applies
x Vehicle/driver availability may
affect wait time
x Some zones require riders to
walk to designated pickup
points
x Limited service hours
x No travel on this service
between zones
Flexride,
Denver5
Transit extension
service (last mile
only)
FlexRide provides extended bus
service in specific Denver metro
areas, delivering first- and last-mile
connections to other RTD Park-n-
Rides and stations, medical centers,
and business parks. Similar to a ride
share, FlexRide is available to the
general public on a first-come, first-
served basis.
x Reduced fare applies If eligible
x RTD Denver passes accepted
x Advanced scheduling available
x Access to transit centers
x Limited service areas
x Limited driver/vehicle
availability
x Trips must begin or end at
transit centers or specific points












 
















A-4

Appendix A | September 2022
Microtransit and NEV Microtransit
Name &
Location Mode Description Benefits Limitations
FRED San
Diego, San
Diego6
Area-based on-
demand
microtransit
App-based on-demand
neighborhood shuttle service.

Provides service within downtown
San Diego only. Uses Neighborhood
Electric Vehicles to deliver service.

Subsidized by the City of San Diego
using downtown parking revenue.
x Inexpensive (Free)
x Can be hailed from app or street
(provides access without
smartphone)
x Can begin or end trip anywhere
within service area
x Limited service area
x Limited operating hours
x Challenges around
driver/vehicle availability during
peak times
SamTrans
OnDemand,
Pacifica, CA7
Transit extension
service (both first
and last mile)
12-month pilot program from
SamTrans, to convert a
neighborhood circulator bus route
(FLX Pacifica) into on-demand
microtransit. Program ended May
2020.
x App-based
Regular SamTrans fares (incl.
reduced fare)
Call center available for riders
without smartphones
x Pickup or dropoff anywhere
within service area
x Limited Service Area
x App/software challenges
x Limited vehicle/driver
availability
x Many trip denials ("no seats
available")
x Reduced ridership, more
mileage, and increased cost
compared to previous fixed-
route service
Via to Transit,
Seattle8
Transit extension
service (both first
and last mile)
Partnership with Via to provide on-
demand shuttle service within
specific neighborhood areas.

Primarily serves major transit
centers in south Seattle area.
x 'Pricing follows King County
Metro bus ride pricing (i.e.
reduced-fare eligibility applies)
x Opportunity to start a ride
anywhere within service area
x Limited service area - only a
portion of a city
x Trips for non-'Access'
passengers must begin or end at
a 'hub' (transit center or major
destination)
x Trips for non-'Access'
passengers may require a walk
x Long wait times (up to 15-20
minutes)












 
















A-5

Appendix A | September 2022
Microtransit and NEV Microtransit
Name &
Location Mode Description Benefits Limitations
Via, Jersey
City9
Area-based on-
demand
microtransit
Partnership with Via to provide an
on-demand bus service across
Jersey City which compliments
existing transit services and
provides access to popular
destinations and residentail areas. .

Utilizes the Via app to hail a shared
ride.
x Operates at adjusted rates
based on wether rides are in the
central city or not
x Partners with Meals on Wheels
to deliever food
x Long wait times(over 24
minutes)
x Limited service area
FRAN,
Anaheim, FL10
Area-based on-
demand
microtransit
NEV microtransit services can be
accessed through an app with pick-
ups and drop-offs occuring at 16
stations. The service is funded
through various government
agencies, grants, and property
assessments.
x Inexpensive (free)
x Electric vehicles provide clean
transportation
x Also operates as a free food
delivery service for local vendors
x Challenges around
driver/vehicle availability during
peak times due to there only
being 6 shuttles
x Limited access with only 16
stations
Source
1 https://gonctd.com/carlsbad-connector-temporarily-suspends-service/ 2 https://micro.metro.net/
3 http://www.octa.net/OCFlex/Overview/
4 https://www.sacrt.com/apps/smart-ride/
5 https://www.rtd-denver.com/services/flexride
6 https://www.ridecircuit.com/fred
7 https://www.samtrans.com/Planning/Planning_and_Research/SamTrans_Pacifica_Microtransit_Pilot.html , https://www.coastcommute.org/2020/05/21/samtrans-pilot-ondemand-ends/ 8 https://kingcounty.gov/depts/transportation/metro/travel-options/on-demand/via-to-transit.aspx 9 https://ridewithvia.com/news/jersey-city-and-via-launch-first-on-demand-public-bus-service-in-the-state 10 https://commercial.polaris.com/en-us/news/gem/anaheim-debuts-unique-all-electric-microtransit-service/













 
















A-6

Appendix A | September 2022
Micromobility
Name &
Location Mode Description Benefits Limitations
Citi Bike,
New York
City/New
Jersey1
Docked
Bikeshare
App-based docked
bikeshare.

Trips must start and end at
a docking station.
x Know where the starting and
ending destination is
x Inexpensive
x Fixed Origin Destination (OD) + walking to true OD
x Challenges regarding rebalancing bikes so they
aren’t only located in popular drop-off locations.
x Resource heavy in the beginning
x Docks usually take curb space/parking space
x Vandalism
Biketown,
Portland2
Dockless/Docked
Bikeshare App-based bikeshare
x Opportunity to start a ride
wherever there is a bike
x Easy to find
x Inexpensive
x No designated parking spots, leading to bike
cluttering in busy areas
x Challenges regarding rebalancing bikes so they
aren’t only located in popular drop-off lcoations
x Typically don't travel far and have service
boundaries
x Vandalism
E-Scooter
Pilot,
Portland3
Dockless Scooter
share
Portland Bureau of
Transportation created a
four-month pilot period
from July through
November of 2018
x Opportunity to start a ride
wherever there is a scooter
x Easy to find
x Inexpensive
x No designated parking spots, leading to scooter
cluttering in busy areas
x Challenges regarding rebalancing scooters so they
aren’t only located in popular drop-off locations
x Typically don't travel far and have service
boundaries
x Vandalism
E-Scooter
Pilot,
Chicago4
Dockless
Scootershare
The City of Chicago
granted permission to
three shared e-scooter
companies to operate in
the 2020 e-scooter pilot:

Bird, Lime and Spin. The
2020 pilot ran four months
x Opportunity to start a ride
wherever there is a scooter
x Easy to find
x Inexpensive
x No designated parking spots, leading to scooter
cluttering in busy areas.
x Challenges regarding rebalancing scooters so they
aren’t only located in popular drop-off locations.
x Typically don’t travel far
x Vandalism
x Limited Service Area












 
















A-7

Appendix A | September 2022
Micromobility
Name &
Location Mode Description Benefits Limitations
from mid-August to mid-
December.

DecoBike,
San Diego5 Docked Bikeshare
Pilot program for docked
bikeshare in San Diego.

Partnership between the City
of San Diego and a private
bike sharing program provider
(DecoBike). Non app-based -
payment must be done at
kiosks.
x Opportunity to start a ride
wherever there is a docking
station
x Easy to find
x Inexpensive
x Bikes may be returned to
any docking station
x Expensive ($5/30 mins)
x Requires payment at kiosk
x Mechanical reliability challenges with docks and
vehicles
x Must be returned to designated docking station
x Challenges regarding rebalancing scooters so they
aren’t only located in popular drop-off locations.
x Typically don't travel far and have service
boundaries
x Vandalism
BayWheels,
San
Francisco
Bay Area,
CA6
Dockless/Docked
Bike Share
Lyft provides a hybrid system
of docked bikes as well as
docked/dockless e-bikes. All
bikes are located and
reserved through the Lyft app.
x Convenient parking locations
as they can be locked at any
physical docking station, but
also at any bike rack or light
pole
x Wide service area
x Easy to find
x Expensive
x No designated parking spots, leading to scooter
cluttering in busy areas
x Challenges regarding rebalancing scooters so they
aren’t only located in popular drop-off locations
x Vandalism
SPIN, Bird,
Link, Lime
San Diego7
Dockless
Scootershare
City of San Diego granted
permission to three e-scooter
operators: Bird, SPIN, and Link
brand e-scooters. Dockless
scootershare, via app,
throughout most of the City of
San Diego. Incorporates app-
based incentives for parking
in designated corrals, and GPS
tracking to prevent vehicles
from exiting the service area.
x Opportunity to start a ride
wherever there is a scooter
x Easy to find
x Inexpensive
x No designated parking spots, leading to scooter
cluttering in busy areas
x Rebalancing challenge
x Typically don't travel far and have service
boundaries
x Vandalism












 
















A-8

Appendix A | September 2022
Micromobility
Name &
Location Mode Description Benefits Limitations
Source
1 https://www.citibikenyc.com/how-it-works
2 https://www.biketownpdx.com/how-it-works
3 https://learn.sharedusemobilitycenter.org/overview/2018-e-scooter-findings-report-portland-oregon-2019/ 4 https://www.chicago.gov/city/en/depts/cdot/supp_info/escooter-share-pilot-project.html 5 https://www.sandiegouniontribune.com/news/environment/story/2019-04-08/decobike-rolls-out-of-the-san-diego-city-as-dockless-alt ernatives-proliferate 6 https://www.lyft.com/bikes/bay-wheels
7 https://www.link.city/ , https://www.bird.co/ , https://www.spin.app/ , https://www.li.me/













 
















A-9

Appendix A | September 2022
Ridehailiing
Name &
Location Mode Description Benefits Limitations
Lyft,
General1
On-demand
Ridehail
App-based on-demand
ridehailing. Available in most
major markets, and 24/7.
x Rides can begin and end
anywhere within service
area
x Available in most areas,
24/7
x Expensive
x Variable cost depending on driver availability and demand x Variable availability depending on drivers, locations, time of day
x Limited vetting of drivers
GoMonrovia
– Lyft,
Monrovia,
CA
2 Public-private
on-demand
ridehailing
program
partnership
Public-private transit
program through Lyft to take
a ride anywhere in the
service area at a reduced
rate. Carries up to 4
passengers can be
requested/fulfilled for $3
(subsidized rides as a transit
replacement and temporary
termination of Lyft Line due
to COVID).
x Rides can begin and end
anywhere within service
area and to select
destinations outside of
service area
x Available 24/7

x Variable availability depending on drivers, locations, time of day
x Limited service area
x Non-shared rides
Uber,
General3
On-demand
Ridehail
App-based on-demand
ridehailing. Available in most
major markets, and 24/7.
x Opportunity to start a
ride in most locations
x Easy to find

x Expensive
x Variable cost depending on driver availability and demand x Variable availability depending on drivers, locations, time of day
x Limited vetting of drivers
Voyage,
Orlando4
On-demand
driverless
ridehail
Free neighborhood
transportation option for
125,000 residents of The
Villages retirement
community. Provides door-
to-door service. Still in
development.
x Rides can begin and end
anywhere within service
area
x Available in most areas,
24/7
x Price, program, still in development












 
















A-10

Appendix A | September 2022
Ridehailiing
Name &
Location Mode Description Benefits Limitations
NCTD+, San
Diego, CA5
Public-private
on-demand
ridehailing
program
partnership
Partners with Lyft, Uber, and
TripShot to provide first and
last mile connections
between two major transit
stations. Rides are booked
through the company’s apps,
with a coupon, or with a QR
code.
x Program runs for most
hours of the day
x Much cheaper than typical
ridehailing services
x Easy to find
x Variable availability depending on drivers, locations, time of day
x Limited service area

Source
1 https://www.lyft.com/blog/posts/how-does-lyft-work
2 https://gomonrovia.com/
3 https://www.uber.com/us/en/about/how-does-uber-work/
4 https://news.voyage.auto/self-driving-cars-in-a-city-like-no-other-c9b38807a9a6 5 https://gonctd.com/services/nctdplus/













 
















A-11

Appendix A | September 2022
Rideshare
Name &
Location Mode Description Benefits Limitations
Hoot Rides,
Oceanside,
CA1
Neighborhood
on-demand
service
App-based on-demand
neighborhood shuttle service.

Provides service within
downtown Oceanside only.

Uses Neighborhood Electric
Vehicles to deliver service.
x Rides can begin and end anywhere
within service area
x Electric vehicles
x Limited service area
x Limited operating hours (only Thursday -
Sunday)
x Challenges around driver/vehicle
availability during peak times
x Expensive ($3 per ride) for service area
Marin
Transit
Connect,
Marin
Country,
CA
2 On-demand
shuttle service
Multi-agency pilot program
providing a solution to first-
last-mile challenge of
transporting commuters to and
from major transit hubs to their
final destinations.
x Rides can begin and end anywhere
within service area (significant
discount given to trips that begin or
end at transit centers)
x Connects to rail and major transit
centers
x Very limited service area
x Wait times vary based on vehicle/driver
availability
x Fares high if not going to/from transit
center
Via, Los
Angeles3
On-demand
rideshare
Partnered with Via to provide
shared low-cost transportation
to and from rail and bus lines in
El Monte, Compton, and North
Hollywood areas. Allowed
participants of Metro's Low-
Income Fare is Easy (LIFE) to
use Via for free. Pilot ended
January 25, 2021.
x Rides can begin and end anywhere
within service area
x Inexpensive ($1)
x Not point-to-point: riders may have to
walk
x Limited service areas
x Limited operating hours
x Wait times vary based on vehicle/driver
availability
SANDAG
Vanpool
Program,
San Diego,
CA4
Pre-organized
rideshare
groups
SANDAG organizes vanpool
groups amongst people with
similar commutes. Provides a
$400 monthly subsidy to each
group to alleviate the cost of
gas and van maintenance.
x Can be organized to accommodate
those who don’t live in dense areas.
x Inexpensive (Vans are leased at a
discounted price through pre-
arranged vendors)
x Does not allow for day-to-day flexibility
x Relies on consistancy amongst users












 
















A-12

Appendix A | September 2022
Rideshare
Name &
Location Mode Description Benefits Limitations
Rideshare
Technology
5 Various
software
platforms
Platforms such as RideAmigos
aim to enable more efficient
commutes by consolidating
information about various
transit options.
x Usually inexpensive
x Can be used at various levels
(company-wide, individual, etc)
x May be inaccessible to certain
demographic groups
Source
1 https://www.hootrides.com/
2 https://marintransit.org/routes/cxt
3 https://www.metro.net/projects/mod/
4 https://www.icommutesd.com/vanpool/vanpool
5 https://rideamigos.com/ , https://www.waze.com/carpool/ , https://www.metropia.com/













 
















A-13

Appendix A | September 2022
Carshare
Name &
Location Mode Description Benefits Limitations
Car2Go, San
Diego1
App-based
carsharing
International company: round-
trip car sharing - reservable via
app. Fuel and insurance
included. May be returned to
other designated 'Car2Go'
parking areas within the service
area. Service in San Diego
ended 2016.
x All electric fleet
x Available 24/7
x One-way trips allowed
x Limited service area
x Limited range of electric vehicles
x Fleet/vehicle availability limited at peak hours
Zipcar, San
Diego2
App-based
carsharing
Round-trip car sharing -
reservable via app. Fuel and
insurance included. Must be
returned to the same place as
picked up.
x Fuel and insurance included
x No service area limit
x Inexpensive: $9-15 per hour
x Available 24/7
x No one-way trips
x Monthly or annual membership fees
x Requires driver license
x Per-day mileage limits
x Fleet/vehicle availability limited at peak hours
Getaround,
General3
Peer-to-peer
carsharing
service
Connects those who are looking
to share their car with those
that are looking for car rentals.

Cars are booked through the
Getaround app and can be
rented for as little as an hour or
for full days.
x Allows for users to make money off
of unused cars
x Provides short-term flexible
transport
x Variable availability depending on drivers,
locations, time of day
x Variable prices
Innova EV,
General4
One-way car
rentals
Allows users to reserve 2 seat
Dash electric vehicles via an
app and operate them in a
designated geofenced area.
x Zero-emissions electric vehicles
x Easy to find x Limited service area
Our
Community
Carshare,
Sacramento5
Membership-
based car
sharing
A membership-based service
where residents of certain low-
income communities can
reserve electric vehicles.
x Targets an underserved
demographic
x Zero-emissions electric vehicles
x Short-term flexible transport
x Limited service area
x Variable availability depending on locations and
time of day