| i. | Background | |
|
ii. | Acknowledgments | |
| I. | Mission | |
| II. | Guiding Principles | |
| III. | SWOT Analysis | |
| IV. | Market Analysis | |
| V. | Target Markets | |
| VI. | Regional TDM Marketing | |
| VII. | Tracking and Evaluation |
Why was this plan created?
This plan was created in response to a desire to coordinate marketing
efforts for alternative transportation in San Diego. This working
plan is consistent with the Caltrans' Statewide Strategic Marketing
Plan and is eligible for funds from Caltrans Office of Traffic
Demand Management for regional marketing activities. The Statewide
Strategic Marketing Plan policies are as follows:
Partnerships
Marketing activities must be developed in partnership with other
transportation providers and related agencies in the region to
promote an intermodal system and maximize marketing effectiveness,
while recognizing the reality of the various services' availability
and accessibility in the region.
Consumer Information System
A regional consumer information system must be established and/or
maintained that provides convenient, quick, and complete answers
to consumers when they respond to a call-to-action from a campaign.
Research and Evaluation
Consumer research must be utilized to identify specific, target
audiences to be approached via messages tailored to those consumers
most likely to sample or repeat use of the product being promoted.
Evaluation of each marketing activity must be conducted as part
of that activity in order to determine its effectiveness and continually
improve future marketing activities.
Creative Umbrella
Creative elements in all activities and campaigns must have a
clear call-to-action.
What is this plan all about?
A strategic process for marketing transportation alternatives
in San Diego--that's what this plan is about. The RPM began with
research which indicates "who is the audience and what do
they want?" The RPM then reviewed the products available
to meet the consumers' needs and desires. Based on those findings,
marketing activities were developed, along with recommended product
enhancements or additional consumer research. Finally, the RPM
proposes to evaluate the marketing activities in order to improve
the transportation products and enhance future marketing efforts.
Who was involved in creating the plan?
Fortunately in the San Diego region, a partnership was already
in place--the San Diego Marketing Alliance for Ridesharing and
Transportation (SMART). Rather than create a duplicative partnership,
Caltrans OTDM utilized this existing body to develop this regional
marketing plan. SMART was formed with representatives from Caltrans
District Offices, regional planning agencies, transit and rail
agencies, transportation management associations, and other transportation
service providers, working in cooperation to develop and promote
marketing strategies for alternative transportation. Participants
are identified and acknowledged on the following pages.
How will it be used?
This plan is a strategic planning document for use by San Diego
transportation providers. It is dynamic, to be added to and modified
over time as needed by the regional partnership. It sets out
guidelines for the marketing activities within the plan and for
evaluating those activities. And as described above, it gives
Caltrans OTDM a context for evaluating allocation of funds, by
demonstrating consistency with their Statewide Strategic Marketing
Plan policies.
A brief summary.
The SMART committee met on a regular basis over the past year
to develop this plan for coordinating regional marketing efforts.
They formulated the mission statement and guiding principles
to focus their goals and determine their target audience(s) for
marketing activities. An analysis of the region's strengths,
weaknesses, opportunities and threats for alternative transportation
was completed, based on available consumer research, products,
capacity, placement, and pricing of alternative transportation
in the region. Additionally, SMART created an approach to strategic
marketing which includes very targeted geographic- and mode-specific
marketing activities.
The targeted marketing approach is described in detail in the
Section "Target Markets." Based on a series of criteria--from
congested corridors to employment density to existing marketing
agents to availability of products that are competitive with driving
alone, two target markets emerged as primary employment centers
which are impacted by congested corridors and have good alternative
transportation products: Centre City and North City.
The plan also includes an evaluation component which responds
to Caltrans strategic marketing policies. Because the activities
have not yet been conducted, this section generally outlines the
agreed-upon approach for evaluation of marketing activities.Special
thanks to the following individuals who devoted significant time
and resources to the development of this plan:
Jan Cortez Program Director
American Lung Association
Anne Cooley Dash Principal
Dash Associates
Richard Dial TDM Projects Manager
Coronado TMA
Michelle Fell* Associate Transportation Planner
Caltrans TDM Branch Services, District 11
Alison L. Fisher Executive Director
San Diego TMA
Indra Gardiner Principal
Bailey/Gardiner Creative Communications
Bob Goggin Public Information Manager
Air Pollution Control District
Kevin Ham Executive Director
Coronado TMA
Emily Hopkins Public Information Officer County Transit
System
Nancy Irwin Community Relations & Advertising Manager
San Diego Transit
Kim Kawada Associate Regional Planner for TDM
San Diego Association of Governments
Stephanie Lewis Associate Regional Planner for TDM
San Diego Association of Governments
Mark L. Lowthian Manager of Public Information
San Diego Transit
Curt Lutz Membership Development Manager
North City San Diego TMA Network
Nicholas Ramfos Senior Regional Planner for TDM
San Diego Association of Governments
Amy Pat Rigney Government & Community Relations Assistant
Zoological Society
Julie Summerford Program and Membership Director
San Diego TMA
John Turner* Senior Public Information Officer
City of San Diego, TDM Division
Vagadu Varda Associate Transportation Planner
Caltrans TDM Services Branch, District 11
Anne-Catherine Vinickas Marketing Manager
Metropolitan Transit Development Board (MTDB)
* No longer at this positionTo provide
a regionally coordinated public and private sector cooperative
approach, and to conduct and evaluate alternative transportation
marketing in San Diego that is creative, cost-effective, based
on consumer needs and benefits, and directed at specific, competitive
products and services designed to reduce driving alone while maximizing
use of alternative modes.Single Thought--Convenience
We must be able to effectively promote our products and services
to the public as convenient. Based on consumer research, convenience
is the one aspect of services and products in San Diego that will
persuade target commuters to reduce driving alone. Although convenience
means different things to different people, these products must
be able to provide comparable time-savings and efficiency of trips
at an acceptable cost.
Based on this vision, we expect to achieve a more convenient,
intermodal, user-friendly system in the next 5 to 10 years.
The primary means for making this system more convenient is the
use of new technology.
Our image and look reflects a convenient, flexible commuter service.
What we do and don't want to do.
Things we want to do to meet our mission are:
One thing we don't want to do is general awareness campaigns for
alternative transportation products where results cannot be tracked.Introduction
This section provides a detailed review of the Strengths,
Weaknesses, Opportunities, and Threats for
Transportation Demand Management in the San Diego region. First,
the available consumer research is summarized, providing information
about specific alternative transportation products in San Diego,
or about behaviors and attitudes towards alternative transportation.
Then a review of San Diego's alternative transportation products
is given. Using this information, the various transportation
related agencies in San Diego assessed the region's strengths,
weaknesses, opportunities, and threats. When the available products
are reviewed in light of consumer research and the local experts
assessment, the viability of the various alternative transportation
products is more clearly defined and can be better marketed.
Consumer Research
In order to design an effective marketing plan, we must first
identify our target audience--their commuting behaviors, attitudes,
and perceptions about transportation and commuting modes. Following
are pertinent highlights from available consumer research conducted
from 1993 - 1995 by the regional marketing partners as noted.
The deliberate inclusion of each of these summaries in the marketing
plan serves a consistent purpose: to help us develop and refine
effective marketing strategies, as well as marketable transportation
products that consumers desire and will use.
Not each piece of research will be relevant to each marketing
promotion identified in this plan or in future editions of a regional
plan. However, all available consumer research is summarized
as a resource for the regional partnership.
Differences in report conclusions do not signify competing or
contradictory results. Rather, they indicate differences in each
research projects' scope, objectives and methodology.
Some research projects are conducted to tell a story a while others
are conducted to give advice. For example, the TDM Communications
and Marketing Materials Assessment and Development, the Commuter
Computer Employer Survey and the Commuter Monitor are inherently
strategic. Each study is designed to evaluate marketing products
and promotions with a goal of conducting increasingly effective
campaigns and creating increasingly desirable products (they "give
advice"). Other projects, such as the June 1995 Placement
Rate Study and the Household Travel Study, are more descriptive
in nature (they "tell a story").
If there are differences with respect to a product or the persuasiveness of various messages, these differences will be reviewed and a determination of relevancy and usefulness made at the time of the detailed promotional planning. If further research is necessary, it will be recommended.
OCTOBER 1995
Information Delivery System (IDS) Feasibility Study
SANDAG
This study inventories existing transportation information systems and evaluates their ability to meet San Diego consumer and user information needs. The study also identifies significant state, local and national policies impacting systems, and examines relevant systems in other regions. As of July 1995, the study had identified potential IDS alternatives for the San Diego region, and provided evaluation criteria and weighting schemes for selecting an alternative. The goal of the IDS study is to provide coordinated and effective transportation information delivery system for the San Diego region. A final report will be completed by October 1995.
SEPTEMBER 1995
Household Travel Study
SANDAG
This survey is intended to collect data to:
The last Household Travel Survey was conducted in 1986, and revealed
that average weekday household trips had a vehicle occupancy of
1.4. The survey also showed that the average number of vehicles
owned per household had increased more than 50% since 1966 to
two vehicles per household.
Finally, the 1986 survey showed that trips by auto steadily increased over the 1966 and 1977 surveys.
AUGUST 1995
Commuter Computer Employer Survey
SANDAG
In May 1995, SANDAG conducted the Commuter Computer Employer Survey
to find out about employers' use of, and satisfaction with, the
products and services provided by Commuter Computer to implement
employee transportation programs. The survey included all employers
with 50 or more employees within the City of San Diego, and employers
with 100 or more employees in other areas outside of city limits.
A total of 1,053 surveys were mailed. A response rate of 53%
(557 completed surveys) was achieved. Some key survey findings
are provided below:
Respondents were also asked to rate the effectiveness of the Commuter Computer in helping employers develop and implement employee transportation programs.
Compared to the results of the 1994 Employer Survey, the 1995
results reveal a lower percentage of respondents rated Commuter
Computer "very effective" or "somewhat effective;"
a higher percentage rated it "not effective;" and a
greater percentage of respondents in the 1995 survey had no opinion
about Commuter Computer's effectiveness.
Respondents were also asked about which materials they would use to promote their employee transportation programs. Of those responding, slightly more than half (54%) said they would be "very likely" to use posters. A smaller percentage of respondents (45%) stated they would be "very likely" to use informational brochures and fact sheets.
In addition, respondents were asked the question, "What are
the most important transportation issues effecting your organization
today?" A list of specific issues were provided, and respondents
could circle any of those listed, or could provide issues of their
own. Eight of ten respondents (80%) indicated at least one important
transportation issue facing their organizations. The three issues
most often cited by respondents were parking (30%) and traffic
congestion (30%), followed by varied work hours/multiple shifts
(19%).
The percentage of responding organizations who cited either parking,
traffic congestion, or varied work hours/multiple shifts as important
employer issues, generally increased with employment size. Of
the 30% of responding employers who identified parking as an important
issue, 25% had less than 100 employees, 35% had between 100 and
199 employees, and 40% employed 200 people or more.
JULY 1995
TDM Communications and Marketing Materials Assessment and Development
SANDAG
This project included a compilation and assessment of existing
TDM Program collateral materials, focus group research, and development
of a new TDM portfolio. The focus groups consisted of regulated
and non-regulated employers, current TDM program users, and non-TDM
program users.
The first phase of the project (compilation and assessment of
marketing materials, and focus group research) was completed on
July 7, 1995. Marketing materials were provided by TDM-related
agencies including Commuter Computer; Caltrans; the Air Pollution
Control District (APCD); the California Lung Association; three
of the four regional Transportation Management Associations (TMAs);
and transit providers, including the Metropolitan Transit Development
Board (MTDB), San Diego County Transit System, and North County
Transit District.
The focus group research revealed that the broad array of marketing
materials available was unfamiliar to both ETCs and commuters.
ETCs, in general, are confused over the status of the TDM Program,
and the role of SANDAG and Commuter Computer in providing marketing
assistance and support. Focus group participants also stated
that concerns about air pollution would not be enough to motivate
them to alter their commute mode.
Based on team analysis and the focus group research, the project
findings are:
1. There is a clear need for regional coordination of marketing efforts.
2. Distribution of materials is erratic and not widespread.
3. There is no single recognized source or sponsor of commute-related information and marketing programs.
4. The message that automobiles pollute is well-known and not particularly motivating.
5. Messages that have personal relevance are likely to be more effective in motivating the changes in commute behavior.
6. Basic promotional materials are needed to address Spanish-speaking commuters, and possibly Tagalog-speakers as well, but these should not be direct translations of English-language materials.
7. There are few existing materials that will be suitable to induce
employers to participate in voluntary work site TDM programs.
The second phase of the project -- the development of a new TDM marketing materials portfolio -- will be completed later in 1995.
JUNE 1995
TDM Overall Work Program Focus Groups
SANDAG
This project was designed to gather input from all groups that
would be effected by projects in the 1995-96 TDM Program OWP.
Focus groups were made up of current program users, potential
users, regulated and non-regulated employers, and representatives
from TDM -related governmental agencies. Each group was asked
to review and evaluate three program concepts.
Programs receiving an overall very positive response were:
Programs that received a positive response were:
Programs receiving a negative response were:
Focus group participants also provided feedback on other TDM-related
topics, particularly transit. Participants did not see transit
as a viable alternative to driving alone due to time effects.
Concerns for personal safety were also raised. The most requested
improvements were for increased frequency of service, and expanded
service in both hours of operation and geographic coverage.
Participants were also asked to rate their level of awareness of Commuter Computer. Regulated employers had the highest awareness of Commuter Computer services. Non-regulated employers were less aware of the program, and potential users had the lowest awareness of all the groups.
JUNE 1995
Placement Rate Study
SANDAG
The purpose of this survey was to determine the TDM Program placement
rate, which is defined as the percentage of individuals who requested
and received rideshare matchlists from Commuter Computer within
a specified period, and who changed their travel behavior to a
non-SOV commute mode. The study included a random sample of 667
individuals who requested and received rideshare matchlists from
Commuter Computer between January 1 and March 31, 1995. A telephone
survey was conducted in May, and 411 surveys were completed.
The placement rate study previously conducted in 1994 indicated
a:
The 1995 study revealed a:
The results of the 1995 placement rate study indicate that occasional
carpooling is the most prevalent TDM alternative to driving alone.
Carpooling with family members was a key characteristic of those
carpools.
Bus, trolley and train riders increased over 1994 survey results.
Although the number of commuters represented in the survey sample
is too small to be statistically significant, this may be a trend
to monitor in future surveys.
Trip length and household income also appear to influence mode selection with the exception of bike riding. Again, the number of respondents in each mode is too small for statistical significance, but it may also be a trend to monitor.
San Diego Commuter Research Project
City of San Diego
The City of San Diego sponsored a marketing research project which
provided the first county-wide, in-depth analysis of commuter
market opportunities in San Diego. Focusing on the potential
markets for transit and carpools, the project profiled current
and potential users and defines the most effective strategies
to convert potential users to transit and carpools.
The study used two methods to gather data: a randomly selected
survey of commuters, and focus groups with potential users. The
regional commuter survey was prepared to provide statistically
valid results in each of six sub-areas, with a minimum of 2,400
interviews conducted region-wide.
The results show:
Of transit commuters, most are:
Of carpoolers:
The analysis of the potential markets show that 25% of current
SOV users are potential transit users, and 51% of current SOV
users are potential carpool users. A clearly stated need for
both potential groups is "arriving on time" which is
more important than most other factors, including travel time
or cost.
The potential transit commuter group desires better service than
is presently available, more direct routing, and increased frequency.
Access to service (home or work) is also an issue. Significantly,
the potential transit commuter market is notably different in
household income, occupation, gender, and age than the present
transit commuter. The study also concluded that the potential
transit commuter is most likely to be male in a managerial or
other professional occupation.
May 1995
San Diego Commuter Research Project -- continued.
City of San Diego
The study also noted that the key to increased participation in
carpooling is to make it easier to find riders. Economic appeals
and incentives (such as lower auto insurance and gasoline discounts)
continue to have sizable motivating appeal to this group.
May 1995 (from data collected in the fall of 1992)
CALTRANS Consumer Segmentation Research, Phase I
Summary of Key Findings
The primary purpose of this research project was to determine
within the target consumer market those who would be most likely
to try alternatives to driving alone.
Target Markets
Despite the target markets' desire to use alternative modes, actual
usage is minimal. This reinforces previous findings that current
alternatives do not meet consumer needs and expectations.
Summary of Findings
JULY 1994
MTDB Transit Rider Opinions Focus Groups
Focus group participants were transit riders. Perceptions and
attitudes toward budget problems and suggestions for acceptable
responses to budget problems were addressed.
Topics included:
I. Level of Understanding
II. Managing the System
III. Communication
IV. Other Comments
1994-1995
Caltrans Baseline Surveys
San Diego Region
Existing stated commute patterns:
| 1994 | 1995 | |
| SOV-daily | 80% | 81% |
| SOV 3 - 4 times a week | 65% | 68% |
| Alternative mode less often | 11% | 10% |
| Alternative mode 3 - 4 times a week | 6% | 5% |
| Alternative mode daily | 9% | 9% |
Percentages of commuter categories likely to try alternative modes (1994 data):
20% SOV-daily
38% SOV three to four times a week
52% alternative mode less often
61% alternative mode three to four times a week
66% alternative mode daily
There is a strong correlation between experience with an alternative
mode and willingness to sample alternative modes. The more commuters
use alternative modes, the more likely they are to try other modes.
16% of commuters are likely to call for information; 40% are
not likely to call for information about alternative modes.
Perceptions:
Driving alone is viewed as more expensive than carpools, buses and trolley.
Driving alone is seen as less stressful than other modes.
There is a perception that trolleys and buses are crowded.
MARCH 1994
Caltrans Commuter Monitor
Pacific/West Communications Group, Inc.
Pacific/West conducted a survey on behalf of Caltrans which revealed
San Diego residents' attitudes towards commute alternatives.
The sample size was 1,000 respondents.
The following chart shows how the respondents ranked the following characteristics as best describing each mode. The respondents ranked the modes on a scale of one to seven with regard to each characteristics. A ranking of seven would reflect a perfect description and a ranking of one would mean that characteristic would not be at all descriptive. MARCH 1994
Caltrans Commuter Monitor--continued
Pacific/West Communications Group, Inc.
The numbers displayed in this chart indicate the average response.
| Clean | ||||
| Easy to Use | ||||
| Safe | ||||
| Reliable/On Time | ||||
| Flexible | ||||
| Convenient | ||||
| Expensive | ||||
| Fast | ||||
| Taken by People Like Me | ||||
| Stressful | ||||
| Crowded | ||||
| Confusing to Use |
1993-1994
SANDAG Bike to Work Day Survey
The following table summarizes the findings from Bike to Work
Day evaluations.
| 1993 | 1994 | |
| Survey response rate | 36% -- 5 months after event | 52% -- 3 months after event |
| Average age | 25 to 44 years (73%) | 25 to 44 years (74%) |
| Gender | 75% male | 73% male |
| Average commute distance | 10.1 miles | 9.8 miles |
| Average bike commute time | 41 minutes | 41 minutes |
| First time bicycle commuters | 12 % | 34 % |
| Percent of first timers continuing to commute by bike (retention) | 20% after 5 months | 20% after 5 months |
| Survey suggestions | Most common suggestion was greater publicity | Most common suggestion was greater publicity |
| Product problems | Too close to traffic, poor street conditions, busy intersections | Not asked in 1994 |
NOVEMBER 1993
Public Opinion Survey
Metropolitan Transit Development Board Study Area
SANDAG
This survey focused on public transit.
Average commute length is ten to 19 minutes one way (35%); followed
by a length of 20 to 29 minutes one way (24%).
Existing commute patterns:
Of note: bus riders fall on either extreme of the spectrum--either
they use buses often (more than once a week), or rarely (a few
times a year).
Of those surveyed:
The primary reasons people gave for not using public transit are:
Possible deterrents might be:
Transportation ranked low among a range of San Diego issues:
Perceptions about public transit:
NOVEMBER 1993
Public Opinion Survey--continued
Metropolitan Transit Development Board Study Area
SANDAG
On issue of safety:
JUNE 1993
Public Opinion Survey
NCTD Study Area - SANDAG
This survey focused on public transit and commuter rail.
Average commute length is 25 minutes one way.
Existing commute patterns:
Public transit:
The primary reasons people gave for not using public transit:
The primary perception towards public transit is that it is for
those who need it, not for those who have an alternative
mode of transportation, as a discretionary choice.
Specifically for commuter rail:
Regional Profile Analysis
Products, Capacity, Placement, and Pricing
In the San Diego region (which includes San Diego and Imperial
Counties), the current transportation system includes a network
of freeways, two light rail lines, and several bus systems. Approximately
35-40% of all vehicle trips use the freeway system (SANDAG, 1993).
In this region, all of the freeway congestion occurs in San Diego
County. Route 15 (in both directions) accounts for 57% of the
region's total vehicle hours of delay. Delays on Route 15 increased
substantially from 1,805 hours in 1991 to 15,087 hours in 1992.
Southbound Route 5 is the second most congested freeway in the
region with 5,574 hours of delay annually.
Available alternative transportation products for the San Diego region include:
Also included in this discussion are miscellaneous product or
service enhancements.
1. CARPOOLS AND VANPOOLS
Carpools are the second most popular form of commuting (13.8%)
after driving alone (71%). As shown in the following table, 80.5%
of the carpoolers, representing 11.1% of all workers, participate
in a two person carpool.
NUMBER OF COMMUTERS IN CARPOOLS
|
Carpool | % of
Carpoolers | % of All Workers |
| 2 persons | 80.5% | 11.1% |
| 3 persons | 12.8% | 1.8% |
| 4 persons | 4.0% | 0.5% |
| 5 persons | 1.1% | 0.2% |
| 6 persons | 0.5% | 0.1% |
Source: U.S. Census, 1990
Vanpooling is typically defined as seven to 15 persons commuting
together on a regular basis and sharing expenses. U.S. Census
data (1990) indicates that 0.1% of workers in the San Diego region
utilize vanpools. There were 83 vans operating in San Diego in
1994, compared with 63 vans in 1993. According to the City of
San Diego only 2.8% of employers with more than 60 employees offer
vanpool programs. However, companies do receive subsidized funding
for the use of the vanpool alternative. Those commuters choosing
to vanpool receive funding administered by SANDAG and APCD in
the amount of $300-$500 per vanpool, per month. The average commute
distance varies according to each vanpool. As an example, North
City TMA's vanpool fleet currently averages 88 mile per round
trip each day (North City TMA, Feb. 1995). The average vanpool
ridership is 13.27 people (Commuter Computer, 1994).
Carpools and vanpools can operate throughout the freeway and arterial
system region wide. There are currently four HOV facilities,
and many on-ramps, that offer reduced travel time through lanes
dedicated to carpool, vanpool, or bus use.
HOV Lanes
In San Diego, there are 20.2 miles of HOV lanes, including a 19.6
mile two-lane reversible HOV facility located on Interstate 15
between the State Route 163 and Route 56. These lanes are used
by southbound carpools, vanpools, buses and motorcycles between
6 and 9 AM, and by northbound traffic between 3:00 p.m. and 6:30
p.m. State Route 163 has a 0.4 mile bus only lane. HOV lanes
are also available on the Coronado Bridge and at the Mexican border.
The HOV lane at the US/Mexico border is used so heavily that
it is restricted to vehicles with four or more passengers. Caltrans
and SANDAG are examining the feasibility of adding additional
lanes to the San Diego HOV system (Caltrans, 1993; SANDAG, 1993).
EXISTING HOV LANES
| Location | Type | Miles | Opening Date | Users | Hours of Operation |
| Route 15
Route 163 to Route 56 | 2 Lane Reversible |
8.4 | 1988 | 2+ HOV, motorcycles | SB: 6 - 9 a.m. NB: 3 - 6:30 p.m. |
| Route 75 Coronado Bridge | Bridge | 0.1 | Not Available |
2+ HOV | 24 hours |
| Route 163
A Street to Route 5 | Transit | 0.4 | 1975 | Buses Only | 24 hours |
| I-5
Mexico to United States port of entry | Gates | 0.1 | 1991 | 4+ HOV | 24 hours |
Source:
Caltrans, 1993.
Park-and-Ride Lots
Located in mostly suburban San Diego County areas, approximately
60 Park-and-Ride lots provide a meeting place for carpools and
vanpools. Transit services are also provided at many lots. While
many Park-and-Ride lots are located in State right-of-way adjacent
to freeways, some Park-and-Ride lots operate on non-Caltrans property
(e.g.; Churches, county and city property, and at community centers).
San Diego Park-and-Ride lots are operating at 37-42% capacity.
Because Park-and-Ride lots are developed based on what property
is available, not necessarily the best location, some Park-and-Ride
lots at prime locations are filled to capacity, while others are
underutilized. Park-and-Ride lots also exist at some Trolley
and Coaster stations.
PARK-AND-RIDE LOTS
| County | Lots | Spaces | Spaces Used | % Used |
| San Diego | 60 | 3,200 | 1,184-1,344 | 37-42% |
Source: Caltrans, 1995.
2. BUS OPERATIONS
Overview
According to on-board surveys conducted in 1985 and 1990, there
are now more "choice" riders (transit riders with a
car available) using public transit (SANDAG, 1993). In 1993, both
the North County Transit District and Metropolitan Transit Development
Board conducted transit surveys. Generally, most commuters are:
not familiar with available transit services; perceive public
transit to be inconvenient; and perceive services to be only for
those who do not have cars or whose cars are not operating.
In San Diego, the attitude toward transit seems to be often based
on perception, not actual experience. In the MTDB service area,
44.9% of the 1,790 survey respondents actually used public transit
in the previous 12 months. In the NCTD area, only 24% of the 1,618
respondents had taken public transit in the previous 12 months,
with over 60% of the respondents stating that they had not used
transit in the past five years (MTDB, 1993; NCTD, 1993).
MAJOR TRANSIT PROVIDERS
| Transit Agency | # of
Buses | Bus Routes | Light Rail Vehicles | Daily Boardings |
| MTDB | 484 | 77 | 71 | 165,834 |
| NCTD | 151 | 29 | 0 | 31,494 |
Source: MTDB, 1993, 1995; NCTD, 1993,1995.
The San Diego region is served by a number of transit operators offering a variety of transit services. The region's public transit services are generally provided by two different transit authorities. The North San Diego County Transit Development Board operates the North County Transit District (NCTD). The Metropolitan Transit Development Board (MTDB) operates the Metropolitan Transit System, a federation of transit operators including eight fixed-route systems and the San Diego Trolley. Together, the region's fixed-route operators use more than 700 vehicles to carry over 70 million passengers per year (SANDAG, 1993). These carriers operate 106 bus routes and two light rail routes with an average daily ridership of 201,000. Since 1983, transit ridership has steadily increased (SANDAG, 1993). In the last five years, bus ridership has increased significantly and rail ridership has more than doubled. However, during the past year, transit ridership remained unchanged.
1993 MODE SPLIT BY TRANSIT SERVICE AREA
| 1990 Census | NCTD | MTDB | |
| Drive Alone | 71.0 | 78.0% | 73.9% |
| Vanpool/Carpool | 13.8 | 14.0% | 10.9% |
| Public Transit | 3.2 | 3.0% | 6.9% |
| Walk | 4.5 | 2.0% | 3.8% |
| Bicycle | 0.9 | 1.0% | 2.8% |
| Other | 6.6 | 1.0% | 1.7% |
Source: MTDB, 1993; NCTD, 1993
Buses operate on a fixed route system established by the transit agencies according to rider needs. In addition to local fixed route service, there are Express Buses operating in the region with limited stops and serving specific corridors. The monthly cost for a Local Bus or Express bus pass averages between $49 to $72. A Local bus pass includes trolleys and some Express buses. With few exceptions on the most popular routes, there is capacity on both fixed route and express buses.
Agency by Agency Review
Metropolitan Transit Development Board (MTDB)
In the MTDB service area, 6.9% of all commuters use public transit (MTDB, 1993). Even with a drop in operating funds, increased unemployment, and the relocation of businesses from San Diego's Centre City to suburban areas, MTDB ridership has remained steady (SANDAG, 1993; Kunz, 1993). In Fiscal Year 1993-1994, fixed operators served 51.7 million revenue passengers, with average daily boardings of approximately 166,000 passengers (MTDB, 1994). MTDB oversees the Metropolitan Transit System (MTS) which includes Chula Vista Transit (CVT), the South Coast Organization Operating Transit (SCOOT), National City Transit (NCT), San Diego County Transit System (SDCTS), San Diego Transit Corporation (SDTC), San Diego Trolley, Inc. (SDTI) and various contract routes. MTS encompasses about 570 square miles in the southwestern section of San Diego County and includes about 73% of the total County population. San Diego Transit and San Diego Trolley are the largest MTS operators.
San Diego Transit Corporation (SDTC)
The SDTC is the largest public bus operator in the region and
has a fleet of 306 buses. It operates over 635 miles covering
nine regional routes and 24 local routes, mostly within the City
of San Diego (SDTC, 1995). Daily boardings average 106,000 people
per day, equaling 33 million people annually, with fares ranging
between $1.50 and $2.25.
North County Transit District (NCTD)
Compared to MTS, NCTD serves a much more dispersed suburban population
that results in a lower transit mode split of 3%, compared to
MTS transit share of 6.9%. During the past five years, total ridership
increased by 18.3%, peaking in 1991. Since then, NCTD has experienced
a slight drop in ridership. In 1993, average daily ridership was
30,494 (NCTD, 1994). This slight decrease in passengers could
be explained by a weak local economy, and reduced military deployment
at Camp Pendleton (NCTD, 1993).
The North County Transit District (NCTD) operates 29 fixed routes
and 151 buses in the northwest section of San Diego County. Operating
on 15 to 60 minute peak hour headways, NCTD operates routes that
are within a 1/4 mile distance from 62% of the housing units within
its service area. One way fares range from $0.85 to $1.25.
3. RAIL OPERATIONS
Overview
In San Diego, current rail transit includes the San Diego Trolley
System, the Coaster coastal corridor commuter rail service, and
Amtrak intercity service.
Currently, the San Diego Trolley system covers 38 miles on two
routes, the South and East Lines. The LRT system will eventually
encompass nearly 113 one-way miles. The Santee Segment of the
East LRT Line opened in August 1995. The Old Town Segment of the
North LRT Line is scheduled to start in late 1995.
The MTDB and NCTD have implemented a new commuter
rail line, the Coaster, between Oceanside and San Diego. The
route includes six AM peak Southbound trains and six PM peak Northbound
trains. The San Diego coastal corridor trains have direct connections
with the commuter rail service operating between Oceanside and
Downtown Los Angeles.
| EXISTING RAIL SYSTEM
Route | Type | Length (Miles) | Opening Date | Daily Boardings |
| San Diego Trolley
(South and East Lines) | Light | 34 miles | 1981 | 71,000 |
| San Diego Trolley (East Line extension to Santee) | Light | 3.6 | August 26, 1995 | 650 |
| Coaster (Oceanside to Downtown) | Commuter | 43 | 1995 | 2,000 |
| Amtrak San Diegan/
San Diego to Los Angeles | Intercity | 129 miles | 1971 | 1,711
|
Source: Caltrans, 1993; San Diego Trolley, 1994, 1995; NCTD, 1995.
NEW RAIL PROJECTS UNDER CONSTRUCTION
|
Route | Type | Length (Miles) | Opening Date |
| Trolley North Line (County, Old Town and Mid-Coast) | Light | 14.6 | 1995 |
Source: SANDAG, 1993; MTDB, 1993, Commuter Computer, 1994; NCTD, 1994.
Agency by Agency Review
San Diego Trolley, Inc. (SDTI)
SDTI operates two light rail lines seven days a week, the 16.2
mile South Line between Centre City and the International Border
and the 18.2 mile East Line between Centre City and El Cajon,
pursuant to an operating agreement with MTDB. The East Line extension
to Santee opened for service in August 1995, bringing total mileage
on the East line to 21.8. SDTI has 71 vehicles that run at seven
to 15 minute headways during peak hours. SDTI is expanding its
fleet to 123 light rail vehicles (Kunz, 1993). The one way fare
is between $1.00 and $1.75, depending on distance traveled; seniors
and disabled fare $.75; children under five free (MTDB, 1995).
During the past year, SDTI average daily weekday boardings decreased
from 48,000 to 40,000. During special events, daily boardings
can be as high as 73,000 (SDTI, 1994).
North County Transit District (NCTD)
The Coaster commuter rail covers the coastal region with service
between Oceanside and San Diego, and offers a direct connection
with the commuter rail service operating between Oceanside and
downtown Los Angeles. The Coaster travels 43 miles one way, with
an estimated travel time between Oceanside and downtown San Diego
of 55-60 minutes. Cost of the Coaster between Oceanside and
San Diego is $3.25 one way, $6.20 for round trip, with an average
monthly cost of $90. The Coaster is designed to accommodate 136
people sitting and 230 people standing, but capacity has reached
400 people per car (NCTD, 1995). Most lines operate with four
cars at a time. Coaster amenities include restrooms, drinking
fountains, work tables, bike racks, and wheelchair accommodations.
Current daily ridership is approximately 2,000 commuters. There
is available capacity during peak hours.
Amtrak (INTERCITY RAIL)
Amtrak operates 20 intercity trains in San Diego, Orange and Los
Angeles counties. In San Diego, average daily ridership is 1,711
(Caltrans, 1993). An unlimited use monthly pass between San Diego
and Los Angeles is $444 (1-800-USA-RAIL, 1995).
4. FERRY
In April 1993, SANDAG started a commuter ferry service, with seating
for 125 to 175 people. During the third quarter of 1993, average
daily ridership for the ferry was 126 people. This represented
a 10% increase in ridership over the second quarter of 1993 (Coronado
TMA, 1994). The weekday service operates from the Broadway Pier
in the San Diego Centre City to North Island Naval Air Station
and the Old Coronado Ferry Landing (SANDAG, 1993). The ferry
is free in conjunction with Coronado bridge tolls. There is a
two dollar charge, one way, to Ferry Landing during non-peak and
weekend hours (SANDAG, 1995).
5. TELECOMMUTING
The City of San Diego estimated that in 1993, 24.9% of employers
with more than 60 employees offered telecommuting programs. In
1992, only 10% offered telecommuting programs. Pilot programs
have been tested at the City and County of San Diego, Home Fed
Bank, Caltrans District 11, and the Loral Clinic.
There are four telecenters in this area, located in Coronado,
Chula Vista, and El Cajon.
This product includes home based telecommuting and telecommuting from telecenters. As suggested by its name, home based telecommuting involves an employee working out of his or her home, thereby eliminating their commute trip(s). This "commute" option generally requires not only the choice of the commuter, but the consent of the employer to the mode choice.
6. BICYCLING/WALKING
U.S. Census figures (1990) indicate that 4.5% of San Diego workers walk to work, a relatively high figure partly attributable to the large military and student populations in the area. Census data also reveals that 0.9% of commuters bicycle to work. The existing bikeway system consists of about 600 miles of bikeways in the San Diego region. There are approximately 1,300 bicycle lockers at employment sites, transit stations, and Park- and-Ride locations. Managed by Caltrans, the lockers are free but require a $10 refundable key deposit. SANDAG also sponsors an annual San Diego Bike to Work Day promotion/event. There are six bus/bike rack service routes in the region to facilitate a combined bicycle-bus commute. Bicyclists are currently allowed to take their bikes aboard the San Diego Trolley during non-peak commute hours with a permit, and the Coaster at all times (MTDB, 1991; NCTD, 1995). Based on information collected by the City of San Diego, 51.4% of employers with more than 60 employees offer bike racks and 51.2% have showers and lockers. Current bicycling and walking capacity is unlimited.
MISCELLANEOUS PRODUCT OR SERVICE ENHANCEMENTS
Parking Management
There are varying charges for parking in the Central Business District (CBD). However, a survey conducted by SANDAG in 1987, shows that 98.3% of commuters in this region did not pay for parking. City of San Diego data on employers with more than 60 employees shows that 20.8% offered preferred parking for carpool participants.
Guaranteed Ride Home (GRH)
The City of San Diego estimates that 25% of employers with more than 60 employees offered GRH programs in 1993. Several TMA's offer GRH programs, including the San Diego TMA, the North City TMA, and the Coronado TMA.
The San Diego County Transit System currently offers all monthly pass riders of the commuter bus services the use of an on-demand "around the clock" shuttle service to meet emergency needs. The rides are free to monthly users. In an emergency, a rider can arrange for a ride within 30 minutes. SANDAG is also planning to initiate an Emergency Ride Home program in 1995-1996. This program will most likely start on a limited basis and expand countywide if successful.
Alternative Work Schedules (AWS)
In 1993, based on data from the City of San Diego, 26.5% of employers (with more than 60 employees) offered compressed work weeks, and 72% offered flex-time.
In 1992, 42.3% of employers with 50 or more employees offer compressed work week schedules. A total of 71.9% offered flexible start times. The reported decrease of employers offering compressed workweeks from 1992 to 1993 could be a function of faulty data collection (Interview with Ed Plank, City of San Diego).
Student Programs
Over 80 elementary and secondary schools have been actively participating
in a rideshare program for several years. In February of 1995,
SANDAG increased participation to include 500 elementary and secondary
schools throughout the region. By the end of the fiscal year,
over 10,000 matchlist applications were received from students
and parents.
In fiscal year 1996, SANDAG will be further developing "SchoolPool" program with collateral material and follow-up contact with schools. SANDAG is also collaborating with the Air Pollution Control District (APCD) to incorporate air quality information in School Pool materials.
PRODUCT VIABILITY
The consumer research indicates that a significant segment of
the population would consider using alternative modes of transportation.
Reasons identified for not using alternative modes include:
Conversely, to be a viable product, alternative transportation
must be comparably fast with direct routing, safe, and have frequent
enough service to accommodate riders schedules on time. Specific
to ridesharing, consumers want an easy way to find ridesharing
partners--even easier than the current matchlist system.
Congestion in the San Diego region is limited to specific corridors.
Commuters are currently voicing no mass opposition to traffic
congestion countywide, and therefore there is less of an incentive
to try alternative modes. Comparing the existing products with
consumers' desires, it is evident that certain products are more
viable than others.
Strengths
Carpools, vanpools and buses can offer time savings through the
I-15 and the Coronado Bridge HOV lanes. Transit agencies have
express bus service that provides direct routing. New shuttle
services linking the Coaster to employment centers provides direct
routing with frequent service to accommodate schedules. The Trolley
is extending service to reach commuters at their trip origin.
The climate is conducive to bicycling and walking, and certain
communities have employment and residential areas close enough
to facilitate a bike or walk commute.
Other strengths of the San Diego region are a single regional
telephone number to access ridesharing information and a transit
system that is integrated region wide with transferable passes.
Weaknesses
In addition to a lack of traffic congestion and limited products
that are competitive with driving alone, weaknesses for alternative
transportation include free employee parking--particularly in
Kearny Mesa; safety and security on some problem transit routes;
and a public perception that alternative transit "is not
for me."
Opportunities
Opportunities for marketing alternative transportation derive
from the existing direct route services, new products recently
introduced or coming on line (Coaster, Trolley extensions), and
enhanced products (shuttle service, guaranteed ride home service).
Major construction projects are a unique opportunity to take
advantage of corridor specific construction congestion as an incentive
to trial of alternative transportation. Retired seniors or other
volunteer forces may be used to address safety and security concerns.
Threats
Currently, the biggest threat to marketing alternative modes currently
is the recent elimination of the City's TDM ordinance. This coupled
with the change in air quality status from "severe"
to "serious" results in a message being sent to the
public that ridesharing is no longer needed or beneficial for
business. An additional threat is the San Diego Union
Tribune which is anti-rideshare and portrays only the negatives
of safety and security issues.
In summary, many of the products available in the San Diego region
are viable for certain segments of the commuting population (related
to specific corridors, communities and employment centers). This
marketing plan identifies and focuses on those products.Demographics
The San Diego region (San Diego and Imperial Counties) has 2,823,662
inhabitants, of whom approximately 1,001,900 are employed and
96% live in San Diego County (U.S. Census, 1990). Of these inhabitants,
about one million are commuters. San Diego County has experienced
significant population growth in recent years.
POPULATION AND JOB CHARACTERISTICS
| POPULATION | 2,823,662 | |
| Growth 1980 - 1994 (annual) | 2.7% | 2.2% |
| Growth 1990-1994 (annual) | 2.0% | 1.8% |
| White - 1990 | 64.1% | 57.4% |
| African-American - 1990 | 5.9% | 7.1% |
| Asian-American - 1990 | 7.3% | 9.2% |
| Hispanic - 1990 | 21.9% | 25.4% |
| Households - 1994 | ||
| Average Household Size - 1994 | ||
| Median Household Income - 1990 | ||
| Median Age - 1990 | ||
| JOBS - Wage and Salary Jobs - 1994 | ||
| Manufacturing - 1994 | 12.5% | 15.1 % |
| Services - 1994 | 28.9% | 27.4% |
| Trade - 1994 | 22.9% | 22.7% |
| Finance/Insurance/Real est. - 1994 | 6.2% | 6.3% |
| Government - 1994 | 18.9% | 16. 8% |
| Other - 1994 | 10.6% | 11.7% |
| JOBS PER HOUSEHOLD (approx.)
1994 | 1.04 | 1.15 |
Source: U.S. Census, 1980 and 1990. California Department of Finance, 1994.
Minority populations are projected to comprise 48% of the region's total population by the year 2015, up from 35% in 1990. Based on the 1990 U.S. Census, San Diego's largest minority group is Hispanics, who make up 21.9% of the population. African-Americans and Asian-Americans total 5.9% and 7.3% of the population, respectively. Non-Hispanic whites represent 64.1% of the total population (U.S. Census, 1990). During the next 25 years, the Asian/Other population will probably show the greatest rate of population change, up by about 135%. This ethnic group will be followed by the Hispanic and African-American populations, up by about 122% and 77%, respectively. By comparison, the non-Hispanic White population is projected to increase by only 27% (SANDAG, 1991).
Mode Split
The results from the 1990 Census show that most of the commuters in this region drive to work alone (71.0%). In comparison to the other study areas, the San Diego region has a substantial number of walkers (4.5%). This could be attributed to the large military and student population in the San Diego area.
While the region's transit mode split is low when compared to
other urban areas, it is similar to that experienced in other
more suburban areas, such as Sacramento. Mode split information
obtained from Commuter Computer San Diego for companies employing
100 or more employees and from the City of San Diego's Trip Reduction
Ordinance database is similar to the Census data. The following
chart shows this information.
MODE SPLIT
|
|
|
| Commuter Computer | |
| Drive Alone | |||||
| Carpool | |||||
| Transit | |||||
| Walk | |||||
| Bicycle | |||||
| Motorcycle | |||||
| Dropped off | |||||
| Vanpool/Bus-pool |
Commute Time and Distance
Based on the 1990 Census, the average commuting time in the region
is 22 minutes. The following table shows the travel time for commuters
in this region.
| Less than 5 minutes | 2.7% |
| 5-9 minutes | 10.0% |
| 10-19 minutes | 31.5% |
| 20-29 minutes | 22.7% |
| 30-44 minutes | 19.3% |
| 45-59 minutes | 5.0% |
| 60+ minutes | 8.9% |
The average commute trip is 11.5 miles (SANDAG, 1991). Only 13% of all commute trips are greater than 20 miles. Between 1977 and 1986, commute trips increased by 2 miles in length and non-work trips by 1 mile (Association News, Fall/Winter 1991).
Inter-Regional Trips
Due to its proximity to both Los Angeles and Mexico, the San Diego
region has a large number of interregional and international trips.
In Imperial County, where overall traffic volumes are much smaller
than in San Diego County, an even greater percentage of traffic
is attributable to interregional and international trips (Caltrans,
1991). The majority of interregional and international trips fall
into the following categories:
The number of interregional trips in the San Diego region is increasing.
This is particularly true at the US/Mexico border at Tijuana,
Calexico and Mexicali (Caltrans, 1991). The magnitude of California-Mexico
trips created the need for the HOV lanes on the Coronado Bridge
and at the US/Mexico border. The Mexican border HOV is traveled
so heavily that it is restricted to vehicles with four or more
passengers. These trip characteristics demonstrate the need for
multi-jurisdictional projects that extend beyond traditional agency
boundaries.
Organizational Structure and Responsibility for Alternative
Transportation
There are several distinct agencies involved in the development,
operation, and marketing of operation of transportation products
and services. These agencies include the following:
(In addition, there are several municipal transit providers). They have formed a partnership known as SMART (San Diego Marketing Alliance for Ridesharing and Transportation) to conduct joint regional marketing efforts.
Regulatory Environment
Federal Regulations
Federal Clean Air Act (1990)
The Federal Clean Air Act Amendments of 1990 require that states
with severe and extreme ozone non-attainment areas implement programs
requiring employers with 100 or more employees to reduce work-related
vehicle trips and vehicle miles traveled. The 1990 Federal Clean
Air Act established requirements for states that do not meet air
pollution standards. To reduce air pollution, states are required
to control pollution from mobile sources. The legislation requires
a 15% improvement in air quality in the first six years, with
3% annual average reductions in the following years. The 1990
amendments place new requirements on employers of 100 more people
to reduce work-related trips by 25% above the area average.
States with non-attainment areas are to revise their State Implementation
Plans (SIPS) to include strategies for meeting new air quality
targets. Violations of federal standards could result in the loss
of millions of dollars in federal funding for highway and other
infrastructure improvements.
Federal Energy Bill (1992)
The Federal Energy Bill, effective on January 1, 1993, raised
the tax-exempt employer-provided transit subsidy to $60 per month.
Only transit subsidies in excess of $60 per month are taxable
to the employee. A tax-free vanpool allowance of $60 is permitted.
Furthermore, for the first time parking is taxed for any amount
above $155 per month. Carpooling, bicycling, walking and all other
transportation allowances will most likely still be considered
taxable income.
Americans with Disabilities Act (1990)
The Americans with Disabilities Act (ADA) prohibits employers from discriminating against a "qualified individual with a disability." In July 1992, the Act was effective for employers with 25 or more employees. In July 1994, it will also apply to employers of between 15 and 24 employees. Some of the transportation related provisions include:
State Regulations
California Clean Air Act
As a result of Federal Clean Air Act Standards, the California Clean Air Act of 1988 requires non-attainment air quality districts to adopt and enforce transportation control measures designed to increase the average vehicle occupancy (AVO) to 1.5 by 1999. Also required in the Act are zero increase in vehicle emissions after 1997 and rank control measures in order of their cost effectiveness (CARB, 1990). The California Clean Air Act is more stringent than the Federal Clean Air Act. Recognizing the effect of motor vehicle activities on air quality, the California State Legislature enacted Senate Bill 151 (Presley) which empowers air pollution control districts to control pollution resulting from vehicular travel.
Parking Cash Out Program (1992)
The Parking Cash Out Program is a state regulation requiring employers with more than 50 employees purchase employee parking offering cash to employees in lieu of parking. The cash amount must be equal to the employer's cost of providing work-site parking. The regulation also requires CMA's to consider Parking Cash Out when developing and updating their trip reduction and travel demand elements. In addition, cities and counties must reduce parking requirements as appropriate. Employers affected by this regulation must be: located in air quality non-attainment areas; have 50 or more employees; already subsidize parking; not own their parking spaces; and be subject to leases requiring rental of a fixed number of parking spaces.
Petroleum Usage (SB 1214)
SB 1214 requires that the State Energy Resources Commission forecast, report and evaluate various fuel usage reduction strategies in consultation with various state agencies. It would require long-range and interim targets for fuel diversity that lessen demand for petroleum. Funding for this effort is allocated via the Petroleum Violation Escrow Account (PVEA).
Variable Work Hours Related Legislation
Recently in California, several work orders have been promulgated by the Industrial Welfare Commission. These work orders define conditions for implementing a variable work hours program. Among the conditions are:
Leslie Bill - SB 883
SB 883 exempts employees with fewer than 100 employees at a given
worksite from submitting trip reduction plans that are required
by air pollution control and air quality management districts.
This bill was signed by Governor Pete Wilson in September 1993.
Regional Regulations
San Diego has recently been reclassified by the EPA from a Severe Ozone classification to Serious. In response to this as well as a prevailing "anti-regulation" sentiment among business and government leaders, the City of San Diego repealed its TDM ordinance and eliminated their budget for TDM staffing and activities. The APCD has also suspended enforcement of any air pollution abatement programs.
Congestion Management Program
The County of San Diego Congestion Management Program was adopted
in November 1991 and updated in 1994. This CMP includes four regional
TDM Trip Reduction components. They include: a commute travel
reduction program and ordinance; a college travel reduction program;
a goods movement program; and a non-commute travel reduction program.
As part of the project approval process, the CMP requires all
new projects generating over 2,400 average daily trips or 200
peak hour vehicle trips to consult with transit agencies located
within five miles of a bus route or ten miles of a rail transit
facility. Additionally, the CMP cites the following tactics as
support measures to the trip reduction program: a TSM program
for automation of traffic signals; a bicycle facilities program;
a transit improvement program; a vanpool program; expansion of
Park-and- Ride facilities; and development of HOV lanes. Local
agencies were required to implement trip reduction programs by
December 1994.Process
Key target markets within San Diego were identified and prioritized
by the regional partnership through a rigorous process. The process
began with a detailed analysis of congested corridors in the county.
Congested corridors were defined and ranked based on congestion
levels, traffic volume, and lane capacity (including mixed-flow
and HOV lanes). The assumption is the greater the traffic congestion,
the more receptive commuters will be to alternatives. Greatest
congestion in San Diego is on the following corridors: I-15, I-8
both east and west of downtown, I-5 and I-805 (see maps on the
following pages).
The congested corridors were then overlaid with major employment
centers. Overlaying congested corridors with key employment centers
helps identify commuters with a higher propensity to try
alternative modes of transportation.
Employment centers were defined and ranked based on jobs/housing
ratios; percentage of county employment captured by areas; projections
in absolute and relative job growth anticipated; number of firms;
average size of firms; and employment density. Since employment
density appeared to skew the numbers in some locations that are
growing but may have larger areas of undeveloped land, the activity
centers were ranked both with and without employment density as
a factor. Analysis was conducted at both the subregional statistical
area level (as defined by SANDAG, a primary source for data),
and at the census tract level.
This collective analysis identified 15 top potential target markets.
14. Rancho Bernardo
15. Mission Valley
Based on their knowledge of the region and the services provided,
SMART narrowed this list to 7 target areas for further review.
These targets were:
Kosmont & Associates and SANDAG conducted a further level of detailed product analysis for these seven areas (Kosmont studied areas one through four, SANDAG studied areas five through seven--provided as Volume II to this plan).
Based on this final analysis, two target markets emerged as primary
employment centers which are impacted by congested corridors and
have good alternative transportation products: Centre City and
North City. El Cajon/Santee and South Bay are primarily origin
communities for Centre City, and are included at the home end
of the corridor rather than as target employment centers. Similarly,
Carlsbad is an origin community for North City and Centre City.
Mission Valley and Kearny Mesa are growing areas which do not
currently have either the employment densities or congested corridors
similar to Centre City and North City to be primary targets, but
should be viewed as primary candidates for future marketing efforts
and monitored closely.
Corridor Marketing Activities
The following matrices outline the recommended corridor marketing
efforts for the San Diego region, focusing on products, placement,
and promotions strategies.
Centre City and North City
The first matrix found on page 46 summarizes the Centre City target
market promotion, which will take place from January to mid-March
1996. Evaluation of the promotion, explained more fully in section
VII Tracking and Evaluation, will begin mid-March.
The North City target market promotion summary can be found on
page 51. The North City promotion will take place throughout
January and February 1996, with evaluation planned for March 1,
1996. A shorter follow-up campaign is planned to occur mid-May
through mid-June.
The time frames for the Centre City and North City campaigns overlap; however because both campaigns are targeted to different audiences within very specific corridors, conflicting messages are not anticipated.
Additional Marketing Activities
Bike to Work Day
An additional marketing strategy which encompasses the above Centre
City and North City target markets as well as Kearny Mesa, North
County and Coronado is the Bike to Work Day promotion (pg. 53),
planned for mid-March through mid-May.
Timing for Bike to Work Day and Clean Air Month promotions purposely
overlap because they are complementary campaigns.
SMART Contribution/Participation in Proposed Marketing Activities
Commitments of support for these promotional activities have been
obtained from each member of SMART:
Cash Contributions: $125,000
In-kind Contributions: $ 99,000
Complementary Marketing: $ 50,000
$274,000
In-kind contributions are comprised of mailings and distribution
of marketing materials, sponsorships, outdoor (billboard space,
free bus boards/shelter space, radio spot "donuts"),
community events, staff time for coordination, event planning
and tracking.
Complementary marketing is the coordination of individual partners'
brand marketing with the regional marketing efforts, so that messages
are consistent, complementary and recurring.
Centre City Target Market
| Centre City |
| I-15 south to Centre City | I-8 west/SR 94 to Centre City (particularly between College and Mission Gorge) |
| |
| Available products | N/A |
|
|
|
|
| Audience | Small and large employers, including government and military
Potentially hotel industry |
|
|
|
|
| Messages | Convenience Avoid the hassle of downtown
Once or twice a week is good |
|
|
|
|
| Communication Tools |
|
|
|
|
|
| Languages | English | English | English | English | English
Spanish |
| Timing for all campaigns | January - mid-March 1996 | ||||
| Evaluation | Commuter Monitor (to commence mid-March 1996) | ||||
| Budget
| $200,000 | ||||
| Employment Center/Corridor | Centre City/I-5 south to I-805 merge and
I-805 south to Centre City |
| Products | Coaster
Vanpool |
| Target Audiences | Home end:
Work end:
|
| Objective | Generate trial and continued use of Coaster and vanpools |
| Strategy | Promote tangible benefits of Coaster, vanpooling |
| Promotional Ideas | For Coaster
Vanpooling
Coaster/Vanpooling
|
| Timing | January through mid-March 1996 |
| Outreach | Home end:
Work end:
|
| Language(s) | English |
| Employment Center/Corridor | Centre City/I-15, SR 163 going south |
| Products | Carpool
Vanpool Express Bus |
| Target Audiences | Home end:
Work end:
|
| Objective | Generate trial and continued use of carpooling, vanpooling and express bus |
| Strategy | Promote convenience of products |
| Promotional Ideas | Vanpool and Express bus will:
Carpooling
All modes are convenient |
| Timing | January through mid-March 1996 |
| Outreach | Home end:
Work end:
|
| Language(s) | English |
| Employment Center/Corridor | Centre City/I-8 west & SR 94 (particularly between College and Mission Gorge) |
| Products | Trolley |
| Target Audiences | Home end:
Work end:
|
| Objective | Generate trial and continued use of the trolley |
| Strategy | Promote new extension of Trolley to Santee; use ambassadors |
| Promotional Ideas | The Trolley
|
| Timing | January through mid-March 1996 |
| Outreach | Home end:
Work end:
|
| Language(s) | English |
| Employment Center/Corridor | Centre City/I-5 going north &
I-805 going north |
| Products | Trolley
Carpool Express Bus |
| Target Audiences | Home end:
Work End:
|
| Objective | Generate trial and continued use of Trolley, carpool and Express Bus |
| Strategy | Promote tangible benefits of modes |
| Promotional Ideas | Trolley and Express Bus
All three modes will
|
| Timing | January through mid-March 1996 |
| Outreach | Home end:
Work end:
|
| Language(s) | English, Spanish |
North City Target Market
| Sorrento Valley | University Area | I-5 south to North City | I-805 north to North City | I-15 south to North City | |
| Available products | N/A | N/A |
shuttle to Sorrento Valley
|
|
|
| Audience | Large Employers |
| Coastal cities |
|
|
| Messages |
|
|
|
|
|
| Communication Tools |
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| Languages | English | English | English | English | English |
| Timing for all campaigns | January - February 1996
Follow-up mid-May - mid-June 1996 | ||||
| Evaluation | Commuter Monitor (to commence March 1, 1996) | ||||
| Budget | $160,000 | ||||
| Employment Center/Corridor | Sorrento Valley & University Area/
I-5 going south |
| Products |
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| Target Audiences | At home end:
At work end:
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| Objective |
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| Strategy |
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| Promotional Ideas | The Coaster/shuttle and Express Bus are
The bus offers
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| Timing | January - February 1996
Follow-up: mid-May through mid-June 1996 |
| Outreach | At home end:
At work end:
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| Language(s) | English |
| Employment Center/Corridor | Sorrento Valley & University Area/I-805 going north |
| Products | Carpool
Vanpool |
| Target Audiences | Home end:
Work End:
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| Objective | Generate trial and continued use of carpooling and vanpooling along the I-805 corridor |
| Strategy | Promote tangible benefits of carpooling and vanpooling |
| Promotional Ideas | Carpooling and vanpooling will
Vanpooling will
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| Timing | January - February 1996
Follow-up: mid-May through mid-June 1996 |
| Outreach | At home end:
At work end:
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| Language(s) | English |