LEBANON TRANSIT DEVELOPMENT PLAN

Transcription

1 LEBANON TRANSIT DEVELOPMENT PLAN Transit Plan Advisory Committee (TPAC) Meeting #1 Date: December 22, 2016 Time: 11:00 a.m. to 1:00 p.m. Location: Lebanon Chamber of Commerce and Visitors Center 1040 S Park St, Lebanon, OR INTRODUCTIONS Meeting participants are listed below in Figure 1. Packets including the following materials were distributed to each meeting participant: Meeting agenda Needs Assessment Key Findings Goals & Objectives Evaluation Criteria PowerPoint presentation Figure 1 Meeting Participants Name Organization Bruce Clemetsen Linn Benton Community College clemetb@linnbenton.edu Ian Rollins Samaritan Hospital irollins@samhealth.org Jeff Walpole Linn County Developmental Disabilities Program jwalpole@co.linn.or.us Ken Bronson Sweet Home Dial-a-Bus/Linn Shuttle ken.shsenior@comcast.net Mark Volmert Linn County mvolmert@co.linn.or.us Shelly Garret Lebanon Chamber of Commerce and Visitors Center shelly@lebanon-chamber.org Walt Wendolowski wwendolowski@ci.lebanon.or.us Kindra Oliver Lebanon Dial-a-Bus koliver@ci.lebanon.or.us Jamey Dempster ODOT James.dempster@odot.state.or.us Scott Chapman Nelson\Nygaard schapman@nelsonnygaard.com Maggie Derk Nelson\Nygaard mderk@nelsonnygaard.com Note: Participants in bold joined the meeting via phone. PROJECT BACKGROUND Maggie Derk kicked off the meeting by providing some project background about the Lebanon Transit Development Plan (TDP). She described how this plan will define and guide a trial of a fixed route service, address transit needs in detail, and provide a roadmap for the future for 621 SW MORRISON ST., SUITE 1250 PORTLAND, OR FA

2 transit in Lebanon. Maggie explained this project was occurring simultaneously with the update of the Lebanon TSP and would be completed in March/April of As part of this project, meeting participants highlighted the importance of reviewing and analyzing regional transit connections. The Linn Shuttle was highlighted as serving a lot of people in Lebanon and is not only a regional service but also provides rides only in Lebanon. The project team ensured that regional connections would be highlighted in this project. Other meeting participants also called attention to other planning efforts and documents that highlight regional connections, such as the Lebanon TSP update and the Linn County TSP. Maggie then reviewed the purpose of the TPAC to provide technical and policy advice according to member expertise and review and comment on deliverables as well as the tentative schedule for the TPAC, which is listed in Figure 2. Figure 2 TPAC Meeting Schedule Key Deliverable(s) for Discussion Meeting #1 Needs Assessment Findings (TM#1) Goals, Policies and Performance Measures (TM#2) Meeting #2 Existing and Future Transit Conditions (TM#3) Transit Funding Assumptions (TM#4) Date December 2016 January 2017 Meeting #3 Future Transit Solution Strategies (TM#5) February 2017 Meeting #4 Transit Service Design and Supporting Programs (TM#6) March 2017 NEEDS ASSESSMENT MEMO Maggie reviewed the key findings from the Needs Assessment Memo, which included a summary of the on-board survey, community survey, and stakeholder interviews. On-board Survey Maggie explained that the On-board Survey aimed to gather information about current riders travel needs and preferences. Travel Behavior The majority of respondents identified as 75 years or over and Retired. The most common trip origins included three living facilities, The Oaks, Brookdale, and Willamette Manor. The most common trip destinations included Lebanon Community Hospital, Walmart, and Senior Center. The most common trip purposes included Medical (31%), Shopping (22%), and Recreation/Social (16%). Most respondents ride Lebanon Dial-a-Bus 2 to 4 days per week (44%) and are long-term riders, have been riding Lebanon Dial-a-Bus for More than 3 years (44%). The majority of respondents indicated that they did not have access to a car available for this trip (82%) and that if Lebanon Dial-a-Bus was not available for this trip they would have someone else drive them (29%). Many respondents are dependent on the Lebanon Dial-a-Bus as indicated that they would decide not to take the trip altogether (24%). Nelson\Nygaard Consulting Associates Inc. 2

3 Lebanon Dial-a-Bus Existing Service Survey respondents primarily ranked all aspects of the Lebanon Dial-a-Bus as doing Good or Very Good. Driver courtesy, Driver skill/safety, and Service to destinations I need had the highest rankings. Service runs on the days I need it, Service ends late enough, and Rider Information had the lowest rankings. Service Enhancements Respondents were asked what enhancements would encourage more people to ride public transportation more often. The top five enhancements included: Later Service Hours Weekend Service Increased capacity (more vehicles/drivers to provide more trips) Improved reliability (Better on-time performance) Designated bus stops on a scheduled bus route Enhancements that received a score of zero included: Cleaner Vehicles More courteous drivers Improved driver skill/safety Technological investments (Arrival notifications via text, Transit app, etc.) Discussion During and after the summary of the On-board survey, meeting participants noted/discussed the following: During this project, the project team needs to be sure to consider regional connections. Taxi cabs pass through Lebanon but are not available within the city. This kind of service would be useful here. Visitors center could help market the existing services available in the area (e.g. Lebanon Dial-a-Bus, Linn Shuttle). As the city transfers to another system, need to think about how to encourage people to use the new service. For the Lebanon Dial-a-Bus, there is a lack of capacity to accommodate more riders. Having both a Dial-a-Bus service and deviated-fixed route service might complement each other well but the team should also consider whether adding more Dial-a-Bus service would be a more cost effective option. Comparing costs, demand response service is much more expensive and carries fewer riders than fixed route services. Deviated fixed route could serve more people and lower costs. Need to be sure that stop locations connect the dots to the most popular trip destinations. Even though On-board survey respondents did not note this as a worthy enhancement, there is opportunity to integrate new technologies into a new transit system. New technologies should be applied to not just the city, but the entire region to ensure users Nelson\Nygaard Consulting Associates Inc. 3

4 have a broad array of technology-supported features (i.e. trip planning, bus arrival information etc.). Community Survey Maggie explained that the Community Survey aimed to gather information about the community s travel needs and preferences, for both survey takers and/or for those who would benefit from using public transportation in the. Travel Behavior Most of the survey respondents indicated that they do have access to a car (88%). Survey respondents were asked if Lebanon Dial-a-Bus was their primary mode of transportation and if not, what was their primary mode of transportation. Drive alone was the most common response (75%). Fifteen percent of respondents indicated Lebanon Dial-a-Bus as their primary mode of transportation. Service Enhancements Respondents that did not select Lebanon Dial-a-Bus as their primary mode of transportation were asked why Lebanon Dial-a-Bus was not a good option for them. The top three responses included: I did not know about the service (33%) Does not run at the times of day that I need it (26%) and Other (26%), which included responses such as: Didn't know it was available to the general public Not sure how the service works (i.e. areas of operation, pick-up and drop-off points) Previously had difficulty using the service I value the convenience of driving and biking Stakeholder Interviews Maggie explained that the stakeholder interviews aimed to gather input on the needs, constraints, and opportunities for existing public transportation services. A total of 11 stakeholder organizations were interviewed via phone: College of Osteopathic Medicine of the Pacific, Northwest (COMP NW) Department of Human Services (DHS) Chamber of Commerce & Visitors Center Linn Benton Community College (LBCC) Linn County Development Disabilities Program The Oaks Living Facility Senior living facility Oregon Cascades West Council of Governments (OCWCOG) The River Center (local church) Samaritan Lebanon Community Hospital Veterans Home Nelson\Nygaard Consulting Associates Inc. 4

5 Walmart Discussion Based on the input provided from the On-board Survey, Community Survey, and Stakeholder Interviews, Maggie presented an overall summary of the transit related needs for Lebanon. The following are notes from this discussion. Overall, this list looks good. As we look into new funding sources, we need to look at ongoing sustainable funding, not just one-time funding. There is a need for increased marketing for City or other public transportation services. It was highlighted that the local Chamber or other agencies are not aware of the current Dial-a-Bus service. There is opportunity to build on what peers are already doing regarding alternative fuels. Linn Shuttle will soon have two new propane buses. Currently, there is a propane facility at city yard in Sweet Home for these vehicles. As the price of gas goes up that s a larger expense for transit providers. Need to think about the maintenance of new vehicles. There may be an opportunity for the LBCC Advanced Transportation Center to work on and repair vehicles. There is a lack of late night service which is challenging for the hospital emergency department. There may be opportunity to utilize some Transportation Network Company service, such as Uber or Lyft. This option could lower maintenance costs since the city would not be responsible for vehicle maintenance Transit service is unavailable on the outskirts of the city. A deviated service would be very helpful for these residents. Seek non-traditional funding sources when looking to improve transit amenities. The example of using tourism dollars to fund stop improvements/shelters was cited. GOALS, POLICIES, AND PERFORMANCE MEASURES MEMO Scott Chapman explained that Technical Memo #2 details the goals for the Lebanon TDP, which are based on relevant community plans and policies, and the evaluation criteria and performance measures that will be used to evaluate alternative solution strategies for the TDP. Scott first reviewed relevant terminology related to this memo: Goals establish the overall policy direction and organizational philosophy. Objectives offer a means to meeting a goal. Evaluation Criteria are metrics that assess the likely effectiveness of a service design in meeting community goals and objectives. Performance measures quantify characteristics of an existing transit operation. Performance standards are target values for specific performance measures. Design guidelines are guidelines or best practices expected to be used when designing new or restructured services. Scott reviewed the list of existing planning documents reviewed for this memo. This included a combination of state, county, city, and neighborhood plans, listed in Figure 3. Nelson\Nygaard Consulting Associates Inc. 5

6 Figure 3 Reviewed Plans for Lebanon TDP Authority Document Year Complete Oregon Transportation Plan 2006 Oregon Public Transportation Plan Ongoing State Oregon Transportation Safety Action Plan 2015 Oregon Transportation Options Plan 2015 Oregon Bicycle and Pedestrian Plan 2016 Linn County Transportation System Plan Ongoing County Linn County Coordinated Plan Ongoing Linn County Transportation Plan Code 2005 Lebanon Transportation System Plan Ongoing Lebanon 2040 Vision and Community Strategic Action Plan 2015 Lebanon Capital Improvement Plan 2014 City Lebanon Trails Strategic Plan 2009 Lebanon Development Code 2008 Lebanon Parks Master Plan 2006 Lebanon Comprehensive Plan 2004 Russell Drive Area Mixed Use Neighborhood Center Plan 2003 Neighborhood Cheadle Lake Urban Renewal Area Plan 2008 North Gateway Urban Renewal Area Plan 2008 Northwest Lebanon Urban Renewal Area Plan 2012 Nelson\Nygaard Consulting Associates Inc. 6

7 Goals and Objectives Scott reviewed the draft goals and objectives for the Lebanon TDP. These goals and objectives listed in Figure 4 were derived from existing policies as well as the outreach efforts (On-board Survey, Community Survey, Stakeholder Interviews). Figure 4 Lebanon TDP Draft Goals and Objectives Goals An equitable and accessible transit system for all users. A well-connected and efficient transit system. Additional transit service and amenities to increase ridership. An easy to understand system for all users. Objectives Provide access to transit for all ages, abilities, and incomes. Ensure that transit is accessible to transit dependent populations. Coordinate with other transit services to support regional connections. Increase system capacity to ensure service reliability to meeting current demand and for a growing population. Explore the feasibility of a volunteer driver program to improve service efficiency. Consider new capital equipment needs, such as technological investments, to improve service efficiency. Consider the implementation of a deviated fixed-route system. Encourage multimodal connections to transit by providing sidewalk and bicycle connections, shelters, and benches. Extend service hours on weekdays and provide weekend service. Source Plan Review Outreach Increase level of service during weekdays (e.g. frequency) Explore potential funding and partnerships to support additional transit service. Provide service to rural areas outside of Lebanon. Educate both potential and existing users about the services available and how to use them. Install wayfinding signage directing cyclists and pedestrians to bus stops and destinations. Discussion Scott asked meeting participants if they agreed with these goals or if adjustments were needed. The following are notes from this discussion. Regarding volunteer transportation services, who else does this and how successful is it? If we re looking to expand transit service outside the city limits, this option could be useful. Lebanon previously considered a volunteer program but there were challenges with liability and we were not ready to move forward. Nelson\Nygaard Consulting Associates Inc. 7

8 There are two ways to do this: through the city or county or through a non-profit organization. o o Benton County and the City of Albany have volunteer drivers for sedan trips. Non-profit volunteers in Linn County, such as Volunteer Caregivers Recruiting, training, and retaining volunteers is typically the most challenging piece of a volunteer program. According to ODOT, this is common across the region and the state. As part of this project, we should consider the cost of liability for a volunteer program. Who owns and maintains the vehicles? In Albany, the city provides vehicles. For Volunteer Caregivers, people mostly use their own vehicles. It also possible to do a combination of this: drivers who cannot use their own vehicle could have access to a pool of vehicles provided by the manager of the volunteer program. Need to mention the need for sustainable funding in one of the goals. 5310, 5311, STF are some of the sustainable funding sources available for transit investments. Lebanon has a grant to get a new transit service up and running but this is not a sustainable source. Would be useful to get Walt Wendolowski and Jamey Dempster together to discuss the future of funding (particularly local and STF levels). Mark Volmert and Jeff Walpole are also interested in being involved in this discussion. Funding sources are sustainable at their current level but the future of some of these funding sources is unknown. The most sustainable sources tend to be dedicated local funds. The state only provides funding to support the bare minimum of transit service. When service is well respected and provided there is an inclination for local government to provide support for the system. If you have an efficient system, and if it s a value to community, the city is more likely to provide funding. In Klamath falls, the community supported transit service and now there is a dedicated levy for public transportation. Safety is a key word that should be included in one of the goals. This may help when applying for grant funding. Maybe in one of the goals about efficiency or accessibility. Rather than just focusing on efficiency improvements, perhaps frame the discussion about providing a high quality service or improving service. This might allow for some flexibility as the project moves forward. Evaluation Criteria Scott reviewed the potential evaluation criteria which will be used to evaluate alternative solution strategies for the TDP. Figure 5 lists the type of criteria, the evaluation criteria itself, and the applicable goals of the TDP. Nelson\Nygaard Consulting Associates Inc. 8

9 Figure 5 Potential Evaluation Criteria for the Lebanon TDP Type of Criteria Potential Evaluation Criteria Applicable Goals Coverage Based Percent of City s jobs within ¼ mile of transit stop An equitable and accessible transit system for all Percent of City s households within ¼ mile of stop Percent of City s below-poverty level households within ¼ of stop users. Additional transit service and amenities to increase ridership. An easy to understand system for all users. Efficiency-Based Percent of current Dial-a-Bus pickup locations within ¼ mile of scheduled bus service Percent of major attractions within ¼ mile of scheduled bus service A well-connected and efficient transit system. Level of Service Hours of weekday service Additional transit service and amenities to increase Average weekday frequency of service ridership. Discussion Scott asked meeting participants if they agreed with these evaluation criteria or if adjustments were needed. The following are notes from this discussion. One of the ways to extend hours with limited budget is to develop a loop service that links up with existing service, such as the Linn Shuttle. Schedules should not match each other but rather counter each other so that transit riders can make connections. Fusing systems together could provide more stops per hour. NET STEPS Prior to adjourning the meeting Scott and Maggie asked if there were any final comments from meeting participants: Once potential stop locations are identified, the Chamber of Commerce could start looking into funding and consider allocating money in the next budget for transit amenities. Rotary club might also be able to help with funding for a shelter. Linn Shuttle has a new shelter ready to install at the Walmart bus stop. Moving the existing Linn Shuttle stop at Walmart closer to Super Clips would be helpful. This would provide better access for the bus, which would no longer have to go through the parking lot to access the stop. In Sweet Home, Ken Bronson has a janitor that attends to bus shelter maintenance. Next steps in the planning process include: Incorporate comments from this meeting into Technical Memos #1 and #2 Work with Ken Bronson to incorporate any recent Linn Shuttle Survey data to Technical Memo #1 Develop Technical Memorandum #3, Existing and Future Transit Conditions Develop Technical Memorandum #4, Transit Funding Assumptions Next TPAC Meeting: Mid-January 2017 Nelson\Nygaard Consulting Associates Inc. 9