Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My Public Portal
About
03 March 16, 2020 Special Technical Advisory
Comments are welcomed by the Commission. If you wish to provide comments to the Commission, please complete and submit a Speaker Card to the Clerk of the Board. SPECIAL MEETING AGENDA Technical Advisory Committee Time 10:30 a.m. Date March 16, 2020 Location Riverside County Transportation Commission March Field Conference Room 4080 Lemon Street Riverside, CA 92501 COMMITTEE MEMBERS Chad Blais, City of Norco Brad Brophy, City of Canyon Lake K. George Colangeli, PVVTA John A. Corella, Cathedral City Jesse Eckenroth, City of Rancho Mirage Tom Garcia, City of Palm Desert Christopher Gray, WRCOG Remon Habib, City of Lake Elsinore Jeff Hart, City of Beaumont William Hemsley, City of Eastvale Tom Koper, City of Corona Steve Loriso, City of Jurupa Valley Martin Magana, CVAG Bryan McKinney, City of La Quinta Bob Moehling, City of Murrieta Farshid Mohammadi, City of Riverside Joel Montalvo, City of Palm Springs Dan Ojeda, City of Blythe Daniel Porras, City of Desert Hot Springs Patricia Romo, County of Riverside Ken Seumalo, City of Indian Wells Jonathan Smith, City of Menifee Brittney Sowell, SunLine Transit Agency Patrick Thomas, City of Temecula Michael Thornton, City of Calimesa Art Vela, City of Banning Alberto Vergel De Dios, Caltrans District 8 Kristin Warsinski, Riverside Transit Agency Timothy T. Wassil, City of Indio Michael Wolfe, City of Moreno Valley Dan York, City of Wildomar Vacant, City of Coachella Vacant, City of Hemet Vacant, City of Perris Vacant, City of San Jacinto SPECIAL MEETING RIVERSIDE COUNTY TRANSPORTATION COMMISSION TECHNICAL ADVISORY SPECIAL COMMITTEE MEETING AGENDA* *Actions may be taken on any item listed on the agenda. TIME: 10:30 A.M. DATE: March 16, 2020 LOCATION: Riverside County Transportation Commission March Field Conference Room 4080 Lemon Street Riverside, CA 92501 CALL IN NUMBER: Primary dial in: (877) 336-1828 Alternate dial-in: (404) 443-6396 Passcode: 5296248 In compliance with the Americans with Disabilities Act, Government Code Section 54954.2, and the Federal Transit Administration Title VI, please contact the Clerk of the Board at (951) 787‐7141 if special assistance is needed to participate in a public meeting, including accessibility and translation services. Assistance is provided free of charge. Notification of at least 48 hours prior to the meeting time will assist staff in assuring reasonable arrangements can be made to provide assistance at the meeting. 1. CALL TO ORDER 2. ROLL CALL 3. APPROVAL OF December 9, 2019 MINUTES (ACTION ITEM) 4. PUBLIC COMMENTS ̶ This is for comments on items not listed on agenda. Comments relating to an item on the agenda will be taken when the item is before the Committee. 5. TAC BRIEFING AND FEEDBACK SOLICITATION Overview This item is to receive and file the Technical Advisory Committee (TAC) briefing and to solicit feedback about TAC members’ experiences and recommendations for improving TAC attendance and engagement. Technical Advisory Committee Meeting Agenda March 16, 2020 Page 2 6. DRAFT TRAFFIC RELIEF PLAN PUBLIC ENGAGEMENT METRICS Overview This item is for the Technical Advisory Committee to receive and file an update about the Commission’s draft Traffic Relief Plan (Plan) public engagement metrics in Riverside County. 7. PARK AND RIDE STRATEGY AND TOOLKIT Overview This item is to receive and file the Park and Ride Strategy and Toolkit. 8. SB 743 IMPLEMENTATION UPDATE Overview This item is to receive and file an update on Senate Bill 743 implementation. 9. 2021 ACTIVE TRANSPORTATION PROGRAM CYCLE 5 UPDATE Overview This item is to receive and file an update on the 2021 Active Transportation Program (ATP) Cycle 5. 10. FEDERAL TRANSPORTATION IMPROVEMENT PROGRAM PERFORMANCE MEASURES Overview This item is to receive and file information on the Federal Transportation Improvement Program (FTIP) Performance Measures. 11. SB 821 BICYCLE AND PEDESTRIAN FACILITIES PROGRAM REFRESH Overview This item is for the Committee to form a subcommittee to evaluate the SB 821 Program policy, application form, and scoring rubric in preparation for the FY 2021/22 Call for Projects. 12. INLAND EMPIRE COMPREHENSIVE MULTIMODAL CORRIDOR PLAN – SUB-CORRIDOR PROJECT LIST Overview Technical Advisory Committee Meeting Agenda March 16, 2020 Page 2 This item is to discuss and seek comments to the sub-corridor project lists developed for the Inland Empire Comprehensive Multimodal Corridor Plan. 13. CALIFORNIA TRANSPORTATION COMMISSION RECAP Overview This item is to receive and file the January 2020 California Transportation Commission (CTC) meeting highlights. 14. COMMISSION RECAP Overview This item is to receive and file December 2019, January 2020 Workshop, and March 2020 Commission meeting highlights. 15. CALTRANS DISTRICT 8 LOCAL ASSISTANCE UPDATE Overview This item is to receive and file an update from Caltrans District 8 Local Assistance. 16. COMMITTEE MEMBER / STAFF REPORT Overview This item provides the opportunity for the Committee Members and staff to report on attended and upcoming meetings/conferences and issues related to Committee activities. 17. ADJOURNMENT The next meeting of the TAC is scheduled to be held May 18, 2020, 10:00 a.m., at the Riverside County Transportation Commission, 4080 Lemon Street, Conference Room A, Riverside, CA 92501. MINUTES 1. 2. TECHNICAL ADVISORY COMMITTEE MEET!NG MINUTES Monday, December 9, 2OL9 CALL TO ORDER The meeting of the Riverside County Transportation Commission (RCTC) Technical Advisory Committee (TAC) was called to order by Chair Farshid Mohammadi at 10:00 a.m. at the Riverside County Transportation Commission, 4080 Lemon Street, Riverside, CA 92501. Members Present: Brad Brophy, Cities of Perris and San Jacinto Jesse Eckenroth, City of Rancho Mirage Tom Garcia, City of Palm Desert Carlos Geronimo, City of Menifee Remon Habib, City of Lake Elsinore Jeff Hart, City of Beaumont William Hemsley, City of Eastvale Eric Lewis, City of Moreno Valley Steve Loriso, City of Jurupa Valley Paul Mangaudis, City of Cathedral City Bob Moehling, City of Murrieta Farshid Mohammadi, City of Riverside Joel Montalvo, City of Palm Springs Daniel Porras, City of Desert Hot Springs Patricia Romo, County of Riverside Ken Seumalo, City of lndian Wells Brittany Sowell, SunLine Transit Agency Patrick Thomas, City of Temecula Art Vela, City of Banning Albert Vergel De Dios, Caltrans District 08 Kristin Warsinski, Riverside Transit Agency Eric Weck, City of lndio Dan York, City of Wildomar Leslie Avila, Caltrans District 8 Rob Blough, City of Menifee Jenny Chan, RCTC Eric DeHate, RCTC Shirley Gooding, RCTC Jillian Guizado, RCTC Aaron Hake, RCTC Gilbert Hernandez, City of Riverside David Knudsen, RCTC Patrick Louie, Caltrans Headquarters Andrew Martin, County of Riverside Others Present: Technical Advisory Committee Meeting December 9,20L9 Page 2 3. 4. 5. Martha Masters, RCTC Shirley Medina, RCTC Lisa Mobley, RCTC Lorelle Moe-Luna, RCTC Monica Morales, RCTC Roy Null, County of Riverside Sheldon Peterson, RCTC Evita Premdas, Caltrans Eric Ruehr, VRPA Mojahed Salama, County of Riverside Georgiena Vivian, VRPA Sean Yeung, Caltrans APPROVAL OF SEPTEMBER 16,2019 MINUTES The September l-6, 2019 minutes were approved as submitted. PUBLIC COMMENTS There were no public comments. DRAFT TRAFFIC RELIEF PLAN Aaron Hake, RCTC, reported that RCTC has been in the process of developing a Traffic Relief Plan over the past several months, also known as an Expenditure Plan, for a potential ballot measure in 2O2O that could add a half-cent sales tax county-wide to go towards transportation improvement, which would be a new sales tax program. RCTC has been conducting public opinion research, public outreach, as well as technical outreach to stakeholders around the county to start the process of developing the expenditure plan. This has been done with the oversight of a couple of committees of the RCTC Board. Earlier this year RCTC had an Ad Hoc Committee called the Future Funding lnitiatives that went through the process of creating priorities for the county and making the decision whether or not to keep proceeding towards the ballot measure. The ultimate decision to put the measure on the ballot will be made by the RCTC Board in June 2O2O. Polling was done that shows it is feasible for RCTC to pass a measure with a two-thirds vote. Mr. Hake provided a PowerPoint presentation that Schedule for development of the Traffic Relief Plan Revenue Estimate and Economic Study Geography - Western County, Coachella Valley, Palo Verde Valley Expenditu re Categories Committee Direction: Local Streets/Roads Commission Direction Sought on December 1'L,20L9 o a a o a a Technical Advisory Committee Meeting December 9,2019 Page 3 6. Question: Does the list of investments include any allocation to the cities that could be used for maintenance purposes? Response: lt does. On the list is a maintaining local streets line item for which RCTC an amount of funding. potentially did reserve Question: What percentage? Response: At this point, it's not a percentage. The dollar amount is not known yet. Question: You say it takes 65 percent to pass this special tax. What percentage does it take to be repealed? Response: Fifty plus one. Question: Regarding geographic funding, is there any discussion about inter-regional loaning or transfer? Response: lt has been discussed internally but could be discussed further. Question: Regarding the list of investments, willthere be some narrowing down of the list? Response: Perhaps. On Decemb er 1!, the Commission will decide how they want to deal with it. Question: The list would assume that each of the projects is entirely funded by Measure revenue? Response: The S10 billion total assumes contributions from state, federal, and TUMF. Shirley Medina, RCTC, added that in the last measure RCTC assumed a certain amount of federal participation but those assumptions didn't come to fruition. Question: Would any projects that weren't completed with the first Measure automatically default to the next Measure or would they be a stand-alone effort? Response: There is some overlap such as Mid County Parkway, State Route 79, or l-75. NEXT GENERATION RAIL CORRIDORS ANALYSIS REPORT Sheldon Peterson, RCTC, provided a PowerPoint presentation that included: o The Purpose ofthe Study o Next Generation Rail Study Task 1 Process o Potential Corridors for Evaluation o Potential Technologies for Regional Transit o Diesel Multiple Unit (DMU)Vehicle Size Comparison o Results of lnitial Screening o Major Advantages and Disadvantages o Recommendations o Next Steps Technical Advisory Committee Meeting December 9,2019 Page 4 Question: Did the BRT route fall offthe list? Response: RTA is taking the lead on some of that planning. 7. 8. Question: On the SCAG and Regional RHNA numbers, was that a factor that was considered when you looked at some of these lines as far as what would be developed first? Response: RHNA showed up after we were along in the study. Staffwill have to coordinate with some of the communities and SCAG. Question: ls this being taken into account in the Measure discussion? Response: Yes. lt's on the list of projects put in the initial Measure. Question: Regarding potential ridership being low from Perris to San Jacinto, how does that factor in? ls there a cost for potential riders? Response: We're trying to keep them equally prioritized. Our challenge as far as capital delivery is going to Hemet/San Jacinto would be easier to deliver with less environmental challenges. We'll get the Commission's input as far as whether deliverability or productivity will be the biggest factor. PARK AND RIDE STRATEGY AND TOOLKIT This item was deferred to the March 16 TAC meeting. LONG RANGE TRANSPORTATION STUDY (LRTS) UPDATE Shirley Medina provided background information on the Long Range Transportation Study and reported that recommendations from the 2016 Strategic Assessment were to do a Next Generation Rail Study, Next Generation Toll Feasibility Study, and the development of a Countywide Long Range Transportation Study. The LRTS will be a living document and updated periodically. Future updates to the LRTS may be initiated by several activities including new legislative requirements; policies; planning studies; funding changes; and population, housing, employment growth forecasts. This item will be on the consent calendar for the December Commission meeting. Question: ls part of the plan that the l-15 lanes are intended to be toll? Response: That continues to be monitored. Per the Commission's direction, RCTC is looking at the managed lanes study that Caltrans is doing and waiting for that to come out before anything moves forward on toll lanes. Toll lanes would be something in the future. Question: There's not any estimate or revenue idea? Response: Other than what's in the Next Generation Toll Study, that's all that's mentioned. They're all put on hold right now until Caltrans finishes its study. Question: That's not part of the longterm revenue plan? Response: I don't believe so. lt will depend on the outcome of the Traffic Relief Plan. Technical Advisory Committee Meeting December 9,2019 Page 5 9. SALT CREEK TRAIL FUNDING REQUEST 10. Ms. Medina reported that Riverside County received CMAQ funds on the Salt Creek Trail to construct a 4-mile segment in the city of Menifee and a 1-mile segment in the city of Hemet. Bids for the project came in higher than the engineer's estimate and the County asked RCTC to assist with the shortfall. Staff took the request to the Committee and it is expected to be approved at the December Commission meeting. Patty Romo added that this is a multimodal project and it would benefit the community. MlSlC (Lewis/Geronimo) to increase CMAQ funds for this project. HAMNER BRIDGE LOAN REQUEST Ms. Medina said Riverside County was asked to lead this project that received SB 132 funding for approximately 56 to 57 Million, largely to match the federal bridge funds on the project. The construction timeframe is about 20 months leaving the County with a shortfall of about S34 Million. RCTC is working with Caltrans to get more time to develop a plan for RCTC to loan the County. Staff expects to take this request to the Commission within the next month or two. Ms. Romo added that federal funding is so large, the County is not able to float S34 Million while waiting to get reimbursed. ln response to a question of whether RCTC is looking at other bridge projects that may be in the same situation as the County, Ms. Medina reported that RCTC is also concerned about other bridge projects and staff has been in talks with the cities. Hamner Bridge is a SB L32 project with specific state legislation that is sponsored by Assembly Member Cervantes and Senator Roth. RCTC will continue working with Caltrans to see what can be done to address the other bridge project situations. ln response to a question of how much the SB L32 is for that project, Patty Romo said 56.3 million. STATUS OF SAFER AFFORDABLE FUEL EFFICIENT (SAFE) VEHICLES RULE Jillian Guizado, RCTC, reported that Part One of the SAFE Vehicles Rule was implemented on November 26, 2O!9, which revoked California's waiver to set its own greenhouse gas emissions reductions standards and zero-emission vehicle implementation targets to be able to implement stricter vehicle fuel efficiency standards. Getting the RFP and the FTIP approved may take up to two years. Part Two may come out in December. The EPA is also looking at the air quality improvement plans. Staff is not sure where the EPA will take that. Ms. Guizado said it is important that the cities communicate with RCTC regarding projects, particularly those in the FTIP, as early and frequently as possible. She pointed out the projects potentially impacted by SAFE Vehicles Rule attached to her staff report. FHWA is taking everything on a project- by-project basis. Lt. L2. Technical Advisory Committee Meeting December 9,2OL9 Page 6 Question: lf we have a project that stays on schedule, the scope and FTIP is good, we're getting close to construction, they do another cost estimate, and they think it will cost more now, assuming we find the money, but we need an FTIP amendment to reflect that higher cost, is that doable? Answer: As long as the project scope doesn't change, you should be okay. lf you need an amendment to add more money, RCTC is of the assumption it can continue. Question: You have this list of projects that could be affected. What does that mean? Response: We looked at the next three years that haven't completed design. We concentrated on those projects that are still doing NEPA or design. We understand if a project is far along, it's possible it could still get its NEPA document signed. There are many caveats and unknowns, staff cannot tell you the projects are good to go. lt's hoped there will be resolution in2020. SENATE BrLL 1 l2OL7l PROGRAMS UPDATE Ms. Guizado provided a brief overview of SB 1 and stated it is a SS.Z billion annual transportation funding bill for California. lt was largely intended to be a fix-it-first program and about fifty percent of the program is dedicated to improving operations and maintenance of existing facilities. Caltrans got an infusion into its SHOPP program and it needs to improve over 500 bridges and culverts. The cities and the county are receiving an additional local streets and roads allocation from SB 1. She pointed out the table attached to her agenda item. There were already existing programs that received additional funds. The TIRCP receives funding from SB 1. The ATP program had already been in existence and had gone through a couple of cycles before SB 1 passed. Both programs are coming out for their upcoming cycle of funding. ATP Cycle 5 will release draft guidelines at the CTC meeting January 29. A matrix is in the TAC agenda packet. SB l- created three new programs: o Solutions for Congested Corridors Program (SCCP) o Local Partnership Program (LPP) o Trade Corridors Enhancement Program (TCEP) Cities are eligible to apply for the LPP and TCEP. lf the cities choose to pursue grant funding out of any of the programs for projects that will be on the state highway system, you must collaborate with Caltrans as soon as possible. RCTC will be a co-applicant for the SCCP, which the cities are not eligible for, with the Orange County Transportation Authority for the 24Ll9L connector project. RCTC is also discussing the 7L/gl,lnterchange project. Question: ls RCTC looking at applying for the local partnership or the other programs? Response: For 7L191., RCTC will most likely pursue local partnership competitive, assuming there is a competitive pot, and the TCEP. Technical Advisory Committee Meeting December 9,20L9 Page 7 Question: Do you know where they are on the scoring criteria? What is the point system? Response: They will not give us a point system. We've asked. Question: ls this a black box scoring? Response: lt is. They put in the guidelines criteria they want your application to follow. Question: What types of projects would be good to submit? Response: lt's tough in Riverside County to feel we have competitive projects to submit. There will be a workshop on Thursday for LPP and the TCEP. Let Planning and Programming staff know what you have in mind and we'll look at what we've been hearing at the workshop and maybe we can help form your decision. Question: ls this for construction funding? Response: All of them are for construction funding except the TCEP. Question: For TCEP must they already be in CFMP? Response: They're currently updating the California Freight Mobility Plan. lt's unclear if there will be a project list. Lorelle Moe-Luna, RCTC, suggested the cities notify RCTC of their projects for the TCEP program. DRAFT OBLTGATTON DELIVERY PLAN UPDATE - FFY 2OL9|2O Jenny Chan, RCTC, stated the projects attached to her staff report are those funded with CMAQ or STBG funds that are programmed for this year that need to go to Local Assistance for obligation. She requested the jurisdictions let her or Martha know of any changes. CALTRANS UPDATE Alberto Vergel De Dios, Caltrans District 8, introduced Patrick Louie, Caltrans Headquarters, and Sean Yeung, Local Assistance, Leslie Avila, and Evita Premdas. He reported that funded Local Road Safety Plan projects were posted December 3. Fifteen projects were awarded for District 8 for about SS.t lVtillion. Leslie Avila provided a document reporting LocalAssistance Updates, including: o Plans, Specification, and Estimate DSA Review o Project Delivery Requirements o lndirect Cost Allocation Plan/lndirect Cost Rate Proposal Submission o LocalAgencylnvoicing o DBE and GFE Review Procedures o lnterim ATP Count Methodology Guidance o LocalAssistance Highway Bridge Program Project Delivery Policy 13. 14. Technical Advisory Committee Meeting December 9,2019 Page 8 Ms. Avila also provided a list of available training: o Highway Program Funding - January 29-30,2020 at CSUS-CCE o Local Road Safety Plan: ln-Person Training - February L2,2020 at Camarillo Public Library o Resident Engineers Academy - April 28-May 1,2020 at Marysville June 2-5, 2O2O at SAC State University Alumni Center o No-Cost Training for Local and Tribal Agencies - Online http ://californiata p.orslindex.cfm ?pid=1093&aid=286 o Berkeley's Tech Transfer Program through UC Berkeley's Technology Transfer Program at http://www.techtra nsfer. berkelev.ed u/sched u le 15.NOVEMBER COMMISSION MEETING H!GHLIGHTS Shirley Medina reported the October and November Commission highlights are outlined in her staff report included in the December TAC agenda. 2O2O TAC MEETING SCHEDULE The 2020 TAC Meeting Schedule is included in the December TAC agenda. OTHER ANNOUNCEMENTS Jillian Guizado announced Shirley Medina's retirement open house is starting at this time. OTHER BUSINESS Chair Farshid Mohammadi announced there will not be a January 2O2O TAC meeting. ADJOURNMENT There being no further business for consideration by the Technical advisory Committee, the meeting adjourned at approximately 11:44 a.m. The next meeting will be March L6, 2020, 10:30, at the Coachella Valley Association of Governments' Board Room, 73770 Fred Waring Drive, Palm Desert 92260. Respectfu lly subm itted, 4 0,uLil ,,fi,,'o,,,fr Planning and Programming Manager 15. L7. 18. 19. AGENDA ITEM 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: March 16, 2020 TO: Technical Advisory Committee FROM: Jillian Guizado, Planning and Programming Manager SUBJECT: Technical Advisory Committee Briefing and Feedback Solicitation STAFF RECOMMENDATION: This item is to receive and file the Technical Advisory Committee (TAC) briefing and to solicit feedback about TAC members’ experiences and recommendations for improving TAC attendance and engagement. BACKGROUND INFORMATION: Creation and Purpose California Public Utilities code section 130105 dictates that County Transportation Commissions, like RCTC, shall “appoint a technical advisory committee of representatives from all of the transit operators, all of the cities and the county, and the Depart ment of Transportation, and such other advisory committees it deems necessary.” To that end, RCTC’s Administrative Code creates this body, the TAC, and assigns rules for its membership, function, meetings, compensation, officers, voting, and quorum. Specifically, the TAC’s function is to, “provide technical assistance to the Commission by reviewing and evaluating the various transportation proposals and alternatives within Riverside County.” It is important that TAC members are sharing infor mation from TAC meetings with their staff, agency leadership, and elected officials (as appropriate). Membership, Voting, and Quorum RCTC’s Administrative Code specifies which agencies shall have members on the TAC, which today amounts to 35, and assigns a weight of one-for-one to all voting members with the exception of the County of Riverside whose single vote counts for three. With a TAC membership of 35, quorum is reached at 18. Meetings TAC meetings are held bimonthly with the calendar of meetings adopted at the end of each calendar year. Presently, meeting locations alternate between downtown Riverside and Palm Desert. The meeting duration is no more than two hours. DISCUSSION: The TAC and its members serve as valuable resources to staff through the course of the work done on behalf of the Commission. In an attempt to bring more value to TAC members, staff is exploring opportunities for improving TAC members’ experience as noted below: Agenda, Items, and Presentations • Beginning with this March 2020 agenda, staff will include a written staff report for every item. This increases transparency and enables TAC members to come prepared to engage in important discussions. • When presenting items TAC members have heard before, staff will continuously provide background on the item. This will benefit new TAC members, TAC members who missed prior meetings where the item was covered, and TAC members who are only exposed to the topic through their work on the TAC. • Staff will make an effort to utilize PowerPoint more frequently. Meetings • Staff will explore the possibility of establishing two meeting locations for each TAC meeting with the intent of increasing attendance. Engagement • The TAC Chair will welcome new TAC members. • Staff would like to engage Caltrans on the prospect of doing mini-workshops with the TAC on focused topics. Staff needs TAC feedback on what topics will be of value to members. • At each bimonthly TAC meeting, a member will be encouraged to make a brief presentation to highlight a project or issue the rest of the TAC may find interesting. To facilitate this, staff invites TAC members to group themselves into sub-regions, introduce themselves, share contact information with one another, and elect one person in each sub-region to present in 2020. Staff requests TAC members to provide feedback on their experience being on the Commission’s TAC and to provide recommendations for additional ways staff can work to improve TAC attendance and engagement. Attachment: RCTC Administrative Code Article III Section G Subsection 2. Technical Advisory Committee ATTACHMENT TO AGENDA ITEM 5 from time to time be assigned to the Committee by the Commission for its review, comments and recommendation (c) Meeting. The Commission shall call the first meeting and may call subsequent meetings of the Committee, setting the time and place of said meeting(s) and designating the agenda from any meetings so called. The Chair of the Committee, elected pursuant to this Section G.(1)(f) below, may also call meetings of the Committee, setting the time, place, and agenda f or such meetings. The Committee may also hold subcommittee meetings of any subcommittees it establishes. (d) Assistance. The staff of the Commission shall be available to aid the Committee in its work. (e) Compensation. Members of the Committee shall serve without compensation. (f) Officers. The Committee shall elect a Chair and Vice Chair from the members thereof, each of whom shall serve for one (1) year, and thereafter until his or her successor is elected. Secretarial services shall be provided by the Commission staff . 2- Technical Advisorv Committee. (a) Membership. There is hereby created the Technical Advisory Committee, The Committee shall consist of members selected as follows: (1) One (1) member representing the County of Riverside. l2l One (1) member representing each City in the County which designates such a representative. 13 (3) One (1) member representing the Riverside Transit Agency. (41 One (1) member representing the Western Riverside Council of Governments. (5) One (1) member representing the Coachella Valley Association of Governments. (6) The District Director of Caltrans District 8 or designee. Ol One (1) member representing the Sunline Transit Agency. (8) One (1)member representing the Palo Verde Valley Transit Agency. Committee members shall serve at the will and pleasure of their appointing authority and the Commission. An alternate may be named by each appointee to represent him or her in his or her absence. (b) Function. Subject to the supervision of the Commission, the Committee shall provide technical assistance to the Commission by reviewing and evaluating the various transportation proposals and alternatives within Riverside County. The Committee shall review, comment upon, and make recommendations on such matters as are referred to it by the Commission, including all matters relating to the programming of federal funds apportioned to the Riverside County and allocated by the Commission. (c) Meetings. ln the dispatch of its responsibilities, the Committee may conduct meetings, may appoint subcommittees to include regular members and/or alternate members, and engage in such related activities as it deems necessary. Subcommittees shall 14 not be composed of a regular and alternate member who represents the same jurisdiction. (d) compensation. Members of the committee shall serve without compensation. (e) Officers. The Committee shall elect a Chair and Vice Chair from the members thereof , each of whom shall serve for two (2) years and thereafter until his or her successor is elected. Committee support shall be provided by the Commission staff . (f) voting. Each member of the committee shall have one (1)vote, except the county of Riverside member shall have three (3) votes and the Transportation Planning Director of the Southern California Association of Governments shall be a non-voting member. (g) Ouorum. A quorum shall be a majority of the voting members. All actions of the Committee shall require a majority of the votes cast. 3. Other Advisorv Committees. (a) Standinq Committees' The Commission may appoint such other Standing committees aS it deems necessary. The Commission shall determine the membership of such committees from among the regular members of the Commission, and shall specify the f unctions, duties, responsibilities, and terms of service. The Commission shall give due consideration to recommendations, advice or proposals received from Advisory Committees but shall not be bound thereby. (b) Ad Hoc Committees and Representative Appointments' The Chair may create and appoint ad hoc committees as necessary to provide direction and advice to the Chair, Commissioners or 15 AGENDA ITEM 6 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: March 16, 2020 TO: Technical Advisory Committee FROM: THROUGH: Cheryl Donahue, Public Affairs Manager Anne Mayer, Executive Director SUBJECT: Draft Traffic Relief Plan Public Engagement Metrics STAFF RECOMMENDATION: This item is for the Technical Advisory Committee to receive and file an update about the Commission's draft Traffic Relief Plan (Plan) public engagement metrics in Riverside County. BACKGROUND INFORMATION: The Commission approved its draft Traffic Relief Plan on January 8, 2020 and began soliciting input from residents the following day about the Plan's proposed projects and services. This report covers January 9 to February 6, 2020. The Commission will accept feedback from residents, business operators, and other Riverside County stakeholders through June 10. Staff will provide similar metrics reports during the coming months to keep committee members apprised of its public engagement efforts. Staff is using a variety of outreach tools to direct community members to the project website, TrafficReliefPlan.org, to read the draft Plan, view maps and fact sheets, and provide feedback through an online survey. Current tools include email messaging, social media advertising, news coverage, streaming audio, and presentations. Metrics for these tools are reflected in this report and are summarized in a one -page graphic display. Future tools will include billboards, tele-townhall meetings, community events, and postcard mailer; data for these will be shown in future committee reports. Draft Traffic Relief Plan Metrics: January 9 — February 6,2020 The following is a numerical summary of the metrics for the draft Plan. Appendix A provides a graphic display of these metrics. 1) Survey: The Commission has received 2,511 responses and 5,235 comments through its online survey housed on the TrafficReliefPlan.org website. All responses and comments will be compiled and reported to the Commission at the conclusion of the public engagement period in June. 2) Website: The site has been visited 22,040 times by 20,248 unique visitors. Those who visited spent an average of 61 seconds on the site. Agenda Item 6 3) News Media: The Draft Traffic Relief Plan generated 22 instances of news coverage, including stories in The Press -Enterprise, Desert Sun, Patch, Inland News Today, iHeartRadio various editorials/letters to the editor. 4) Presentations: Commission staff made or is scheduled to make a total of 39 presentations to elected officials, community organizations, and industry groups across Riverside County. 5) The Point Subscriptions: The Commission publishes a monthly e-newsletter, The Point. As part of the Traffic Relief Plan outreach effort, residents were encouraged to register to receive the newsletter; 462 people subscribed by email and 338 subscribed by text message. 6) Social Media: The Commission placed a series of targeted social media ads, including some with videos. a. On Facebook, there were 5,680 direct engagements, 2,049,084 impressions, and a reach of 340,897. A total of 13,296 clicked on the ad to link to the website. b. On Twitter, there were 451 direct engagements, 523,810 impressions, and 6,087 clicks. c. On Instagram, there were 1,986 direct engagements, 915,306 impressions, a reach of 217,452, and 1,288 clicks. 7) Streaming Audio: The Commission placed advertisements on Pandora streaming radio, which generated 940,247 impressions, a reach of 122,972, and 365 clicks. Appendix A: Graphic Display, Program Metrics Agenda Item 6 W l— ATTACHMENT TO AGENDA P1 "'-'7, V.IJ Traffic Relief Plan Metrics Elk 2,511 462 Number of Storrs 5,235 Number of Comments Email Signups 338 Text Signups 22,040 20,248 Number of Number of Sessions Visitors Digital Ads Facebook Clicks 13,296 Direct Engagements 5,68U Impressions 2,049,084 Reach 340,897 22 Media Stories Presentations (cenplmea R Schebier° 1m 1s Avg. Session Duration 1:3 Twitter Clicks 6,087 Direct Engagements 451 Impressions 523,810 5 a January 9 - February 6, 2020 Online Sentiment Social Media Public Sentiment January 1 - February 6, 2020 1/1 1/5 1/9 1/13 1/17 121 1/25 1/29 Traffic Relief Plan Engagement ©Other Engagement 1/9 (+) Traffic Relief Plan campaign launches. 1/22 (+) Round 2 campaign ads launch. 2/1 (+) Round 2 ends to optimize targeting and messaging. Instagram Clicks 1,288 Direct Engagements 1 986 Impressions 915,306 Reach 217,452 Streaming Audio Clicks 365 Impressions 940,247 Reach 122,972 2/2 2/6 Total Clicks 21 036 Direct Engagements 8.117 Impressions -1 128,417 Reach 118.778 Agenda Item 6 TRAFFIC RELIEF PLAN PUBLIC ENGAGEMENT METRICS Report for January 9 –February 6, 2020 Technical Advisory Committee March 16, 2020 Cheryl Donahue, Public Affairs Manager 1 Setting the table… #RebootMyCommute 2 •Public, elected officials seeking answers to growing traffic congestion, safety concerns •Spring 2019: Countywide effort, “We are listening” theme •Asked residents to tell their stories, offer suggestions •Inform long-term transportation priorities •Shared #Reboot and public polling data with Commission last year; staff directed to create Draft Traffic Relief Plan Process 3 Gather feedback (Jan-June) Commission decision (June 10) Possible placement on Nov. 3 ballot Voter decision (2/3 required) Current feedback tools 4 •TrafficReliefPlan.org, online survey •Social media, digital advertising •News coverage •Presentations/briefings Website & survey 5 Digital advertising 6 Totals Clicks Direct Engagements Impressions Reach 21,036 8,117 4,428,447 418,778 News Coverage 7 8 Other engagement •37 community presentations – completed and scheduled •800 sign-ups for The Point – 462 by email, 338 by text 9 Future feedback tools Following Commission-approved plan and budget •Significant television/radio advertisements •Billboards •Community events •Public polling, April QUESTIONS 10 AGENDA ITEM 7 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: March 16, 2020 TO: Technical Advisory Committee FROM: Michelle McCamish, Management Analyst, Commuter & Motorist Assistance Brian Cunanan, Commuter & Motorist Assistance Manager SUBJECT: Park & Ride Strategy and Toolkit STAFF RECOMMENDATION: This item is to receive and file the Park and Ride Strategy and Toolkit. BACKGROUND INFORMATION: In 2017, San Diego Association of Governments (SANDAG) was awarded a $288,000 grant from Caltrans to partner with the Riverside County Transportation Commission (Commission) to proactively address Park & Ride demand by better managing existing lots and identifying potential Park & Ride solutions to accommodate future demand. The San Diego and Western Riverside Interregional Park & Ride Strategy report was completed in the summer of 2019. The resulting Park & Ride Strategy and Toolkit identifies strategies and tools to help improve the planning, operation, and management of site-specific lots and the regional network as a whole. Additionally, the report identifies actions for the Commission, SANDAG, and their Park & Ride partners to consider incorporating and implementing within the parameters of agency policy. These actions represent a framework for Park & Ride stakeholders to evaluate how to adapt their existing assets, roles, and responsibilities to meet the needs of a changing mobility landscape. Attachment: Park & Ride Strategy and Toolkit ATTACHMENTTO AGENDA ITEM 7 PARK & RIDE STRATEGY AND TOOLKIT Park & Ride Regional Strategy for San Diego and Western Riverside Counties 201 9 This page has been intentionally left blank. This page has been intentionally left blank. TABLE OF CONTENTS INTRODUCTION & APPROACH 7 Introduction ........................................................................................................8 Background ........................................................................................................8 Regional Strategy Approach ..............................................................................9 Regional Strategy Organization .......................................................................10 REGIONAL PARK & RIDE DATA CENTER 13 SUMMARY OF GOALS AND OBJECTIVES 17 Multimodal Access and Amenities ...................................................................18 Safety, Security, and Operations ....................................................................19 Sustainable Funding ........................................................................................19 System Awareness ..........................................................................................20 GUIDANCE FOR SITE ANALYSIS 23 Guidance for Site Analysis Overview ...............................................................25 Guidance for Existing Site Analysis .................................................................26 Guidance for New Site Analysis .......................................................................32 COMMUNITY PARTNERSHIPS 37 PARK & RIDE TOOLKIT 43 MOVING PARK & RIDES FORWARD 71 Performance .....................................................................................................73 Planning ............................................................................................................74 Property ...........................................................................................................75 Pricing and Technology ....................................................................................76 LOOK AHEAD 79 Data Collection and Analysis ...........................................................................80 Mobility Hubs ...................................................................................................80 System Awareness ...........................................................................................80 APPENDIX APPENDIX A: EXISTING POLICIES & FACILITIES 83 APPENDIX B: STAKEHOLDER WORKSHOP SUMMARY 93 APPENDIX C: LITERATURE REVIEW MEMO 101 APPENDIX D: CASE STUDIES MEMO 109 APPENDIX E: PARK & RIDE/ COMMUTE SURVEY 135 APPENDIX F: PRIVATE SECTOR SURVEY 173 APPENDIX G: FUNDING SOURCES 195 APPENDIX H: EXISTING SITE RECOMMENDATION EXAMPLES 205 APPENDIX I: DATA CENTER 243 APPENDIX J: HELPFUL LINKS 253 APPENDIX K: BASELINE INSTRUCTIONS 257 This page has been intentionally left blank. INTRODUCTION & APPROACHINTRODUCTION & APPROACH 7 INTRODUCTION & APPROACHINTRODUCTION & APPROACH INTRODUCTION Park & Ride facilities are a critical piece of a well-balanced transportation network that supports San Diego and Western Riverside counties’ Sustainable Communities Strategy (SCS) goals of improving person throughput and increasing time-competitive travel alternatives to single occupant vehicle travel. Various regional stakeholders, including the San Diego Association of Governments (SANDAG) and Riverside County Transportation Commission (RCTC) have supplemented their existing Park & Ride networks by constructing new Park & Ride lots and/or leasing parking spaces to accommodate Park & Ride demand. Both regions also have made major investments in transit and HOV/Express lanes projects, and Park & Ride is important to the success of those regional transportation investments. Although both regions continue to see an increase in utilization and demand, there are still challenges in prioritizing and seeking funding or staff time to support investment in Park & Ride operations, management, and development. This underinvestment can undermine the regions’ ability to efficiently and strategically manage Park & Ride assets. If Park & Rides continue to be a low priority for investment in the overall transportation network, the regions may begin to see an impact on trip behaviors, which may include: Shifts in commute behavior and potentially increasing single-occupant trips Uncaptured latent demand for transit, carpool, and vanpool Spillover parking into nearby communities or retail facilities (i.e. “hide and ride” and informal lots) Wasted spending to operate and maintain underutilized lots Potential loss of valuable Park & Ride land assets due to lack of data to justify continued investment Ineffective corridor congestion management without balanced incentives for regional commute decision-making With the ultimate goal of shifting commuter behavior to reduce greenhouse gas emissions throughout the region, Park & Rides provide an option that can encourage a person to consider alternative modes of transportation by providing a familiar and convenient first-mile/last-mile solution. This Park & Ride Regional Strategy details the tools available to stakeholders to enhance their Park & Ride systems, provides action steps for the regions to more fully embrace the benefits of Park & Rides, and highlights innovative Park & Ride solutions that have been implemented elsewhere – all contributing to more informed decision-making. BACKGROUND The San Diego region is a large metropolitan area with dispersed regional work sites throughout the county which causes continuous increases in congestion during commute periods. Riverside County has a significant number of residents who commute to jobs out of the county, including Los Angeles, Orange County, and San Diego. Access to Park & Ride facilities is a critical feature of transportation investments that support fulfilling SCS targets in both regions. There are over 130 Park & Ride facilities (nearly 24,000 parking spaces) in the San Diego and Western Riverside counties, managed by California Department of Transportation (Caltrans), San Diego Metropolitan Transportation System (MTS), North County Transit District (NCTD), and Riverside County Transportation Commission (RCTC). Several of these facilities have support from SANDAG and/or local jurisdictions for management and policy development; however, data collection and enforcement procedures, performance metrics, siting methodologies, and user rules and regulations are developed and deployed variously by each stakeholder. Through a grant awarded by Caltrans, SANDAG partnered with RCTC and community stakeholders, including NCTD, MTS, Caltrans Districts 8 and 11, and local municipalities to develop the Regional Park & Ride Strategy (Regional Strategy) to proactively address investment considerations for Park & Ride operation and management demands. WHAT IS A PARK & RIDE? Park & Ride facilities are conveniently located facilities that serve as a parking lot and/or meet up point for commuters to leave their personal vehicles and transfer to alternative transportation modes such as transit, carpool, or vanpool for the remainder of their trip. Park & Ride facilities may also include drop-off locations and additional amenities that support other transportation alternatives (e.g. bike lockers, electric vehicle charging, and transfer services) Park & Ride facility operations may vary from location to location—some may serve only transit, carpool, or vanpool users, while others may have shared uses with nearby community needs or multiple transportation uses (e.g. truck, university, residential, commercial, or shared transit and carpool/vanpool parking). 8 Park & Ride Strategy and Toolkit July 2019 (FINAL) INTRODUCTION & APPROACHINTRODUCTION & APPROACH INTRODUCTION Park & Ride facilities are a critical piece of a well-balanced transportation network that supports San Diego and Western Riverside counties’ Sustainable Communities Strategy (SCS) goals of improving person throughput and increasing time-competitive travel alternatives to single occupant vehicle travel. Various regional stakeholders, including the San Diego Association of Governments (SANDAG) and Riverside County Transportation Commission (RCTC) have supplemented their existing Park & Ride networks by constructing new Park & Ride lots and/or leasing parking spaces to accommodate Park & Ride demand. Both regions also have made major investments in transit and HOV/Express lanes projects, and Park & Ride is important to the success of those regional transportation investments. Although both regions continue to see an increase in utilization and demand, there are still challenges in prioritizing and seeking funding or staff time to support investment in Park & Ride operations, management, and development. This underinvestment can undermine the regions’ ability to efficiently and strategically manage Park & Ride assets. If Park & Rides continue to be a low priority for investment in the overall transportation network, the regions may begin to see an impact on trip behaviors, which may include: Shifts in commute behavior and potentially increasing single-occupant trips Uncaptured latent demand for transit, carpool, and vanpool Spillover parking into nearby communities or retail facilities (i.e. “hide and ride” and informal lots) Wasted spending to operate and maintain underutilized lots Potential loss of valuable Park & Ride land assets due to lack of data to justify continued investment Ineffective corridor congestion management without balanced incentives for regional commute decision-making With the ultimate goal of shifting commuter behavior to reduce greenhouse gas emissions throughout the region, Park & Rides provide an option that can encourage a person to consider alternative modes of transportation by providing a familiar and convenient first-mile/last-mile solution. This Park & Ride Regional Strategy details the tools available to stakeholders to enhance their Park & Ride systems, provides action steps for the regions to more fully embrace the benefits of Park & Rides, and highlights innovative Park & Ride solutions that have been implemented elsewhere – all contributing to more informed decision-making. BACKGROUND The San Diego region is a large metropolitan area with dispersed regional work sites throughout the county which causes continuous increases in congestion during commute periods. Riverside County has a significant number of residents who commute to jobs out of the county, including Los Angeles, Orange County, and San Diego. Access to Park & Ride facilities is a critical feature of transportation investments that support fulfilling SCS targets in both regions. There are over 130 Park & Ride facilities (nearly 24,000 parking spaces) in the San Diego and Western Riverside counties, managed by California Department of Transportation (Caltrans), San Diego Metropolitan Transportation System (MTS), North County Transit District (NCTD), and Riverside County Transportation Commission (RCTC). Several of these facilities have support from SANDAG and/or local jurisdictions for management and policy development; however, data collection and enforcement procedures, performance metrics, siting methodologies, and user rules and regulations are developed and deployed variously by each stakeholder. Through a grant awarded by Caltrans, SANDAG partnered with RCTC and community stakeholders, including NCTD, MTS, Caltrans Districts 8 and 11, and local municipalities to develop the Regional Park & Ride Strategy (Regional Strategy) to proactively address investment considerations for Park & Ride operation and management demands. WHAT IS A PARK & RIDE? Park & Ride facilities are conveniently located facilities that serve as a parking lot and/or meet up point for commuters to leave their personal vehicles and transfer to alternative transportation modes such as transit, carpool, or vanpool for the remainder of their trip. Park & Ride facilities may also include drop-off locations and additional amenities that support other transportation alternatives (e.g. bike lockers, electric vehicle charging, and transfer services) Park & Ride facility operations may vary from location to location—some may serve only transit, carpool, or vanpool users, while others may have shared uses with nearby community needs or multiple transportation uses (e.g. truck, university, residential, commercial, or shared transit and carpool/vanpool parking). REGIONAL STRATEGY APPROACH To complete the Regional Strategy, stakeholders were engaged through project development meetings, workshops, and deliverable reviews. The project team included staff members from SANDAG, RCTC, MTS, NCTD, and Caltrans. The project team engaged local, regional, public, and private stakeholders to develop a multi-pronged and holistic approach to the regional strategy that resulted in actionable recommendations identified in this report. To inform the Regional Strategy, the following was conducted: Literature Review, Commute Behavior Survey, Private Sector Market Research, and Goals and Objectives Workshop. As part of the literature review, peer agencies were interviewed to identify best practices and lessons learned for addressing Park & Ride challenges. The Commute Behavior Survey identified commute behaviors of employees in both regions, their interest, and willingness to use alternative modes for their commute—factors that would make them more likely to use alternative commutes in the future and amenities and improvements that they desire for Park & Ride lots to help inform the agencies’ Transportation Demand Management (TDM) and Park & Ride programs. The Private Sector Market Research included an online survey and phone interviews with developers and property managers to identify private sector stakeholders’ interests, motivations, and willingness to partner (including their perceived conditions for success). Staff members from local jurisdictions participated in the Goals and Objectives Workshop to identify regional priorities and opportunities to strengthen agency partnerships and priority needs relating to Park & Ride. To support future decision-making, the Park & Ride Data Center, Guidance for Site Analysis, Park & Ride Toolkit and Moving Park & Rides Forward were developed. The Park & Ride Data Center is a web-based, geo-coded database to facilitate regional data collection, sharing, and analysis. The Guidance for Site Analysis provides key considerations when planning for future Park & Ride investments, and it is supported by the Park & Ride Toolkit that synthesizes promising strategies. The project team drew on the foundational knowledge from these deliverables to develop recommendations that will improve existing regional asset management and equip the agencies and their partners to adapt to a shifting transportation landscape. Using the performed research and identified best practices, the Regional Strategy aims to provide the necessary information, tools, and recommended action steps for SANDAG, RCTC, and their stakeholders to leverage existing and future Park & Ride facilities investments to: achieve regional and state GHG goals meet the needs of the changing commuter environment provide options to support effective management and operations attract more commuters to use alternative transportation options support community needs (affordable gathering places for farmers markets, event shuttles, etc.) 9Park & Ride Strategy and Toolkit July 2019 (FINAL) INTRODUCTION & APPROACHINTRODUCTION & APPROACH REGIONAL STRATEGY ORGANIZATION The Regional Strategy is divided into the following sections to help provide context, information, and recommended tools and action steps for SANDAG, RCTC, and their stakeholders. Regional Park & Ride Data Center Summary of Goals and Objectives Guidance for Site Analysis »Guidance for Existing Site Analysis »Guidance for New Site Analysis Community Partnerships Park & Ride Toolkit Moving Park & Rides Forward Look Ahead The detailed findings, best practices, and lessons learned gathered through literature review, case study research, stakeholder workshop, and market research were used to inform and develop the above sections of the Regional Strategy. The summaries of these items can be found in the Appendix of this report. Examples of the application for the How-To Guide for evaluating an existing individual Park & Ride lot is also available in the Appendix. A list of the appendix is provided below. Appendix A: Existing Conditions and Policies Appendix B: Stakeholder Workshop Summary Appendix C: Literature Review Memo Appendix D: Case Studies Memo Appendix E: Park & Ride Commute Survey Appendix F: Private Sector Survey Appendix G: Funding Sources Appendix H: Existing Site Recommendation Examples Appendix I: Data Center Appendix J: Helpful Links Appendix K: Baseline Instructions HOW TO USE THIS DOCUMENT The Park & Ride Strategy and Toolkit is an interactive document and is intended to provide the reader with a number of tools, resources, and guidance to implement promising strategies at Park & Ride locations. Areas in the document that are associated with a hyperlink are indicted in the following styles: Sample hyperlink text to jump to a section within this document. Sample hyperlink text to jump to a resource not within this document. This document is also organized chronologically, allowing the reader to work through the report’s approach and process on the way to identify context-sensitive Park & Ride strategies and tools. 10 Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. This page has been intentionally left blank. REGIONAL PARK & RIDE DATA CENTERREGIONAL PARK & RIDE DATA CENTER 13 REGIONAL PARK & RIDE DATA CENTERREGIONAL PARK & RIDE DATA CENTER THE COMPLEXITY OF PARK & RIDE DECISION MAKING To maximize effectiveness of regional Park & Ride investments, a cohesive database was identified as an early action strategy for the San Diego and Western Riverside regions. Effective data collection and sharing allows local agencies to leverage investments and direct scarce resources to where they are likely to make the greatest impact. Historic comparisons of utilization and incident reporting can justify investments in new strategies, including capacity expansion and educational outreach efforts that identify the value of Park & Ride for both public and private stakeholders. Most importantly, data will allow for the improved use of Park & Ride facilities and enhanced system management by identifying prevailing issues so that corrective action can be taken promptly and allow for proactive management of the available resources. There are over 130 Park & Ride facilities (nearly 24,000 parking spaces) in San Diego and Western Riverside counties, managed by Caltrans, MTS, NCTD, SANDAG, and RCTC. Their disparate geographic and operational contexts inform how they each contribute to the region’s transportation network. From transit lots to carpool/vanpool lots, urban facilities to suburban ones, and leased spaces to owned ones, Park & Ride managers must employ a comprehensive perspective to manage demand effectively. As the transportation system becomes increasingly multi-modal and reliant on digital services, Park & Ride data is primed to support an evolution toward a seamlessly integrated and optimized mobility network. REGIONAL STATISTICS Total # P&R Spaces 23,821 Leased or Shared Use Lots 38% Average Occupancy Transit Lots 63% Park & Pool Lots 41% Combined Lots 41% Utilization of Network Overutilized Lots (>85%) 17% of network 30-85% Utilization 47% of network Underutilized Lots (<30%) 36% of network OPERATOR (% OF NETWORK) TRANSIT LOTS PARK & POOL LOTS COMBINED LOTS Caltrans (43%) 0 30 31 MTS (22%) 31 1 0 NCTD (13%) 18 0 0 RCTC (22%) 0 15 17 TOTAL:49 46 48 SAN DIEGO AND WESTERN RIVERSIDE PARK & RIDE CHARACTERISTICS 14 Park & Ride Strategy and Toolkit July 2019 (FINAL) REGIONAL PARK & RIDE DATA CENTERREGIONAL PARK & RIDE DATA CENTER USING GIS TO ENHANCE SYSTEM PERFORMANCE MONITORING The Regional Park & Ride Data Center (Data Center) was developed as part of this project to enable regional system performance monitoring and support proactive planning. This tool will increase transparency and inform policy makers, grant applications, planners, and the public about the characteristics of the Park & Ride system. It can be accessed from any internet connected device and is designed to facilitate data sharing among all Park & Ride stakeholders, including the public and private sector. Over the course of this project, staff utilized the tool to manually input occupancy counts from the field. In the future, as connected infrastructure is deployed, the Data Center could receive real-time occupancy data and reduce labor costs associated with manual data collection. The Data Center supports the following features and functions: Real time data updates Integration with local and regional datasets such as existing transit and land use Historic occupancy trends Reporting Comprehensive Park & Ride inventory information Web and mobile app accessibility See Appendix I for a more in-depth guide to the Data Center. CASE STUDY: ANNUAL SYSTEM PERFORMANCE REPORT For nearly 20 consecutive years Metro Transit (Minnesota) - in conjunction with eight other regional transit and state authorities – has produced an annual Park & Ride system performance report that summarizes trends, complements their long-term planning documents, and informs policy makers. Key reporting metrics from this report are: Occupancy trends (owned and leased lots) % change in utilization each year Capacity changes (spaces gained and lost) System utilization by corridor Planned capacity expansions User travel behavior derived from LPR data Cost per leased space Parking costs at destination The 2012 annual report noted that “vehicle data and user home origin data are invaluable to the management of the overall network.” 15Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. SUMMARY OF GOALS AND OBJECTIVESSUMMARY OF GOALS AND OBJECTIVES 17 SUMMARY OF GOALS AND OBJECTIVESSUMMARY OF GOALS AND OBJECTIVES During the development of the Regional Strategy, a stakeholder workshop was held to help define the goals and objectives of the Regional Strategy. The project goals and objectives outlined in this section provided guidance and direction for the developed tools in the Park & Ride Toolkit and the identified action steps in the Moving Park & Rides Forward. The following goals and objectives reflect the feedback received from the stakeholder workshop (see Appendix B) and the input from the project team. Goals and objectives represent a preferred situation for a Park & Ride facility. Given sites are subject to unique characteristics and restrictions; it is unlikely that every goal and objective can be achieved at every site. MULTIMODAL ACCESS AND AMENITIES During the workshop, stakeholders clearly communicated that Park & Rides should be as accessible as possible to the greater transportation network and offer amenities to enhance the Park & Ride experience (see Appendix B). Many of the current Park & Rides are sited in locations that are convenient for implementation, but not always where they would be the most useful. Effectively planning for current and future Park & Rides into pedestrian, bicycle, transit, and highway networks will expand the service areas and open the system to new users. Additional amenities like electric vehicle charging, package lockers, WiFi, bike parking, bikeshare, carshare, and other amenities identified in the Regional Mobility Hub Features Catalog, many of which align with regional priorities and would further leverage investments made in the Park & Ride system. OBJECTIVES: Maximize investment in existing Park & Ride locations Partner with jurisdictions to create Park & Ride siting and design guidelines Develop guidance to balance Park & Ride amenities and supportive modes Manage demand at overutilized Park & Ride locations Utilize technology to promote the efficient use of Park & Rides Leverage emerging transportation modes and services provided by private and public sectors Provide cost effective amenities at Park & Ride locations Site Park & Rides in locations with access to pedestrian, bicycle, transit, and highway networks Address underutilized locations with new strategies GOAL STATEMENT: INCREASE ACCESS AND USABILITY OF PARK & RIDES THROUGH OPTIMIZED SITING AND BY PROMOTING MULTIMODAL ACCESS FEATURES AND AMENITIES. 18 Park & Ride Strategy and Toolkit July 2019 (FINAL) SUMMARY OF GOALS AND OBJECTIVESSUMMARY OF GOALS AND OBJECTIVES SAFETY, SECURITY, AND OPERATIONS One major barrier to greater utilization of the Park & Ride system is the perceived lack of safety and security measures at lots. The Regional Strategy considers both active measures like cameras and security checks as well as passive measures like locating lots in high traffic areas and removing landscaping screening. These strategies would promote safety and security and enhance operations during the typical commuter periods that Park & Rides primarily serve as well as during non-peak periods. OBJECTIVES: Implement Crime Prevention through Environmental Design (CPTED) principles at current and future Park & Ride facilities (natural surveillance, natural access control, territorial reinforcement, and maintenance) Encourage on-site activities (retail/donation centers) at Park & Rides or siting of facilities within commercial environments Prioritize shared-use or leased parking agreements that include security, enforcement, and maintenance Leverage technology to improve operation for users and maintenance Develop a regional incident reporting database to support operations and policy decision-making SUSTAINABLE FUNDING Current funding sources for Park & Ride expansion, operations, and maintenance are limited and often inadequate to provide more than the basic levels of service. Because of constrained funding, enforcement and maintenance are often reactionary and complaint-based. Restrictive policies, distributed management responsibilities, and competition for transportation funds all contribute to a limited funding environment. New sources of funding combined with existing financial support could be used to enhance existing assets and provide opportunities to expand the Park & Ride system. OBJECTIVES: Consolidate the ownership and management of Park & Rides to maximize funding opportunities with policy control and decision making Right-size facilities to appropriate demands through utilization monitoring and piloting of new strategies Secure dedicated funding sources for capital and long term operations, maintenance, and replacement life cycle needs Work with private sector to identify public-private partnership (P3) opportunities that maximize value and use of Park & Ride right-of-way GOAL STATEMENT: ENHANCE SAFETY, SECURITY, AND OPERATIONS OF PARK & RIDES DURING AND OUTSIDE COMMUTER PERIODS. GOAL STATEMENT: GENERATE SUSTAINABLE FUNDING STREAMS FOR NEW LOCATIONS AND EXISTING PARK & RIDE OPERATIONS AND MAINTENANCE THROUGH EXISTING AND NEW SOURCES. 19Park & Ride Strategy and Toolkit July 2019 (FINAL) SUMMARY OF GOALS AND OBJECTIVESSUMMARY OF GOALS AND OBJECTIVES SYSTEM AWARENESS Hurdles to increase Park & Ride system utilization include lack of public knowledge or awareness. Inconsistent branding, marketing of the system, and lack of a comprehensive “one stop shop” for Park & Ride information reduces the potential of a facility. Effective marketing methods, consistent branding, and targeted marketing would help educate the public about the location of Park & Rides, how to use them, and the benefits they offer to users and communities. OBJECTIVES: Update the public facing Park & Ride map with complete information on all types of Park & Ride lots and information about lots and availability Create a consistent brand for Park & Rides to enhance awareness of available locations and supportive services (e.g., carpool and vanpool, and transit) Develop methodology to quantify the environmental impacts and user benefits of Park & Ride locations Create a marketing campaign to enhance awareness of the system targeting three different audiences: public/community, local agencies, and private sector property managers Provide real-time information to users where conditions are applicable Develop a regional database that includes statistical info to allow agencies to more effectively calculate Park & Ride investments and partnership benefits GOAL STATEMENT: CONSISTENTLY PROMOTE THE BENEFITS, AVAILABILITY, AND LOCATIONS OF PARK & RIDE TO THE PUBLIC. 20 Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. This page has been intentionally left blank. GUIDANCE SITE ANALYSISGUIDANCE FOR SITE ANALYSIS 23 This page has been intentionally left blank. GUIDANCE FOR SITE ANALYSISGUIDANCE FOR SITE ANALYSIS GUIDANCE FOR SITE ANALYSIS OVERVIEW The Guidance for Site Analysis compiles supportive considerations for addressing challenges at existing Park & Ride sites and planning new Park & Ride sites. Using information from the case study research, literature review, stakeholder workshop, and project team meetings, the following two guides were developed: Guidance for Existing Site Analysis provides direction for analyzing identified challenges and developing promising strategies to consider implementing at an existing Park & Ride location. It outlines recommended steps to assess the conditions of an existing Park & Ride site, identify its challenges, and utilize the Park & Ride Toolkit to develop recommendations to address those challenges. Guidance for New Site Analysis provides baseline steps for selecting a new Park & Ride location and estimating the potential demand and size of the new site. It outlines recommended steps to begin the initial process for creating a new Park & Ride site. The above guidance provides a basic overview for addressing challenges at an existing site or developing a new site. However, there may be hurdles for existing and new sites that need to be addressed on a more regional level, such as data collection and monitoring, policies that affect the development and long-range planning of Park & Rides. Refer to the identified action steps in the Moving Park & Rides Forward section for guidance on how to address these regional challenges. 25Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR EXISTING SITE ANALYSISGUIDANCE FOR EXISTING SITE ANALYSIS GUIDANCE FOR EXISTING SITE ANALYSIS There are three stages for the existing site analysis – Assessment Stage, Identification Stage, and Development Stage. These stages and their supporting resources are listed below. ASSESSMENT STAGE: Assess Existing Conditions IDENTIFICATION STAGE: Identify Key Challenges DEVELOPMENT STAGE: Develop Recommendations Supporting Resource: Park & Ride Data Center Support Resource: Relinquishment Assessment Supporting Resource: Park & Ride Toolkit Suggestions and recommendations on how to complete each stage are provided in this guidance. Examples of the Guidance for Existing Site Analysis for six existing Park & Ride sites are provided in the Existing Site Recommendation Examples (see Appendix H). ASSESSMENT STAGE: ASSESSING EXISTING CONDITIONS It is important to compile an existing conditions summary to inform a full and accurate assessment of a site’s challenges. When possible, key information should be gathered about the site’s history, current conditions, and user profiles. Consider gathering information for existing site conditions outlined on the following page. When developing the site’s existing conditions summary, it is recommended to use both empirical and anecdotal information. Existing empirical data about a site’s conditions can be found in the Park & Ride Data Center (see Appendix I). Anecdotal information can be obtained from a site visit, field surveys of the lot’s users, and/or coordination with supporting agencies such as the local transit agency or Metropolitan Planning Organization (MPO). The assessment stage should also include a virtual and/or in-person site visit to assess how local, sub- regional, and regional factors are potentially influencing the existing site’s performance. Field surveys are excellent opportunities to obtain information about a Park & Ride from its users. Field surveys can help provide insight on the location’s challenges, which may reveal unique or previously unidentified barriers. Consider using a survey to determine: User origin and/or destination Perception of lot safety, quality of transit service, and efficiency of wayfinding Reason for using Park & Ride (e.g., proximity to express lanes, parking at employment is expensive, access to transit) 26 Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR EXISTING SITE ANALYSISGUIDANCE FOR EXISTING SITE ANALYSIS EXISTING CONDITIONS TO ASSESS: SITE CONDITIONS NOTES Parking Spaces: What are the number and type of parking spaces available? User Types: What type of users utilize the site? Owner/Operator: Is the Park & Ride under shared ownership? Leased or owned: Is the site leased or owned? Utilization: What is the utilization of the site? What count collection period was used to develop the utilization rate? Egress/Ingress: Is egress/ingress Good/Fair/Poor? Curb Space: Is there a designated pick-up/ drop-off area? SITE AMENITIES NOTES Lighting: Does the lighting make it feel secure at night? Mobile Retail/Package Delivery Service: Is mobile retail or package delivery service available to help reduce user trips? Information Kiosks: What type of information do the kiosks provide users? Signs: Is there proper wayfinding signage? Bike Parking: Is bike parking available? What kind? Paving/Striping: What is the pavement of the site like? Are the spaces striped? OTHER CONDITIONS NOTES Wayfinding/Visibility: Is it easy to find the site from main roadways? Can the site be seen from the freeway or major arterial? Surrounding Land Uses: What type of land uses surround the site? Area Type: Is the site in an urban, suburban, or rural area? Surrounding Roadway Network: Is the site far (>5+ minute drive) from freeway access ramps? What type of roadway provides access to the site? Access: Is the site easy to access? What types of modes can be used to access the site? (e.g., personal vehicle, transit, bike, walking, etc.) ADDITIONAL CONSIDERATIONS NOTES Nearby Activity Centers: What activity centers are within 1 mile of the site? User Travel Patterns: What are the travel patterns (e.g., origin-destination pairs) of the users of the site? Adjacent Park & Ride Lots: What are the differences between the site being assessed and nearby Park & Ride lots? Regional Transportation Plan, Sustainable Communities Strategy, General Plan Local/regional goals that can be met by expanding/improving Park & Rides? 27Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR EXISTING SITE ANALYSISGUIDANCE FOR EXISTING SITE ANALYSIS IDENTIFICATION STAGE: KEY CHALLENGES Refer to the existing conditions summary developed in the Assessments Stage to identify relevant key challenges and their potential causes from the list below. Overutilization (Utilization > 85%): nearing or at maximum capacity during peak periods »Not enough parking to support the demand of a facility »Competition between users to park in the available spaces and between eligible and illegal parkers »Users can get frustrated with parking situation and not return Utilization 30% - 85%: potential to increase utilization and use of lot »Diminished economic return in Park & Ride investment as the there is excess land not being utilized »Parking supply may need to be reduced to reflect geographic, demographic, and management factors affecting lot Underutilization (Utilization < 30%): low utilization for the amount of parking provided »Land dedicated to parking could be put to a higher and better use »People may not be aware of facility »Facility may be perceived as unsafe or inconvenient Modal Competition (Utilization > 85%): multiple modes competing for limited space at site »Facility accommodates several different modes of transportation including carpool/vanpool, transit, biking, and rideshare »Modes compete with one another in terms of cost, speed, accessibility, frequency, safety, comfort, and time »Users comparing modes available and choosing the ones that best fit their requirements and needs Operations and Management: challenging operations and management requirements »Operations are the responsibility of multiple agencies, making defining roles and responsibilities cumbersome and creating confusion for users »Maintenance issues such as waste disposal, landscaping meeting public safety guidelines, on-going maintenance and repair costs, and aging System Management: difficult maintenance and operation of parking system »Lack of efforts to maintain data and parking counts »Varying procedures and policies between owners and operators Funding: difficulties securing funding for improvements and/or operations »Limited funding and resources »High costs to maintain or high operation costs Partnerships and Policy: Building successful partnerships and creating necessary policy to improve Park & Ride usage presents a challenge »Difficult to form private-public partnerships as private stakeholders do not see the benefit of Park & Rides »Lack of consistent policy and requirement for Park & Ride lots between local municipalities »Owner may wish to terminate the contract »Problems that may arise when Park & Ride users of a location expand into non-designated spaces It may not be necessary to develop recommendations for a site due to the existing conditions and key challenges. Before proceeding to the next step of this guidance (the Development Stage), it is recommended to go through the relinquishment assessment on the following page. 28 Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR EXISTING SITE ANALYSISGUIDANCE FOR EXISTING SITE ANALYSIS RELINQUISHMENT ASSESSMENT The Relinquishment Assessment takes the site through an evaluation that determines if the site should proceed to the next stage of reviewing tools and developing site recommendations (the Development Stage). CHALLENGE ACTION STEP ONEUtilization > 85%Begin strategy identification matrix in the Development Stage. Utilization 30% - 85%Begin strategy identification matrix in the Development Stage. Utilization < 30%Continue step two to assess continued need for facility. CHALLENGE ACTION STEP TWOLack of Awareness Begin strategy identification matrix in the Development Stage. Safety Concern Begin strategy identification matrix in the Development Stage. Inconvenient Continue step three to assess continued need for facility. ADDITIONAL CHALLENGE ACTION STEP THREEDoes facility meet needs of future population growth? Begin strategy identification matrix in the Development Stage. Is facility serving high-capacity transit?Begin strategy identification matrix in the Development Stage. Can the facility size be reduced?Begin strategy identification matrix in the Development Stage. If no to previous questions. Consider discontinuing operation at facility and investing in a new site. Proceed to the Guidance for New Site Analysis. 29Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR EXISTING SITE ANALYSIS GUIDANCE FOR EXISTING SITE ANALYSISDEVELOPMENT STAGE: RECOMMENDATIONS Using the strategy identification matrix below, review the strategies in Park & Ride Toolkit that correspond to the site’s key challenges. Each strategy in the Park & Ride Toolkit identifies several tools that could be leveraged when developing recommendations for the site. STRATEGY IDENTIFICATION MATRIX KEY CHALLENGES Overutilization ( >85%)Utilization 30% - 85%Underutilization (<30%)Modal CompetitionOperations and ManagementSystem ManagementFundingPartnerships and PolicySTRATEGIES IN PARK & RIDE TOOLKITMaximizing Capacity at Facilities • • • • Managing Parking Demand • • • • • Secure Facilities and Enforce Rules / Regulations • • • • Incentivize Target Users • • • • Create Partnerships with Local Jurisdictions and Private-Sector • • • • • • • Align Park & Ride Planning with Local and Regional Goals • • • • • RECOMMENDATIONS FOR THE SITE Implementing new strategies may cause additional challenges to arise. Consider creating a suite of tools to anticipate and address these new challenges. Review the action steps outlined in the Moving Park & Ride Forward to identify and address challenges that may require regional solutions. 30 Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. GUIDANCE FOR NEW SITE ANALYSIS GUIDANCE FOR NEW SITE ANALYSISGUIDANCE FOR NEW SITE ANALYSIS Planning for a new Park & Ride site involves a multi-step process for selecting a viable location (siting) and right- sizing the site to meet estimated demand (forecasting). In order to properly site and size a new site, case study research suggests Park & Ride planners utilize the local Travel Demand Model (if available) along with data from existing Park & Rides since the best sources for siting and sizing are predictive analytics and historical precedent. While siting and forecasting demand is traditionally driven by a Travel Demand Model, often times there is a need for an alternative analysis solution since the modeling process can be lengthy, intensive, and requires operation by modeling professionals. The process for siting and forecasting demand can be done by performing a common- sense approach based on analyzing existing conditions such as informal Park & Ride activity, land use contexts, and distance between major residential areas and employment centers. Baselining is another alternative to using a Travel Demand Model. This approach does not require such intensive processes and can be completed by transportation professionals with access to Geographic Information Systems (GIS) and census data to produce a simplified estimation of demand. Baselining is the process of using existing key performance indicator (KPI) data and historical data to estimate the performance of similar future sites. An example of the baselining process as a tool for siting and sizing can be found in the Baselining Exercise. Baselining, however, is not a good fit for all estimation situations due to the retrospective process it utilizes and has difficulty accounting for future development. Additionally, baselining is only as good as the data it is built upon. High-quality, comprehensive data is necessary to produce strong estimates. To help agencies and stakeholders with developing a new Park & Ride facility, the Guidance for New Site Analysis provide information for the following: REGIONAL SITING COMPARATIVE ANALYSIS LOCAL SITING When developing a new Park & Ride site, consider employing strategies from the Park & Ride Toolkit to proactively leverage opportunities and mitigate challenges that may occur at the proposed location. REGIONAL SITING This stage in the process is designed to help the user identify areas with a strong propensity for successful Park & Rides. The user should use the following KPI to generate a “heat map” of locations that have characteristics of ideal Park & Ride locations. With GIS software, the key performance indicators and the associated Search Parameters can be used to scan the region for preferred sites. Each desired KPI will act as a layer on the map. Areas with more overlapping layers are the stronger candidates for Park & Rides. If some or all of the KPIs are unavailable in GIS format, they may still be used when combined with local knowledge, existing mapping tools, and professional planning judgment to identify areas of interest that exhibit qualities of successful Park & Ride locations. KEY PERFORMANCE INDICATOR SEARCH PARAMETER (FILTER) Distance from Employment Center 5-minute driveshed Distance from Highway 10-minute driveshed Proximity to High-Capacity Transit/Direct Access Ramp (DAR) 15-minute driveshed Population Density by Census Block Group (CBG) above regional average Vehicle Ownership Density of 2+ vehicles owned by CBG above regional average Park & Pool Utilization Zip codes with Park & Pool usage above regional average Additional factors for consideration include commuter behavior and existing transit characteristics, which are outlined in greater detail on the next page. 32 Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR NEW SITE ANALYSIS GUIDANCE FOR NEW SITE ANALYSISCOMPARATIVE ANALYSIS SELECT AN AREA OF INTEREST This stage in the process uses the heat map created within Regional Siting to allow the user to identify an area of interest. This area of interest is where several KPI layers are overlapping spatially. APPLICABLE TYPOLOGY Using the area of interest, the user should create an applicable typology, which the user will use to identify analogous existing Park & Rides. Consider the following factors when creating a typology: Community Context (Density, Land Uses, Distance from Employment) Proximity to Transit and Carpool/Vanpool supportive infrastructure (Direct Access Ramps, Express Lanes) Transit Service Frequency and Type (Local, Express, Park & Pool, etc.) Proximity to other Park & Rides (Are they sharing demand?) COMPARE BASE STATISTICS This stage in the process is focused on compiling and comparing utilization and population data to estimate demand. By comparing the utilization rate and population captured in the chosen analogous sites, planners can estimate future utilization for the area of interest. The steps for using the baselining approach to compare base statistics are outlined in the Baselining Exercise. LOCAL SITING This stage in the process is to search and select a viable new Park & Ride site within the area of interest. When evaluating potential local sites, successful Park & Rides typically exhibit the indicators listed below. While these indicators are typical of successful lots, it is not necessary to meet all them to be successful. Accessible Location »Consider the safety, lighting, and walkability of the site and surrounding community. Also, consider the presence of active transportation facilities. Easy-to-Access from Regional Roadway Network »Consider the visibility of the site from nearby major roads. »Park & Rides at the nexus of many collector roads will benefit from being a natural location for trip consolidation. Non-Residential Parcels »Park & Rides are most compatible as a stand-alone use or incorporated into non-residential uses (e.g., retail, commercial, institutional) Owned by the public sector or easily acquirable via partnerships. Additionally, consider the following to encourage local siting feasibility: General Activity Density in Surrounding Area »What is the job/housing density of surrounding area? »Consider any anticipated developments that will put large demand on roadways and create the need for a Park & Ride. These developments offer the opportunity for public-private partnerships. Consult community plans and smart growth areas. »Are there other attractions (retail, entertainment) nearby? Presence of Informal Lots »Are there known informal lots where the space is currently or planned to be developed? Informal lots can indicate demand at specific sites. COMMUTER BEHAVIOR Where are commuters traveling within and between jurisdictions? »Understanding existing origin and destination patterns, along with the existing transportation services available to commuters (i.e. Transit) can help indicate whether Park & Rides are an appropriate com-muting solution. Are the commuter corridors congested? »More congestion typically leads to higher Park & Ride usage; lots sited upstream of congestion tend to outperform lots sited downstream. EXISTING TRANSIT Is there existing transit near or at the potential site? »Consider if the new site would be targeting Park & Ride users to utilize transit for the rest of their com-mute or to be a meet-up for carpools/vanpools. Incorporation of existing transit service into a new Park & Ride impacts the site’s catchment area and design of the lot. What are the transit headways? »10 minutes or less is best for Park & Ride. Does existing transit have low ridership? »A Park & Ride can help boost ridership by concentrating rider demand to a centralized location. 33Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR SITE ANALYSISGUIDANCE FOR SITE ANALYSIS BASELINING IN ACTION In the following fictional scenario, baselining is utilized to forecast demand for a lot that will have new LRT service. This is intended to highlight how the baselining approach can be applied. Each individual application of the baselining approach will need to consider the unique characteristics of the site in question. SCENARIO: A new LRT alignment is planned to implement service between the US-Mexico border at San Ysidro and Kearny Mesa. The LRT will run through eastern Chula Vista and provide a more di-rect connection for the South Bay community to one of the region’s most signifi-cant employment centers. Currently, South Bay residents must take the Blue Line trolley into downtown and transfer to a bus that serves Kearny Mesa. A new stop is proposed at H Street adjacent to the I-805. BASELINING APPROACH APPLICATION: A typology was developed with the following criteria: Light Rail with frequent peak hour service Near to single family housing with little walk-up density Adjacent major arterial Serves major employment area Lots identified that match this typology are listed below: Palomar (MTS, 245sp – Avg 216) Palm Ave (MTS, 481 spaces – avg 187) Iris Ave (MTS, 173sp – 153 Avg) Bayfront/E St (MTS, 246sp – Avg 223) Using these locations, mutually exclusive market areas were identified and developed using the recommended drivesheds (shown in the map below). WHAT YOU NEED GIS (Software + Data) Occupancy data for existing Park & Ride lots ANALYZING CHOSEN TYPOLOGY 1) Define Market Area for Chosen Typology The following are example market areas that can be used depending on community context. The market area is based on community context (urban, suburban, rural) with each one having the following recommended driveshed: »Urban (1-3 mile driveshed) »Suburban (3-5 mile driveshed) »Rural 5+ mile driveshed) The Market Area can be calculated using GIS – please see Appendix K for additional guidance. 2) Research Analogous Utilization Select several (at least 5) existing Park & Rides from each market area and collect utilization data. 3) Measure Population in Market Area Using the market area definition, collect total population* for each selected Park & Ride using American Community Survey 5-Year Estimates The Population statistics can be calculated using GIS – please see Appendix K for additional guidance. 4) Calculate Equation and Result Divide the number of cars** currently parking at the lot by the population in the Market Area to determine an estimated “vehicles per person.” Average the “vehicles per person” ratio over all the example lots in chosen typology to determine a Baseline Ratio. Apply representative conversion rate to proposed Park & Ride to estimate potential demand. For instances in which Market Areas overlap, the population must be adjusted and assumed to be distributed equally between each lot. More detailed guidance is available in Appendix K. BASELINING EXERCISE 34 Park & Ride Strategy and Toolkit July 2019 (FINAL) GUIDANCE FOR SITE ANALYSISGUIDANCE FOR SITE ANALYSIS By comparing the population within these market areas with the occupied spaces at existing Park & Ride sites, a baseline ratio of 0.272% was calculated. PARK & RIDE LOT CURRENT POPULATION OCCUPIED SPACES RATIO E Street 78,831 223 0.283% Iris 84,839 153 0.180% Palm 54,535 187 0.343% Palomar 68,263 216 0.316% Total 286,468 779 0.272% Mutually exclusive market areas and populations were measured with the inclusion of the proposed I-805 and H Street Park & Ride location. Using adjusted market areas to avoid assigning specific populations to multiple Park & Ride sites, projected demand was calculated for each station: PARK & RIDE LOT EXISTING POPULATION PROPOSED POPULATION CHANGE PROJECTED DEMAND DEMAND CHANGE E Street 78,831 54,796 (24,035)158 (65) Iris 84,839 84,795 (44)153 (0) Palm 54,535 54,533 (2)187 (0) Palomar 68,263 49,865 (18,398)166 (50) H (New)-105,304 105,304 286 286 Total 286,468 349,292 62,824 950 171 The new Park & Ride at H Street and I-805 is projected to have demand for 286 spaces based on the calculated baseline ratio. 115 of these spaces come from existing Park & Rides within the selected typology locations and 171 spaces are new Park & Ride demand. CONCLUSION: The baselining approach is a simple approach to estimating demand at potential Park & Ride sites. It requires knowledge of local transportation needs and access to existing data. With these assets, Park & Ride managers can use this approach to quickly and effectively assess the potential success of a Park & Ride. 35Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. COMMUNITY PARTNERSHIPSCOMMUNITY PARTNERSHIPS COMMUNITY PARTNERSHIPSCOMMUNITY PARTNERSHIPS Park & Ride lots can be an asset for many community partners such as local municipalities, private entities, and the general public. Thus, it is important to develop targeted messaging and marketing materials that are supported by sufficient data to strategically demonstrate the benefits of Park & Ride partnerships to each stakeholder. This section provides initial guidance on educational materials that could help community partners see the value of Park & Rides and encourage them to be involved with developing, operating, and maintaining Park & Ride lots. EDUCATING POTENTIAL PARTNERS Community partners can play a pivotal role in the development, operations, and maintenance of Park & Rides. If partners are not actively engaged, the Park & Ride system may not fully maximize potential investments and miss out on opportunities. According to the private sector survey conducted (see Appendix F), 80% of private sector stakeholder participants are open to learning more about the benefits of Park & Rides. According to the commuter behavior survey (see Appendix E), commuters—especially interregional commuters—are interested in using Park & Rides as part of their commute. Although both private stakeholder participants and commuters are interested in Park & Rides, most are not fully aware of the benefits of Park & Ride, which contributes to hesitation for partnerships and the lack of support from these community partners. To bring awareness of Park & Ride to community partners, it is recommended to develop an effective marketing plan that shows the value and benefits of Park & Rides. Creating an effective marketing plan will help provide a framework for when, how, and to whom Park & Rides should be promoted. The primary purpose of this marketing plan is to outline potential strategies that educate community partners about Park & Ride benefits, and ultimately, increase engagement for future partnerships. When developing the marketing plan, it is important to think about each community partner’s needs, how they benefit from Park & Rides, how they can be involved, and why they need to be involved. Developing a marketing plan to build and improve partnerships is identified as a key action in Moving Park & Rides Forward. SUPPORTIVE DATA & ANALYSIS Community partners, especially private entities, desire quantified benefits that support statistical information like cost savings, parking demand reduction, or increase in sales. Investing in strategies that also support data collection and analysis will contribute to the success of Park & Ride marketing efforts and potential partnerships. Marketing to community partners is essential to the future of Park & Rides. Community partners can be more effectively engaged and partner on the development, operations, and maintenance of Park & Rides for the benefit of all community members when using this guidance, the tools identified in the Park & Ride Toolkit, and the action steps identified in Moving Park & Rides Forward. 38 Park & Ride Strategy and Toolkit July 2019 (FINAL) COMMUNITY PARTNERSHIPSCOMMUNITY PARTNERSHIPS POTENTIAL PARTNERSHIP BENEFITS & OPPORTUNITIES BENEFITS FOR LOCAL MUNICIPALITIES Park & Rides can support the implementation of Climate Action Plans by supporting services that facilitate the reduction of greenhouse gas emissions (GHG), vehicle miles traveled, and congestion by providing convenient first-mile / last-mile opportunities that incentivize alternative transportation mode choices. Park & Rides may support mobility hub enhancements including transit services, electric vehicle charging, bike amenities, or pick-up / drop-off zones for passengers or goods. Reduced parking requirements for new developments could be more effective with shared parking policies that support Park & Ride needs. Shared mobility policies at employment destinations encourages carpool, vanpool and carshare trips to those communities and reduce overall parking demands. Park & Ride lots could provide multi-purpose community spaces for social gatherings (e.g., farmers markets or movie nights) or shuttle services to major events POTENTIAL OPPORTUNITIES Refer to the Mobility Management Strategy, which includes a VMT Reduction Calculator Tool for services provided at Park & Ride. Distribute digital and printed marketing materials that identify Park & Ride benefits for developers, property managers, employers, and community members. Strategically market these materials with existing TDM marketing efforts. Participate in opportunities to educate private sector and communities about Park & Ride and TDM benefits. Consider updating policies to alleviate barriers for public-private partnerships. Consider potential incentivizing partnerships with developers and property managers through parking policy reductions, conditional zoning opportunities, reduced liability, flexible covenants, conditions and restrictions (CCRs), Mobility Hubs development, marketing/advertising, transit incentives and discounts, or shared-parking guidelines. Consider implementing a Transportation Demand Management (TDM) Program that includes Park & Ride policy for new development and mandatory monitoring and reporting requirements. Consider an agreement with agency partners to leverage existing enforcement and data collection efforts for the Park & Ride system. Develop a process to update regional inventory, utilization, and amenity updates on an annual basis. Quantify benefits to support marketing materials. Encourage volunteer opportunities to enhance Park & Ride facilities (e.g., neighborhood security patrol, public art installation, and maintenance). Consider using Park & Ride lots to support community events and raise awareness. 39Park & Ride Strategy and Toolkit July 2019 (FINAL) COMMUNITY PARTNERSHIPSCOMMUNITY PARTNERSHIPS BENEFITS FOR PRIVATE ENTITIES (DEVELOPERS, PROPERTY MANAGERS, LAND OWNERS, EMPLOYERS) Park & Ride partnerships help the region achieve sustainability goals by reducing greenhouse gas (GHG), local air pollutant emissions, and other related public health and environmental impacts, while also reducing parking demand and traffic congestion. Incorporating Transportation Demand Management (TDM) strategies can also contribute to Leadership in Environmental and Energy Design (LEED) certification. Property managers should consider shared mobility parking policies that encourage carpool, vanpool, and carshare trips and/or shared parking with Park & Ride dedicated spaces. Additionally, employers and property managers should work with regional planning agencies, transit agencies, and/or local municipalities to promote Park & Rides and other TDM strategies to their employees and customers. Current parking allocations could be repurposed for future development and provide the flexibility to accommodate future changes to travel behavior and goods movement; shared Park & Rides could support mitigation. Park & Ride users are customers who are more likely to support nearby businesses. Successful Park & Ride lots could transition into future Smart Growth opportunities that also encourage multimodal travel choices. Park & Ride efforts can also be supported through the payment of impact fee assessments with new development. POTENTIAL OPPORTUNITIES Distribute digital and printed marketing materials that identify Park & Ride and TDM benefits for tenants and/or employees. This could be included as part of employees’ on-boarding process. Consider partnership pilot programs where perceived lack of excess parking is a concern. Pilot programs should include before/after parking demand analysis, combined with strategic TDM strategies, and marketing efforts that support multimodal transportation choices. Share “success stories” as examples for other developers and land owners. Create a financial incentives package that is developed in collaboration with local municipalities and transit agencies. This may include opportunities for shared operations & maintenance costs, decrease in number of required parking spaces for new development, or opportunities for traffic mitigation by incorporating Park & Ride spaces. Identify statistical datasets that would be useful for business decisions and partner with local municipalities to collect and analyze datasets, including but not limited to: »Identifying foot-traffic statistics that could support advertising, »Average money spent by Park & Ride users/customers of shared retail spaces, »Decrease in parking utilization and demands, creating future development opportunities, »Annual savings for maintenance with shared partnership, and »Additional travel incentives for private entities’ consumer base (e.g., transit services, EV Charging, and/or shared mobility). 40 Park & Ride Strategy and Toolkit July 2019 (FINAL) COMMUNITY PARTNERSHIPSCOMMUNITY PARTNERSHIPS BENEFITS FOR GENERAL PUBLIC Park & Rides provide convenient first-mile / last-mile travel options for community members who would like to leave their car and take transit, carpool, or vanpool for the rest of their trip. These benefits provide options that help the environment, save money, and alleviate commuting stress. Park & Rides reduce traffic congestion throughout the region by encouraging multimodal travel choices. Community members should support new projects that increase Park & Ride opportunities in their region. Park & Ride lots could provide multi-purpose community spaces for social gatherings (e.g. farmers markets or movie nights). Community members should work with local municipalities to encourage activating Park & Ride spaces in the community. Park & Rides encourage investments in Mobility Hub amenities that enhance the movement of people and goods including Electric Vehicle charging, bike lockers, transit services, mobile retail services, and package delivery stations. POTENTIAL OPPORTUNITIES Utilize services at existing Park & Ride locations and share the benefits with community members and local municipalities. Benefits may include time savings, cost savings, convenience and/or lifestyle changes attributed to Park & Ride. Consider sharing benefits on social media to support TDM campaigns. Support future investments that support overall transportation efforts, including smart parking considerations to support full-featured transportation app for trip planning. Enhance Park & Ride community value by volunteering to provide neighborhood security patrol, public art installation and maintenance, and/or data collection. Consider using Park & Ride lots to support community events and raise awareness. 41Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. PARK & RIDE TOOLKITPARK & RIDE TOOLKIT 43 PARK & RIDE TOOLKITPARK & RIDE TOOLKIT The Park & Ride Toolkit (Toolkit) is a resource for operators and owners to refer to when addressing prevailing regional challenges identified by stakeholders through the stakeholder workshop (see Appendix B). Using best practices and lessons learned through the literature review, case study research, commuter survey, and private sector survey (see Appendix C, D, E, and F), the Toolkit provides strategies and respective tools for implementation to better plan, operate, and manage Park & Ride facilities. The strategies and their respective tools are outlined on the following page. Each strategy identifies tools that can be implemented at a Park & Ride facility. The following information is provided for each tool: Name of Tool MID-TERM LONG-TERMNEAR-TERM DEFINITION What is the tool? BENEFIT What are the benefits for implementing the tool? COST What are the low/medium/high options for implementing the tool? PREFERRED CONDITIONS What top considerations warrant an investment in the new tool or strategy? TYPICAL CHALLENGES What barriers should the owner or operator plan for when choosing to implement the new tool or strategy? RISKS What potential negative consequences may co-occur if an owner or operator chooses to implement the tool? EXAMPLES What are some examples of the tool? Recommended Phasing: Tool in Action 2-5 sentence summary of an applicable case study for the tool. Additional relevant case studies can be found in the Case Studies Memo (Appendix D). For each tool, there is a recommended phasing for implementation as shown above with the green, orange, and blue circles. Near-Term describes improvements having minimal cost and policy barriers. Mid-Term describes improvements having average costs and policy barriers. Long-Term describes improvements having significant costs and policy barriers. 44 Park & Ride Strategy and Toolkit July 2019 (FINAL) PARK & RIDE TOOLKITPARK & RIDE TOOLKIT From the research, the following strategies and respective tools are described in the Toolkit: MAXIMIZING CAPACITY AT FACILITIES Dedicate Space for Alternative Access Modes Proactive Siting Increase Number of Parking Spaces Annual Reporting and Performance Monitoring Pilot Programs to Test Potential Maximizing Capacity Solutions MANAGING PARKING DEMAND Implement Paid Parking System User Type Management Smart Parking Systems SECURE FACILITIES AND ENFORCE RULES Focused Enforcement to Deter Abuse Reduce Security Concerns INCENTIVIZE TARGET USERS Enhance Access Modes Supporting Mobility Hub Amenities Marketing Park & Ride Benefits CREATE PARTNERSHIPS WITH LOCAL JURISDICTIONS AND PRIVATE-SECTOR Campus Employer Partnerships Activate, Lease, or Reuse Excess Capacity Advertising at Park & Ride Facilities Relinquishment ALIGN PARK & RIDE PLANNING WITH LOCAL AND REGIONAL GOALS Encourage Transit-Oriented Development (TOD) Park & Ride Policy Integration Transitory Park & Ride Facilities Inter-Agency Coordination 45Park & Ride Strategy and Toolkit July 2019 (FINAL) This page has been intentionally left blank. 47Park & Ride Strategy and Toolkit July 2019 (FINAL) Encourage more efficient use of existing facilities by increasing the number of users at a facility Improve quality and consistency of service provided to users (space availability) Improve facility design MAXIMIZING CAPACITY AT FACILITIES Implementation Tools Dedicate Space for Alternative Access Modes NEAR-TERM MID-TERM LONG-TERM DEFINITION • Provide and prioritize dedicated space for travel alternatives to single occupancy vehicles BENEFIT • Increase utilization without increasing automobile parking • Encourage existing/new users to travel using alternative modes COST LOW - Re-striping and signage; secure bike parking installation PREFERRED CONDITIONS • Utilization > 85% • Within walking/biking distance (0.25 mile - 0.5 mile) of residential community, employment area, or transit stop • High visibility locations with potential mobility hub conversion TYPICAL CHALLENGES • Requires regular enforcement of existing assets to warrant new investment • Reconfiguration of existing facility • Confirm existing policies allow for alternative modes of access RISKS • New alternative access space may require reconfiguration of existing lot, resulting in a loss of parking capacity for existing users • Underutilization by alternatives modes of access EXAMPLES • Providing dedicated vanpool/carpool spaces for transit users • Providing dedicated curb space for Transportation Network Companies (TNCs) • Provide specific spaces for compact modes of transportation (e.g. motorcycle, bicycle) TOOL IN ACTION BART is working with the Metropolitan Transportation Commission (MTC) and Scoop Technologies to incentivize BART users to carpool to BART stations. Since parking at these stations fill early in the morning, carpool vehicles will have a guaranteed parking spot at the station until 10am. Source: Scoop Technologies Maximizing Capacity at FacilitiesPARK & RIDE TOOLKIT 48 Park & Ride Strategy and Toolkit July 2019 (FINAL) Proactive Siting SNOHOMISH COUNTY KING COUNTY PI ERCE COUNTYKING COUNTY PIERCE COUNTY KITSAP COUNTY KITSAP COUNTYKING COUNTYSNOHOMISH COISLAND COUNTYEverett Seattle Lynnwood Bellevue Issaquah Redmond Renton Kent Tacoma Vashon Island Lakewood ¨§¦405 ¨§¦90 ¨§¦5 ¨§¦90 ¨§¦5 ¨§¦5 522 520 202 99 900 167 164 512 410 18 16 Number of Spaces >500 301 - 500 101 - 300 1 - 100 Avg. Weekday Use <80% 80% - 94% 95% and up No data SNOHOMISH COUNTY ID Park and Ride Spaces Use BOTHELL 1 Canyon Park 306 98% 22400 17th Ave SE EDMONDS 3 Edgewood Baptist Church 10 20% 20406 76th Ave W 4 Edmonds Station 259 97% 210 Railroad Ave 5 Edmonds Lutheran Church 13 46% 23525 84th Ave W 6 United Presbyterian Church 58 27% 8506 238th St SW 7 Edmonds 255 38% 21300 72nd Ave W 8 Edmonds Ferry Terminal 64 95% 199 Sunset Ave S EVERETT 10 Mariner 595 63% 13102 4th Ave W (so. of 128th St SW) 11 Eastmont 389 60% 9029 El Capitan Way 12 Everett Station 1067 77% 3201 Smith Ave 13 South Everett P&R 397 100% I-5 and 112th St SE LAKE STEVENS 16 Ebenezer Lutheran Church 10 10% 2111 117th Ave NE 17 Holy Cross Lutheran Church 35 35% 9613 20th St SE, Everett (at Hwy 9) 18 Lake Stevens 207 80% 9414 4th St NE, Lake Stevens LYNNWOOD 20 Cypress Semiconductor 31 56% 27001 162nd St SW 21 Renew Covenant Church 75 93% 2721 164th St SW 22 Swamp Creek 422 65% 3115 164th St SW 23 Ash Way 1039 106% 16327 Ash Way 24 Lynnwood Transit Center 1364 100% 20100 48th Ave W 24 Lynnwood Transit 1364 102% 20100 48th Ave W MILL CREEK 27 Mill Creek Community 30 24% Church 16415 North Road 28 Advent Lutheran Church 62 89% 4306 132nd St SE 29 North Creek Presbyterian 23 62% 621 164th St SE 30 McCollum Park 409 97% 620 128th St SE, Everett (near Dumas Rd) MONROE 32 Monroe 102 62% 17433 SR 2 (west of fair grounds) MOUNTLAKE TERRACE 33 Seattle Meditation Center 22 3% 21910 44th Ave W 34 Mountlake Terrace 878 99% 6001 236th St SW 35 Bethesda Lutheran Church 30 51% 23406 56th Ave W MUKILTEO 35 Mukilteo Station 63 99% 920 First St SNOHOMISH 37 Snohomish 101 36% 1700 Avenue D East of Hwy 9 PARK AND RIDE UTILIZATION Capacity and average use at Greater Seattle park and rides | Jan - Mar 2019 1st Ave NE5th Ave NE8th Ave NENE 95th St NE 100th St NE 103rd St 3rd Ave NENE 98th St N 107th St N 106th St North Seattle College AcRdNE 102nd St NE 104th St NE 105th St NE 107th St NE 97th St Transit AcRd NE 96th Pl 4th Ave NE3rd Ave NENE 105th St NE 97th St ¨§¦5 NORTHGATE MALL Northgate Transit Center 165 164 161 160 251 166 162 167 7 6 3 94 93 91 88 86 85 84 83 82 80 79 78 77 76 75 74 70 66 65 62 58 57 56 55 54 5352 50 43 42 41 40 37 35 33 32 29272220 17 16 12 11 10 248 246 243 241 240 227 226 221 213 212 211 209 206 205 203 197 193 190 178 177 175 174 172 171 170 155 154 150 149 145 144143 142 141 140 136 133131 129 128 126 125 124 123 120 119 116 115 114 112 109108 106 103 102 101 100 71 67 64 63 28 18 244 242 231223 220 201 200 194 192 157 8 1 99 97 92 87 72 61 45 35 34 30 24 23 13 247 238 233 230 222 207 195 191 176 158 147 134132 122 121 117 113 104 44 107 202 173 90 95 4 196 5 161165 160 167 164 166 162 251 105 For more information about park and rides, please visit www.wsdot.wa.gov/Choices/parkrideinfo.htm. TOOL IN ACTION NEAR-TERM MID-TERM LONG-TERM DEFINITION • Effectively site a new Park & Ride for better access from the adjacent catchment area using factors such as available right-of-way, perceived area atmosphere, site size, visibility from adjacent travel routes, site access, existing transit service, road congestion, and lot design (Refer to Guidance for New Site Analysis for additional information) BENEFIT • Identify future sites with the greatest cost-benefit • Meet expectations for demand while integrating facility with the surrounding community COST LOW - Developing lots on existing agency right- of-way MEDIUM - Developing lots by entering agreements with local governments and private property owners HIGH - Construction of structured lot at a major transit station TYPICAL CHALLENGES • Establishing a set criteria for evaluating and scoring candidate sites • Securing funding to build and operate new lot • Property owners may require additional incentives or requirements to allow Park & Ride operations (e.g., demonstrate increase in sales, shared maintenance of parking lot costs) RISKS • Incomplete data in siting process, resulting in under-informed decisions • Variables and utility of Park & Ride may change over the time of site selection EXAMPLES • Common-sense approach and review of existing conditions (e.g. informal Park & Ride activity, density of residential and employment areas, and distance between residential areas and employment centers) • Create a site suitability evaluation that assesses each potential Park & Ride lot Washington State DOT prepared a Park & Ride System plan that incorporated proactive forecasting and siting into planning. Travel forecast models were used to forecast future demand for Park & Ride assets using measured variables. TOOL IN ACTION Michigan DOT partnered with Meijer supercenter stores to provide carpool Park & Ride spaces in exchange for added signs for Meijer stores on adjacent highways. Increase Number of Parking Spaces NEAR-TERM MID-TERM LONG-TERM DEFINITION • Create additional parking spaces by restriping, expanding or relocating existing lot BENEFIT Additional parking spaces can accommodate existing and latent demand COST LOW - Reconfigure and restripe MEDIUM - Lease agreements at adjacent lots HIGH - New construction for lot/parking structure PREFERRED CONDITIONS • Utilization > 85% • Locations of high latent demand • Available adjacent land to expand lot size TYPICAL CHALLENGES • Temporary loss of capacity during construction • Agreements with adjacent land owners for shared parking are not permanent • Reconciling different peak demand times for adjacent activities and land uses RISKS • May not be as cost effective as subsidizing other first-mile/last-mile transportation service options • Additional spaces may not reach optimal utilization to justify investment • May need to investment in other amenities and access points combined with paid parking system EXAMPLES • Change from parallel to angled parking; Develop new or expand lots; Offer on-street parking; Structured parking; Lease parking Source: Washington State DOT Source: MeijerMaximizing Capacity at Facilities (Continued)PARK & RIDE TOOLKIT 49Park & Ride Strategy and Toolkit July 2019 (FINAL) Proactive Siting Annual Reporting and Performance Monitoring NEAR-TERM MID-TERM LONG-TERM DEFINITION • Monitor, analyze, and report data relating to Park & Ride performance metrics in an accessible regional geo-coded database BENEFIT • Identify inefficiencies and improvement areas • Provide decision-grade data and information • Potential to utilize data for modeling • Develop Park & Ride dashboard to monitor success, challenges, and opportunities COST LOW - Data maintenance and staff reporting; Software platforms to house performance data and key performance metrics HIGH - Real-time data collection with smart parking technology PREFERRED CONDITIONS • Existing database on Park & Ride system that can be updated easily from year-to-year • Agencies perform counts on a regular, consistent basis • Agreed performance metrics to collect data among owners and operators • Stakeholders readily open & able to share data TYPICAL CHALLENGES • Commitment across agencies for consistent data collection and reporting • Determine variables to collect, report & share • Update policies as necessary for cross-agency data sharing RISKS • Inconsistent data collection and not prioritizing need for annual reporting • Low priority for agencies compared to other maintenance and operations efforts EXAMPLES • Park & Ride dashboard to monitor region wide performance; Status reports containing performance metrics (e.g., utilization and incident reports) TOOL IN ACTION Metro Transit performs an Annual Regional Park & Ride System Report that summarizes utilization trends in the Twin Cities. This effort has propelled the current Park & Ride initiatives in the Minnesota Metro Region. Pilot Programs to Test Potential Maximizing Capacity Solutions NEAR-TERM MID-TERM LONG-TERM DEFINITION • Evaluate potential strategies to maximize parking utilization at Park & Rides with short-term testing prior to major investment decisions BENEFIT • Able to test effectiveness of different strategies in the short-term without long-term commitment • Implement successful strategies using lessons learned from pilots COST LOW - Short-term implementation costs MEDIUM - Data collection of performance metrics PREFERRED CONDITIONS • Utilization >85% • Current challenges outweigh the policy concerns that prevent agency support for pilot programs TYPICAL CHALLENGES • Receiving agency support and contractual approvals for pilot project • Lack of funding and staff resources to support pilot project • Determining the type of pilot project that is most appropriate RISKS • Unsuccessful pilot program can be seen as a waste of resources and deter continuing new pilot efforts EXAMPLES • Pilot Incentive Programs; Mobility Hub Features Catalog; Permit/Smart/Paid parking TOOL IN ACTION Metro has partnered with Via to offer on-demand rides to select transit stations in three service zones. Via will match passengers with other riders going their way to the same transit station. Source: Metro Transit Annual Park & Ride Report (2018)Maximizing Capacity at Facilities (Continued) PARK & RIDE TOOLKIT This page has been intentionally left blank. 51Park & Ride Strategy and Toolkit July 2019 (FINAL) Manage parking spaces as a resource to leverage and achieve agency and regional goals. Implementation Tools MANAGING PARKING DEMAND TOOL IN ACTION At select Park & Ride locations with high demand, LA Metro has implemented a reserved monthly parking and/or a paid daily parking system. With monthly parking, users have the option of purchasing a METRO Monthly Permit, CARPOOL Monthly Permit, and the FLEX Permit. This system has been so successful that LA Metro has adopted these systems at most existing Park & Rides. Implement Paid Parking System DEFINITION • Charge parking fees to control utilization and support Park & Ride operations and management BENEFIT • Parking availability during peak periods • Additional revenue to offset maintenance and operations costs or reinvest in amenities, security, and services COST LOW - Paper Permit System with Signage & Pavement Marking MEDIUM - Smart Parking Technology; Revenue control PREFERRED CONDITIONS • Consistent utilization > 85% during peak periods • Existing management and enforcement programs with localized presence • Smart Parking integration with Regional ITS Infrastructure • Surveyed users willing to pay to ensure space availability TYPICAL CHALLENGES • Effective real-time enforcement is necessary for the success of this program • Impacts on low-income or minority customers at existing facilities • Difficult to implement for leased or shared use lots • Impacts on neighboring land uses & lots through “hide & ride” behavior • Caltrans policy prevents the implementation of a paid parking system at Park & Ride lots RISKS • Potential loss of Park & Ride users • Cost and time of using Park & Ride may exceed cost of driving alone for choice users • Smart paid parking system goes out of order EXAMPLES • Demand Based Pricing; Event Parking Fee; Duration escalating rates; Subscription/Parking Pass Service; Incorporate Parking Fee into Monthly Pass NEAR-TERM MID-TERM LONG-TERM Source: LA Metro Managing Parking DemandPARK & RIDE TOOLKIT 52 Park & Ride Strategy and Toolkit July 2019 (FINAL) TOOL IN ACTION DEFINITION • Parking system providing users real-time space location and availability BENEFIT • Collect real-time space occupancies • Allows users to interact more efficiently with the parking system • Passive enforcement and integrates with other toolkit strategies • Improves system management and staff efficiencies • Improves customer perception of facility through “actively managed” information • Improve demand allocation for limited parking COST MEDIUM - Real-Time Sensing & Signage; Access Control; Mobile App Integration; Management and Operations of Smart Parking System PREFERRED CONDITIONS • Utilization > 85% • Paired with other tools like regional trip planning apps/databases and Park & Ride Data Center • Regional database for smart parking data analytics TYPICAL CHALLENGES • Calibration to ensure accurate and usel information • Maintenance of mechanical and digital technologies • May be difficult to implement at leased/shared lots • Determining the responsible agency for maintainenance of smart parking system and collecting and sharing parking data collected • Customer information and understanding of smart parking system RISKS • Cost of system maintenance • Limited deployments to only highly utilized lots may limit effectiveness of regional smart parking system EXAMPLES • Utilization Sensors; Real Time Availability; Parking Guidance Systems Smart parking systems were installed at Park & Ride facilities at heavy rail stations. These smart parking systems included VMS on a nearby freeway that shows Park & Ride availability and allows users to reserve Park & Ride spots by phone or Internet. Smart Parking Systems NEAR-TERM MID-TERM LONG-TERM User Type Management NEAR-TERM MID-TERM LONG-TERM DEFINITION • Incentivize and manage desired parking behaviors through user limitations/restrictions, policies, and enforcement BENEFIT • Controls parking capacity for desired parking behaviors • Discourages non-Park & Ride users COST LOW - Re-striping; Signage; Paper Permit System; Decal Sticker; Enforcement MEDIUM - Smart Parking Technology; Enforcement PREFERRED CONDITIONS • Utilization > 85% • High amounts of policy violation and/or undesired parking behavior • Policy preventing paid parking to be in place • Shared parking agreements with restrictions on desired user type and behavior from lot owner • Existing management and enforcement programs with localized presence TYPICAL CHALLENGES • Adapting policies prioritizing desired parking behaviors • Requires frequent enforcement • Resources for programs • Equipment failure and response time to fix it RISKS • Limiting demand for general parking spaces could result in the creation of latent demand EXAMPLES • Dedicated transit parking; Dedicated carpool/ vanpool parking; Permit parking; Remote enforcement; Subscription parking service TOOL IN ACTION Dallas DART Pilot program provides free reserved stalls for residents who display a valid resident parking permit on their vehicle. Source: Dallas DART Pilot Source: BARTManaging Parking Demand (Continued)PARK & RIDE TOOLKIT This page has been intentionally left blank. This page has been intentionally left blank. 55Park & Ride Strategy and Toolkit July 2019 (FINAL) Focused Enforcement to Deter Abuse TOOL IN ACTION Provide users with a safe and comfortable environment through active and passive enforcement NEAR-TERM MID-TERM LONG-TERM Implementation Tools DEFINITION • Discourage unwanted parking behaviors by controlling access and utilization of Park & Ride lot through focused enforcement BENEFIT • Ability to implement Park & Ride restrictions & policies • Increase capacity for desired users of facilities COST MEDIUM - Parking enforcement officers/staff to patrol; Smart parking technology PREFERRED CONDITIONS • Utilization > 85% by desired users • High rates of non-permitted or unwanted parking • Policy supports enforcement with existing program to enforce TYPICAL CHALLENGES • Enforcement may lead to short-term drop in utilization • Real time enforcement can be costly • Some policies difficult to enforce (carpool one way, transit back) • May lose ridership because of enforcement RISKS • Violators may adapt to exploit enforcement procedures • Enforcement inconveniences may affect existing users • May increase usage of “informal” lots EXAMPLES • Citations; Active Enforcement ; Access control, Subscription parking service; Cameras for remote enforcement; partnerships for enforcement with highway patrol or local jurisdictions SECURE FACILITIES AND ENFORCE RULES Denver RTD has implemented cameras at half of their facilities. CCTV cameras assist with real-time enforcement as it allows RTD to take a proactive approach to security and customer complaint investigations. Source: Denver RTD Secure Facilities and Enforce RulesPARK & RIDE TOOLKIT 56 Park & Ride Strategy and Toolkit July 2019 (FINAL) Reduce Security Concerns TOOL IN ACTION NEAR-TERM MID-TERM LONG-TERM DEFINITION • Implement security features to improve safety for all users BENEFIT • Decreased real and perceived security concern at facilities • Possible increased usage of facility due to lowered security issues COST MEDIUM - Design lots to include Community Planning and Economic Development features; Parking enforcement officers/staff; Security Monitoring Systems; Frequent & consistent maintenance PREFERRED CONDITIONS • Utilization < 15% • Near other lots or other parking enforced areas to leverage existing security patrol investments TYPICAL CHALLENGES • Prioritizing facilities • Funding for ongoing security • Developing a process to track incidents, identify trends, and efficiently respond to address concerns RISKS • Criminal activity may adjust to new security protocol • Response to problems/concerns not quick enough for users EXAMPLES • Security Patrol; Safety Infrastructure (e.g. Emergency-phone availability, Increase lot visibility through siting or removing obstructive landscaping); Cameras and Real Time Enforcement; Donation Centers LA Metro has created monthly reserved spots at select Park & Ride locations. Enforcement is managed through the usage of TAP card and license plate recognition software. These automated systems are an effective tool to ensure only system users are parking at lots. Source: LA Metro Secure Facilities and Enforce Rules (Continued)PARK & RIDE TOOLKIT This page has been intentionally left blank. This page has been intentionally left blank. 59Park & Ride Strategy and Toolkit July 2019 (FINAL) Enhance Access Modes Provide users with incentives and information to make Park & Rides a more attractive choice for their mobility needs INCENTIVIZE TARGET USERS TOOL IN ACTION NEAR-TERM MID-TERM LONG-TERM Implementation Tools DEFINITION • Provide fast, frequent, and reliable transit service and micromobility services and modes to connect Park & Rides to surrounding land uses BENEFIT • Increase the number of users the lot can serve while reducing the parking demand • Enhance transit for existing commuting patterns COST MEDIUM - New and/or enhanced transit service; Subsidized transit passes; Subsidized rideshare to transit PREFERRED CONDITIONS • Utilization < 50% • Located along high-frequency transit commuter route • Within walking/biking distance from residential and/ or employment areas TYPICAL CHALLENGES • Funding to implement, operate & maintain • Awareness of enhanced/new service RISKS • New transit service and amenities are initially underutilized • New amenities are vandalized • Potential users continue to drive alone EXAMPLES • Enhanced Transit Waiting Areas; Passenger Loading Zones; Real-Time Travel Information; Dedicated transit lanes/signal priority; Subsidized transit passes; Subsidized rideshare; Microtransit; Neighborhood Electric Vehicles; Micromobility vehicles (e.g., e-bikes, bikes, scooters) When Park & Ride facilities are underutilized, New Mexico Department of Transportation incentivizes lot utilization by offering free bus services at a specific location for one week to stimulate ridership. Source: New Mexico Department of Transportation Incentivize Target UsersPARK & RIDE TOOLKIT 60 Park & Ride Strategy and Toolkit July 2019 (FINAL) DEFINITION • Communicate Park & Ride benefits to users, private sector, and general public (Refer to Community Partnerships for additional information) BENEFIT • Increase utilization of lots • Increase awareness/participation of potential users and community partners COST LOW - Digital Marketing; Stakeholder Outreach MEDIUM - Printed Marketing PREFERRED CONDITIONS • Utilization < 50% • Lot located along high-demand commuter routes TYPICAL CHALLENGES • Funding • Identifying benefits for each audience type • Assessing behavior shifts resulting from effort RISKS • Ineffective or incongruent with existing experience • Unable to reach targeted audience EXAMPLES • Facility Branding; Print/Digital media; Social Media; TDM App; Online Mapping; PR Campaign; Website; Print Collateral; Park & Ride Ambassadors TOOL IN ACTION RTA (Chicago) has launched a multi-year marketing campaign to promote usage of park-and-ride and transit in the area. Campaign extends to TV, radio, social media, digital billboards. Marketing Park & Ride Benefits NEAR-TERM MID-TERM LONG-TERM DEFINITION • Dedicating space and infrastructure for Mobility Hub service amenities at Park & Ride lot to eliminate additional trips and/or incentivize new users at that location BENEFIT • More users accessing the Park & Ride from the surrounding community • Access to convenient first/last mile services to complete errands and reduce vehicle trips COST LOW - Micromobility options; Mobile retail; EV Charging Infrastructure MEDIUM - Construct enhanced bicycle and pedestrian facilities PREFERRED CONDITIONS • Utilization < 85% • Supportive policy for amenities at Park & Ride • Close proximity to residential/commercial areas TYPICAL CHALLENGES • Tailoring features to the existing and targeted users • Identifying most impactful features • Partnering with private sector to implement • Funding RISKS • Competition between modes for space • Remaining limited capacity may cause undesired behaviors • Getting private partnerships and vendors to locate at Park & Rides EXAMPLES • Signage and Wayfinding; Package Delivery; Mobile Retail; Universal Transportation Account; EV Charging; Infrastructure for cars and micromobility vehicles; Improved Active Transportation Facilities; Bikeshare/scootershare/carshare Supporting Mobility Hub Amenities MID-TERM LONG-TERMNEAR-TERM TOOL IN ACTION SANDAG developed a Mobility Hub Features Catalog along with a Regional Mobility Hub Strategy and Mid- Coast Mobility Hub Strategy for the new stations on the Mid-Coast Trolley Blue Line Extension. Source: SANDAG Source: SANDAGIncentivize Target Users (Continued)PARK & RIDE TOOLKIT This page has been intentionally left blank. This page has been intentionally left blank. 63Park & Ride Strategy and Toolkit July 2019 (FINAL) Campus Employer Partnerships NEAR-TERM MID-TERM LONG-TERM DEFINITION • Partner with large employment and university campuses to encourage use of Park & Rides BENEFIT • Decrease demand for campus parking on-site and surrounding neighborhoods • Increase use alternative modes of transportation through Park & Rides • Promote alternative transportation options • Increase Park & Ride user base to campus populations COST LOW - Partnership agreement with campus and employer MEDIUM - Providing shuttles service from campus or employment site PREFERRED CONDITIONS • Campuses with high off campus commuter population • Campus with heavily restricted and limited parking facilities • Existing transit service or shuttle to campus directly from Park & Ride lot TYPICAL CHALLENGES • Long-term stability of partnership • Promoting Park & Ride to campus population • Understanding user base through targeted origin data analysis and outreach • Student desire to carpool/vanpool RISKS • Demand for Park & Ride exceeds existing capacity EXAMPLES • Joint development of Park & Ride; Shared maintenance & operation costs at Park & Ride primarily used by campus population; Reserved Parking & Subscription Services TOOL IN ACTION Partner with local government to meet shared goals and objectives Partner with private-sector to cost-share in a joint-effort to provide parking for users Implementation Tools CREATE PARTNERSHIPS WITH LOCAL JURISDICTIONS AND PRIVATE-SECTOR COAST Program at the University of Houston incentivizes students and employees to use transit and Park & Ride. The goal of the program was to help alleviate on-campus parking demand. Park & Ride students paid a 35% of full price and received 50% discount on bus/light rail tickets. Source: University of Houston Create Partnerships with Local Jurisdictions and Private SectorPARK & RIDE TOOLKIT 64 Park & Ride Strategy and Toolkit July 2019 (FINAL) Advertising at Park & Ride Facilities NEAR-TERM MID-TERM LONG-TERM DEFINITION • Use Park & Ride assets to promote local community or adjacent businesses BENEFIT • Public benefit through community advertising • Potential revenue source to offset operations and maintenance costs • Integration with local functions and/or community groups COST LOW - Outreach and coordination with stakeholders MEDIUM - Implement dynamic displays at high activity locations PREFERRED CONDITIONS • Near freeway and major arterials to increase Daily Effective Circulation (DEC) • Policy allows for advertisement to offset Operations and Maintenance costs TYPICAL CHALLENGES • Low number of viewers at each facility • Over signage causing confusion among users • Policy and zoning obstructions/restrictions • Potential conflict with existing branding guidelines of Park & Ride program • Right-of-Way challenges at shared lots • Policy for revenue generation RISKS • Keeping up with changing marketing trends • Lack of interest in advertising • Protecting advertising assets EXAMPLES • Bus shelter advertisements; Signage; Billboards; Marketing on Park & Ride website; Park & Ride sponsorship packages Activate, Lease, or Reuse Excess Capacity NEAR-TERM MID-TERM LONG-TERM DEFINITION • Excess Park & Ride space is activated, leased to other entities or reused to meet other community needs BENEFIT • More efficient use of land/parking spaces • Creation of community spaces • Possible revenue stream from leasing excess capacity COST LOW - Lease agreements; Outreach and coordination with stakeholders PREFERRED CONDITIONS • Consistent utilization < 50% at similar times on weekdays and weekends • Surrounded by lots with limited parking available TYPICAL CHALLENGES • May require changes in Park & Ride policies for asset owner or transfer to public or private owner • May require additional dedicated staff RISKS • Roles and responsibilities of different activated uses • Increased operations and maintenance costs • Lack of communication, signage, and marketing can cause confusion for users EXAMPLES • Lease to nearby employers or shopping centers, farmers markets and community groups; Use space for special events TOOL IN ACTION The City of Portsmouth, UK, has created a comprehensive guide for private companies to purchase advertising space at their facilities and on their vehicles. Relinquishment TOOL IN ACTION The City and County of Honolulu has partnered with the People’s Open Market to provide Park & Ride space on weekends for use by the market. Source: Farm2ublog Source: City of PortsmouthCreate Partnerships with Local Jurisdictions and Private Sector (Continued)PARK & RIDE TOOLKIT 65 Activate, Lease, or Reuse Excess Capacity Relinquishment NEAR-TERM MID-TERM LONG-TERM DEFINITION • The transfer of an asset within the public sector BENEFIT • Re-establishing agency goals & processes regarding Park & Ride system with partners • More flexible management of assets COST LOW - Staff time for coordination between agencies and handling process to hand over state assets to local authorities PREFERRED CONDITIONS • Utilization < 30% • Major policy changes needed for implementing another tool such as Implement Paid Parking System TYPICAL CHALLENGES • Local or state funding of Park & Ride relinquishment • Potential policy changes needed beyond relinquishment • Differing goals of state and local authorities RISKS • Agency coordination becomes difficult, burdensome, or non-productive • Lost opportunities from relinquishing right-of-way (e.g. land value) EXAMPLES • Caltrans Relinquishment Process is outlined on their website TOOL IN ACTION LA Metro was able to establish paid parking at Caltrans- owned Park & Ride locations through the relinquishment of operations and management responsibilities.Create Partnerships with Local Jurisdictions and Private Sector (Continued)PARK & RIDE TOOLKITTOOL IN ACTION Source: LA Metro This page has been intentionally left blank. 67Park & Ride Strategy and Toolkit July 2019 (FINAL) Encourage Transit-Oriented Development (TOD) NEAR-TERM MID-TERM LONG-TERM DEFINITION • Incorporate housing at existing or near Park & Rides locations or provide Park & Ride spaces at TOD locations BENEFIT • Decrease greenhouse gas emissions (GHG) • Maximizes use of Park & Ride footprint • Decreased costs for agency due to private partnership at TODs COST LOW - Management of private-public partnerships MEDIUM - Public incentives to encourage construction of TOD/housing at Park & Rides PREFERRED CONDITIONS • Parking is decoupled/unbundled from housing costs • Large, underutilized lots that can be joint- developed • Regional need for housing adjacent to transit • Existing presence of a shared-use management program to support administration and enforcement TYPICAL CHALLENGES • Aquiring data and information on location of planned TOD • Incentivizing developers to incorporate Park & Ride spaces • Policy preventing TOD development at Park & Rides • Effectively forecasting demand for each shared user type to ensure parking amount is adequate RISKS • Potential costs, management responsibilities, and additional liability associated with Park & Rides could be discouraging for developers • Loss of real estate to expand when utilization of Park & Ride spaces increases EXAMPLES • Revised parking standards in Transit Priority Areas (TPAs) to encourage shared-use with Park & Ride; Smart Growth policies; Joint Use and Development of Property Policies and Procedures TOOL IN ACTION Effective approaches for Park & Ride planning & implementation (e.g., siting, increasing utilization, managing asset) to meet local and regional goals Implementation Tools ALIGN PARK & RIDE PLANNING WITH LOCAL AND REGIONAL GOALS Calgary removed all but 500 of the 1,750 Park & Ride spaces at its suburban Anderson light rail station, and gradually converted the space into a mixed-use development. Source: City of Calgary Align Park & Ride Planning with Local and Regional GoalsPARK & RIDE TOOLKIT 68 Park & Ride Strategy and Toolkit July 2019 (FINAL) Park & Ride Policy Integration NEAR-TERM MID-TERM LONG-TERM DEFINITION • Incorporate Park & Ride initiatives into local, regional, & state policy framework to encourage Park & Ride considerations in future planning efforts BENEFIT • Highlight role of Park & Ride in local/regional planning efforts • Continuity of investment across multiple jurisdictions • Possible increased commitment for Park & Ride development/improvement from policymakers COST LOW - Staff time to support integration of Park & Ride policies into local/regional plans PREFERRED CONDITIONS Planning authorities desire to integrate Park & Ride policies into planning efforts TYPICAL CHALLENGES • Institutional commitment to incorporate Park & Ride initiatives • Development of greenhosue gas (GHG) reduction estimates for Park & Ride services RISKS • Framework policy plans not carried out • Park & Ride policies conflict with other priorities EXAMPLES • Climate Action Plan; Local Transportation Demand Management (TDM) Planning Integration of Park & Rides; Area Wide Parking Policy (Policy/Ordinance) TOOL IN ACTION Sound Transit implemented a successful permitting program within their Park & Ride lots as a result of their Regional Parking Management Working Group. The working group was established by the local MPO and allows for the regional coordination of Park & Rides. TOOL IN ACTION The City of Edmonton strategically incorporates Park & Ride lots into project planning and construction. The agency plans to be cost effective by being mindful of land and construction costs for facilities and will focus on improving equity with the addition of Park & Ride facilities in an area. Transitory Park & Ride Facilities NEAR-TERM MID-TERM LONG-TERM DEFINITION • Create temporary Park & Ride lots at future Transit- Oriented Development (TOD) locations along major corridor improvement projects BENEFIT • Land is already owned by public sector, so no new land is needed to create the temporary Park & Ride • Land does not sit vacant while TOD is being planned and designed • Building ridership prior to operations of new transit service COST LOW - Striping and signage MEDIUM - Conversion of lots from construction or development purposes to Park & Ride PREFERRED CONDITIONS • Parking availability for at least one year • Within existing demand for Park & Ride • Lot near interim end-of-line station that has high potential Park & Ride use • Lot easily convertible into Park & Ride and has high potential future use as TOD TYPICAL CHALLENGES • Determining which light rail construction staging lots are feasible for use • Metrics to determine lots that are TOD candidates • Agreements for Park & Ride operations at construction site RISKS • Eventual conversion of lot from Park & Ride to TOD will reduce transit usage and can anger users • Lack of use of Park & Ride EXAMPLES • Establishing Park & Rides at interim end-of-line stations as transit networks are being built out Source: City of Edmonton Source: Sound Transit Align Park & Ride Planning with Local and Regional Goals (Continued)PARK & RIDE TOOLKIT 69Park & Ride Strategy and Toolkit July 2019 (FINAL) Inter-Agency Coordination NEAR-TERM MID-TERM LONG-TERM DEFINITION • Coordinate and collaborate with local stakeholders to align policies, processes, and goals BENEFIT • Compatible and harmonized strategies can eliminate regional inefficiencies • Increase communication between stakeholders • Maximize regional investment COST LOW - Stakeholder staff time PREFERRED CONDITIONS • Similar goals and policies • Policymaker to champion TYPICAL CHALLENGES • Turnover of policymakers and institutional leadership • Keeping Park & Rides relevant with political and transportation trends RISKS • Wasted resources if unable to agree upon next steps or unable to show results • Interdependencies of internal and external stakeholders making relationship and discussions more complicated EXAMPLES • Technical Working Group; Regional Working Group TOOL IN ACTION Maine DOT owns and operates Park & Ride lots in the state, but coordinates heavily with local jurisdictions to ensure alignment of priorities. Source: Q106.5 Align Park & Ride Planning with Local and Regional Goals (Continued)PARK & RIDE TOOLKIT This page has been intentionally left blank. MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM 71 MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM Moving Park & Rides Forward: Action Steps to Improve the Park & Ride System (Moving Park & Rides Forward) is a roadmap for planning and managing Park & Ride facilities for San Diego and Riverside counties. Park & Ride facilities provide numerous benefits for the San Diego and Riverside regions such as increasing access to transit, consolidating rider demand for transit services, providing convenient meeting points to promote carpools and vanpools, and reducing single-occupancy trips while also reducing associated vehicle miles traveled and greenhouse gas emissions. Park & Ride facilities are an asset that require continued planning, development, monitoring, assessment, and management to leverage these facilities and meet regional and state goals. In response to changing land uses, a rapidly evolving mobility landscape, and new technology, SANDAG and RCTC are re-evaluating the role Park & Ride facilities will play in the transportation system moving forward. Using literature review, peer agency document review, case study research, stakeholder engagement, feedback from commuter surveys, and site-specific recommendations, an outline of regional action steps has been developed for SANDAG’s and RCTC’s consideration for future implementation. Each individual stakeholder has different policies that limit the types of actions that they can take when addressing Park & Ride challenges. The actions below should be implemented within the parameters of agency policy. By incorporating some or all of the following regional action steps, both agencies and their partners can leverage existing and future Park & Ride assets to enhance a transportation system to accommodate future growth in the regions, enable more travel options, and establish safer, greener options for the regions. The following action steps have been organized into four categories: PERFORMANCE PLANNING PROPERTY PRICING AND TECHNOLOGY Several specific actions have been identified as early action candidates. These actions could be initiated with minimal funding or policy changes while having notable impact. These actions are marked with: 72 MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM PERFORMANCE Measuring the performance and effectiveness of Park & Ride strategies is necessary to determine where continued investment is warranted and what efforts need to change to better meet the needs of stakeholders. Evaluating performance will also allow Park & Ride operators to analyze this impacts of new technologies and services over time. The following performance related actions focus on creating continued dialogue amongst stakeholders and maintaining robust data about the Park & Ride system. Meet with relevant stakeholders regularly to discuss the success of existing strategies and develop strategies for implementing future recommendations. Share agency research on travel behavior data collection. Identify, monitor, and share information regarding informal Park & Ride formation and use. Establish an integrated digital database and performance asset management platform. Utilize the platform to consistently and frequently assess the state of the Park & Ride system. Collect and document data points for the Park & Ride Data Center such as number of parking spaces by type, parking counts, restrictions, signage, available amenities, reported incidents, and other relevant information. Utilize a centralized platform accessible for all agencies to upload, review, confirm, and utilize data. Create annual summary reports from the Park & Ride Data Center to compare data for capacity, utilization, incidents, and other considerations that support Park & Ride planning efforts (e.g., corridor, sub-regional analysis, administrative expenditures, marketing partnerships and incentive programs). This report should also document related efforts including marketing and incentive programs including the results of these strategies. Assign ownership and management of the database to a single agency with support from partner agencies to collect, review, and provide data. Document occupancies during peak periods quarterly. Increase observation frequency as sensing technology is incorporated into facilities. Create a coordinated marketing strategy that can be leveraged to increase public/private partnerships. Work with transit agencies and local jurisdictions to develop a list of incentives and benefits for private sector partners. Incentives may include minimum parking requirement if certain amount of parking spaces are designated for Park & Ride use, marketing/ advertising (agencies’ websites, bus signage, Park & Ride maps), and transit incentives/discounts for employees. Create printed and digital material of Park & Ride benefits for the private sector such as potential for transit service at site, increased number of people per space, etc. Additional benefits are described in Community Partnerships section. Coordinate an enforcement strategy the meets the safety and compliance needs of the system. Identify available resources for enforcement among agencies and jurisdictional partners. Identify cost effective and practical monitoring options for leased lot locations. Create a plan for enforcement that focuses resources on high-need areas with compliance and/or security concerns. Implement technologies that allow for remote monitoring of sites (CCTV). 73 MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM PLANNING Transportation investments require sufficient planning in order to leverage existing developments to their fullest potential and to maximize the impact of future investments. Strategic and deliberate planning for Park & Rides will help to serve more users efficiently while helping to advance agency goals. The following actions focus on developing detailed planning studies that address specific aspects of the Park & Ride system, integrating Park & Ride components into other transportation related planning processes, and using best practices to inform decision-making. Develop a Park & Ride Facility Master Plan to identify and evaluate existing and potential Park & Ride locations in the system. Utilize historic and existing data to evaluate the performance of specific Park & Ride facilities. Evaluate station access, ridership catchment, facility use, and need for existing or new facilities. Use Facility Master Plan to identify lots for repurpose, relinquishment, or closure. Estimate the long-term cost of operating and maintaining existing Park & Ride facilities. Consider the trade-offs between investing in new technologies and maintaining traditional management and operations. Include recommendations into long-range plans for the region, transit authority, and local jurisdictions Update regional travel demand model to incorporate Park & Ride facilities, help assess the travel mode choice for travelers in the station’s area, and identify potential areas that will benefit from a Park & Ride service. Establish key factors to estimate the demand for Park & Ride services such as baseline performance metrics of existing lots, proximity of alternative transportation modes to Park & Ride location, peak commuting congestion levels, and parking costs relative to transit service destinations. Additional information about estimating demand is provided in the Guidance for New Site Analysis. Utilize model to determine how much parking supply is needed at a given Park & Ride facility and identify facilities where spaces can be activated for other uses such as transit-oriented development (TOD). Reference occupancy surveys to calibrate forecasts and projections. Integrate and prioritize Park & Ride facilities into long-range plans. Establish a regular time for the regions to reflect on existing Park & Ride policies or establish new ones, prioritize identified new facilities within available funding sources, and include Park & Rides in the future visions for the regional transportation system. Establish criteria for when and where Park & Ride spaces at transit stations and new development is appropriate. See Guidance for New Sites section for more information. Work with transit agencies, local jurisdictions, and the development community to coordinate regional Park & Ride/Park & Pool needs. Incorporate Park & Ride strategies into local and regional Transportation Demand Management (TDM) ordinances. Provide guidance for Park & Ride integration into local jurisdictional commercial and residential development processes. Identify opportunities to change station-area priorities of Park & Ride facilities including potential for TOD. Create standard Memorandum of Understanding (MOU) templates for public/public and public/ private partnerships. Assign a stakeholder with the responsibility to consolidate and showcase funding opportunities that relate to Park & Rides as they arise. The placement of new or expanded Park & Ride facilities must keep pace with the expansion of High-Occupancy Vehicle (HOV) lanes and Express Lanes. These new lanes can only be filled to intended capacity if commuters have options on locations to join carpools/vanpools, and access transit. 74 MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM PROPERTY Park & Rides are physical assets that support agency and regional transportation and service goals. Through these real estate assets, agencies are exploring new mechanisms to achieve the highest possible return on investment to sustain and grow transportation services and operations. The following actions aim to make existing Park & Ride assets as productive as possible, through dynamic usage, formalization of facilities, and strategic investment. Activate the highest and best use of lot space that is underutilized based on existing occupancy counts. Update policies and regulations to allow for achievement of the highest and best use of space (vacant lot converting to transit-oriented development). Initiate relationships with development partners and property managers that preserve access while incenting additional demand for non-Single-Occupancy-Vehicle (SOV) travel modes. Leverage revenue streams (leases, user fees, etc.) to reinvest back into the system. Owners of lots share professional real-estate services (brokering and marketing) to facilitate development. Promote alternative uses of lot excess capacity including special events and mobile retail. Relinquish specific lots to other agencies to better align with site specific goals, where necessary, and relinquish to the private sector if investment is no longer aligned to Park & Ride goals. Establish formal Park & Ride facilities from known informal lots or develop nearby alternatives to increase Park & Ride system capacity, awareness, and use. Identify land owners of informal lots and coordinate with owners to designate formal Park & Ride spaces. Create an internal inventory of parking behaviors and the location of informal lots. Create a standard liability agreement that alleviates concerns of existing owners while meeting the region’s needs. Invest in high-potential locations. Assess latent demand potential for existing lots in the system. Invest in (focused) mobility hub strategies that incentivize new users of the system. Lease and/or purchase property in areas that are un/under-served. Create a dedicated source of funding for system investment (capital and operations & maintenance). Acquire property near new transitway corridors for future Park & Ride facilities and potential for future joint development (P3) opportunities. Example P3 models can be found in Appendix G: Funding Sources. 75 MOVING PARK & RIDES FORWARDMOVING PARK & RIDES FORWARD: ACTION STEPS TO IMPROVE THE PARK & RIDE SYSTEM PRICING AND TECHNOLOGY Mass adoption of rapidly evolving consumer technologies is changing the way users interact with the transportation system. Future innovation will continue to create opportunities for the Park & Ride system to better meet the needs of users while increasing user expectations of the same system. The following actions focus on integrating technologies to enhance Park & Ride operations for the user while empowering agencies to strategically allocate parking resources congruent with their goals Implement strategic technologies that advance multiple system and agency goals. Leverage sensing technologies for data collection and enforcement. Utilize access control for demand management and compliance. Explore technologies that could supplement and/or replace traditional Park & Ride operations (signage, permits, payment, if applicable). Partner with third-party technology developers to integrate Park & Ride information (trip planning services, parking availability, etc.) Additional information about partnering with the private-sector are described in Community Partnerships. Develop a system that allows pricing parking spaces as a limited resource. Initiate a paid parking feasibility study at lots with sustained high occupancies. Utilize the travel demand model for Park & Rides to test the effects of parking pricing and improvements to other access modes on facility parking demand. Determine appropriate technologies for users to interact with the parking system. Develop marketing campaign that communicates the benefits of a paid parking system and the alternative to parking in paid lots. 76 This page has been intentionally left blank. This page has been intentionally left blank. TITLE WILL GO HERE LOOK AHEADLOOK AHEAD LOOK AHEADLOOK AHEAD Park & Ride facilities provide a comfortable and convenient first-mile connection to transit, carpooling, and vanpool services. However emerging technologies, changing commuter preferences, and increasing e-commerce will change the way Park & Rides serve the communities in which they reside. In order to effectively leverage these facilities, the current notion of Park & Ride may continually need to be monitored and evolve to meet these new technologies and commuter preferences, which continue to impact the transportation network in the future. This Regional Strategy identifies the framework for improving the Park & Ride system through more informed decision-making. The following trends highlight factors to consider as the regions look ahead. DATA COLLECTION AND ANALYSIS Consistent and robust data collection is foundational to informed decision-making. Continuous data collection and analysis at the regional level will support future Active Transportation and Demand Management (ATDM) efforts and encourage optimization of the roadway network to move people more efficiently by identifying Park & Ride space availability and sub-regional demands. Historic utilization analysis will support the identification of commute behavior trends and provide supporting evidence that could be leveraged for future management decisions and potential partnership opportunities. Collecting and analyzing incident reports also supports the effectiveness of supportive management and security programs. By collecting this information in one database, regional operators can identify and implement more effective crime prevention measures to minimize unwanted activities and provide active surveillance through both site personal and/or on-site activities that will discourage unwanted activity. MOBILITY HUBS Planning for mobility hub features at Park & Ride locations allows local agencies to demonstrate how transportation services, amenities and supporting technologies can work together to make it easier for communities to access transit and other shared mobility choices. Park & Rides may serve as transitory access locations that capture new riders and connect to the region’s major residential, employment, and regional attractions while the rest of the transportation network evolves. Additionally, there may be opportunity to leverage funding needs through incentive programs that support new mobility hub features (e.g. electric vehicle charging infrastructure, smart growth, active transportation, etc.). Many communities are now looking at parking lots as the next development potential, and some existing Park & Ride lots may be considered for future transit-oriented development. Additionally, the assumptions for passenger and cargo vehicles are starting to align with several prototypes emerging that can accommodate both — with most Park & Ride facilities adjacent to freeway on/off-ramps, there may be opportunity in the future to share exchanges of both goods and passengers at Park & Ride locations. SYSTEM AWARENESS The unknown benefits of Park & Ride to varying audiences including commuters, property managers, local jurisdictions and major employers is a major challenge for future partnerships and expansion of Park & Ride. Capturing data and publishing collateral that identifies the benefits of Park & Ride information in strategic marketing materials and outreach to specified audiences across targeted platforms is essential for maximizing current and future investments in the transportation network. Smart applications are also changing the way we plan trips for goods and people, and analysis that supports understanding utilization and behavior of existing users and assets will support optimizing the effectiveness of future trip-planning applications. Understanding the value of Park & Ride investments at a regional and more localized level will create opportunities to leverage other smart city investments, including in smart parking, tolling or communications infrastructure. 80 This page has been intentionally left blank. This page has been intentionally left blank. APPENDIX AAPPENDIX A: EXISTING POLICIES & FACILITIES 83 EXISTING POLICIES & FACILITIES APPENDIX AExisting Park & Ride facilities and policies help provide context for the current Park & Ride environment. It builds the foundation for proposed improvements and regional recommendations. The following presents an overview of agency policies and initiatives that support Park & Ride facilities, into the existing environment of facilities, planning initiatives, and management policies for each agency. It also defines agency differences as it relates to resources, policies, and planning efforts for Park & Ride facilities. There are over 140 facilities in San Diego and Riverside counties combined that are operated and managed by Caltrans, San Diego Association of Governments (SANDAG), Riverside County Transportation Commission (RCTC), San Diego Metropolitan Transit System (MTS), and North County Transit District (NCTD). These agencies provide various services and operate their facilities differently from one another. Additionally, monitoring, surveillance, and equipment of individual lots varies between agencies and the lots operated by them. Table 1 summarizes these facilities and their overseeing agencies. Table 1. Park & Ride Lots by Operating Agency CALTRANS Caltrans operates over 60 Park & Ride lots that often border freeway interchanges along commuter corridors. These facilities were developed in conjunction with the freeway build-out to accommodate commuter needs. With changes in commuting patterns, the demand for parking at specific locations has changed. Some lots now experience high demand, whereas others do not. Half of Caltrans’ lots have been designated for carpool / vanpool spaces, whereas the other half are designated as combination of carpool / vanpool services and transit services. Additional information about Caltrans Park & Ride lots can be found here. PLANNING CALIFORNIA TRANSPORTATION PLAN 2040 In June 2016, Caltrans developed The California Transportation Plan 2040 (CTP). This document is a statewide long-range policy plan that presents a vision for California’s future transportation system. It defines goals, policies, and strategies to achieve the organization’s transportation vision and recommends performance measures for assessing projects after implementation. Park & Rides are discussed in the Active Transportation and Demand Management section of this document. The CTP endorses Park & Rides to support alternative modes of transportation other than single occupancy vehicles (SOV). The CTP also supports Active Parking Management (APM) to maximize utilization of existing park and ride assets through overflow transit parking, parking reservations, wayfinding, and priced parking. APM strategies are considered a short-term goal. INTEGRATED CORRIDOR MANAGEMENT Caltrans will continue to incorporate park & rides through its Integrated Corridor Management (ICM) approach to corridor implementation. ICM leverages information technologies to increase the efficiency of existing corridors. Combined with Park & Rides, this can increase multimodal ridership and decrease travel times for commuters. OPERATING AGENCY TRANSIT PARK AND POOL COMBINED AGENCY TOTALS Caltrans 0 30 31 61 MTS 26 0 0 26 MTS / SANDAG 5 1 0 6 NCTD 18 0 0 18 RCTC 0 15 17 32 TOTAL 49 46 48 143 84 APPENDIX ADISTRICT 11 SYSTEM MANAGEMENT PLAN The District 11 System Management Plan (DSMP) identifies two strategies related to Park & Ride lots. The first is to improve asset management of Park & Ride facilities by utilizing GIS mapping technology to track lot attributes and asset condition. The second strategy is to identify pilot locations for an Adopt-a-Park & Ride program and to solicit participation from local businesses. MANAGEMENT Park & Rides are managed at the district-level. San Diego is managed by District 11 and Western Riverside is managed by District 8. Both districts have a webpage that identifies the location of the lots in their jurisdiction. Both areas also have interactive maps that give limited details about lot attributes including number of spaces, owner, and hours of operation. These maps are not inclusive of all Park & Rides in their respective areas as most facilities operated by transit agencies are absent. Caltrans conducts counts of their lots on a quarterly basis. Caltrans has the following rules for usage of their lots: Park & Ride lots are for the ride share commuter (vanpool/carpool) parking and are not intended for residential, commercial, or long-term parking. Daily commuter parking at Caltrans operated Park & Ride lots is free of charge; no permits are required. Some Park & Ride lots are limited to Monday through Friday, 5:30 am to 6:00 pm. There are signs posted at each of these lots. 24-hour parking is not recommended. Vehicles parked outside of designated spaces or left in excess of 72-hours may be ticketed and towed at the owner’s expense (California Vehicle Code Section 22651(k)). No loitering, camping, vending, or parking of vehicles 30-feet or longer is permitted at any Park & Ride lot (California Vehicle Code Section 22518). The above map shows the existing active and inactive lots from the Park & Ride Data Center for Caltrans operated lots. Colors behind the Park & Ride lots indicate last recorded utilization with red showing almost full capacity. Existing Park & Ride facilities and policies help provide context for the current Park & Ride environment. It builds the foundation for proposed improvements and regional recommendations. The following presents an overview of agency policies and initiatives that support Park & Ride facilities, into the existing environment of facilities, planning initiatives, and management policies for each agency. It also defines agency differences as it relates to resources, policies, and planning efforts for Park & Ride facilities. There are over 140 facilities in San Diego and Riverside counties combined that are operated and managed by Caltrans, San Diego Association of Governments (SANDAG), Riverside County Transportation Commission (RCTC), San Diego Metropolitan Transit System (MTS), and North County Transit District (NCTD). These agencies provide various services and operate their facilities differently from one another. Additionally, monitoring, surveillance, and equipment of individual lots varies between agencies and the lots operated by them. Table 1 summarizes these facilities and their overseeing agencies. Table 1. Park & Ride Lots by Operating Agency CALTRANS Caltrans operates over 60 Park & Ride lots that often border freeway interchanges along commuter corridors. These facilities were developed in conjunction with the freeway build-out to accommodate commuter needs. With changes in commuting patterns, the demand for parking at specific locations has changed. Some lots now experience high demand, whereas others do not. Half of Caltrans’ lots have been designated for carpool / vanpool spaces, whereas the other half are designated as combination of carpool / vanpool services and transit services. Additional information about Caltrans Park & Ride lots can be found here. PLANNING CALIFORNIA TRANSPORTATION PLAN 2040 In June 2016, Caltrans developed The California Transportation Plan 2040 (CTP). This document is a statewide long-range policy plan that presents a vision for California’s future transportation system. It defines goals, policies, and strategies to achieve the organization’s transportation vision and recommends performance measures for assessing projects after implementation. Park & Rides are discussed in the Active Transportation and Demand Management section of this document. The CTP endorses Park & Rides to support alternative modes of transportation other than single occupancy vehicles (SOV). The CTP also supports Active Parking Management (APM) to maximize utilization of existing park and ride assets through overflow transit parking, parking reservations, wayfinding, and priced parking. APM strategies are considered a short-term goal. INTEGRATED CORRIDOR MANAGEMENT Caltrans will continue to incorporate park & rides through its Integrated Corridor Management (ICM) approach to corridor implementation. ICM leverages information technologies to increase the efficiency of existing corridors. Combined with Park & Rides, this can increase multimodal ridership and decrease travel times for commuters. OPERATING AGENCY TRANSIT PARK AND POOLCOMBINEDAGENCY TOTALS Caltrans0303161 MTS260026 MTS / SANDAG5106 NCTD180018 RCTC0151732 TOTAL494648143 EXISTING POLICIES & FACILITIES 85 SANDAG SANDAG emphasizes the importance of mode shift through various transportation demand management (TDM) strategies. The SANDAG rideshare program iCommute matches commuters with similar travel needs. Their transit services, MTS and NCTD, provide both regional and local coverage, while their Park & Ride lots support commuters who engage in both rideshare and transit services. SANDAG has over five lots and over 1,340 Park & Ride spaces, some of which are managed in partnership with MTS and private sector stakeholders. Additional information about the Park & Ride program in the San Diego region can be found here. PLANNING SANDAG has demonstrated a commitment to promoting mode shift through its agency outreach and planning efforts. They have considered innovative approaches to mobility challenges in the area, while publishing literature to support it. Their planning initiatives incorporates transit, transportation technology, and park & ride. This Regional Park & Ride Strategy builds from these previous efforts and supports future projects. The following section summarizes some of the key planning documents that SANDAG has recently released. SAN DIEGO FORWARD San Diego Forward: The Regional Plan (Regional Plan) serves as a blueprint for how San Diego will grow, and how SANDAG will invest in transportation infrastructure for the decades to come. This document’s vision focuses on sustainable communities, innovative mobility, and a vibrant economy. INTEGRATING TDM INTO THE PLANNING AND DEVELOPMENT PROCESS This study was developed to provide municipal governments with the tools to implement and monitor TDM policies as part of their local plans and projects. This document explains how TDM can be effectively incorporated into urban design, site development, and parking strategies. The TDM study presents case studies and recommendations, which can be tailored and applied to local jurisdictions. The study was accepted by the Transportation Committee in May 2012, for inclusion as a resource in the SANDAG Smart Growth Toolbox. REGIONAL PARKING MANAGEMENT TOOLBOX SANDAG has created a Regional Parking Management Toolbox to provide cities with tools for evaluating, implementing, and managing parking management strategies that support their individual economic development, sustainability, and mobility goals. This interactive initiative provides a broad set of tools and step- by-step instructions for shaping successful parking management programs. EMERGING TECHNOLOGIES WHITEPAPER In January 2018, the Emerging Technologies White Paper was updated to reflect research and current trends in transportation. The White Paper presents technological and social trends that can radically impact the region’s transportation system in the future. The document outlines policy considerations that enable the region to harness the benefits and reduce the negative aspects of these trends. MOBILITY HUBS SANDAG is currently planning to implement mobility hubs at locations across the region. Mobility hubs are places of connectivity where different modes of travel—walking, biking, transit, and shared mobility—converge. They typically coincide with places where there is a concentration of employment, housing, shopping, and/or recreation attractions. Mobility hubs provide an integrated suite of mobility services, amenities, and technologies, including: Bikeshare / carshare Neighborhood electric vehicles Bike parking Dynamic parking management strategies Real-time traveler information / wayfinding Real-time ridesharing Microtransit services And urban design enhancements that specifically supports active and public transportation EXISTING POLICIES & FACILITIES APPENDIX A86 These features help travelers connect to regional transit services and make short trips within the neighborhood and beyond. Future technology advancements, including connected and automated transportation services will present new opportunities for mobility hubs. Additional information about mobility hubs can be found here. MANAGEMENT Transportation Demand Management (TDM) refers to programs and strategies that manage and reduce traffic congestion by encouraging the use of transportation alternatives. SANDAG coordinates many programs such as iCommute for carpooling and vanpooling programs and the Guaranteed Ride Home program. The Bike to Work Day and Rideshare Week are some of SANDAG’s outreach initiatives to support mode shifts away from the single-occupancy vehicles. Most of SANDAG’s lots are managed in partnership with MTS. SANDAG conducts counts on their lots, but this does not occur on a regular basis. For monitoring, SANDAG uses a compliant- based system to address issues. The above map shows the existing active and inactive lots from the Park & Ride Data Center for SANDAG operated lots. Colors behind the Park & Ride lots indicate last recorded utilization with red showing almost full capacity. RCTC RCTC is responsible for planning highway and transit projects as well as identifying projects for state and federal funding. RCTC executes lease agreements and operates over 20 Park & Ride lots. Of these lots, about half are designated for park and pool (588 spaces), and the other half are combined (359 spaces) park and pool with transit operations. Most lots are distributed along I-15 and I-215 corridors serving commuters travelling out of the county to San Diego, Orange, and Los Angeles. Additional information regarding Park & Ride lots in Riverside can be found here. PLANNING REGIONAL TRANSPORTATION PLAN / SUSTAINABLE COMMUNITIES STRATEGY RCTC is the agency charged with recommending projects proposed for funding under the Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS). The RTP/SCS identifies strategies to meet mobility needs of all modes, legislative, financial and air quality requirements in the six-county area of Southern California and is overseen by the Southern California Association of Governments (SCAG). This plan is updated every four years, most recently in June 2016. EXISTING POLICIES & FACILITIES APPENDIX A87 RCTC’s role in the development of the RTP/SCS is to identify long range transportation improvement projects beyond those already programmed in the six-year federal funding plan. RCTC coordinates the input provided to SCAG with local agencies and transit operators in order to ensure consistency with city and county transportation plans and projects. LONG-RANGE TRANSPORTATION PLAN RCTC is starting to develop the first countywide Long-Range Transportation Plan (LRTP). The LRTP kicked off in mid-2017 and will be completed in 2019. It will provide a vision for what an integrated transportation system will look like in Riverside County in the next 20 years. The plan is taking a comprehensive review of projects on the state highway, regional arterials, rail and bus, freight network, and active transportation. It also will identify potential “bundles” of projects that can be developed in a systematic approach, demonstrate environmental benefits, and put RCTC and its member agencies in a more competitive position for funding opportunities. MANAGEMENT RCTC engages in a variety of activities to manage and operate their Park & Ride facilities. They are actively balancing high-demand for park & ride spaces with limited resources to construct new facilities. As such, RCTC regularly negotiates with private property owners to lease spaces for Park & Ride operations. These spaces are typically contracted on a pay-per-space basis and have restrictions on certain times of day and, occasionally, days of the year. Despite offering generous cash payments, leased parking can still be difficult to find. Locations and lot attributes are communicated to the public using the Inland Empire 511 system (IE511.com). This helps users better plan their trip while also having access to other commuter resources on the 511 website including real-time traffic and road closure information. To measure the performance of Park & Ride lots, RCTC conducts regular occupancy counts. These are recorded for historical tracking and to help inform decisions to add or remove spaces from certain regions. RCTC conducts customer service surveys to receive feedback from users of their facilities. The above map shows the existing active and inactive lots from the PPark & Ride Data Center for RCTC operated lots. Colors behind the Park & Ride lots indicate last recorded utilization with red showing almost full capacity. EXISTING POLICIES & FACILITIES APPENDIX A88 NCTD NCTD offers dedicated Park & Ride spaces at over 15 transit service locations, consisting of over 3,500 dedicated spaces along the COASTER and SPRINTER rail lines. These lots were developed in conjunction with transit to support ridership. NCTD currently offers electric vehicle charging stations at the Oceanside Transit Center. Additional information about NCTD stations can be found here. PLANNING While NCTD is not currently planning for further expansion of its transit network, the agency is working toward planning initiatives to improve services. In coordination with SANDAG, NCTD is considering mobility hubs to provide further transportation services. This effort hopes to increase access through additional modes of transportation and increase ridership. COASTER SMART PARKING PILOT NCTD conducted an analysis of the cost effectiveness of smart parking features at COASTER Park & Ride lots and passengers’ willingness to pay for them. The report builds on Smart Parking Pilot Project on COASTER Commuter Rail, which analyzes information obtained during test research at the Rockridge San Francisco Bay Area Rapid Transit (BART) District station. The report identified two key challenges for NCTD COASTER lots. For one, non-users of the system will park in the lots without permission. These non-users fall into two categories: non-transit riders and Amtrak / MetroLink riders. The second challenge is to maximize unused parking spaces by providing greater certainty with lot availability. This can be achieved through carpooling, delivering accurate traveler information, and by discouraging long-term parkers to generate more daily trips out of spaces. MANAGEMENT Current policy allows 96-hour parking at most SPRINTER stations and two-week parking at most COASTER Stations. The above map shows the existing active and inactive lots from the Park & Ride Data Center for NCTD operated lots. Colors behind the Park & Ride lots indicate last recorded utilization with red showing almost full capacity. EXISTING POLICIES & FACILITIES APPENDIX A89 APPENDIX AMTS MTS offers transit-only Park & Ride facilities at over 25 locations consisting of over 11,000 Park & Ride spaces along the Orange, Blue, and Green Trolley lines. These lots were developed in conjunction with transit to support ridership from neighboring residential areas. Additional information about MTS stations can be found here. PLANNING MTS is currently planning for an expansion of 800 spaces of parking at four locations to support the Blue Line Extension project. In coordination with SANDAG, MTS is considering mobility hubs to expand the suite of amenities offered to passengers, increase access through additional modes of transportation, and increase ridership. JOINT DEVELOPMENT PROPERTY INVENTORY MTS has had an active Joint Development Program for the past three decades. MTS is actively planning new developments for MTS properties. MTS revised MTS Board Policy 18 in 2018 to incorporate sustainability, active transportation, parking, and housing at MTS properties while improving transit ridership. MANAGEMENT MTS communicates the location and space capacity of its lots on the MTS website. Current policy limits parking at any Trolley station to 24 hours. Parked vehicles that exceed 24 hours are ticketed and towed. There is no overnight parking for RVs or campers. The MTS conducts monthly counts on their lots. The above map shows the existing active and inactive lots from the Park & Ride Data Center for MTS operated lots. Colors behind the Park & Ride lots indicate the last recorded utilization with red showing almost full capacity. EXISTING POLICIES & FACILITIES 90 This page has been intentionally left blank. This page has been intentionally left blank. APPENDIX BAPPENDIX B: STAKEHOLDER WORKSHOP SUMMARY 93 San Diego and Western Riverside Counties Regional Park and Ride Strategy Introduction The San Diego Association of Governments (SANDAG) and Riverside County Transportation Commission (RCTC) are developing recommendations for managing and developing Park & Ride facilities in the region. Stakeholders identified specific issues with existing management strategies, including a patchwork policy framework, constrained funding, unclear roles and responsibilities, limited enforcement, and a lack of a marketing identity for the system. Through research and engagement with stakeholders, the project will identify recommended management strategies for addressing these issues and others, including forecasting, siting, technology, enforcement, and pricing. Innovative strategies from academic literature and case studies will be inventoried for consideration as recommendations. Using a toolkit format, strategies will be organized by various Park & Ride typologies, using utilization, service type, and ownership status to group similar facilities. Goals and objectives were developed to help direct the research priorities and recommendations of the Regional Park & Ride Strategy. Potential strategies to improve the Park & Ride system requires a dynamic approach that acknowledges the unique variables that impact each facility. The project goals and objectives provide guidance to the Project Development Team (PDT) in weighing those trade-offs. Goal statements describe what the project is trying to achieve in aspirational terms. The objectives describe the specific ways each goal will be achieved. This memorandum defines each project goal and objective and documents the process of how the goals and objectives were developed. Stakeholder Outreach To help inform the development of the goals and objectives, a project workshop was held on November 6, 2017. The workshop solicited input from Caltrans, SANDAG, Riverside County Transportation Commission (RCTC), San Diego Metropolitan Transportation System (MS), North County Transit District (NCTD), Riverside Transit Agency (RTA), and many of the local jurisdictions in San Diego and western Riverside Counties. Major issues that were brought up included: Funding: Each agency has a different role pertaining to implementing, operating, and managing Park & Rides. Resources are limited, so the study will help identify creative funding opportunities to support regional needs. The following points are for the project team to consider: Pay to Park – Caltrans is not allowed to “make a profit” on public right-of-way, so charging for parking in Caltrans-owned lots could be challenging, unless policy is changed. The MTS has considered charging for parking in lots that are at capacity. The RCTC owns all of the Metrolink station in Riverside County; maintenance of these facilities is a major expense, and like MTS, there is opportunity and a benefit of charging for parking in lots that are at capacity in the future; it may also be used as an incentive for commuters to arrive in higher density alternatives for free parking. Activating the Space – Farmers’ Markets or food truck events could be a way to introduce communities to Park & Ride locations. Opportunities to develop public-private partnerships that could contribute funds toward operations and maintenance should also be considered. �� O t h e r O p p o r t u n i t i e s C a n w e l e v e r a g e P a r k &