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Oregon Transportation Options Program

Oregon Department of Transportation

Draft Action Plan

JUNE 2016

Nelson\Nygaard Consulting Associates, Inc. | i

Table of Contents Page

1 Introduction 1-1

2 Coordinated Approach to Implementation 2-1

Internal ODOT Coordination 2-2 External Partner Coordination 2-2

3 ODOT TO Program Action Plan 3-1

Action Plan Phases 3-1 Headquarters Roles & Responsibilities 3-2 ODOT Region Roles & Responsibilities 3-3 Strategy Implementation 3-4

4 Action Plan Implementation & Next Steps 4-1

Attachment A: Actions by Phase A-1

Table of Figures Page Figure 2-1 Coordinated Approach to Implementation 2-3

Figure 3-1 ODOT TO Program Phased Implementation 3-1

Figure 3-2 ODOT HQ TO Program Staffing 3-2

Nelson\Nygaard Consulting Associates, Inc. | 1-1

1 INTRODUCTION The Oregon Transportation Options Plan was adopted by the Oregon Transportation Commission in 2015. To help implement the Plan, the Oregon Department of Transportation (ODOT) convened an internal State Structure Committee to identify the opportunities for ODOT to coordinate, manage, fund, and support TO program investments internally at ODOT and externally with transportation options providers (TO providers). Informed by extensive outreach to key ODOT staff and TO providers around the state, the Transportation Options Program Action Plan provides a blueprint for ODOT to launch a coordinated TO Program at Headquarters and within the ODOT Regions, with strong support from local partners. ODOT is committed to implementing the Action Plan to the best of its ability within the constraints of existing resources. Some of the actions may not be completed in the recommended timeframe due to resource constraints or competing needs. This Action Plan provides guidance for ODOT in the following areas:

• Program administration: Issues related to locating the program are underway with ODOT leadership.

• Specific roles and responsibilities: Details roles and responsibilities for ODOT Headquarters (HQ), ODOT Regions, and local and regional partners.

• Action items and phasing: Identifies the action items needed to implement the identified roles and responsibilities by phase.

• Staffing: Provides a recommendation on the level of staffing needed by phase.

Oregon Transportation Options Program: DRAFT Action Plan ODOT


Stakeholder Outreach Process

Stakeholder input (internal to ODOT and external with key partners) was a crucial element to the development of the Action Plan. Input was collected through an internal ODOT Committee and through interviews, focus groups, and presentations:

• Internal ODOT State Structure Committee: An internal ODOT State Structure Committee was convened to guide the development of the Action Plan. Participants included ODOT Headquarters staff from Rail and Public Transit, Planning, Safety, and Active Transportation; and ODOT Region Staff.

• Interviews with ODOT Staff: During the summer of 2015, interviews were conducted with key staff at ODOT Headquarters. These interviews provided insight to any constraints and opportunities that should be considered as well as what success might look like for ODOT.

• Interviews with external stakeholders: Phone interviews were conducted with TO providers around the state to gather input on what was working well with the existing State transportation options program and what were the opportunities for improvement. These interviews were conducted between November 2015 and February 2016.

• Rideshare Focus Group: In January 2016, the Regional Network Administrators (RNAs) met in Portland for the Rideshare Focus Group. The RNAs provided feedback on the opportunities for rideshare in Oregon.

• Vanpool Focus Group: In January 2016, transportation options partners from across the state met in Portland for the Vanpool Focus Group. Attendees provided feedback on the potential for the vanpool market in Oregon. Individual phone meetings were also conducted with vRide and Enterprise.

• Presentations to ODOT leadership: Presentations were made to the Intermodal Leadership Team (ILT)1 in December 2015 and to the Planning Business Line Team (PBLT) in January 2016. These provided an opportunity for discussion about how TO could be incorporated into ODOT practices.

1 The Intermodal Leadership Team is comprised of Region Managers and Division Administrators and the Planning Business Line Team (PBLT) is comprised of HQ Planning and Region Planning Managers.



2 COORDINATED APPROACH TO IMPLEMENTATION

While the Transportation Options Plan was initiated and funded by ODOT, it is in fact the state of Oregon’s plan to elevate transportation options programming, funding, and delivery across the state. Ultimately, implementation of the Plan will be a coordinated effort across multiple State, regional, and local agencies; transportation options providers; employers; and other partners. The Action Plan outlined in the chapters below is a blueprint for ODOT to build a comprehensive Transportation Options Program that will help integrate TO practices throughout ODOT and support local partners.



INTERNAL ODOT COORDINATION The ODOT Transportation Options Program Action Plan (Action Plan) identifies the role of ODOT Headquarters and Regions related to funding, coordinating, and advancing TO program activities and policies. ODOT’s role is one of providing policy guidance, funding, and other support to local/MPO and TO providers and one of integrating TO implementation throughout the Agency. A detailed communication and outreach plan for TO integration throughout ODOT will be developed as an early action item to help advance implementation of TO practices.

Implementation of the TO Plan will need to be closely coordinated with other State planning efforts currently underway (the Bicycle and Pedestrian Plan is scheduled for adoption in May 2016 and the Public Transportation Plan is currently being developed). As ODOT continues to advance efforts such as Intermodal Oregon and coordinate efforts across modes, it may be beneficial to also coordinate implementation of the TO Plan, the Bicycle and Pedestrian Plan, and the Public Transportation Plan. Opportunities related to tools and technology, research, best practice documentation, and communication/integration strategies may be particularly beneficial. As such, Phases I and II (as outlined below) will be initiated prior to the completion of the Bicycle and Pedestrian Plan and Public Transportation Plan; Phases III and IV should be closely coordinated with the implementation of these other ODOT planning efforts.

EXTERNAL PARTNER COORDINATION The success of the ODOT Transportation Options Action Plan relies on strong partnerships between ODOT Headquarters, ODOT Region staff, local/regional jurisdictions, and TO providers. While ODOT can be a leader in convening the right partners, identifying potential funding sources, and leading research and technical tools, it cannot provide the “on the ground” resources needed to implement successful TO programs. ODOT also has limited jurisdiction over local and regional policies that can support implementation of TO programs. Coordination and support from local and regional jurisdictions and TO providers is key.

The coordinated approach to implement the Action Plan is outlined in Figure 2-1 below.

ODOT Roles

The State Structure Committee identified seven key areas for ODOT to play a role in implementation of the TO Plan:

1. Funding and contract management

2. Performance monitoring

3. Policy support

4. Convener/collaborator

5. Program management

6. Transportation options integration

7. Technical tools and research



Figure 2-1 Coordinated Approach to Implementation

Role Area ODOT Local MPO/ Jurisdictions Local TO Providers

Funding and contract management

Provide funding either directly from HQ or through Regions to local partners

Provide match funding and/or other grant opportunities

Work with local/regional/ state partners and the private sector to build support and grow funding opportunities

Performance monitoring

Establish streamlined performance measure process; work with local TO providers to collect and analyze data; summarize results

Include performance measures for TO in local and regional plans and policies

Collect data using streamlined performance measurement process outlined by the State and local/regional requirements (as applicable)

Policy support See transportation options integration section below

Set policy to support implementation of TO investments

Build the business case for TO-supportive policies to local/regional/ state partners

Convener/ collaborator

Convene partners at the State level to share best practices

Convene partners at the local/regional levels to share best practices

Collaborate with partners

Program management

Manage statewide rideshare program; identify potential pilot programs for local implementation

Manage programs at the local/regional level, if applicable

Manage local TO programs; work directly with residents, employers, employees, and schools

Transportation options integration

Identify opportunities to integrate TO into ODOT’s daily work; provide trainings for local and regional jurisdictions

Identify opportunities to integrate TO into local planning processes, policies, and projects

Collaborate with partners to identify TO opportunities Identify opportunities to integrate TO through employers, schools, commuters, etc.

Technical tools and research

Identify opportunities to advance technical tools and research that push the envelope of TO for local and regional partners

Inform ODOT of opportunities to advance technical tools and research in TO

Inform ODOT of opportunities to advance technical tools and research in TO



How can the private sector support implementation of the TO Plan?

The private sector plays an important role in implementing the TO Plan. Key roles for private sector partners are outlined below with respect to funding and technology. • Developers: Integrate TO into new development • Health Care Sector: Provide funding to support active living • Business community: Implement employee commute programs • Technology sector: Invest in new technologies and innovation to support dynamic tools; lead innovation

and research in next generation technologies that support changing traveler preferences



3 ODOT TO PROGRAM ACTION PLAN

This chapter provides an overview of Action Plan phasing, distinction between ODOT HQ and ODOT Region roles and responsibilities, and detailed strategy sheets for each role area outlined in Chapter 2.

ACTION PLAN PHASES The ODOT Transportation Options Program Action Plan is a three-year plan beginning in July 2016. Efforts to launch the ODOT TO Program will be a significant effort initially. To demonstrate the phasing of the Action Plan, four distinct phases are outlined in Figure 3-1 below.1

Figure 3-1 ODOT TO Program Phased Implementation

• Phase I Build the Foundation (July – December 2016): This initial phase includes actions needed to incorporate Plan activities into ODOT’s existing Transportation Options Program and what it will take to establish new roles and responsibilities at ODOT HQ and at the Region level. Tasks focus on ODOT TO staff development, communications and training materials, policy identification, funding opportunities and processes, and implementation of the established performance measurement process.

• Phase II Launch Internal & External Tools & Trainings (July 2016- June 2017): Phase II actions focus on launching internal communications and trainings and establishing and marketing external tools and resources.

• Phase III Lead Program Innovation (July 2017 – June 2018): Phase III actions focus on exploring opportunities to enhance programs, including rideshare and individualized marketing.

1 Note: Phases I and II intentionally overlap; it is expected that some action items in Phase II can get underway as some of the foundational elements to establish the program are being finalized.



• Phase IV Stay Ahead of the Curve (July 2018 – June 2019): Phase IV actions focus on research and data initiatives.

• Ongoing: Ongoing actions include those related to contract management and performance monitoring.

HEADQUARTERS ROLES & RESPONSIBILITIES The ODOT TO Program will be implemented through a strong partnership between ODOT HQ and Regions. This section outlines the projected FTE needs per phase, along with associated roles and responsibilities for Headquarters.

A number of possibilities have been discussed regarding where the HQ portion of the program will reside: within Rail & Public Transit Division, within Active Transportation, or some other configuration. It currently resides in the Rail & Public Transit Division, however there may be benefit to linking it to other programs within Active Transportation. ODOT management will consider the best place for the program in Phase I.

One and a half (1.5) FTE is anticipated to launch the ODOT TO Program at HQ, building up to 2.0 FTE in Phases II and III and then back down to 1.5 FTE in Phase IV.2 FTE requirements per phase are outlined in Figure 3-2 below. Detailed roles and responsibilities for ODOT HQ staff are outlined in the strategy sheets on the following pages.

Figure 3-2 ODOT HQ TO Program Staffing

Phase Staff Requirements Key Task Areas

Phase I: Build the Foundation

1.5 FTE • Launch TO program • Implement performance measures • Continue to manage contracts • Streamline TO program funding • Manage existing rideshare,

individualized marketing and other programs

• Develop TO integration communications materials and training materials (in partnership with ODOT Planning)

Phase II: Launch Internal & External Tools & Trainings

2.0 FTE • Train ODOT Region staff dedicated to • Identify funding opportunities • Update ODOT policies • Provide support for TO programs in rural

areas • Lead marketing/messaging campaign

for rideshare

2 As of June 2016, ODOT headquarters has 1.2 FTE dedicated to transportation options (0.3 FTE for contract management, 0.1 FTE for park and rides, 0.5 FTE for TO Implementation, 0.2 FTE for STIP management, and .1 FTE for Technical Assistance Program management(.



Phase Staff Requirements Key Task Areas

• Develop rideshare pilot programs • Evaluate/improve rideshare software

technology • Explore ODOT’s role in vanpool • Implement vanpool funding opportunities

and targets in accordance with the determination of state role in vanpool programs

• Launch ODOT internal trainings for HQ and Region staff (in partnership with ODOT Planning)

• Develop external training for partners

Phase III: Lead Program Innovation

2.0 FTE • Set performance measure targets • Launch Statewide TO Awareness Survey • Coordinate the collection of data with

partners • Launch online dashboard • Launch improved dynamic rideshare

application • Initiate research discussions • Continue to develop pilot project list • Develop toolkits

Phase IV: Stay Ahead of the Curve

1.5 FTE • Formalize research topics and processes • Conduct research and build tools • Update Action Plan • Explore rideshare applications and new

technology

Note: HQ staffing requirements assume that a private vendor continues to manage the statewide rideshare database

ODOT REGION ROLES & RESPONSIBILITIES At each ODOT Region, there will be a designated staff person that is the point of contact for TO. This staff person will be responsible for coordinating with ODOT staff to integrate TO at the Region level in partnership with HQ and work directly with the TO providers on contract management, work plan development, and performance measure data collection.

The dedication of FTE to transportation options at the Region level may vary depending on the need and staffing availability. On average, 0.25 FTE is assumed, however each Region will dedicate its own staffing resources.



STRATEGY IMPLEMENTATION For each role area outlined in Chapter 2, detailed implementation strategy sheets are included below. The strategy sheets include the specific role of HQ and Region staff and action items by phase. An additional role area was added (TO Program Launch) to highlight the important steps needed to get the ODOT TO Program off the ground in the coming months. Attachment A provides a list of each action item by phase.

TO PROGRAM LAUNCH


Strategy 1.1 Establish a centralized TO program at ODOT headquarters with strong support from ODOT Regions

Introduction

A first step to establish the Transportation Options Program at ODOT will be to define staffing roles and responsibilities at HQ and in Regions and determine where the program will be located at HQ. Once these details are determined, a communications plan with staff and partners should be developed.

Headquarter Role Region Role

• Lead definition of staffing roles and responsibilities for HQ and Regions

• Determine TO program location at HQ

• Lead development of communications materials and trainings to inform partners and Regions of staffing and program updates

• Determine who at ODOT Regions carries out new TO staffing requirements

• Work with HQ to train Region staff on new/formalized TO responsibilities

Phase I Actions (July – December 2016)

Action Item Action Item Description Lead Support

1.1.1 Define staffing roles and responsibilities and ODOT HQ and Regions

HQ Region

1.1.2 Determine the TO program location at HQ HQ

1.1.3 Determine staffing designation in the Regions Region HQ

1.1.4 Convene ODOT TO Team consisting of HQ and Region staff to establish communication lines and collaborative program implementation

HQ Region

1.1.5 Communicate new staffing arrangements and contact information to ODOT Regions, local and regional jurisdictions, and TO providers

HQ Region

1.1.6 Determine which actions outlined in the Action Plan are appropriate (if any) for a vendor

HQ

Phase II Actions (July 2016- June 2017)


1.1.7 Provide training on roles and responsibilities to support ODOT HQ and ODOT Region staff

HQ Region

Ongoing


1.1.8 Update ODOT TO Program Action Plan every two years (first update will be in FY 2018/2019)

HQ Region

FUNDING


Strategy 2.1 Investigate and encourage a consistent (scalable( funding approach across Regions

Introduction

While TO funding is currently available in each ODOT Region through various sources, the allocation process is not consistent and is at the discretion of each Region and headquarters. For those Regions that do provide funding, it is not dedicated. The funding allocation process between ODOT and partners needs to be consistent, scalable, and dependable.


• Convene conversations about the development of consistent, scalable and dependable funding

• Allocate TO funds

• Participate in funding conversations and allocate funding according to outcome of management discussions



2.1.1 Meet with the Intermodal Leadership Team to define the funding approach and streamline the funding process for TO across regions

HQ Region

2.1.2 Provide clarification on where TO fits in STIP funding cycles

HQ Region

2.1.3 Once determined, publicize a clear and legible framework that describes the level and source of funding

HQ

Phase II Actions (July 2016 – June 2017)


2.1.4 Explore alternative funding sources HQ & Regions HQ & Regions

2.1.5 Develop criteria for TO in the STIP project selection process

HQ Region

Phase III Actions (July 2017 – June 2018)

2.1.6 Convene an internal ODOT Working Group comprised of ODOT HQ and Region staff to identify opportunities to program TO in the ’21-’24 STIP

HQ & Regions HQ & Regions

Ongoing Actions


2.1.7 Communicate ODOT plans, priorities, and expected funding levels on an ongoing basis and in a timely fashion to providers and local/regional jurisdictions

HQ Region

PERFORMANCE MEASUREMENT


Strategy 3.1 Establish a consistent performance measurement process

Introduction

The Transportation Options Plan identified the need to consistently collect and report on performance of TO programs in Oregon to communicate the effectiveness/benefits/successes of investments and activities. Note: See the Transportation Options Program Performance Measure Report for further details on the process.


• Lead development of performance measures

• Lead data collection tools and templates

• Lead development and maintenance of the online dashboard

• Lead development of targets

• Lead work plan development with TO Providers

• Work directly with local TO providers to satisfy reporting requirements

• Work with HQ and local TO providers to establish appropriate targets



3.1.1 Develop performance measure definitions HQ Region

3.1.2 Develop data collection templates (surveys and questionnaire)

HQ Region

3.1.3 Document performance measure collection methodologies

HQ Region

3.1.4 Develop work plan template and reporting templates for TO providers

HQ Region



3.1.5 Develop targets for State and program performance measures

HQ Region

3.1.6 Develop targets for each Regional Network Administrator (RNA)3 for increased participation in online rideshare database

HQ Region

Ongoing Actions


3.1.7 Manage TO provider contracts and work plans Regions HQ

3.1.8 Collect, analyze, and report on performance measure data

Regions HQ

3 Regional Network Administrators are identified transportation options providers at the local level to help implement the Drive Less Connect online tool.



Strategy 3.2 Administer and fund a Statewide TO Awareness Survey

Introduction

The Statewide TO Awareness Survey will allow ODOT to track the influence of TO programs at a broad scale. Similar in format to the ODOT Needs and Issues Survey, this survey may be administered on a biannual basis to the general public. The survey will document general trends in peak and non-peak mode split, awareness of TO programs, and TO program participation and influence. By closely aligning these survey questions with those administered by the TO partners, it will be possible to compare the general population with TO program participants. The results will help to inform program investments and outreach strategies.4 Note: See the Transportation Options Program Performance Measure Report for further details on the process.


• Lead development and implementation of Statewide TO Awareness Survey in coordination with ODOT Research and ODOT Transportation Planning and Analysis Unit

• N/A



3.2.1 Draft questions and data collection approach

HQ



3.2.2 Partner with ODOT Research to align survey distribution approach with other statewide surveys (e.g. Needs and Issues survey)

HQ



3.2.3 Launch Statewide TO Awareness Survey HQ

Ongoing Actions


3.2.5 Analyze Statewide TO Awareness Survey HQ

4 There also may be an opportunity to coordinate with the Needs and Issues survey to limit duplication and effort by ODOT.



Strategy 3.3 Create an online performance measure dashboard

Introduction

The Performance Measure Working Group identified health, equity, safety and other areas as important outcomes that can help describe TO program benefits and guide future investments. These outcome areas were threaded throughout the performance measure identification process and will be documented in an online dashboard updated annually by ODOT to communicate the business case for TO funding decision-makers, the private sector, and the public. The dashboard will be used by the general public, funding and policy decision-makers, ODOT staff, and TO providers to understand the general benefits and progress of TO programs. Note: See the Transportation Options Program Performance Measure Report for further details on the process.


• Lead development and update of online dashboard, coordinating efforts with MPO’s where possible

• Work with TO providers to implement data collection process to feed to dashboard, coordinating efforts with MPO’s where possible



3.3.1 Create dashboard design HQ

3.3.2 Determine which measures are appropriate for dashboard

HQ



3.3.3 Determine website location and dashboard logistics in coordination with the ODOT Performance Measure Group

HQ ODOT Performance Measure Group



3.3.4 Develop online database for TO providers to input data into dashboard

HQ

Ongoing Actions


3.3.5 Update dashboard annually HQ Region

POLICY SUPPORT


Strategy 4.1 Explore options for a statewide TO oversight committee

Introduction

A statewide TO oversight committee, similar to the Bicycle and Pedestrian Advisory Committee or the Public Transit Advisory Committee (PTAC), would elevate TO at ODOT and statewide by providing an important forum for policy and funding discussions. There are three possible approaches to establish such a committee: (1) adding to or modifying the focus of PTAC as an overall Transportation Options Committee; (2) recognizing/formalizing ToGo as the statewide TO committee; or (3) establishing a new Committee to serve this purpose. The establishment of such a committee should be put on hold until the completion of the Bicycle and Pedestrian Plan and the Public Transportation Plan.


• Determine need, benefit, and feasibility to forming a TO oversight committee

• n/a



4.1.1 After the completion of the Bicycle and Pedestrian Plan and the Public Transportation Plan, determine how to incorporate TO into an existing or new statewide committee

HQ

COLLABORATOR/CONVENER


Strategy 5.1 Provide program management resources and materials for local TO programs

Introduction

TO providers expressed a desire for ODOT to provide resources for local TO programs, particularly for areas in the state with no formal TO program or for those programs just starting out. The sharing of best practices and lessons learned has been very effective in years past through the quarterly Statewide Transportation Options meetings sponsored by ToGo in partnership with ODOT. Building off of this forum, toolkits and resources that are scalable for different sized regions and geographic contexts can be developed. There is also an opportunity to initiate and facilitate TO programs in areas of the state that are not currently served by a local TO provider.


• Leverage existing toolkits and lead development of new toolkits for local TO programs

• Lead partnership with TOGO

• Provide support for TO programs in rural areas or areas with no local TO provider



5.1.1 Partner with TOGO to convene TO partners to share lessons learned and best practices in program development and delivery

HQ



5.1.2 Actively initiate and support TO programs in rural areas or areas with no local TO provider

Region HQ


5.1.3 Develop toolkits that are scalable for different sized regions and geographic contexts – e.g. "How to Launch Open Streets in Your Community"

HQ Region

PROGRAM MANAGEMENT


Strategy 6.1 Manage a statewide individualized marketing program implemented by local partners

Introduction

The individualized marketing pilot projects initiated by ODOT in 2015 through the Drive Less Save More campaign have seen great success. Building off of this work, ODOT should continue to develop this program by providing funding and resources for local programs.


• Continue to manage IM pilot program

• Lead development of IM database

• Work with Regions to explore consistent funding for IM

• Work with HQ to explore consistent funding for IM



6.1.1 Develop and maintain a database to track individualized marketing (IM) programs across the state

HQ

6.1.2 Continue to manage IM pilot programs HQ



6.1.3 Explore consistent funding for IM programs HQ & Regions HQ & Regions



6.1.4 Develop scalable digital IM program HQ

PROGRAM MANAGEMENT


Strategy 6.2 Manage a flexible and dynamic statewide rideshare database

Introduction

ODOT has managed the state's rideshare database since 2006. In focus groups and interviews, TO providers expressed the importance of a statewide rideshare database, but noted the need for the system to be upgraded to meet traveler expectations, including dynamic applications that serve commute and non-commute trips.


• Manage statewide rideshare database and tool

• Lead development of marketing and messaging campaigns

• Identify rideshare pilot programs in partnership with Regions

• Work with private sector to identify new rideshare approaches and app and technology opportunities

• Support development of marketing and messaging campaigns

• Identify rideshare pilot programs in partnership with Regions

• Manage Regional Network Administrator work plans



6.2.1 Continue to support software and management of ridesharing database

HQ



6.2.2 Develop marketing/messaging/incentive campaigns to support rideshare implementation

HQ Region

6.2.3 Develop rideshare pilot programs HQ Region



6.2.4 Work with the private sector to identify a suitable dynamic rideshare application that serves all types of trips (commute, non-commute, non-emergent medical, areas with limited access to transit, etc.)

HQ Region

Phase IV Actions (July 2018 – June 2019)


6.2.5 Partner with the private sector to identify new opportunities in rideshare technology

HQ

PROGRAM MANAGEMENT


Strategy 6.3 Explore the opportunities to improve shared mobility options and increase the number of vanpools in Oregon

Introduction

To date, vanpool in Oregon has been limited. While there is a strong vanpool program along the I-5 corridor, opportunities exist to expand vanpool across the state. ODOT's role in vanpool is still to be determined. Once the TO Program at HQ is established, a first step in Phase II will be to explore ODOT's role in shared mobility and vanpool. Shared mobility options are changing at an unprecedented rate. Opportunities beyond traditional vanpool may be an option for ODOT and its partners to explore.


• Lead determination of ODOT’s role in shared mobility and vanpool

• TBD based on result of the above

• TBD



6.3.1 Determine ODOT's role in shared mobility and vanpool; explore opportunities and tradeoffs of different shared mobility and vanpool models; possibly implement a State-run system that could be implemented by a single vendor through an RFP process

HQ

6.3.2 Investigate and possibly establish a target for the number of shared rides/vanpools in each ODOT Region; develop an action plan for each Region to meet that target

HQ Region

6.3.3 Explore opportunities to provide seed funding for vanpool subsidies to bridge lag between National Transit Database (NTD) miles logged and NTD reimbursement received

HQ

6.3.4 Explore opportunities to provide financial subsidies for vanpool in areas unable to report NTD miles

HQ

TO INTEGRATION


Strategy 7.1 Increase the understanding and benefit of TO at ODOT

Introduction

Transportation options programs and policies are still new to ODOT. Recognizing these programs as low cost and effective strategies to better utilize the state's transportation system will be an important next step to integrate TO into ODOT's daily work. An education and communication strategy to increase the understanding and benefit of TO at ODOT and with other State agencies will help build support for and gain participation in these cost effective programs.


• Develop training materials for ODOT and partners

• Lead trainings with ODOT staff at HQ and Regions

• Identify and update HQ policies

• Connect with other agencies to leverage opportunities for integration

• Confirm shared objectives with other State agencies

• Support development and dissemination of communications materials for ODOT

• Identify and update Region policies

• Connect processes to policies, i.e. when TO would be considered in project planning, project delivery, etc.



7.1.1 Develop training materials and messaging campaign for ODOT staff in partnership with ODOT Planning

HQ Region

7.1.2 Coordinate with project delivery team to identify transportation options needs and opportunities during construction projects

Region HQ

7.1.3 Coordinate with Tech Services to integrate TO into construction, planning, and design

Region HQ

7.1.4 Develop trainings for ODOT staff HQ Region



7.1.5 Launch ODOT communication campaign and trainings

HQ Region



7.1.6 Update ODOT practices, policies, and procedures and communicate to Agency staff

HQ Region

7.1.7 Connect with other State agencies (ODE, DEQ, DLCD) to leverage the opportunity to integrate TO into their work and promote shared agency visions

HQ Region

TO INTEGRATION


Strategy 7.2 Increase the understanding and benefit of TO at local jurisdictions and MPOs and in the private sector

Introduction

The adoption of the Transportation Options Plan provides an important foundation for O regon to prioritize TO investments at the regional, and local levels. ODOT can play a role in identifying opportunities to integrate TO in local and regional transportation processes and projects.


• Work with Regions to develop communications materials and outreach strategies to engage with local and regional partners

• Lead engagement and trainings with local and regional partners



7.2.1 Identify local and regional partners Region HQ



7.2.2 Develop communications materials for local jurisdictions and MPOs

HQ Region

7.2.3 Engage with local jurisdictions and MPOs Region HQ

7.2.4 Develop a train the trainer model for local TO providers

Region HQ

7.2.5 Conduct train the trainer sessions with local TO providers

Region HQ

TECHNICAL TOOLS & RESEARCH


Strategy 8.1 Develop a clearinghouse of information/research and best practice information

Introduction

With emerging technology and changing demographics, the field of TO is constantly changing. ODOT HQ can play an important role in pushing the envelope, leading research to document the effectiveness of TO, and developing tools for TO providers.


• Lead identification of tools and research opportunities

• Secure funding for tools and research

• Provide input to HQ on the identification of tools and research opportunities with input from local TO providers



8.1.1 Develop a list of research topics for consideration

HQ Region



8.1.2 Identify funding for research projects HQ

Phase IV Actions (July 2018 – June 2019)


8.1.3 Develop a TO Score or tool to document existing transportation options by geographic area to help inform TO program investment

HQ

8.1.4 Develop methodology to track new (initial mode choice change) vs. sustained vehicle miles reduced as a result of TO programs

HQ

8.1.5 Develop methodology to document cost avoidance and net benefit of TO investments

HQ

TECHNICAL TOOLS & RESEARCH


Strategy 8.2 Develop a list of potential pilot projects

Introduction

The field of transportation options is constantly changing; new technologies and program approaches are rapidly being deployed across the U.S. - and internationally. By staying “tuned-in” to national developments and trends and identifying the next wave of innovation and programming, ODOT can stay ahead of the curve by bringing creative programming options and ideas to local partners.


• Identify list of pilot projects

• Provide input on pilot project identification

• Work with local TO providers to implement pilot projects



8.2.1 Identify pilot projects to further advance TO Plan policies and strategies

HQ Region

8.2.2 Identify funding for pilot projects HQ Region



4 ACTION PLAN IMPLEMENTATION & NEXT STEPS

The purpose of the Transportation Options Program Action Plan is to establish a fully integrated program that supports the implementation of the Transportation Options Plan. This document is intended to be a “living document” and will continue to be improved and updated over the years. As initiatives are implemented, priorities change, or funding opportunities evolve, ODOT may revise the document to guide investment in TO programs around the state and internally at ODOT.

The decision making and update process for the Action Plan is outlined below:

• Decision Making: The Action Plan will be approved by ODOT Transportation Development and Rail and Public Transit Divisions leaders.

• Implementation: The Action Plan will be implemented by ODOT Headquarters and ODOT Region staff as outlined above.

• Updates: The Action Plan is a living document that will be updated every two years by ODOT Headquarters and Region partners, with input from local and regional TO providers.

• Transportation Options Provider Status Update and Input: While this is ultimately ODOT’s Action Plan, it will be important to both update the TO providers on the status of actions and get their input on future updates of the Plan. An update on the Action Plan status will be provided by ODOT to the TO providers on an annual basis at a Statewide Transportation Options meeting. Input will be solicited on future Action Plan updates as appropriate.


Nelson\Nygaard Consulting Associates, Inc. | A-1

ATTACHMENT A: ACTIONS BY PHASE The tables below provide the list of actions organized by phase, along with a column for “status.”

PHASE I ACTIONS


Role Area Action Item

Action Item Description Lead Support Status

TO Program Launch

1.1.1 Define staffing roles and responsibilities and ODOT HQ and Regions HQ Region In progress

1.1.2 Determine the TO program location at HQ HQ In progress

1.1.3 Determine staffing designation in the Regions Region HQ In progress

1.1.4 Convene ODOT TO Team consisting of HQ and Region staff to establish communication lines and collaborative program implementation

HQ Region

1.1.5 Communicate new staffing arrangements and contact information to ODOT Regions, local and regional jurisdictions, and TO providers

HQ Region

1.1.6 Determine which actions outlined in the Action Plan are appropriate (if any) for a vendor

HQ

Funding

2.1.1 Meet with the Intermodal Leadership Team to define the funding approach and streamline the funding process for TO across regions

HQ Region In progress

2.1.2 Provide clarification on where TO fits in STIP funding cycles HQ Region

2.1.3 Once determined, publicize a clear and legible framework that describes the level and source of funding

HQ

Performance Measurement

3.1.1 Develop performance measure definitions HQ Region In progress

3.1.2 Develop data collection templates (surveys and questionnaire) HQ Region In progress

3.1.3 Document performance measure collection methodologies HQ Region In progress

3.1.4 Develop work plan template and reporting templates for TO providers HQ Region In progress

3.2.1 Draft questions and data collection approach HQ In progress

3.3.1 Create dashboard design HQ In progress

3.3.2 Determine which measures are appropriate for dashboard HQ In progress

PHASE I ACTIONS




Collaborator/ Convener

5.1.1 Partner with TOGO to convene TO partners to share lessons learned and best practices in program development and delivery

HQ Existing ODOT HQ task

Program Management

6.1.1 Develop and maintain a database to track individualized marketing (IM) programs across the state

HQ

6.1.2 Continue to manage IM pilot programs HQ Existing ODOT HQ task

6.2.1 Continue to support software and management of ridesharing database HQ Existing ODOT HQ task

TO Integration

7.1.1 Develop training materials and messaging campaign for ODOT staff in partnership with ODOT Planning

HQ Region In progress

7.1.2 Coordinate with project delivery team to identify transportation options needs and opportunities during construction projects

Region HQ

7.1.3 Coordinate with Tech Services to integrate TO into construction, planning, and design

Region HQ

7.1.3 Develop trainings for ODOT staff HQ Region

7.2.1 Identify local and regional partners Region HQ

PHASE II ACTIONS




TO Program Launch

1.1.7 Provide training on roles and responsibilities to support ODOT HQ and ODOT Region staff

HQ Region

Funding

2.1.4 Explore alternative funding sources HQ & Regions

HQ & Regions

2.1.5 Develop criteria for TO in the STIP project selection process HQ Region


3.2.2 Partner with ODOT Research to align survey distribution approach with other statewide surveys (e.g. Needs and Issues survey)

HQ

3.3.3 Determine website location and dashboard logistics HQ


5.1.2 Actively initiate and support TO programs in rural areas or areas with no local TO provider

Region HQ

Program Management

6.1.3 Explore consistent funding for IM programs HQ & Regions

HQ & Regions

6.2.2 Develop marketing/messaging/incentive campaigns to support rideshare implementation

HQ Region

6.2.3 Develop rideshare pilot programs HQ Region

6.3.1 Determine ODOT's role in shared mobility and vanpool; explore opportunities and tradeoffs of different shared mobility and vanpool models; possibly implement a State-run system that could be implemented by a single vendor through an RFP process

HQ

6.3.2 Investigate and possibly establish a target for the number of shared rides/vanpools in each ODOT Region; develop an action plan for each Region to meet that target

HQ Region

PHASE II ACTIONS




6.3.3 Explore opportunities to provide seed funding for vanpool subsidies to bridge lag between National Transit Database (NTD) miles logged and NTD reimbursement received

HQ

6.3.4 Explore opportunities to provide financial subsidies for vanpool in areas unable to report NTD miles

HQ

TO Integration

7.1.5 Launch ODOT communication campaign and trainings HQ Region

7.2.2 Develop communications materials for local jurisdictions and MPOs Region HQ

7.2.3 Engage with local jurisdictions and MPOs Region HQ

7.2.4 Develop a train the trainer model for local TO providers Region HQ

7.2.5 Conduct train the trainer sessions with local TO providers Region HQ

Technical Tools &

Research

8.1.1 Develop a list of research topics for consideration HQ Region

PHASE III ACTIONS




Funding 2.1.6 Convene an internal ODOT Working Group comprised of ODOT HQ

and Region staff to identify opportunities to program TO in the ’21-’24 STIP

HQ & Regions

HQ & Regions


3.1.6 Develop targets for State and program performance measures HQ Region

3.1.5 Develop targets for each Regional Network Administrator (RNA) for increased participation in online rideshare database

HQ Region

3.2.3 Launch Statewide TO Awareness Survey HQ

3.3.4 Develop online database for TO providers to input data into dashboard HQ

Policy Support

4.1.1 After the completion of the Bicycle and Pedestrian Plan and the Public Transportation Plan, determine how to incorporate TO into an existing or new statewide committee

HQ


5.1.3 Develop toolkits that are scalable for different sized regions and geographic contexts – e.g. "How to Launch Open Streets in Your Community"

HQ Region

Program Management

6.1.4 Develop scalable digital IM program HQ

6.2.4 Work with the private sector to identify a suitable dynamic rideshare application that serves all types of trips (commute, non-commute, non-emergent medical, areas with limited access to transit, etc.)

HQ Region

TO Integration

7.1.6 Update ODOT practices, policies, and procedures and communicate to Agency staff

HQ Regions

PHASE III ACTIONS




7.1.7 Connect with other State agencies (ODE, DEQ, DLCD) to leverage the opportunity to integrate TO into their work and promote shared agency visions

HQ Regions

Technical Tools &

Research

8.1.2 Identify funding for research projects HQ

8.2.1 Identify pilot projects to further advance TO Plan policies and strategies HQ Region

8.2.2 Identify funding for pilot projects HQ Region

PHASE IV ACTIONS




Program Management

6.2.5 Partner with the private sector to identify new opportunities in rideshare technology

HQ

Technical Tools &

Research

8.1.3 Develop a TO Score or tool to document existing transportation options by geographic area to help inform TO program investment

HQ

8.1.4 Develop methodology to track new (initial mode choice change) vs. sustained vehicle miles reduced as a result of TO programs

HQ

8.1.5 Develop methodology to document cost avoidance and net benefit of TO investments

HQ

PHASE IV ACTIONS




TO Program Launch

1.1.8 Update ODOT TO Program Action Plan every two years (first update will be in FY 2018/2019)

HQ Region

Funding 2.1.7 Communicate ODOT plans, priorities, and expected funding levels on an ongoing basis and in a timely fashion to providers and local/regional jurisdictions

HQ Region


3.1.7 Manage TO provider contracts and work plans Regions HQ

3.1.8 Collect, analyze, and report on performance measure data Regions HQ

3.2.5 Analyze Statewide TO Awareness Survey HQ

3.3.5 Update dashboard annually HQ Region

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