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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
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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.
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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.
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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.
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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
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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
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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
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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.
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• 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(.
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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.
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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
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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)
Action Item Action Item Description Lead Support
1.1.7 Provide training on roles and responsibilities to support ODOT HQ and ODOT Region staff
HQ Region
Ongoing
Action Item Action Item Description Lead Support
1.1.8 Update ODOT TO Program Action Plan every two years (first update will be in FY 2018/2019)
HQ Region
FUNDING
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
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)
Action Item Action Item Description Lead Support
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
Action Item Action Item Description Lead Support
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
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
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
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
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
Action Item Action Item Description Lead Support
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.
PERFORMANCE MEASUREMENT
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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.
Headquarter Role Region Role
• Lead development and implementation of Statewide TO Awareness Survey in coordination with ODOT Research and ODOT Transportation Planning and Analysis Unit
• N/A
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
3.2.1 Draft questions and data collection approach
HQ
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
3.2.2 Partner with ODOT Research to align survey distribution approach with other statewide surveys (e.g. Needs and Issues survey)
HQ
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
3.2.3 Launch Statewide TO Awareness Survey HQ
Ongoing Actions
Action Item Action Item Description Lead Support
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.
PERFORMANCE MEASUREMENT
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
3.3.1 Create dashboard design HQ
3.3.2 Determine which measures are appropriate for dashboard
HQ
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
3.3.3 Determine website location and dashboard logistics in coordination with the ODOT Performance Measure Group
HQ ODOT Performance Measure Group
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
3.3.4 Develop online database for TO providers to input data into dashboard
HQ
Ongoing Actions
Action Item Action Item Description Lead Support
3.3.5 Update dashboard annually HQ Region
POLICY SUPPORT
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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.
Headquarter Role Region Role
• Determine need, benefit, and feasibility to forming a TO oversight committee
• n/a
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead 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
COLLABORATOR/CONVENER
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
5.1.1 Partner with TOGO to convene TO partners to share lessons learned and best practices in program development and delivery
HQ
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
5.1.2 Actively initiate and support TO programs in rural areas or areas with no local TO provider
Region HQ
Phase III Actions (July 2017 – June 2018)
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
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
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
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
6.1.3 Explore consistent funding for IM programs HQ & Regions HQ & Regions
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
6.1.4 Develop scalable digital IM program HQ
PROGRAM MANAGEMENT
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
6.2.1 Continue to support software and management of ridesharing database
HQ
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
6.2.2 Develop marketing/messaging/incentive campaigns to support rideshare implementation
HQ Region
6.2.3 Develop rideshare pilot programs HQ Region
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
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)
Action Item Action Item Description Lead Support
6.2.5 Partner with the private sector to identify new opportunities in rideshare technology
HQ
PROGRAM MANAGEMENT
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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.
Headquarter Role Region Role
• Lead determination of ODOT’s role in shared mobility and vanpool
• TBD based on result of the above
• TBD
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
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
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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.
Headquarter Role Region Role
• 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.
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
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
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
7.1.5 Launch ODOT communication campaign and trainings
HQ Region
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
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
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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.
Headquarter Role Region Role
• 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
Phase I Actions (July – December 2016)
Action Item Action Item Description Lead Support
7.2.1 Identify local and regional partners Region HQ
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
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
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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.
Headquarter Role Region Role
• 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
Phase II Actions (July 2016 – June 2017)
Action Item Action Item Description Lead Support
8.1.1 Develop a list of research topics for consideration
HQ Region
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
8.1.2 Identify funding for research projects HQ
Phase IV Actions (July 2018 – June 2019)
Action Item Action Item Description Lead Support
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
Nelson\Nygaard Consulting Associates, Inc. | 3-18
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.
Headquarter Role Region Role
• Identify list of pilot projects
• Provide input on pilot project identification
• Work with local TO providers to implement pilot projects
Phase III Actions (July 2017 – June 2018)
Action Item Action Item Description Lead Support
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
Oregon Transportation Options Program: DRAFT Action Plan ODOT
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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.
Oregon Transportation Options Program: DRAFT Action Plan ODOT
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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
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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
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Role Area Action Item
Action Item Description Lead Support Status
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
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Role Area Action Item
Action Item Description Lead Support Status
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
Performance Measurement
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
Collaborator/ Convener
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
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Role Area Action Item
Action Item Description Lead Support Status
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
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Role Area Action Item
Action Item Description Lead Support Status
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
Performance Measurement
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
Collaborator/ Convener
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
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Role Area Action Item
Action Item Description Lead Support Status
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
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Role Area Action Item
Action Item Description Lead Support Status
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
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Role Area Action Item
Action Item Description Lead Support Status
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
Performance Measurement
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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