HomeMy WebLinkAboutRESPONSE - RFP - P893 TRAVEL DEMAND MANAGEMENT PLAN UPDATEI
Travel Demand Management Plan Update 2003.2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
• Total employers participating
• Total NEW users of alternative modes
• Vehicle trip reduction resulting from new users
• VMT reduction
• Energy reduction
• Emissions reduction
• Cost per unit of reduction (cost effectiveness)
These performance measures will allow program managers and their funders to assess the
effectiveness of the overall effort and to determine the comparative cost effectiveness of
individual program elements and TDM strategies. The M&E approach will be designed as
an easy -to -use set of guidelines and worksheets that will allow program managers or
independent evaluators to assessment the program and derive the performance measures.
This task will be led by Eric Schreffler, with support from Nelson\Nygaard staff.
Deliverable: Technical Memorandum: Evaluation Strategies
Task 5: Program Assessment Report
We will produce a Program Assessment Report that will consolidate the findings from the
earlier work, outline provisional recommendations, and develop options for consideration
at a subsequent Strategic Planning Workshop. In particular, the report will address the
following issues:
• TDM work element priorities from stakeholders and employers
• Respective roles of regional and community SmartTrips programs, including current
areas of overlap
• Recommendations for performance evaluation measures, both at an output level
(e.g. number of "placements" or carpools formed), and an outcome level (e.g.
vehicle trips reduced)
• Recommendations for performance reporting, to disseminate performance results at
an appropriate level of detail
• Institutional and funding mechanisms to ensure coordination, avoid overlap and
maximize efficiency, including the potential to contract out specific services
The report will subsume our previous technical memoranda, incorporating feedback from
MPO staff, and serve as the basis for discussion in the Strategic Planning Workshop in the
following task.
Deliverable: Program Assessment Report
Page 7 • Nelson\Nygaard Consulting Associates
Travel Demand Management Plan Update 2003.2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Task 6: Strategic Planning Workshop
Nelson\Nygaard and Eric Schreffler will design and facilitate a half -day or full -day strategic
planning workshop, consisting of Technical Advisory Committee members and key
program staff. The aim of the workshop will be to build consensus on the provisional
recommendations in the Program Assessment Report, or (where the report outlines
different packages of options) to agree on a preferred approach. As well as providing a
"reality check" for the recommendations, the workshop will help to build local ownership
and buy -in for the recommendations, and ensure that they are aligned with local priorities.
We will rely on MPO staff to assist with logistical arrangements, including the provision of
meeting space.
Task 7: Prepare and Present Strategic Plan
The Strategic Plan will be designed as a concise, implementation -oriented document. It
will be specific enough to provide action steps for designated lead agencies, but also
provide the flexibility to adapt to changing needs within an overall framework in future
years, within the five-year planning range specified in the RFP. Recommendations will be
categorized as "immediate" (within a fiscal year), "short-term" (within a three-year planning
horizon), and "longer -term" (aspirational).
At a minimum, the Strategic Plan will include the following elements:
• Any changes to the services offered by regional and local programs in the North
Front Range region, that can be achieved within overall budget constraints.
• Priorities for future expansion, should additional funding be secured
• Institutional arrangements for service delivery, particularly regarding the balance
between local and regional provision, and coordination arrangements
• Cost -benefit analysis of the proposed work program elements, using the
performance measures identified in Task 4
• Recommended performance reporting and evaluation strategy, including data
collection needs
We will produce an administrative draft Strategic Plan. Following review by program staff,
we will produce a draft Strategic Plan incorporating non -conflicting comments from
reviewers. We will present this draft to NFRMPO Council and TAC, prior to finalizing the
plan incorporating non -conflicting oral and written feedback.
Deliverables: Administrative Draft Strategic Plan
Draft Strategic Plan
Presentations to TAC and NFRMPO Council
Final Strategic Plan
Page 8 . NelsonlNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Deliverables
We will provide a single hard copy of each deliverable, and an electronic copy in MS
Word and PDF format.
Page 9 . NelsonlNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Our Team
Planning for alternatives to the single -occupancy vehicle is not simply an adjunct to
Nelson\Nygaard's primary business — it is our business. For more than 15 years, we have
been helping communities create visions for transit -oriented development, reduced vehicle
traffic, and improved access to campuses, downtowns, airports and community facilities.
A fully multimodal approach is a hallmark of Nelson\Nygaard's work. We have extensive
experience of transportation demand management and transit, bicycle and pedestrian
planning — not just in isolation but as an integral part of strategic plans and specific site
proposals. We realize that transportation is not an end in itself, but rather a means toward
achieving larger community goals.
Nelson\Nygaard has a core team of experienced planners that offers one of the best track
records in transportation demand management available anywhere. We want to see our
plans working on the street, and will go the extra mile to help get there. Our plans are
working in cities, towns, colleges and universities, national parks and rural areas - helping
communities thrive throughout the United States.
We are also familiar with the specific transportation challenges faced in the North Front
Range region, and Colorado more generally. We recently completed a strategic operating
plan for Transfort, and a joint city -university study of transportation options for
accommodating growth at Colorado State University. Elsewhere in the State, we are about
to start work on a comprehensive transportation plan for downtown Denver, and are
currently conducting transportation demand management studies for CU Boulder and
private developers in Boulder.
Mid -sized university cities have been a particular focus of our work. We completed a joint
City -University TDM study for Berkeley, CA, and our work is to be found in other
university towns such as Pullman, WA; Palo Alto, CA; and Isla Vista, CA. This means we
have an excellent understanding of how to deal with town -gown relationships; in Fort
Collins, of course, we have already worked for both the City and CSU.
We are delighted to be joined on this project by independent consultant Eric Schreffler,
whose experience is discussed in more detail below. Nelson\Nygaard and Mr. Schreffler
have worked together successfully in the past on a similar TDM planning project, Missoula
in Motion, and we would be delighted to continue and deepen our relationship.
Project Staffing
Bonnie Nelson, President and Senior Partner, would serve as Partner -in -Charge, providing
oversight and ensuring quality control. Ms. Nelson brings over 20 years of experience in
program assessment and strategic planning for transportation agencies of all sizes,
including a recent comprehensive evaluation and Strategic Business Plan for the Los
Angeles MTA Immediate Needs Transportation Program.
Page 10 • Nelson\Nygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Barbara Laurenson, Senior Associate, would serve as the Project Manager, conducting the
majority of the analysis and stakeholder interviews, co -facilitating the Strategic Planning
Workshop, and authoring the Strategic Plan itself. Barbara is Nelson\Nygaard's primary
expert in TDM and multi -modal transportation systems planning and evaluation. She
served as project manager for the Regional Rideshare Program Performance Audit and
Strategic Plan in the San Francisco Bay Area, the Missoula in Motion TDM Program
Evaluation and the NASA Ames Research Park TDM Plan. She was deputy project manager
for the Southside/Downtown Berkeley Transportation Demand Management Study and the
City of San Carlos TDM Strategy Development Study. These studies included project
impact analyses and rideshare program work plan development, and extensive outreach
through stakeholder interviews.
Barbara has worked extensively in Colorado. She is currently managing the CU Boulder
Williams Village TDM study, and served as co -manager for Nelson\Nygaard's TDM study
at Colorado State University, Fort Collins. Before coming to Nelson\Nygaard, Barbara was
the California Division Manager for Transportation Systems Management at Kaiser
Permanente, where she developed transportation management projects at 32 Kaiser
facilities.
Eric N. Schreffler is an independent consultant based in San Diego, CA with over 20 years
of experience in transportation demand management (TDM) planning and evaluation. Mr.
Schreffler brings unique qualifications to this project as he combines the two key areas of
expertise necessary: 1) strategic planning for TDM organizations and 2) evaluating the
effectiveness of existing and planned program strategies. For this proposed engagement, he
will serve as task leader for reviewing evaluation strategies, co -facilitate the Strategic
Planning Workshop, and provide strategic advice on other tasks.
Mr. Schreffler developed and was the principal instructor of the Association for Commuter
Transportation's (ACT) Professional Development courses on Strategic Planning for TDM
Organizations in a Voluntary Environment and TDM Monitoring and Evaluation. He has
taught over 150 TDM professionals over the past five years on the principles of strategic
planning and evaluation. He has also participated in strategic planning processes for
ridesharing organizations in San Diego, Los Angeles, Albuquerque, Kansas City and
Pittsburgh.
Mr. Schreffler is considered a leader in the area of TDM program evaluation. This involves
both the forecasting of TDM impacts and the measurement of actual results in terms of
trips, VMT and emissions reduced. He has evaluated TDM plans and strategies and made
recommendations to ridesharing organizations in: Ft. Collins and Aspen CO, San Luis
Obispo, CA, Atlanta, Tallahassee, Nashville, Houston, Albuquerque, Missoula, MT, San
Diego and Santa Barbara. He has developed ongoing monitoring and evaluation systems
for Missoula, Atlanta, Birmingham, Washington, DC, Los Angeles, and San Diego. The
majority of these projects were performed for MPOs and many in medium-sized university
towns, such as Ft. Collins, Missoula, Tallahassee, and San Luis Obispo.
Page 77 • Nelson\Nygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
He holds a Masters Degree in Transportation from M.I.T., a Bachelors degree in Urban
Studies from the U.C. San Diego. He serves as Chair of the of the TDM Committee of the
Transportation Research Board and on the Board of Directors of the Association for
Commuter Transportation's TDM Institute.
Adam Millard -Ball, Senior Associate, would serve as deputy project manager for this effort,
assisting the Project Manager with interviews, survey administration and report production.
Adam performed a similar role for the performance audit of the Bay Area Regional
Rideshare Program, conducting employer interviews and developing and implementing
the employer survey. He has also developed and analyzed surveys for the Williams Village
transportation management plan in Boulder, and recently completed a review of parking
management TDM strategies for the US Environmental Protection Agency.
Figure 1 Organizational Chart
BonnieNelson
Nelson\Nygaard
Partner -In -Charge
North Front Range MPO
Barbara Laurenson
Nelson\Nygaard
Project Manager
Adam Millard -Ball
Nelson\Nygaard
Deputy Project Manager
Support Staff
Nelson\Nygaard
Eric Schreffler
Independent Consultant
Strategic Advisor,•
Task Leader,
Evaluation Strategies
Page 12 • NelsonlNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN
PLANNING ORGANIZATION
References
NelsonlNygaard
Regional Rideshare F
Metropolitan Transportation Commission
101 Eighth Street
Oakland, CA 94607
Contact: Mark Ashby, (510) 817-3272
Nelson\Nygaard identified issues and made recommendations related to program strategic
direction, goals and objectives, evaluation strategies, work plan content, and the
relationship between the regional program and local trip reduction programs.
Nelson\Nygaard identified issues through a peer review, interviews with stakeholders, a
review of program deliverables, and an extensive review of the program's monitoring and
evaluation methodologies. Following completion of the Performance Audit,
Nelson\Nygaard facilitated a six-month process with a newly formed Technical Advisory
Committee (TAC) to develop a Strategic Plan to incorporate the audit recommendations
into the Regional Rideshare Program Work Scope. Nelson\Nygaard helped create the 25-
member TAC, consisting of local TDM practitioners, Congestion Management Agency
representative and program funders.
Missoula in Motion TDM Project Evaluation, Surveys and Analysis 1999 — 2000
Missoula Office of Planning and Grants
201 West Spruce Street
Missoula, MT 59802
Contact: Mark Landkammer, Transportation Planner, (406) 523-4651
Nelson\Nygaard developed a comprehensive evaluation tool to establish baseline data by
which to measure the performance of the five elements of Missoula's transportation
demand management program. N\N worked with stakeholders to develop the
methodology and provided the stakeholders with basic training on survey methods and
statistical analysis. We developed and conducted a general population telephone survey
to assess travel behavior - including mode share, vehicle miles traveled, and trip reduction
- in the Missoula area.
Fort Collins -Colorado State University Area Strategic Plan 11/1999—11/2000
City of Fort Collins, CO Transportation Planning
210 East Olive Drive
Fort Collins, CO 80524
Contact: John Daggett, Senior Planner, (970) 224-6190
As a growing university surrounded by a rapidly expanding city, Colorado State University
has a major impact on the quality of life and economic vitality of Fort Collins.
Nelson\Nygaard led a joint City/University process to determine how existing planning
policies in and around the campus would affect local issues over the long run, including
Page 13 • NelsonlNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
traffic congestion, bicycle and pedestrian safety, and economic sustainability. The Study
then recommended alternative scenarios for accommodating expected growth in a manner
that was more fiscally and environmentally sound.
Transfort Strategic Operating Plan 12/1999 — 212002
City of Fort Collins Transportation Planning
210 East Olive Drive
Fort Collins, CO 80524
Contact: John Daggett, Senior Transportation Planner, (970) 224-6190
Nelson\Nygaard conducted a complete review of the transit system operating in this
northern Colorado city, home of the main campus of Colorado State University. Tasks
included analyzing development patterns, recommending new service designs,
coordinating with several concurrent projects, and working with the Board and community
to clarify the policies that should govern transit in the community.
Berkeley Downtown/Southside TDM Plan 4/1999 — 2/2001
City of Berkeley, CA Advance Planning Division
2118 Milvia Street, Suite 300
Berkeley, CA 94704
Contact: Karen Haney -Owens, , (510) 705-8137
Nelson\Nygaard developed multimodal strategies to allow increased development on the
University of California campus and in the adjacent downtown and southside areas
without increased traffic congestion. The project client was both the city and university,
and the recommended strategy relied on the consensus of a 50-member working group.
All project reports are available at the city's website at http://www.ci.berkeley.ca.us/
plann i ng/advance/.
Strategies for Increasing the
Effectiveness of Commuter Choice Programs 1/2001—1/2002
Transit Cooperative Research Program
9300 Lee Highway
Fairfax, VA 22031
Contact: Michael Grant, ICF Consulting, (703) 218-2692
Nelson\Nygaard was a key member of the team that recommended strategies to improve
the effectiveness of Commuter Choice Programs throughout the United States. N\N
developed employer interface tools and examined the issues, barriers and benefits faced
by a variety of employers and employer types throughout the country.
Page 14 . Nelson\Nygaard Consulting Associates
Travel Demand Management Plan Update 2003.2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Eric Schreffler
North Front Range TDM Study and Plan
City of Ft. Collins for the North Front Range Transportation & Air Quality Planning Council
Contact: Kathy Collier (970) 224-6124
In 1995, Mr. Schreffler participated in a planning study to evaluate prospective TDM
strategies that could be implemented in the North Front Range to meet regional policy
objectives for the shift of single occupant vehicle to alternative modes. Mr. Schreffler was
responsible for overseeing the development of strategy packages and modeling their
resultant mode shift, VMT and vehicle trip reduction. Mr. Schreffler then assisted with the
development of an implementation plan for the preferred package of strategies. This study
was instrumental in establishing the SmartTrips program.
Ridepool Ridesharing Evaluation/Albuquerque TDM Study
City of Albuquerque Transit Department
University of New Mexico/City of Albuquerque Transit Department
Contact: Bruce Rizzieri, Manager, Intermodal Services, (505) 764-6123
In 1993, Mr. Schreffler participated in an evaluation of the RIDEPOOL program, operated
by the University of New Mexico. The evaluation included a review of existing operations
and a peer review with other Rocky Mountain ridesharing programs. Management and
operations recommendations were made as part of the study. Mr. Schreffler is now
assisting the City by assessing the current RIDEPOOL program and other TDM activities,
including work with the MPO on integrating ridesharing into conformity analyses.
Kansas City Regional Rideshare Program Strategic Business Plan
Mid -America Regional Council (MARC)
Contact: Fauna Dean, (816) 474-4240
ESTC participated in the development of a strategic plan for the Kansas City region,
including determination of the appropriate role of the rideshare program. Mr. Schreffler
also developed a evaluation approach for the TDM program, including performance
measures, such as VMT and emission reduction.
Cuesta Grade TDM Program Evaluation
San Luis Obispo Council of Governments (SLOCOG)
Contact: Eliane Guillot, (805) 787-5711
ESTC lead an evaluation of TDM programs designed to reduce single occupancy vehicles
on US 101 during the reconstruction of the Cuesta Grade. Mr. Schreffler oversaw the
evaluation of transit service expansion, vanpool promotion and subsidies, and a carpool
incentive program. Program promotion and support were also assessed. Using participant
data, ESTC calculated the cost per vehicle trip, mile of travel (VMT) and pound of
emissions reduced and compared these cost effectiveness performance measures to other
programs in California. Mr. Schreffler then provided a set of recommendations on TDM
program continuation to the Council of Governments board.
Page 15 • Nelson\Nygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Bridge Toll Revenue Program Performance Audit and Toll Removal Study
San Diego Association of Governments (SANDAG)
Contact: Craig Scott, (619) 595-5300
ESTC conducted an evaluation of 16 projects funded with bridge toll revenue, including: a
vanpool program, a bicycle program, a Transportation Management Association, enhanced
transit services, a new ferry service, etc. Mr. Schreffler calculated the cost effectiveness of
each and compared this to peer projects from around the state. He also made
recommendations on standardizing the project selection and evaluation process. More
recently, Mr. Schreffler participated on a project to assess the congestion and air quality
impacts of removing the toll, and therefore, the TDM and transit funding source. This effort
included an examination of alternative funding sources.
Page 16 • NelsonlNygnard Consulting Associates
Inygaard
consulting associates
Purchasing Division
City of Fort Collins
215 North Mason Street, 2"d Floor
Fort Collins, CO 80254
June 2, 2003
Dear Sir/Madam,
Proposal No. P-893 — Travel Demand Management Plan Update
Nelson\Nygaard and Eric Schreffler are pleased to submit this response to the
Request for Proposals from the City of Fort Collins and North Front Range MPO, to
develop a Strategic Plan for the regional Travel Demand Management program.
We believe that our proposal offers a superb combination of national -level expertise
in TDM programs and strategic planning, together with in-depth local knowledge of
the Fort Collins area derived from our work with Transfort, Colorado State
University and the City of Fort Collins.
Our proposed project manager, Barbara Laurenson, recently completed a similar
performance audit and strategic planning exercise for the Regional Rideshare
Program in the San Francisco Bay Area. Eric Schreffler, who joins our team as an
independent consultant, offers particular expertise in program performance
evaluation and cost -benefit analysis, and would provide strategic advice for other
tasks.
As a woman -owned firm, Nelson\Nygaard is a certified Disadvantaged Business
Enterprise. A copy of our certification is provided in the appendix.
We would be happy to discuss any revisions to our scope and budget. This is a
binding offer, valid for a period of 90 days.
Sincerely,
Bonnie Nelson
President
specialists in transit and multimodal transportation
833 Market Street, Suite 900, San Francisco, CA 94103.1817 (415) 284-1544 FAX (415) 284-1554
info@nelsonnygaard.com www.nelsonnygaard.com
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Project Timeline
our proposed timeline is shown in Figure 2. It assumes that contract arrangements can be
finalized and that we can begin work on July 1.
Figure 2 Project Timeline
Task June I July August September
6 131,20121 4 Ill 18 25 1 8 15 22 1 29 5 1 12 19 27
I Kick Off
- — -----------
2 Stakeholder Interviews
3.1 Employer Focus Groups
3.2 Employer Survey (Optional)
4 Review Evaluation Strategies ri
5 Program Assessment Report
6 Strategic Planning Workshop
7 Prepare and Present Strategic Plan
D - Deliverable
P - Presentations
Page 17 - NelsonkNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE..,. .... _.. _...
METROPOLITAN PLANNING ORGANIZATION
Proposed Budget
Our proposed budget, shown in Figure 3, includes nearly 350 professional hours. It
assumes three trips to Fort Collins — one week-long trip to conduct the stakeholder and
employer interviews, one (by both Barbara Laurenson and Eric Schreffler) to facilitate the
Strategic Planning Workshop, and one to present the findings to the Technical Advisory
Committee and MPO Council. We would be happy to discuss revisions to our scope and
budget on request.
Page 18 • Nelson\Nygaard Consulting Associates
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APPENDIX A
RESUMES
Barb Laurenson Experience
SeniorAssodate Nelson\Nygaard Consulting Associates
Senior Associate, 1999-Present
Ten years experience in Transportation Demand Management Program Evaluation
Transportation Demand
Management planning, • Transit Cooperative Research Program, "Strategies for Increasing the
implementation, Impacts Effectiveness of Commuter Choice Programs." Evaluated employer
analysis and evaluation. experience with Commuter Choice tax benefit programs.
Expertise in community ■ Missoula, MT, TDM Project Evaluation, Surveys and Analysis, Project
outreach and program Manager. Developed and implemented strategy to provide a baseline from
evaluation. which to measure TDM program success.
Transportation Demand Management & Parking Strategies
Master of Urban Planning, San
Jose State University
■ Southside/Downtown Berkeley Transportation Demand Management Study,
Deputy Project Manager. Developed long-term comprehensive TDM
Bachelor of Arts, (Phi Beta
strategies for joint University/City study. Coordinated community input,
Kappa and Honors Graduate),
developed TDM program implementation strategies, and evaluated future
University of North Carolina,
parking need and existing deficits.
Chapel Hill
■ University of California, San Diego, Transportation and Parking Study,
Deputy Project Manager. Developed recommended TDM Program and
evaluated cost and trip impact of providing parking versus developing
transportation alternative programs.
■ NASA Research Park Transportation Management Plan, Project Manager.
Developed comprehensive TDM Program to achieve a 30% reduction in
peak commute trips for a 3,500,000 square foot development.
■ Colorado State University, Fort Collins, Co -Project Manager. Developed a
parking pricing fee model. Evaluated costs of parking construction
alternatives and transportation demand management programs.
■ City of San Carlos, Co -Project Manager. Developed transportation,
pedestrian design and parking strategies to support future development.
Transit Fare Analysis
■ Foothill Transit Fare Policy Study, Deputy Project Manager. Evaluated
existing fare structure to determine causes for declining farebox recovery
�ne/senlnygaard ratios related to fare policy. Restructured fares.
con su l tin g associates ■ Member of a team to develop a five-year fare strategy for the Regional
New York, NY Transportation Commission's fixed route and demand response service -
646-375-2306 Citifare and CitiLift. Led the stakeholder interview process, conducted the
San Francisco, CA peer review and facilitated focus groups and the public outreach activities.
415-284-1544
Transit and Shuttle Program Design
Portland, OR
503-227-3463 ■ Washington State University, Pullman — developed recommendations for a
new shuttle service for large campus in small city.
Anchorage, AK
907-250-3749 ■ OMNITRANS Comprehensive Transit Needs Study for Chino Hills, South
blaurenson@nelsonnygaard.com Colton, Grand Terrace and Redlands, Assistant Planner. Evaluated transit
www.nelsonnygaard.com needs and developed service planning recommendations for demand -
responsive community -based shuttle routes.
Bald ■ NASA Research Park — Designed comprehensive shuttle system to serve the
campus over a 20-year horizon and to accommodate residential uses,
Laurenson weekend visitor attractions, university sites, and commercial tenants.
Fage 2 ■ University of California, San Diego — developed transit and shuttle strategies
to serve neighboring residential communities and future university growth.
Performance Evaluation
■ Triennial Performance Audits — Served as deputy project manager for audits
of six transit agencies in San Bernardino County. Agencies audited ranged in
size from a one -route system to 34-fixed route system. Conducted RPTA
audits in Mendocino and San Bernardino counties.
■ Central Contra Costa County Transportation Authority On -Board Survey,
Project Manager. Managed on -board data collection effort and survey
analysis for 24-route system.
Grants and Funding
Wrote successful grant applications for the Transportation Fund for Clean Air
(TFCA) and Low Income Flexible Transportation (LIFT) for employer -based
shuttle projects. Wrote a detailed transportation claim application manual to
provide guidance to cities, transit operators and the County for submitting
funding claims to the San Bernardino Associated Governments (SANBAG).
Kaiser Permanente
California Division Manager, Transportation Systems Management, 1997-1999
■ Developed and implemented organizational policy to reduce vehicle trips for
50,000 employees; managed 6-member staff.
■ Provided transportation, parking management, and marketing consulting to
facility managers at 32 medical centers; implemented Commuter Choice tax
benefit programs.
■ Developed, funded, implemented and managed employee & customer
shuttle services.
■ Received grant funding to develop a telecommuting pilot project, which
evolved into a company -wide telecommuting policy, training program and
work option.
Professional Affiliations
■ Transportation Demand Management Committee, Transportation Research
Board
■ Association for Commuter Transportation
■ Women's Transportation Seminar
001SORI17YIE rd
consulting associates
�. ESTC
Eric N. Schreffler, Transportation Consultant
Eric N. Schreffler
Principal, ESTC
Education
B.A., Urban Studies, University of California at San Diego, 1981
M.S., Transportation, Massachusetts Institute of Technology, 1983
Technical Areas of Expertise
Transportation Demand Management Planning and Forecasting
Evaluation of Transportation Demand Management Programs
Travel and Air Pollution Reduction Evaluation Methodology Development
Preparation of Guidance Materials
Mr. Schreffler's experience lies in the development, implementation and evaluation of
Transportation Demand Management (TDM) programs for the public and private sectors
His particular expertise involves the evaluation of trip reduction strategies in terms of
travel and emission impacts. Over the past 20 years, Mr. Schreffler has produced many
articles and papers and made presentations to national and international audiences.
He has co-authored several seminal reference documents on TDM effectiveness for the
USDOT, USEPA, OECD, and the European Commission.
Employment History
02/94 — Present, ESTC Independent Consultant, San Diego, CA
05/91 — 02/94, Senior Manager, COMSIS Corporation, Torrance, CA
05/89 — 04/91, Vice President, Harold Katz & Associates, Los Angeles, CA
05/86 — 04/89, Manager, Planning Department, Commuter Transportation Services, Inc,
Los Angeles, CA
05/83 — 04/86, Planner, Transportation Systems Center, USDOT, Cambridge, MA
Experience
For the North Front Range Transportation & Air Quality Planning Council,
evaluated potential TDM strategies, modeled impacts, and assisted with development of
TDM program for Ft. Collins region.
For the San Luis Obispo Council of Governments, evaluated TDM strategies
implemented as part of Project Cuesta Grade reconstruction effort.
For the City of Albuquerque Transit Department, provided advice on transportation
management strategies to be implemented during the reconstruction of the 1-25/1-40
interchange.
13580 SAMANTHA AVENUE ♦ SAN DIEGO, CA 92129 ♦ (858) 538-9430 (858) 538-6980 ♦ enschreff@aol.com
Eric N. Schreffler, Transportation Consultant
For the City of Aspen, Colorado reviewed plans for implementing transportation
management strategies planned for implementation during improvements to the main
highway leading to Aspen.
For the San Diego Association of Governments, evaluated the cost effectiveness of
transportation management strategies paid for with San Diego — Coronado Bay Bridge
toll revenue and designed to reduce traffic volumes in the bridge corridor.
For the Federal Highway Administration, co-authored and assisted in the preparation
of a several reports, including 'Implementing Effective TDM Measures: Inventory of
Measures and Synthesis of Experience" and related guidance documents for
government and employers. Currently contributing to update of this report for FHWA.
Also contributed, on behalf of FHWA, to OECD international report entitled "Influencing
Road Travel Demand."
Professional Affiliations
Chair, TDM Committee, Transportation Research Board
Director, Association for Commuter Transportation TDM Institute
Past national Vice President and Southern California Chapter President, Association for
Commuter Transportation
Member, Transportation Planning Council Executive Committee, Institute of
Transportation Engineers
Member, National Center for Transit Research, Advisory Board
Academic Experience
1997 — 1999, Adjunct Professor, San Diego State University, Department of Civil and
Environmental Engineering, Graduate Course of Urban Transportation Planning with an
emphasis on Transportation Demand Management in San Diego.
13580 SAMANTHA AVENUE ♦ SAN DIEGO, CA 92129 ♦ (858) 538-9430 (858) 538-6980 ♦ enschreff@aol.com
Bonnie
Experience
Weinstein
Nelson\Nygaard Consulting Associates
Nelson
Senior Partner, 1987-Present
Founding partner of a professional consulting firm (WBE) specializing in Transit
Senior Partner
Operations Management. Responsible for all phases of business development,
project management, and daily operations. As a "hands-on" project manager,
Founding partner,
current and recently completed projects include:
specializing in Transit
Operations
is Alameda County Transportation Sales Tax Expenditure Plan — Project
Management.
Manager. The project included complex consensus building effort designed
Responsible for all
to develop a plan for renewing Alameda County's transportation sales tax.
phases of business
The project included over 20 public meetings of citizens and technical
development, project
p
committees and numerous meetings with public officials. The plan was
,
ultimately adopted and approved by the voter in 2000 with a nearly 80
management, and
percent approval.
daily operations.
is Marin County Transportation Vision Plan and Expenditure Plan Development
Bachelor of Science,
— Project Manager. This unique project attempts to bring together master
plans done for each mode in Marin County into an integrated multimodal
Engineering, Civil
vision that links land use and demographic projections with transportation
Engineering -Transportation,
projects in the County. The project includes an extensive visioning effort,
University of Illinois
bringing together advocates for all modes, along with policy makers from the
County Board of Supervisors and the Congestion Management Agency.
■ Transbay Terminal Reuse Plan — Lead Planner. Working with a
multidisciplinary team including architects, land use planners, economists,
engineers and transit planners, the project developed a comprehensive
vision for a new Transbay Terminal in San Francisco. The consensus
developed to support this plan, which includes accommodation for AC
Transit, Golden Gate Transit, Sam Trans and Muni, as well as an extended
Caltrain, potential High Speed Rail connections, and an existing Greyhound
operation, broke a 10 year period of bitter arguments among agencies.
all ACTIA Highway 238 Facilitation — Project Manager. For the past 40 years,
citizens groups and elected officials have argued both in public and in the
courts over the future of the Hayward Bypass, State Route 238 plan, which
was included in the Measure B Sales Tax in Alameda County. In a last ditch
effort to avoid another legal battle, Nelson\Nygaard facilitated a small group
of key opinion leaders. The group developed an alternative project that
JFnelsanlnygaard could be pursued if it is determined that the bypass is not viable. This
revised project will appear on the November ballot as an initiative in the City
consulting associates
of Hayward, where it is expected to receive concurrence.
New York, NY
646-375-2306 ■ Marin Headlands/Fort Baker Transportation Management Plan — Principal in
Charge. Currently serving as Principal in Charge for this highly controversial
San Francisco, CA developing a master Ian for this diverse art of the Golden Gate
ais-zea-i5aa project, P� g P P
National Recreation Area. A unique aspect of the project involves balancing
Portland, OR the need to preserve the coastal resources while providing access for a
503-227-3463
diversity of users at a time of development intensification within the
Anchorage, AK recreation area. In addition to completing the plan, we are currently
907-250-3749 providing mediation services, resolving conflicts between the National Park
bnelson@nelsonnygaard.com Service and the City of Sausalito, which serves as the gateway to Ft. Baker.
www. nelsonnygaard.com
Bonnie ■ San Francisco Better Neighborhoods Project — Principal in Charge. Currently
serving as Principal in Charge for this groundbreaking effort, which will
Weinstein develop linked land use and transportation plans for three neighborhoods in
Nelson San Francisco. The focus is on increasing transit use in these neighborhoods,
providing incentives for reduced parking supply, increased transit service and
Page 2 improved pedestrian environments. The project includes an ongoing
neighborhood visioning process.
■ Lead facilitator for the "Mobility Matters" conference sponsored by MTC
focusing on the mobility needs of Older Adults. Assisted in the development
of the conference format, as well as preparing an innovative follow-up
report.
■ Yosemite Area Regional Transportation Strategy - Project Manager — a
consortium of five rural counties, the National Park Service, and other state
and federal agencies. The project is designed to bring regional transit service
to the Yosemite area, providing an alternative to driving into the congested
Yosemite Valley. Demonstration service, managed by Nelson\Nygaard was
extremely successful in its debut season in 1999.
San Francisco Municipal Railway
Manager, Data Collection and Schedule Analysis, 1983-1985
■ Wide ranging responsibilities in the Schedule and Traffic Department of a
major urban transit system. Managed a staff of 15 analysts and data
collection personnel.
■ Responsible for the development and implementation of the on -going
service monitoring program. Supervised the traffic checking staff and
program and implemented an automated data collection program that has
served as a model for the industry.
■ Responsible for management and supervision of automated and manual
schedule development and runcuts for a seven garage system incorporating
four service modes. Served as principal liaison between schedule making
and data processing staff operating RUCUS and RAM runcutters.
■ Coordinated the activities of Schedule Makers and Statisticians in the analysis
of existing and proposed schedules against available data.
Bay Area Transportation Corporation
General Manager, 1980-1983
Ultimately responsible for all facets of management of a mid -size corporation
providing transportation services to elderly and disabled populations in Alameda
County. Directly responsible for supervision of a 40 member staff and a fleet of
38 vehicles. Accomplishments include:
■ Corporation received 1981 MTC Award for Excellence in transportation in
the Bay Area.
■ Implemented the first formalized driver scheduling program, which
minimized the number of drivers retained as "extras" and reducing pay hours
by 20 percent.
n8180H1nypaard
consulting associates
Travel Demand Management Plan Update 2003.2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Table of Contents
PAGE
ProjectUnderstanding..................................................................................................... 1
TDM Strategic Planning in San Francisco........................................................................ 3
ProposedScope ..................
...................................................................... 4
Deliverables..................................................................................................................... 9
OurTeam...................................................................................................................... 10
ProjectStaffing........................................................................................................... 10
References..................................................................................................................... 13
Ne I so n\Nygaard.......................................................................................................... 13
EricSchreffler............................................................................................................. 15
Project Timeline ........................
Proposed Budget ................
Table of Figures
................................................................... 17
.............................................................................. 18
PAGE
Figure 1 Organizational Chart .................................................................................... 12
Figure2 Project Timeline........................................................................................... 17
Figure3 Proposed Budget.......................................................................................... 19
Page i . NelsonlNygaard Consulting Associates
Adam
Experience
Millard —Ball
Nelson\Nygaard Consulting Associates
Senior Associate, 2003-Present; Associate/Associate Project Manager, 2000-2002
Senior Assodate
Parking Management and Policy
Particular expertise in
■ "Parking Alternatives" Update: Lead author of the update of US EPA's parking
policy evaluation and
management handbook. Working with Industrial Economics, Inc., documented
development, and
policies and case studies such as car -sharing and pricing strategies to reduce the
communicating
amount and cost of parking required, helping to support brownfields
complex planning and
redevelopment and achieve Smart Growth objectives.
engineering concepts
■ Housing Shortage\Parking Surplus: Co-authored this guide for cities, developers
to a non -technical
and advocates on policies to support new housing through tailoring parking
audience
requirements to demand. The guide also covered demand management
strategies, and infill opportunities on under-utilized surface parking lots.
Master of Arts, Geography,
■ San Francisco Better Neighborhoods: Drafted parking legislation to support
First class honors, University
denser, more affordable housing and transit -oriented development. Analyzed
of Edinburgh, United Kingdom
vehicle ownership patterns to support reduced parking standards. Researched
policies on parking standards and right-of-way allocation in peer cities.
■ Hercules Waterfront Parking Plan. Under contract to developer The Bixby
Company, compiled a demand assessment model and shared parking plan for
this 21-acre New Urbanist development in Hercules, CA.
■ San Francisco Civic Center Parking: Analyzed existing parking supply and
occupancy. Devised recommendations to promote mode shift and improve the
efficiency of existing provision, to avoid the need to construct new parking
structures following the development of temporary surface lots.
Station Access Strategies
■ BART Access Guidelines: Managing the development of multimodal access
guidelines to support BART's strategic policy objectives of increasing the share of
walk, cycle and transit access trips. The guidelines will support the work of BART
planners and engineers, local jurisdictions and partner transit agencies.
■ City CarShare Impacts Study: Managing a groundbreaking assessment of the
ability of car -sharing to increase transit ridership. This study is quantifying the
potential to attract new riders through locating City CarShare vehicles at BART
stations, allowing them to take BART and then drive the "last leg" of the journey
to destinations that may not be accessible by transit.
nypaard
�nifflaw
■ Rhode Island Avenue Access Strategy: Managing this project to model access
consu It ing as soci at es
scenarios for a Washington, DC Metrorail station. The study is considering the
New York, NY
relative cost-effectiveness and ridership impacts of alternative access strategies,
646-375-2306
such as a new parking structure and feeder bus and pedestrian improvements,
San Francisco, CA
once the existing 348-space surface lot is lost to joint development.
415-284-1544
■ Napa\Solano Passenger\Freight Rail Study: Developed a feeder transit access
Portland, OR
plan for future rail stations in Napa and Solano counties. As well as access to
503-227-3463
homes and employment sites, the plan recommended dedicated visitor shuttles
Anchorage, AK
to link rail stations to wineries and other attractions in the Napa Valley.
907-250-3749
■ Marin SMART Transit Access: Developed a transit access plan for planned rail
amillard-ball@nelsonnygaard.com
stations in Marin County. This project is also considering the potential for co-
www.nelsonnygaard.com
locating bus hubs with the rail stations.
Adam Policy Development
■ Palo Alto Strategic Transportation Plan: Developed new multimodal
Millard -Ball
performance indicators to measure the impacts of investment on all road users,
PaW 2 rather than just motorists. Formulating a methodology to prioritize investments,
in consultation with a citizen advisory committee.
■ San Francisco Taxi Strategy: Drew up an innovative package of regulatory
reforms to increase taxi mode share, through improving availability, customer
service and integration with the overall city transportation system. Conducted
stakeholder interviews, peer analysis and a literature review.
Communication
■ Balboa Park Comprehensive Station Plan: Authoring the first comprehensive
BART Station Plan, for Balboa Park Station in San Francisco. This draws together
an array of planning and engineering studies into a concise, accessible
masterplan aimed at elected officials, funders and the lay public.
■ City Car -Share Expansion Planning. Writing a range of grant applications and
expansion proposals for City CarShare. These have so far brought in more than
$600,000 in funding for this non-profit operator, including a major program
aimed at improving mobility for low-income households in disadvantaged
neighborhoods.
■ AC Transit Short -Range Transit Plan: Developed a public outreach strategy to
ensure that new service deployment policies have the full support of the
community. Technical editor for the Short -Range Transit Plan document.
Local Transport Today
Assistant Editor, 1998-2000
■ Led the news coverage of this trade magazine on transportation policy.
Researched news and feature stories on all aspects of UK and European
transportation policy, including multimodal appraisal, bicycle planning, public
outreach, transportation demand management and light rail.
■ Interviewed key figures in the transportation world, from ministers and
government advisers to directors of planning departments and academics.
Scottish Environment Monitor
Editor, 1998
Edited this Friends of the Earth Scotland newsletter for environmental decision
makers.
Publications
■ "Putting on Their Parking Caps", Planning, April 2002.
■ "Space Limits Tighten in Land of the Free", Parking Review, April 2002.
■ "New Urbanism", Urban Environment Today, 21 February 2002.
■ "Gentrification in a Residential Mobility Framework', Housing Studies
(forthcoming).
■ "Moving Beyond the Gentrification Gaps. Social Change, Tenure Change and
nelsenleygaard Gap Theories in Stockholm," Urban Studies, 37(9): 1673-1693. (2000)
consulting associates
APPENDIX B
QUALIFICATIONS
�nelsnnlnygaard A unique firm devoted to public transit and
cansulnngassociates other alternative transportation modes.
833 Market Street, Public transit, demand management strategies, and bicycle and pedestrian planning are
San Francisco, CA 94103 often considered a "sideline" at large engineering firms, but providing innovative
415-284-1344 solutions in these modes is the core of Nelson\Nygaard's practice. Our senior managers
FAX 415-284-1554 have shown their commitment in these areas through distinguished careers in both the
116 W.23' St., Ste. 500 public and private sectors. Our experience includes the full range of complex issues
New York, NY 10011 involved in successful transit and alternative modes implementation, from building a bus
646-375-2306
FAX 212-851-8405 schedule that will work on your streets to building a strategic vision for your agency.
614 SW 11th Ave.
Portland, OR 97205
503-227-3463
FAX 503-224-3626
3115 Briar Cliff Drive
Anchorage, AK 99508
907-250-3749
FAX 907-929-5089
If your job is moving people around, Nelson\Nygaard can help. The goal may be to get
people out of their cars, to provide mobility to the disabled, implement welfare reform,
or improve access around a campus, downtown, airport or community. Whatever the
goal, Nelson\Nygaard has a track record of innovative service design and successful
implementation.
Nelson\Nygaard's plans are working
on the street, helping communities
thrive throughout the United States.
9- Areas of Particular Expertise
■ ADA Planning
■ Bicycle/Pedestrian Facilities and Planning
in Comprehensive Operations Analysis
■ Corridor Planning
■ Environmental Impact Reports and Statements
(EIR/EIS)
■ Facilitation/Consensus-Building
■ Fare Policy
■ Financial Planning
in Fixed Route Service Planning
■ Fleet Analysis
■ Geographic Information Systems (GIS)
in Graphics
■ Implementation
■ Intermodal Centers
in Long Range Transit Plans
■ Marketing
■ Multi -Jurisdictional Coordination
■ Organizational Assessment
■ Operational Assistance
■ Paratransit
■ Performance Audits
■ Rural Service Design
■ Shuttle Services
■ Small City Service Design
■ Special Event and Recreational Transportation
In Strategic Service Planning
■ Suburban Service Design
In Surveys and Data Collection
■ Transportation Demand Management (TDM)
■ University Shuttles
■ Urban Service Design
in Web Page Development
■ Welfare Mobility Planning
Transportation Because we cannot "build our way out" of the increasing demands for
Demand transportation infrastructure, it becomes essential that equal emphasis be given to
managing demand for travel. Transportation Demand Management (TDM)
Management techniques are as varied as travelers themselves, and include carpool and vanpool
programs, employer based incentives, telecommuting, subscription bus, and
transit information.
Nelson\Nygaard's innovative approach to TDM has resulted in demonstrated
RAPE demand reduction. In Contra Costa County, CA, we developed three incentive
programs for increasing new enrollments in vanpools and carpools. The 20%
HOMEincrease in the use of these modes resulted in the pilot programs becoming a
permanent part of a regional TDM strategy. Our experience includes urban and
rural areas, public agencies, and employer based programs. Our focus is on
proven, low cost strategies that will work in your unique environment.
As specialists in alternative transportation, Nelson\Nygaard is a leader in
Transportation Demand Management (TDM). A few examples of our work are
listed below:
Headquarters:
833 Market Street, Ste. 900
San Francisco, CA 94103
415-284.1544
116 W. 23'" St., Ste. 500
New York, NY 10011
646.375-2306
614 SW 11" Ave.
Portland, OR 97295
503.227-3463
3115 Briar Cliff Drive
Anchorage, AK 99508
907.250.3749
inf o @ nelsonnygaa rd.com
www.nalsonnygaard.com
�eelseeleygaard
consulting associates
❑ Presidio Trust Guaranteed Ride Home
Program. Nelson\Nygaard developed a
Guaranteed Ride Home Program for
Presidio Trust employers. This project
entailed developing the program
parameters, operating principles,
eligibility criteria, marketing materials,
and program database.
❑ Berkeley Southside/Downtown TDM
Study. Nelson\Nygaard developed
multimodal strategies to allow increased
development without increased traffic
congestion. The strategies included
parking management, transit
improvements, financial incentives,
marketing programs, bicycling plans,
TDM collaboration and facilitation and
housing strategies.
❑ NASA Research Park TDM Plan.
Nelson\Nygaard's plan aimed to reduce
peak -hour vehicle trips for this 3.5
million square foot development by
40% beyond countywide employment -
site average trip generation rates. As
one of the most ambitious TDM
programs in the country, the plan relies
on a shared -use, paid -parking supply,
parking cash -out programs, and land -
use strategies.
❑ Contra Costa County TDM Program
Development. Nelson\Nygaard
developed three pilot programs to
enhance employer -based trip reduction
efforts in this growing county. The
programs included incentives for
carpooling and vanpooling and a
guaranteed ride home program. After a
one-year demonstration period, all
three programs have been continued
and recognized for their contribution to
demand management efforts.
❑ Yosemite Area Traveler Information
System. YATI is a $2 million
demonstration project to better
manager Yosemite's 3.5 million annual
visitors by incorporating advanced
transportation management, traveler
information, and public transportation
systems.
❑ Calaveras County TDM Feasibility
Study. The objective of this study was
to examine the feasibility of potential
TDM programs (e.g., carpooling, park
and rides) for county residents
commuting to worksites outside the
county. Three alternatives were fully
evaluated.
❑ Alameda County Guaranteed Ride
Home Program. Nelson\Nygaard
developed and administered a
successful Guaranteed Ride Home
Program for Alameda County
employers. Over 2,000 employees
have enrolled to date.
Facilitation
and
Consensus -
Building
�no/Soft lnygaard
con so l ring ass oci at es
San Francisco, CA
415-284-1544
New York, NY
646-375-2306
Portland, OR
503-227-3463
Anchorage, AK
907-250-3749
i nfoOnelson n ygaard.com
www.nelsonnygaard.com
Communities are challenged more than ever to come up with innovative
solutions to the issues facing them. These solutions are often derived through
the cooperative efforts of several agencies or through extensive public
involvement processes. Achieving focus and consensus in large groups can be
particularly daunting. At the same time, some of the most successful solutions
have evolved from these group efforts.
At Nelson\Nygaard we understand what it takes to bring about consensus.
Active facilitation using a variety of techniques is always paired with excellent
technical expertise in community -building and transportation. We work to
clearly define the goals of the facilitation effort and monitor the process to
ensure the group stays on track. Our facilitation efforts have brought about
implemented cooperative programs in many west coast regions, counties and
small communities. Community consensus -building through facilitation is at the
heart of all of Nelson\Nygaard's work. Unlike firms that only do facilitation
exercises, we believe that a deep understanding of planning issues is important
in order to help communities articulate what they really want. Some of our
recent facilitation projects include:
■ Mono County Facilitation Process.
Nelson\Nygaard developed the
structure for and facilitated a series of
public meetings in communities
throughout Mono County, CA. The
process addressed transportation,
economic development, job creation,
and community visioning and design.
Most of the work focused on building
year-round tourism opportunities where
limited seasons existed.
■ Yosemite Area Regional
Transportation Strategy (YARTS).
Nelson\Nygaard developed a
demonstration project plan for the
three YARTS counties and the National
Park Service through the facilitation of a
series of public meetings in the
communities around Yosemite National
Park, as well as meetings with business
owners, employers and tourism
representatives.
■ San Francisco SAFER Community
Outreach and Public Information
Office. As part of a multi -disciplinary
team, Nelson\Nygaard is responsible for
public outreach, open houses and
community information programs and
products related to all San Francisco -
based Caltrans projects. Projects
include replacement of the West Span
and West Approach sections of the Bay
Bridge and the replacement of Highway
80/101 from 5`h to 14`h Streets.
■ Alameda County Measure B
Reauthorization Consensus Building.
Nelson\Nygaard served as technical
consultant to the Measure B Authority
and the 40-member Expenditure Plan
Development Committee to assemble
the program of projects for
reauthorization of this half -cent sales
tax. The project required considerable
consensus building and facilitation skills
in addition to more traditional technical
requirements. The team was
responsible for evaluating the scope,
schedule and budget for over 200
projects submitted for evaluation.
■ San Benito County Transit
Marketing Plan and Outreach Effort.
Nelson\Nygaard prioritized transit -
marketing strategies and developed a
strategic marketing plan for Hollister's
new local fixed route service.
Nelson\Nygaard facilitated community
meetings, implemented the plan
providing public outreach, staffing and
coordination, special event planning,
information brochures, advertisements
and press kits, and graphic expertise.
■ Palo Alto Local Bus Plan.
Nelson\Nygaard worked with a group of
25 representatives from various
neighborhoods, the schools, senior
centers, program centers and other
groups to come to consensus on
priorities for the successful local shuttle.
APPENDIX C
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North Front Range Metropolitan Planning Organization
TRAVEL DEMAND MANAGEMENT PLAN UPDATE 2003-2006 PROPOSAL
Submitted by: _ ne/sonlnyrfaard
consulting associates
In association with:
833 Market Street, Suite 900, San Francisco, CA 94103
415.284.1544 Phone 415.284.1554 FAX
email: blaurenson@nelsonnygaard.com
Eric N. SchrefFler, Transportation Consultant
CONTACT: BARBARA LAURENSON, SENIOR ASSOCIATE
Project Understanding
Any regional Transportation Demand Management (TDM) program faces fundamental
tradeoffs regarding the best place to house services. Regional service provision offers the
chance to exploit economies of scale, and the best prospects for providing seamless
services to residents, employers and schools, regardless of their location in the region. On
the other hand, local provision of services and control over funding priorities can mean
greater responsiveness to community needs, better integration with other local
transportation services, and a more in-depth knowledge of the local context. Most TDM
programs opt for a mixture of local and regional provision, or at least regional
coordination, which can maximize the advantages of each option, but presents significant
coordination challenges.
At the same time, TDM programs are faced with basic questions regarding the scope of
their services. Which program elements are most efficient at achieving program goals, such
as reduced vehicle trips? Which provide the most added value to employers and other
customers? How can services adapt quickly to changing needs, and to take advantage of
new technologies such as real-time online ridematching?
There is no "right" answer to these questions. Rather, they depend on the local institutional
framework, stakeholder needs, and other contextual factors. The Strategic Plan is a way to
address these tradeoffs in a comprehensive manner, determining how the advantages of
regional coordination and local delivery can be maximized. It also needs to take into
account geographic complexities — a different model may be warranted for Fort Collins,
Greeley and Loveland on the one hand, and the smaller communities in the MPO region
on the other.
As well as this broad framework, the Strategic Plan also needs to provide clear work
program priorities and an implementation strategy, with a timescale and lead agency
designated for each action item. Equally important are more technical issues;
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
methodologies and reporting strategies for performance evaluation represent one area
where we are likely to be making specific recommendations.
Nelson\Nygaard and Eric Schreffler are pleased to offer a proposal that can address these
needs. In particular, we offer:
• Nationally recognized TDM strategic planning expertise. Our team has expertise
in developing TDM strategic plans in the San Francisco Bay Area, Kansas City,
Pittsburgh and Albuquerque, and has developed the Association for Commuter
Transportation's professional development course on Strategic Planning for TDM
Organizations in a Voluntary Environment. This is complemented by a breadth of
experience in designing and evaluating TDM programs for cities, developers and
universities, and implementing them as an employer TDM coordinator.
• In-depth local knowledge. Nelson\Nygaard recently completed a strategic operating
plan for Transfort, and a joint city -university study of transportation options for
accommodating growth at Colorado State University, Fort Collins. We are currently
working on TDM and downtown planning projects in Denver and Boulder. Eric
Schreffler participated in the planning study that was instrumental in establishing
the SmartTrips program.
• A commitment to meeting an aggressive timeline. The RFP states a completion
date of September 30, 2003, which we are prepared to meet while offering a full
scope of services. We can begin work immediately upon signing a contract.
Page 2 • NelsonlNygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
TDM Strategic Planning in San Francisco
Nelson\Nygaard has just completed a Strategic Plan for the Regional Rideshare
Program in the San Francisco Bay Area, on behalf of the region's MPO, that
addresses many of these issues. While many of our recommendations, particularly
those related to contract management, are specific to the Bay Area, the process can
yield valuable lessons as the Fort Collins region develops its own plan.
The first stage of the project consisted of a Performance Audit, aimed at taking a
comprehensive look at the program components, customer satisfaction and
performance reporting. This included a peer review of experience at similar
agencies, an employer survey, and extensive stakeholder interviews with funders,
employers, Board members and other TDM professionals.
Nelson\Nygaard subsequently developed a Strategic Plan to implement the
recommendations from the Performance Audit. We identified specific courses of
action through a facilitated decision -making process with a newly formed Technical
Advisory Committee — itself a product of our recommendations. Our
recommendations were divided into four categories:
• Strategic — including establishing a Technical Advisory Committee,
developing goals and objectives, and defining service priorities
• Contract Management — such as establishing incentive clauses for the
contractor, RIDES for Bay Area Commuters
• Performance Monitoring — for example, developing measures to evaluate
individual program elements, and producing a "family" of performance
reports aimed at different target audiences to make the results more
accessible
• Work Plan Elements — new and revised program elements, such as
developing "instant" or dynamic on-line ridematching services, producing
Commuter Choice benefits information, and using on-line ridematching to
proactively market empty vanpool seats
A key focus of the audit and Strategic Plan was the relationship between local and
regional programs, particularly where similar services were offered by both a
county and the region. One of our recommendations was to identify the TDM
program as part of the new "511" traveler information line, providing a seamless
interface for customers regardless of the service provider. Another key
recommendation was to restructure employer outreach and services, so that
regional funding for these tasks could pass through to any county that wished to
take on these responsibilities, in order to avoid overlap and maximize
accountability.
Page 3 . Nelson%Nygaard Consulting Associates
Travel Demand Management Plan Update 2003-2006 Proposal
NORTH FRONT RANGE METROPOLITAN PLANNING ORGANIZATION
Proposed Scope
Task 1: Kick Off and Document Review
The team will conduct an initial scooping meeting via conference call with MPO staff, in
order to finalize the work scope and resolve project details. We will develop a list of
stakeholders for interview, and review and confirm the project timeline. This will be
followed by an on -site kick-off meeting at the start of our visit to conduct stakeholder
interviews.
We will also review relevant plans to bring us up to speed with the planning context. Key
documents are likely to include work plans for regional and local TDM programs, any
performance evaluations or audits conducted to date, and employer outreach materials.
Task 2: Stakeholder Interviews
Nelson\Nygaard will conduct up to 20 in-depth interviews with key stakeholders. While
we will finalize the list in conjunction with MPO staff, we would expect interviewees to
include:
• MPO Council members
• MPO staff
• Technical Advisory Committee members
• Local TDM program staff
• Other agency staff, such as Transfort and Colorado DOT
We will develop a standardized interview guide that will help structure the discussions,
while retaining the flexibility to explore specific topics in depth. The general areas that we
will be looking to probe include:
• What is the stakeholder's overall vision for TDM services in the region? What
should the program be aiming for in five years time?
• What expectations do stakeholders have from regional and local SmartTrips
programs? How well are they being achieved?
• How well does the regional SmartTrips program complement other organizations
that provide or support TDM services in the region? Is overlap an issue? Is there a
seamless interface from the customer's perspective?
• What programs need to be strengthened, expanded or added? Which programs are
less effective or duplicative and should be revamped or discontinued?
• How is program performance perceived? Are performance measures (e.g. vehicle
miles traveled reduced) understood and accepted as reliable indications of success?
What new or different measures might be appropriate?
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• How well are SmartTrips programs integrated into the local and regional planning
process?
We expect to conduct the majority of interviews face-to-face on a four- to five-day trip. We
will group interviewees in small, informal focus groups to the extent possible, so that
several TAC members, for example, would attend the same interview. This approach
allows participants to feed off the ideas of each other, and ensures that the viewpoints of as
many stakeholders as possible can be incorporated.
Deliverable: Technical Memorandum: Stakeholder Interview Results
Task 3: Emplover Outreach
Task 3.1: Employer Focus Groups
Employers constitute a specific stakeholder group that it is important to address separately.
Our proposed approach would use focus groups, rather than one-on-one interviews, since
these allow participants to build off the ideas of others, and can explicitly identify areas of
consensus and disagreement. However, if logistical and scheduling arrangements make
this difficult, we would be able to conduct stakeholder interviews instead, or a mixture of
the two.
We would hold up to four focus groups, each focusing on a different group of employers.
For example, separate groups might include larger employers with relatively robust TDM
programs; smaller employers; and employers who have minimal or no TDM programs but
are interested in expanding their activities. We would rely on MPO staff to arrange
meeting space and assist with the recruitment of participants.
We would develop a standard facilitator's guide to structure the discussion. Key issues that
we would want to explore include:
• How do employers perceive the responsiveness and customer service from
SmartTrips? How is the quality of information, such as ridematch list accuracy,
perceived?
• Do employers have a clear sense of where to go for assistance? Are local and
regional services seamless from their perspective? Where do they get the majority of
their information?
• Which program elements are most valuable, and which are less essential? What
additional services would they like to see? Are there premium services for which
they would be willing to pay? What are the tangible benefits of SmartTrips services
in addressing specific problems facing employers?
• How important has SmartTrips been in developing and maintaining an employer's
program?
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Travel Demand Management Plan Update 2003-2006 Proposal
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e Which formats are most useful? Would it be helpful to have additional information
and materials available via the SmartTrips website, or are printed materials the
priority?
Deliverable: Technical Memorandum: Employer Focus Group Results
Optional Task 3.2: Employer Survey
If funding is available, we believe that an employer survey would be a valuable addition to
the scope of work. It would complement the focus groups by allow us to determine
whether views expressed there are representative of SmartTrips employer customers as a
whole.
Assuming that NFRMPO or local agencies have a database with e-mail addresses for
participating employers, we will develop a web -based survey and e-mail the link to
employer contacts. Web -based surveys tend to have higher response rates than mail -back
surveys, avoid data entry costs, and allow questions to be skipped or added based on
responses to previous questions.
The questions would be similar to those addressed through the employer interviews.
However, the format would allow us to gather more quantitative data on each program
element. For example, respondents could be asked to rank current and potential services
in order of priority, or rate the importance of each on a scale of 1 to 5.
Our analysis will include not only the overall findings, but also a breakdown by categories
such as geography, size, and robustness of current TDM program. We will also indicate
the statistical significance of the results, based on the number of responses.
Deliverable: Technical Memorandum: Employer Survey Results
Task 4: Review Evaluation Strategies
An integral part of the Strategic Plan will be a monitoring and evaluation (M&E) approach
that will enable the future regional TDM program to assess the fulfillment of stated short -
and long-range goals. As mentioned earlier, Nelson -Nygaard and ESTC together
developed and implemented the first phase of a similar M&E method for Missoula in
Motion.
The monitoring and evaluation approach will be keyed to program objectives and stated
performance measures. These performance measures will depend on the objectives and
program strategies recommended in the Strategic Plan, but may include:
e Total participants in alternative modes
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