Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017 Phone: 614-410-4400 • Fax: 614-410-4490 Memo To: Public Services Committee of Dublin City Council From: Dana L. McDaniel, City Manager Date: April 29, 2020 Initiated By: Megan O’Callaghan, Deputy City Manager Jennifer M. Rauch, AICP, Planning Director Devayani Puranik, Senior Planner J.M. Rayburn, Planner I

Re: Mobility Study Phase 3 Overview and Phase 4 Next Steps

Summary This memo summarizes the Mobility Study background, Mobility Study Phase 3 implementation of micro-transit (Dublin Senior/Disabled Shuttle and Workforce Shuttle pilot programs), shared micro-mobility (bike share) and next steps for Mobility Study Phase 4.

Mobility Study Phase 1 and 2 Background The Dublin Mobility Study is the City’s strategic plan for innovative transportation network improvements to support the community’s evolving mobility needs. Phase 1 of the study was launched following a vision-setting workshop in 2017 that defined a shared transportation vision to guide policy, design, and implementation strategies for multimodal improvements throughout Dublin. The key objectives of Phase 1 are outlined below: 1. Support economic development 2. Promote equitable access to mobility 3. Expand multimodal options 4. Improve public health 5. Preserve our environs by focusing future growth

Phase 2 of the Mobility Study, completed in 2018, focused on priority setting and action plan development, in alignment with City Council’s “Connected Community” theme. Five (5) strategic mobility priority areas were developed in response to the objectives outlined above: 1. Shuttles & Circulators (Micro-transit) 2. Bike Share (Shared Micro-mobility) 3. Wayfinding program for shared-use paths 4. Concepts for Mobility Hubs 5. Complete & Smart Streets

Mobility Study Phase 3 Implementation strategies for mobility priority areas identified in Phase 1 and Phase 2 of the Mobility Study were the focus of Phase 3, which began in September 2018 and continued through early 2020.

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Phase 3 of the Mobility Study began with the release of an RFP for the provision of services for a senior/disabled circulator and workforce shuttle micro-transit pilot programs. Columbus-based SHARE was selected as the service provider for the senior/disabled circulator and workforce shuttle pilot programs following the RFP review process.

The pilot programs operated through January 2020 and provided a combined 7,081 fare-free rides and 2,489 vehicle trips. More than 5,400 rides were provided to seniors and disabled residents, enabling car-free access to local commercial, recreational, educational, and entertainment destinations. Another 1,681 rides provided valuable connections for commuters accessing local jobs and employers like AC Marriott, Friendship Village, and Stanley Steamer.

Mobility initiatives serve to elevate the quality of life for residents and Dublin’s businesses/workforce.

1. Micro-transit - Senior/Disabled Shuttle In 2019, the goal of the Senior/Disabled Circulator pilot program was to provide transportation to Dublin destinations for the purpose of improving the quality of life for Dublin senior citizens and individuals with disabilities. In addition to this core goal, the pilot’s objectives included developing a ridership database, identifying preferred destinations, soliciting financial support from outside sources, and establishing hourly operations and a per rider costs.

The service was designed to meet the needs of seniors and individuals with disabilities, including residents choosing to age in place, who increasingly need mobility options for non- medical trips. Local provider SHARE was selected to operate the pilot, which officially launched in January 2019. The service was offered, fare-free, to all Dublin residents, age 55+, though trips were initially required to begin or end at one of Dublin’s senior assisted living communities, including:

 Avondale Senior Village  Dublin Retirement Village (DRV)  DRV-Assisted Living  The Convalarium  Friendship Village of Dublin  Sunrise of Dublin  Village at Heatherstone  The Grand of Dublin

SHARE initially operated the circulator as a series of three fixed-route loops, from January to March 2019, with pre-set timetables and target frequencies of 10 to 20 minutes. Service was limited to Tuesdays, Wednesdays, and Fridays from 10 AM to 2 PM. Performance between routes varied widely, with Route 3 carrying more than 80% of the ridership through March. In response to these patterns, the City and SHARE pursued adjustments to achieve greater cost efficiency. From March to September 2019, SHARE operated the pilot using a combination of fixed-route and scheduled, dynamically operated services. During this period, service was still divided into three routes (Routes 1, 2, and 3), with Routes 1 and 2 operating as fixed-route services and Route 3 operating with flexible routing based on riders’ requested origins and destinations. Route 1 switched from fixed-route to scheduled, dynamically operated service in Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 3 of 12

May 2019. Due to its relative success with flexible operations, SHARE adopted an entirely scheduled, dynamically operated service model starting in October 2019. At this point, the word ‘circulator’ was dropped from the name of the service and ‘shuttle’ was added in its place.

SHARE’s Senior/Disabled service ridership steadily increased from the pilot’s launch in January 2019 through January 2020, from 30 rides per month to more than 675 rides per month, respectively. The service’s productivity, expressed as the operating cost-per-ride, has improved steadily as a result, from around $293 per ride at the start of the pilot to about $25 per ride by January 2020. As a comparison, COTA’s Mainstream on Demand for ADA-qualified riders operating cost is $26.50 per ride.

January 2020 was the highest ridership month for the Dublin Senior/Disabled Shuttle with 679 rides provides and Walmart, Dublin Plaza Kroger and Park to Shop Asian Marketplace as top three destinations.

Dublin Senior/Disabled Shuttle: Monthly Ridership and Cost-per-Ride

800 $350 $293 700 637 679 608 622 $300 600 $250 476 466 468 500 444 385 $200 400 318 $150 300 $87 Cost per Ride 197 $100 200 Total Total Passenger Rides $47 $44 $37 $36 $28 $30 $27 $27 $28 100 70 $25 $25 $50 30

0 $0

Jul

Jun

Oct

Apr

Sep

Feb

Dec

Aug

Nov Mar

May Total Senior Ridership Cost per Ride

Jan-19 Jan-20

Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 4 of 12

2. Micro-transit - Workforce Shuttle Dublin’s Workforce Shuttle is a micro-transit service designed to improve the ability of Dublin’s workforce to reach places of employment in a simple, convenient, and cost-effective manner, supporting the City’s overall economic development strategy of attracting and retaining jobs for the 21st Century workforce. The pilot service provides first/last-mile connections for workforce commuters between five fixed-route COTA lines (1, 21, 33, 73, and 74) and major employers. A secondary focus for the pilot was to better connect Dublin workers with convenience goods and services, as well as other businesses, during the workday, lowering one of the barriers to non- drive-alone commuting. As with the Senior/Disabled Shuttle, learning the operating cost-per- rider during the pilot period was a primary objective, so as to develop a cost structure to present to existing and potential financial partners and employers at the end of the pilot.

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Dublin Workforce Shuttle: Monthly Ridership and Cost-per-Ride

During the pilot period, the Workforce Shuttle provided 1,681 rides, offering valuable connections for commuters accessing local jobs and employers like AC Marriott, Friendship Village, and Stanley Steemer. Dublin’s Workforce Shuttle ridership steadily increased from the pilot’s launch in March 2019 through July 2019, from 7 rides per month to 241 rides per month, respectively. The service’s productivity, expressed as the operating cost-per-ride, has been volatile with changes in ridership but has stabilized at $46 per ride.

COTA Plus, a micro-transit service operated by COTA in Grove City, provides point-to-point shared rides on-demand, rather than through dynamic scheduling. As a comparison, the productivity of COTA Plus, expressed as the operating cost-per-hour, is $35 per hour. Transfers to/from COTA fixed-route service are free, but a $3 fare applies if riders use COTA Plus for direct service without a fixed-route connection.

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The COVID-19 pandemic has had a substantial impact on micro-transit services. Ridership dropped sharply in March following Ohio Governor Michael DeWine’s Stay At Home order. The workforce shuttle sustained regular operations and continues to provide critical mobility connections for a group of essential workers. During this time, staff discontinued regular service of the Senior/Disabled Shuttle and worked with SHARE to pivot resources in response to the need of the community. In an effort to mitigate community transmission of COVID-19 to Dublin’s most vulnerable populations, a new delivery service operated by SHARE was deployed. Staff coordinated with SHARE and community partners to establish a delivery schedule to transport food and essential goods to residents at Avondale Senior Village, Stoneridge Court, Daniel Wright Elementary, and Abbey Church Village. These deliveries are implemented at no cost to the resident or community partner.

3. Shared Micro-mobility – CoGo and TRIP (formerly ROAM) Bike Shares Feedback from the mobility public workshop in 2017 indicated that bike share was the most requested improvement to mobility in Dublin. Piloting bike share service was a strategic priority during Dublin Mobility Study Phase 3, with a LimeBike pilot in operation from May – December 2018. After extensive planning following the Lime bike share pilot, staff requested funding in the 2020-2024 CIP to support bike share implementation in Dublin. A total of $220,000 was approved in 2020-2024 CIP, with plans to use funds to expand CoGo into Dublin for regional bicycle connectivity. Staff reached out to CoGo to initiate the process of bike share network Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 7 of 12 expansion. In the meantime, a local dockless bike share company called TRIP (formerly ROAM) reached out to Dublin staff. TRIP’s bike share features electric bikes with peddle assist and wide tires. Staff agreed to support TRIP in launching a fleet of 50 dockless bikes in Dublin, potentially in 2020, at no cost to the City.

CoGo Bike Share expansion into the City of Dublin remains a goal for regional connectivity. Staff has developed a new strategy for CoGo expansion that involves a multi-jurisdictional application with Columbus, Upper Arlington, Hilliard, and Metro Parks to request MORPC attributable funds for regional expansion of the CoGo Bike Share. On March 19, 2020, Dublin staff updated CoGo on this new direction. On March 25, 2020, Dublin staff led a meeting with Columbus, Upper Arlington, Hilliard, and Metro Parks to discuss additional details. Given the current circumstances of the COVID-19 pandemic and the evolving nature of the local strategy for expansion, the $220,000 in CIP funds will most likely not be used this year.

4. Wayfinding on Shared Use Paths The secondary wayfinding pilot project is to provide residents and visitors with wayfinding directional information through the use of on-pavement path markings on the City’s shared-use paths. A secondary wayfinding path study, in coordination with the Citywide wayfinding initiative, was completed in 2019. The final recommendations and a design concept were presented to CSAC and Bicycle Friendly Advisory Committee (BFCAT) in the first quarter of 2020. Those recommendations are currently being incorporated into a pilot project in coordination with Engineering, to be implemented as a single route case study for the 2020 bicycle season. The goal of the case study is to gain proof of concept and develop a detailed cost estimate. Dublin shared-use path users, CSAC, BFCAT, and the Bicycle Ambassadors will be surveyed for feedback with regards to efficacy for wayfinding, ease of use, and safety. Staff will engage with Public Services Committee on implementation strategy.

Phase 3 – Key Outcomes Throughout Phase 3 of the Mobility Study, the City of Dublin made significant progress in advancing its priorities through a series of incremental steps such as dynamic scheduling that yielded immediate impacts and informed future investments. These efforts have required strong administrative and staff leadership, with varying levels of support from public and private partners. Positive outcomes are apparent, with the following lessons and outcomes resonating throughout: 1. Demand for new mobility services exists. 2. Gaps in Dublin’s mobility networks remain unfilled. 3. Effective service delivery requires cross-sector collaboration. 4. Strong City of Dublin leadership is paramount. 5. Program sustainability is a primary concern.

Testimonials and Other Highlights The ridership data provides insight into the performance of mobility services. Rider testimonials and other highlights help to understand the community impact. Mobility independence and increased quality of life are the most notable impacts of senior/disabled micro-transit services in Dublin. Secondary impacts include decreased social isolation and greater connections to the Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 8 of 12

Dublin community, which lead to better health outcomes. In addition, partnerships with local retailers who offer discounts to SHARE riders have benefited both parties. The outcome is greater foot traffic for Dublin retailers and businesses, driving local commerce. Access to jobs and opportunity are the most notable impacts of workforce micro-transit services in Dublin. In the case of some riders, SHARE has decreased participating Dublin workers’ daily commute time by an average of 28 minutes (14 minutes each way). One workforce rider cited a physical disability as the primary reason for using service, not having to walk 1/2 mile from the bus stop to work. Two riders stopped using SHARE because they purchased cars for the first time, an indication that the service is encouraging economic mobility through dependable access to work; one of these riders continues to use the service on a periodic basis. Decreased first/last mile transportation costs is another indication that the service is encouraging economic mobility. Several workforce riders saved up to $400 per month in Uber costs to get to and from COTA bus stops. Lack of access to smartphones and limited English proficiency are barriers to ridership for many low-income workers. To overcome these barriers, riders working at AC Marriott have their housekeeping supervisor book rides on their behalf. AC Marriott has the highest workforce participation of any employer, with four workers from its housekeeping staff (one-third of their department), using the service. “[Dublin Worforce Shuttle] has been a complete life saver! I ride my bike 5 minutes to the Tuttle Mall COTA bus stop and SHARE vehicles come and pick me up every day, on-time. I don't know how I would get to work if it wasn't for [workforce shuttle] services. Thank you for all the help!” “I would recommend [the workforce shuttle] to all of my co-workers. It was recommended to me when I first started with Marriott and it has been a great transportation experience.”

Funding, Grants, and Program Sustainability CIP Funds Following the planning efforts in Phases 1 and 2, funding for Mobility Initiatives and Bike Share were included in the 2020-2024 CIP. A total of $250,000 was approved for Mobility Initiatives that support micro-transit programs and $220,000 was approved for bike share implementation. Line Item Amount Mobility Initiatives $250,000 per year Bike Share $220,000 in 2020 TOTAL $470,000

Grants Micro-transit - Senior/Disabled Shuttle The dynamically-scheduled service for the Senior/Disabled Shuttle improved operational efficiency and boosted ridership. Financial partnerships and grant funding helped offset and ultimately reduced the City’s financial obligation during the pilot. A Federal Transit Administration (FTA) Section 5310 Senior/Disabled Transportation grant of $62,496 was awarded by MORPC to support the continuation of services within the 2019 calendar year. The City was awarded another FTA Section 5310 Program grant of $50,000 in February 2020 to Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 9 of 12 support the Dublin Senior/Disabled Shuttle service in 2020.

It is anticipated the cost to continue operations for 2020 would be approximately $235,000 for 12 months of service continued at the current level, assuming continued financial support from partners and grant awards. Expansions to the service in conjunction with the Aging in Place initiatives will include extended hours of operation, increased days of service, and expanding service to Dublin’s community and special events.

Micro-transit - Workforce Shuttle In 2019, City of Dublin worked with COTA to apply for an Ohio Transit Partnership Program grant. COTA was awarded $250,000 by the Ohio Department of Transportation to support continuation of services for the Dublin Workforce Shuttle from July 2019 to May 2020. Between July 2019 and January 2020, costs associated with the Dublin Workforce Shuttle equated to $70,881.24 with $179,188.76 available for reimbursement to the City. To take full advantage of the funds beyond the life of the grant, the City is working with COTA and ODOT to extend the grant funds past May 2020. COTA indicated to Dublin staff that ODOT is supportive and official word on the matter is expected soon. Assuming ODOT approvesthe extension request, 100% of the 2020 workforce shuttle costs could be reimbursed back to the city.

As mode shift and behavior change is a slow process, staff anticipates that the cost for provision of services for 2020 may be up to $125,000 for the 12-month period. This assumes a continuation of daily services without an extension of ODOT grant funds and without corporate fundraising to support the operations. The SHARE engagement team is currently developing two corporate opportunities: one for corporate marketing sponsorship and a second for employers to subsidize employee rides to actively engage the employers and encourage employees to take advantage of this program.

Grants awarded to Dublin micro-transit services in 2019 amounted to $126,751, or about 53% of total micro-transit costs ($239,425). The grant money is available to the City in the form of reimbursement payments for invoices paid to operator SHARE.

Micro-transit service 2019 cost 2019 Grant Funds % of Total Cost Reimbursed from Grants Senior/Disabled Shuttle $160,397 $62,496 39% Workforce Shuttle $79,028 $64,256 81% TOTAL $239,425 $126,752 53%

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Grant Name Amount Awarded Status Supports FTA Section 5310 (FY2019) $62,496 Fully reimbursed Senior/Disabled Shuttle Ohio Transit Partnership Up to $250,000; Executed, Workforce Shuttle Program- Through COTA $64,256 spent in reimbursement (June 2019 – May 2019 in process 2020)**likely extended to end of 2020 TOTAL GRANTS IN 2019 $126,752 FTA Section 5310 (FY2020) $50,000 Not executed yet Senior/Disabled Shuttle Ohio Transit Partnership $23,589.45 spent Executed, Workforce Shuttle Program- Through COTA to date; reimbursement (June 2019 – May $162,174.06 in process 2020)**likely extended to remaining in grant end of 2020 TOTAL GRANTS IN 2020 $73,589.45 (to date)

On April 27, 2020 City Council approved Ordinance 10-20 amending the annual appropriations including $142,525 for mobility initiatives. These funds represent reimbursement from 2019 grants tied to mobility including:  $62,496 – FTA Section 5310 Program grant for senior/ disabled shuttle in 2019  $64,256 – Workforce shuttle funds spent June 2019 to Dec 2019  $15,768 – Workforce shuttle funds spent Jan & Feb 2020

In addition, the 2020 FTA Section 5310 grant funds ($50,000) will be available this summer through MORPC, which will be included in the Mobility project fund. Funding Amount Mobility Initiatives balance as of 4/7/2020 $53,427.97 Ordinance 10-20 amending the annual $142,525 appropriations - 4/27/2020 FTA Section 5310 (2020) $50,000 TOTAL $245,952.97

Program Sustainability Given the demand for micro-transit services apparent from 2019 pilot program, staff continues to explore resources to ensure a long-term commitment to provide mobility services to Dublin residents and businesses. The estimated cost to transition these shuttle services from pilots to Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 11 of 12 full mobility programs is about $400,000 to $500,000 per year, depending on the amount of hours of service. In 2020, of the CIP budgeted $250,000, $12,572.03 was spent as part of Addendum #3 of the SHARE Public Service Agreement and $184,000 was spent as part of Addendum #4, which covers micro-transit services for the first six months of 2020. The CIP allocation of $220,000 for bike share implementation is available for consideration. In order to continue the micro-transit service in 2020, consideration could be given to reallocate CIP funding programmed for bike share implementation to Mobility Initiatives. Staff will continue to pursue a multi-jurisdictional application for MORPC attributable funds for future CoGo expansion to Dublin. Funding Amount Mobility Initiatives balance as of 4/7/2020 $53,427.97 Ordinance 10-20 amending the annual $142,525 appropriations - 4/27/2020 FTA Section 5310 (2020) $50,000 Consideration: 2020 Bike Share funding reallocated $75,000 - $200,000 to micro-transit TOTAL $320,952.97 - $445,952.97

Peer micro-transit initiatives in Central Ohio communities for comparison In July 2019, COTA launched COTA Plus, an on-demand micro-transit service intended to provide first/last-mile connections to transit stops and other major destinations in Grove City. These destinations include Southpark Industrial Park (a major employer), Mid-Ohio Food Bank, COTA’s Grove City Park & Ride, Mount Carmel Grove City Hospital, and the retail corridor on SR-665. The pilot will run for one year, through July 2020. The pilot is funded through Grove City general funds and a MORPC grant, and its operating cost for the first year is $444,000. In 2020, COTA Plus will expand to the Cities of Westerville and Hilliard. The service is planned to launch in Westerville on June 15, 2020. COTA expects riders to include students from Otterbein University and high schools, senior citizens, and workers at Mount Carmel St. Ann’s hospital. The COTA Plus pilot will run for two years, costing $1.375 million. COTA will spend $250,000 each year and apply for grant money. Westerville will cover the rest of the costs up to $875,000, or $437,500 per year. The details for COTA Plus in Hilliard are not available yet. When comparing the cost to ride micro-transit in Central Ohio, Dublin offers the service at no cost to the rider while COTA Plus charges a base fare of $3 to riders. COTA waives the $3 base fare if the rider is transferring to or from existing COTA fixed-route service. Central Micro- Pilot Total Cost Base Municipality Actual Cost to Ohio transit Duration Fare Commitment Municipality Municipality Service Dublin SHARE 1 year $239,425 $0 $250,000 $107,774 Grove City COTA Plus 1 year $444,000 $3 $222,000 TBD Westerville COTA Plus 2 years $1,375,000 $3 $875,000 TBD ($437,500 per year) Hilliard COTA Plus - - $3 - TBD Memo – Mobility Study Phase 3 Overview and Phase 4 Next Steps April 29, 2020 Page 12 of 12

Phase 4 – Next Steps for Micro-transit Based on the outcomes of Phase 3, the City of Dublin and program partners will pursue a series of additional opportunities for a sustainable, permanent micro-transit program in 2020 and beyond. These include: 1. Consider adopting truly on-demand service. 2. Balance funding resources with level of subsidy provided. 3. Expand partnerships with employers and senior care facilities. 4. Diversify support in view of vulnerable funding sources. 5. Adopt progressive parking and demand management policies. 6. Refine Key Performance Indicators (KPIs) and continue tracking measures of program success. 7. Consider a regular solicitation period for mobility services. 8. Continue to advocate for increased COTA services.

Solicitation for Mobility Services – Phase 4 Request for Proposal As the City’s contract with SHARE ends in June 2020, a Request for Proposal (RFP) for shuttle services to fulfill needs of Dublin’s senior/disabled and workforce population was identified as the next step for continuation of micro-transit for Phase 4 through 2020 and beyond. Staff reached out to service providers including COTA and SHARE regarding their interest and capabilities to respond to RFP given the current situation of COVID-19. Based on the discussions with COTA and SHARE, neither party has the capacity to respond to Dublin’s RFP at this time. In addition, the typical timeframe for planning and implementation of a service such as COTA Plus is about six months. With that timeframe in mind, staff plans to finalize the components of micro-transit services applicable to Dublin’s needs in the RFP, engage with potential service providers regarding their capability and willingness to respond to RFP with the intent to publish a RFP on June 1, 2020. Given the circumstances and potential six-month lead- time, staff recommends an extension of SHARE’s current contract from June 30, 2020 to December 31, 2020.

Feedback Staff requests Public Service Committee feedback on the following topics: 1. Input and feedback regarding strategic priority areas. 2. Feedback on subsidizing and sustainability of micro-transit services. 3. Feedback on the extension of SHARE’s contract to December 31, 2020. 4. Input and feedback regarding the publication of a RFP by June 1, 2020 to select a micro-transit service provider for Phase 4 commencement. 5. Consolidation of existing funding for mobility projects and proposed spending plan in 2020. [NAME OF DOCUMENT] | VOLUME [Client Name]

Dublin Mobility Study Visioning Workshop Summary & Vision Statement City of Dublin

April 2017

Nelson\Nygaard Consulting Associates Inc. | i

DUBLIN MOBILITY STUDY | VISION STATEMENT City of Dublin, OH

Table of Contents

Page Workshop Summary ...... 1 Table-Discussion Format ...... 2 Discussion Summary ...... 4 Online Survey ...... 7 Workshop Themes For Action ...... 9 Workshop Participants ...... 13 Vision Statement ...... 15 Primary Vision Statement ...... 15 Objective-Based Vision Statments ...... 15 Mobility Toolkit and Decision Matrix ...... 17 Mobility Toolkit ...... 17 Decision Matrix ...... 18

Table of Figures Page Most Used Words from Visioning Discussions ...... 6 Ranking Multimodal Priorities ...... 8 Ranking Pedestrian Priorities ...... 8 Ranking Bicycling Priorities ...... 8 Ranking Transit Priorities ...... 9 Ranking Parking Priorities ...... 9 Modal Toolkits to Organize Potential Strategies...... 17 Modal Strategies Explained ...... 18 Selected Strategies Are Scored for Priority-Setting ...... 18

Nelson\Nygaard Consulting Associates Inc. | i DUBLIN MOBILITY STUDY | VISION STATEMENT City of Dublin, OH

WORKSHOP SUMMARY

The Dublin Mobility Study is intended to develop a shared transportation vision that will guide policy, design, and implementation strategies for multimodal mobility improvements throughout the City of Dublin. Currently, the majority of residents and employees in Dublin rely on personal vehicles for all their mobility needs. However, there are growing opportunities for multimodal improvements in Dublin.

The mixed-use development of the Bridge Street District, a new public library, other improvements in Historic Dublin, as well as the emerging “connected vehicles” corridor on Route 33, place additional demands on the local roadway network while also paving the way for an expanded range of alternative mobility choices. The City Council has identified the need for enhanced multimodal transportation options in order to support their vision of being a “Vibrant, Innovative, and Engaged Community.” The Council seeks a transportation vision that addresses changing patterns of land use development and mobility while addressing specific stakeholder goals, policy updates, and actionable strategies for development standards and infrastructure facilities.

Nelson\Nygaard Consulting Associates, Inc. | 1 DUBLIN MOBILITY STUDY | VISION STATEMENT City of Dublin, OH

On February 21st and 22nd, 2017, the City of Dublin, Nelson\Nygaard, and NBBJ Architects hosted a two-day Visioning Workshop to develop a vision for the future of mobility in Dublin, OH. The workshop engaged over 40 participants, selected to represent a diverse range of community and mobility stakeholders, including but not limited to “subject-area experts” with in-depth knowledge of specific mobility conditions and opportunities. This body, as well as several invitees who were unable to participate in the workshop, will form a Working Group for the broader, multi-phase Mobility Study.

The goal of the Vision Workshop was to engage with key stakeholders on Dublin’s mobility challenges, assets, and opportunities and incorporate these perspectives into the City’s shared transportation vision. On Tuesday, February 21st, participants were invited to hear a series of “table-setting” presentations. These presentations provided an overview of key mobility conditions in Dublin today, as well as the transformative opportunities presented by the significant levels of technological innovation reshaping mobility across the globe. The Smart Columbus and the Route 33 Connected Vehicles project presentations made clear how Dublin’s local and regional contexts are at the forefront of promising mobility opportunities.

The next day’s workshop focused on a series of facilitated group discussions designed to help define Dublin’s current and expected transportation challenges, assets, and opportunities. The following is an overview of those discussions, highlighting key themes and perspectives. TABLE-DISCUSSION FORMAT

Nelson\Nygaard Consulting Associates, Inc. | 2 DUBLIN MOBILITY STUDY | VISION STATEMENT City of Dublin, OH

The primary objective for the workshop was to glean stakeholder knowledge related to mobility both broadly (e.g. transit service is limited in most of Dublin) and specifically (e.g. the intersection of High and Bridge Streets needs a pedestrian countdown timer). Discussions were organized around eight tables, each table was assigned one of the draft Mobility Objectives from the study, which are as follows: 1. Support economic development: Keep Dublin competitive as live, work, play preferences evolve. Expand the range of transportation choices available to employers/employees; facilitate access to jobs/workforce talent located in and outside of Dublin. 2. Promote equitable access to mobility: ADA, Access to jobs, Aging in Place, Safe Routes to Schools, etc. 3. Expand multimodal options: Provide safe and effective walking, cycling and other mulitmodal options in more places across Dublin. 4. Improve public health: Reduce emissions, increase walking and cycling, reduce social isolation, etc. 5. Preserve our environs by focusing future growth: Focus new growth in walkable, mixed-use centers, which will preserve low-density lifestyles and protect the natural environment elsewhere.

For the morning session, participants were assigned to specific tables corresponding to one of the five Mobility Objectives above, to ensure diversity of stakeholder affiliations and backgrounds within table discussions. This assignment encouraged participants to think about mobility through a specific “lens”, and one that might not match their everyday area of focus. During the afternoon, participants were directed to choose their table according to which Mobility Objective most resonated with their experience, concerns, hopes, suggestions, ideas, etc.

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DISCUSSION SUMMARY

The following is a summary of key input themes, ideas, and areas of consensus. What’s Working & What’s Not?

In the morning session, participants discussed what was working and what was not working with respect to the various transportation modes in Dublin. Common Themes Working

• Recreational Biking - 100+ miles of shared-use paths

• Lots of pedestrian infrastructure and sidewalks in good condition, particularly in residential areas

• Driving is easy and efficient, and drivers are well-served by existing roadways

• Roadway signage is clear and easy to follow, particularly near several newly installed roundabouts

• Ample parking

• Tech-savvy local population

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• Bridge Park mixed-use development is poised to have a positive and transformative impact on Dublin’s “downtown”. Not Working

• Biking – biking is recreation-focused not destination/transportation-focused, gaps in the network, few roadways have in-road bike infrastructure, sharrows are ineffective

• Roadway network – Wide streets and intersections, with long crossing distances, are not pedestrian- or bike-friendly

• Transit – Riding COTA buses still carries some social stigma for many participants

• Pedestrian – Land use not always pedestrian-friendly, with segregated land use patterns causing long distances between destinations, gaps in the network

• Driving –Younger people are less interested in driving than older generations, but there are few alternative mobility choices. Likewise, seniors aging in place face limited mobility options as they become unable to drive. Visioning Exercise

After lunch, participants discussed the future of mobility, beginning by completing the following sentence with respect to improving Dublin’s transportation ecosystem: “For Dublin’s mobility system to make Dublin great, it needs to…” Top Themes

. Develop a circulator (“D” bus, shuttle, or trolley) service . Enhance connectivity . Embrace people-oriented, inclusive transportation for all ages, places . Establish Bike share . Develop Mobility Hubs . Bring car share (e.g. Car2Go) to Dublin . Do more education/outreach on sustainable growth, mobility . Provide on-demand options supported by mobile apps . Focus on public/private partnership opportunities . Provide more and better multimodal options . Prioritize safety enhancements at intersections, crossings . Address intrinsic cycling barriers, like trip distances and weather (e-bikes, bike-share) . Focus on first/last mile connections, related to transit as well as cycling networks . Mobility as a Service (accessing mobility through public or private service-providers, rather than via personal vehicles)

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The most commonly referenced mobility themes are shown in in the following “word cloud” graphic, in which the size of each word is proportional to the frequency of its being mentioned in recorded notes by workshop participants.

Most Used Words from Visioning Discussions

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ONLINE SURVEY

Workshop participants also completed an online survey (now available on the project website) about modal priorities in Dublin. After the workshop, participants were encouraged to share the survey with others in the community and on social media. Responses were collected during the workshop, with the results summarized below. In the charts below, modal priorities are ranked on a scale of “1” to “6,” where 1 is least important and 6 is most important. Which of the five Mobility Objectives is most important to you?

Nelson\Nygaard Consulting Associates, Inc. | 7 DUBLIN MOBILITY STUDY | VISION STATEMENT City of Dublin, OH

Ranking Multimodal Priorities

0 1 2 3 4 5 6 Improved non-driving mobility for Dublin residents Safe streets for all users and modes Improved non-driving mobility for inbound commuters Improved carpool and vanpool opportunities

Ample parking at all new development

More roadway capacity for cars

Ranking Pedestrian Priorities

0 1 2 3 4 5 6

Improved pedestrian crossings A safe routes to school program Improved lighting and traffic safety Wider sidewalks Greater ADA compliance Reduced vehicle speeds

Ranking Bicycling Priorities

0 1 2 3 4 5 6

A more complete, connected network More in-street lanes More off-street bike paths A bike-share program Bike facilities at all new development More public bike racks

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Ranking Transit Priorities

0 2 4 6

Local public transit service More frequent regional service More regional service Real-time next-bus/arrival info Improved paratransit service Improved bus stops

Ranking Parking Priorities

0 2 4 6

Manage demand to reduce supply needs Use technology to improve parking experience Use parking revenues to fund mobility investments Manage on-street demand to keep spaces available Prevent commercial parking "spillover" in…

WORKSHOP THEMES FOR ACTION

While an unlimited number of initiatives could be inspired from workshop responses, several themes recurred throughout participant conversations, highlighting opportunities for more dedicated attention and intervention on the part of the City. Key Action Items are identified below coming from feedback gathered at the workshop and through the online survey. A full listing of each of these themes and corresponding project opportunities is shown in the Mobility Toolkit and Decision Matrix. Broad Themes Consolidate Transportation Information

Workshop participants noted that under existing conditions, information about various transportation options is scattered and difficult to access. More people might consider non- driving travel options if these options had a consolidated point of information, such as a web portal or mobile app, synchronizing existing mobility information on a single platform. Comparable “clearinghouse” websites include parking rates and permit information, links to local transportation demand management (TDM) programs, circulator/shuttle information, bike- parking locations, events/programs, and links to service providers, such as car-share, bike-share, bike repairs, and the like.

A higher-level site might include any of the following.

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• Provide multimodal trip planning assistance, with bike and pedestrian-oriented maps and wayfinding

• Real-time transit information displays using COTA’s existing GTFS feed and the “Transit” app1

• Links to local COTA paratransit or other human-services transportation Build Partnerships/Facilitate Relationships with Emerging Mobility Resources

An array of emerging mobility services, such as ride-hailing services (e.g. Uber and Lyft) and on- demand transit operators (e.g. Bridj, Chariot) are exploring new markets that include subsidized rides to make first/last mile connections to transit, healthcare services, large employers, special events, and other opportunities. Some partnerships involve public sector subsidy/oversight of private emerging mobility services, while others involve public sector-operated “flex bus” service using the routing/dispatching algorithms of a private company. In the near-term, the City can explore potential partnerships with emerging mobility stakeholders to meet its mobility objectives. Key concerns in the negotiation process may include:

• Coordinate partnerships with COTA, which is exploring partnership options

• Prioritize a “shared ride” model (e.g. UberPool, LyftLine), instead of single-passenger rides, that more closely fits the mission of public transit

• Establish terms of service (e.g. hours of operation, rider subsidies allowed, Title VI obligations, alternatives for users without credit cards/smartphones, ADA compliance) Identify First-Mile/Last-Mile Strategies

Identify, overlay, and track modal and intermodal network gaps by creating a “Gap Map” for the Dublin Mobility FactBook and Mobility Study webpage. This Map would overlay modal networks with major activity centers and allow residents, employees, and other members of the community to make interactive suggestions on how to fill these gaps. These solutions might include upgraded sidewalks, improved in-road bike lanes, or shuttle/circulator service, to name a few. Specific Opportunities

Explore Circulator Study/On- Demand Transit Feasibility

Workshop participants agreed that many of the benefits of transit could be realized through a circulator that connects to key destinations and activity centers, as well as to COTA service. Several stakeholders proposed circulators that were visitor-oriented, with service designed around the city’s 17 hotels, located primarily within the Bridge Street corridor and near the Dublin campus of Ohio University. Others suggested a cost-savings opportunity through

1 COTA’s real-time arrival information launched on the Transit app in May, 2016.

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operating dual-purpose circulators/shuttles that could be used by schoolchildren during school pickup/dropoff hours and by general visitors at other times.. A circulator study could focus on the benefits of a new circulator while digging into the reasons as to why previous circulators in the city have failed. Help Employers Develop TDM Strategies & Programs

Stakeholders shared an understanding that local mobility options are a key factor in the recruitment and retention of talented employees to Dublin. Top-tier employers are increasingly offering a wider range of multimodal transportation benefits beyond the typical free parking space – subsidized transit passes, bike-share programs, and circulators/shuttles, among others – to recruit talented employees by facilitating sustainable commute options. Likewise, long-term trends in the commercial real estate market show that access to talent, particularly in dense job centers accessible by high-capacity transit, is among employers’ top concerns in choosing a location to set up shop.

A common theme workshop participants expressed was that local employers in Dublin, particularly the largest employers, could be strong partners in expanding sustainable-mobility options for their employees. A common barrier is a lack of information on non-driving mobility options, and a lack of means to communicate that information to employees. The City could be a conduit for such information, and a pending statewide transportation demand management (TDM) platform2 may be a particularly useful tool for doing so. One challenge to commuter transportation is the limited overall awareness of the mobility needs of employees in Dublin. A City-sponsored employee transportation survey, distributed among Dublin’s larger employers, would be a useful first step to highlight gaps in employee mobility and develop potential solutions. Enact a Complete Streets Policy

Many stakeholders noted that Dublin’s existing street network does not adequately meet the mobility needs of all road users. As a result, many people who would otherwise travel on foot, by bike, or other non-driving modes choose to drive because of safety concerns or challenges making first/last-mile connections. A Complete Streets policy is an official City ordinance establishing that all roadway projects must seek design opportunities to accommodate all users, regardless of their mode of travel. While many roadway projects in Dublin already make accommodations for non-driving modes, a Complete Streets policy provides a legal framework for a project’s stakeholders to ensure the needs of all road users are considered.

2 http://morpc.org/Assets/MORPC/files/000RFP%20DRAFT%20-%20Consultant%20RFP%20FINAL.pdf

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Explore Bike-Share Options

Stakeholders expressed interest in an expansion of the CoGo bike share system in Columbus to serve Dublin. Bike share is proving to be a viable mobility strategy in a larger range of communities than previously thought, as new types of operations and funding models emerge. Engage Car-Share Operators

Many stakeholders expressed interest in attracting a car share operator to Dublin to encourage car-free or “car-lite” lifestyles in the Historic Dublin or Bridge Park districts. Car2Go operates a one-way car share program in Columbus and select suburban centers, while Zipcar operates round-trip car share at John Glenn Columbus International Airport and the Ohio State University. Review Citywide Land Use and Site Planning Policies

Workshop stakeholders noted that City land use and transportation policies may not be in sync with its broader mobility objectives. Land use policies in some areas may require buildings to be set back far from the street and surrounded by surface parking lots, inhibiting the flow of pedestrians. Traffic engineering requirements, likewise, may require the City to build streets and intersections that are unsafe for walking and biking, with long crossing distances and high vehicle speeds. Stakeholders also expressed interest in stronger City ordinances to support infill and transit-oriented development, including developing appropriate parking and pedestrian access standards for walkable, mixed-use centers. Prepare for Mobility as a Service

Workshop participants took interest in the emerging concept of Mobility as a Service (MaaS), defined as a digital platform used to source and manage the provision of transportation services that meet a customer’s unique mobility needs. Stakeholders argued that the City should take the lead in developing a citywide MaaS mobile app platform that includes all mobility services available in Dublin. As of 2017, several MaaS pilots are underway around the world, though few include more than a few hundred participants. MaaS platforms generally include a multimodal trip planning service, trip booking, fare payment, and customized “mobility packages” that users can select according to their preferences (e.g. cost savings, time savings, calorie expenditure, or carbon emissions).

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WORKSHOP PARTICIPANTS

The City would like to thank the following participants who provided several hours of their time, and offered invaluable insights and ideas in developing a guiding vision for the Dublin Mobility Study.

Name Representing

Alison Srail Crawford Hoying

Amy Kramb East Dublin Civic Association

Anna Sommers IGS

Brian Suiter Kaufman Development

Catherine Guirves Yay Bikes!

Chad Gibson Upper Arlington Planning

Christine Gawronski Community Services Advisory Commission

Danny Freudinger Honda/OSU Partnership

Devayani Puranik Planning Department

Eliza Thrush City of Columbus

Elizabeth Diamond Student leaders

Grant Southwood Ohio State University

Janet Cooper Dublin Arts Council

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Name Representing

Jason Sudy OHM Advisors

Jayashree Ramanath Ohio State University

Jeannie Willis Engineering Department

Jeff Tyler Building Department

JM Rayburn Planning Department

Joanne Shelly Planning Department

Joe Florian Bicycle Ambassador

Joe Sullivan Sullivan Bruck Architecture

Lori Burchett Planning Department

Marino Colatruglio Cardinal Health

Mark Dudgeon Columbus State

Mary Pierce Muirfield Village

Mary Turner Planning Department

Maryanne France MORPC Planning

Matthew Adams DTI Creative

Melissa Bogner Park Place/Post Preserve

Mia Bovska Student leaders

Mike McCann Central Ohio Transit Authority

Nick Plouck City Manager's Office

Nicole Leavitt Student leaders

Paul Carlson City of Columbus

Rob Kopp Metro Data Center

Scott Diring Visitor's Bureau

Sgt Renae Rice Dublin Police Department

Steve Stidhiem Planning & Zoning

Thomas Raabe Ohio University

Tina Waskiewicz Engineering Department

Tyler Ford Van Trust Real Estate

Umit Ozguner Ohio State University

Vince Papsidero Planning Department

Vanessa Cummings Columbus State University

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VISION STATEMENT One of the primary objectives of the Visioning Workshop was to develop a Vision Statement for the Mobility Study, based on input received from the stakeholder Working Group. Following is a series of potential Vision Statements for the overall study, and in support of the study’s adopted objectives. PRIMARY VISION STATEMENT

For consideration:

. Exceed expectations in providing mobility choice and excellence. . To be a city of strong, growing, prosperous and inclusive communities supported by excellent mobility options that bolster a thriving economy, accommodate new and established populations, facilitate healthier lifestyles, encourage social connection, and allow all Dubliners to fulfill their potential. . A diverse range of viable mobility options are available to meet the needs and preferences of our diverse community, providing mobility independence, improving air quality, enriching public life and neighborhood cohesion, and enhancing the overall quality of life. OBJECTIVE-BASED VISION STATMENTS

For consideration:

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Support Economic Development Connections to walkable, mixed-use centers with a range of transportation options will create vital employment districts throughout Dublin, and facilitate expanded access to jobs and workforce talent in Dublin and throughout the Columbus Region. Promote Equitable Access Access to goods, services, jobs and recreation will be convenient for all residents and visitors regardless of socio-economic status, physical ability, or age. Expand Multimodal Options A wide range of efficient, accessible, and sustainable transportation choices will be available, including options to access goods and services without travel. Improve Public Health Dublin will be widely known as a place where getting around without a car is an easy, attractive, and popular lifestyle choice regardless of one’s age, ability, or level of physical fitness. Focus Growth Population growth is concentrated in walkable, transit-accessible, mixed-use districts, as new residents and employees gravitate toward car-independent lifestyles and commutes.

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MOBILITY TOOLKIT AND DECISION MATRIX The focus of the next Mobility Study phase will be to build upon the Vision Statement, to develop a Mobility Toolkit and Decision Matrix, which will identify and prioritize a set of recommended actions to put vision into practice. Working drafts of the Toolkit and the Decision Matrix are appended to this document. Below is an overview of both. MOBILITY TOOLKIT Modal Toolkits Modal Toolkits to Organize Potential Strategies

The Mobility Toolkit comprises modal toolkits, outlining strategies for the following mobility elements.

. Transit . Cycling . Walking . Streets & Parking . Multimodal Coordination . Land use and development opportunities to support the Mobility Vision.

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Implementation Actions Modal Strategies Explained

The modal toolkits function as holding centers for potential implementation actions, including columns for providing details on each, as listed below.

. Strategies – Broad descriptor for a guiding strategy behind implementation actions . Details – Brief description of the strategy, its intent and/or rationale . Implementation Actions – Broad measures for actualizing the strategy . First Steps – How implementation might begin . More Information – Web-links to examples or explanatory materials DECISION MATRIX

Each of the modal toolkits is paired with a decision matrix, designed to evaluate and prioritize a select set of strategies, from one or more modal toolkits, to guide decision-making. Selected Strategies Are Scored for Priority-Setting

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Decision-matrix prioritization is based on staff (and stakeholder) input on each strategy’s relative importance to achieving each of the five, designated Mobility Study objectives, as well as its achievability (the relative likelihood of effective implementation) as described below. Importance

Each selected toolkit strategy is rated according to its potential to serve each of the five Mobility Study objectives. The daft matrix provides a non-weighted tally for this score, based on entered ratings, but the tally could be weighted if the City chooses to make the five objectives hierarchical. Achievability

Similarly, each selected toolkit strategy is rated, based on an assessment of its achievability, according to the following.

. Cost Viability – How easy it will be to fund effective implementation, including an assessment of outside funding opportunities . Internal Support – Staff enthusiasm, staff enthusiasm, staff resources, organizational preparedness, etc. . Key Partner Support – The willingness of any key partners to provide effective support, as necessary, to achieve the strategic aims. Full score for any actions that do not significantly depend upon partners. . Decision-Maker/Community Support – The likelihood of gaining popular support, and/or any necessary approval/s from decision-makers. . Legal Authority – The City has, or can secure, necessary authority to implement, including the viability of any necessary ordinances/amendments. Final Score

The result will be a bifurcated score for each selected action, providing a means of quickly scanning for the following actions to prioritize.

. Obvious Top Priorities – Actions with high Importance/Achievability scores . Hard, but Worth It – Actions that are important enough to pursue, despite significant implementation barriers . Low Hanging Fruit - Actions that, while perhaps not transformative in importance, face minimal obstacles to successful implementation.

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Dublin Mobility Plan Phase II Final Report City of Dublin, Ohio

June 2018

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DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH

Table of Contents Page 1 Introduction ...... 1 2 Complete Streets...... 2 Why Enact a Complete Streets Policy? ...... 2 MORPC Complete Streets Toolkit...... 3 Going Above and Beyond MORPC’s Toolkit...... 5 Implementation & Next Steps ...... 8 3 Shuttles and Circulators ...... 9 Concept Overview...... 9 Support for a Dublin Circulator ...... 10 Conventional Circulator Case Studies...... 11 Emerging Models and Opportunities ...... 19 Conceptual Recommendations...... 28 A Dublin Circulator Operations Plan...... 31 Implementation & Next Steps ...... 36 4 Bike Share ...... 37 Conventional Dock-Based Bike Share...... 37 Dockless Bike Share...... 40 Comparison ...... 41 Implementation Steps ...... 43 5 Wayfinding ...... 44 6 Mobility Hubs ...... 45 Hub Elements Overview...... 46 Mobility Hub Typology...... 48 Design Concepts ...... 50

Table of Figures Page Figure 1 Philadelphia Complete Streets Checklist...... 7 Figure 2 Grand Rapids DASH & Silver Line ...... 11 Figure 3 DASH Operating, Performance, and Funding Characteristics ...... 12 Figure 4 The Hop Route ...... 13 Figure 5 Hop Operating, Performance, and Funding Characteristics ...... 14 Figure 6 Port Town Trolley Route...... 15 Figure 7 Port Town Trolley Operating, Performance, and Funding Characteristics ...... 16 Figure 8 New Albany SmartRide Shuttles ...... 16 Figure 9 SmartRide Operating, Performance, and Funding Characteristics ...... 17 Figure 10 GREAT Route Map...... 18 Figure 11 GREAT Operating, Performance, and Funding Characteristics ...... 19 Figure 12 Pickup by Capital Metro (Austin, TX) ...... 21 Figure 13 RideScout Route (Austin, TX) ...... 22 Figure 14 The Downtowner (Manhattan Beach, CA) ...... 23 Figure 15 Free Ride Everywhere Downtown (FRED), San Diego, CA...... 24 Figure 16 SC Rides Service Area and Signage (San Clemente, CA) ...... 25

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Figure 17 SC Rides Fare Breakdown ...... 26 Figure 18 GoDublin (Dublin, CA)...... 26 Figure 19 Parkmerced Car-Free Living Website...... 27 Figure 20 Workforce Shuttle Route Concept ...... 28 Figure 21 COTA Bus Service in or Near Dublin ...... 29 Figure 22 Federal, State, Regional, & Private Funding Resources...... 30 Figure 23 Pilot Goals and Success Metrics...... 32 Figure 24 Evaluation Methodology ...... 32 Figure 25 Proposed Service Area...... 34 Figure 26 Headways/Response Times ...... 35 Figure 27 Supply Versus Ridership ...... 37 Figure 28 Advantages and Challenges of the Dock-Based Systems ...... 38 Figure 29 CoGo Bike Share in Columbus ...... 39 Figure 30 Zagster Bike Share at OSU ...... 39 Figure 31 Advantages and Challenges of Dockless Bike Share Systems ...... 40 Figure 32 Docked and Dockless Bike Share System Comparison...... 41 Figure 33 Customers Using Information Kiosk in Bremen, Germany ...... 45 Figure 34 Mobility Hubs Can Be as Simple or as Complex as they Need to Be ...... 46 Figure 35 Mobility Hub Elements Overview...... 47 Figure 36 Bridge Park Mobility Hub Concept ...... 50 Figure 37 Campus - Community Center Mobility Hub ...... 51 Figure 38 Neighborhood Center Mobility Hub ...... 51

Nelson\Nygaard Consulting Associates, Inc. | ii DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH

INTRODUCTION The Dublin Mo bility Plan is the second phase of planning for transportation network improvements in the City of Dublin, Ohio. The Plan stems from a successful phase one effort to develop a shared transportation vision that is guiding policy, design, and implementation strategies for multimodal mobility improvements throughout Dublin. During that process, the community convened around what the City identified as a need for enhanced multimodal transportation options in order to support their v ision of being a “Vibrant, Innovative, and Engaged Community.” The transportation vision addresses changing patterns of land use development and mobility, while also responding to specific stakeholder goals, policy updates, and actionable strategies for development standards and infrastructure facilities. The key objectives are outlined below: . Support economic development Keep Dublin competitive as live, work, play preferences evolve and expand commute options by facilitating access to jobs for those within and o utside of Dublin. . Promote equitable access to mobility Ensure access and mobility options for all residents, commuters, and v isitors by ensuring ADA accessibility, enabling aging in place, and promoting Safe Routes to Schools. . Ex pand multimodal options Provide safe and effective walking, cycling and other multi-modal options for Dublin. . Improve public health Make Dublin a healthy place to live and work by reducing emissions, increasing walking and c y cling, improving ecology, and reducing social isolation. . Preserve our environs by focusing future growth Focus new growth in walkable, mixed-use centers to preserve Dublin’s character and existing ne ighborhoods and protect natural environment & open spaces. The following V ision Statement encapsulates these objectives: “To be a city of strong, growing, prosperous and inclusive communities supported by excellent mobility options that bolster a thriving economy, accommodate new and established populations, facilitate healthier lifestyles, encourage social connection, and allow all Dubliners to fulfill their potential.” Phase 2 of the Dublin Mobility Plan focuses on priority setting and action plan development. Nelson\Nygaard and the City of Dublin worked together to narrow the focus to five (5) key mobility strategies that respond to the key objectives outlined above: 1. Complete Streets 2. Shuttles & Circulators 3. Bike Share 4. Way finding 5. Mo bility Hubs Each strategy is designed for implementation via a short-term action plan that delivers immediate impact. Measurable results will be generated that allow planners and policy makers to evaluate effectiveness prior to investment in long-term solutions. The strategies are explored further in the following sections.

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COMPLETE STREETS This section summarizes the rationale, objectives, and key components of a Complete Streets Resolution for the City of Dublin. The City’s resolution builds upon the regional Complete Streets Toolkit established by the Mid-Ohio Regional Planning Commission (MORPC) and includes several design and programmatic enhancements that reflect Dublin’s unique transportation environment and community needs. WHY ENACT A COMPLETE STREETS POLICY? Complete Streets are defined as roadways that provide an integrated, balanced, and safe transportation network for all road users, regardless of how they get around. Broadly, a Complete Streets policy provides a framework of policies, implementation guidelines, and regulatory mechanisms ensuring that all new investments in public roadways enhance the safety and mobility of all road users. Complete Streets policies have proliferated in North America over the past decade at the municipal, regional, and state levels, as planning jurisdictions have attempted to balance the safety, comfort, accessibility, and mobility needs of all road users and all modes of travel. Beyond this core objective, many Complete Streets policies also aim to achieve complementary social, economic, and env ironmental goals such as improving public health, reducing traffic c ollisions, promoting economic development, and expanding the range of multimodal transportation options available to residents. Complete Streets are a core component of the City’s mobility strategy and contribute directly to the health, safety, economic development, and quality of life in the City of Dublin. Implementation of a Complete Streets initiative will help Dublin’s transportation network to become safer, more accessible, more comfortable, and more convenient for all road users. In particular, a Complete Streets policy will enable the City of Dublin to achieve the objectives outlined in Phase 1 of the Dublin Mobility Study. The City’s Mobility Study objectives require a set of clearly delineated supporting policies, guidelines, and enforcement mechanisms to be incorporated into roadway projects. A common theme that emerged from stakeholder discussions at the Vision Workshop was that, absent c hanges to the City’s ex isting administrative rulesets of transportation planning and engineering, people who walk, bike, or take transit will continue to be marginalized by roadway designs and streetscapes that fail, by default, to meet their safety and/or mobility needs. A Complete Streets resolution is the first legislative step toward rebalancing the City’s transportation planning decision-making process so that the needs of all road users are given equal consideration, regardless of their mode of travel. A Complete Streets resolution will help to ensure that investments in roadway improvements will build upon recent progress and c ontinue Dublin’s efforts in becoming a safer and more accessible community, in c oncert with the City’s five core mobility objectives. A Complete Streets resolution will further support the City’s economic development strategy by ensuring that employees can get to work, companies can recruit top talent, and residents can patronize local establishments regardless of their preferred mode of travel. By balancing the mobility and access needs of all road users, the Complete Streets Resolution moves Dublin to a future in which car ownership is optional and not a required cost of doing business. In the same vein, it will help to ensure equitable access to mobility by encouraging transportation networks designed to balance the needs of all road users, so that one mode does not have priority access over any other. The Complete Streets approach expands the appeal of non-driving transportation options in Dublin’s car-dominated environment by implementing safe, efficient, and connected bike and pedestrian facilities in a roadway network that already provides these conditions for motorists. By encouraging more people to choose walking or biking over driving when practicable, a network of Complete Streets

Nelson\Nygaard Consulting Associates, Inc. | 2 DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH enables significant progress on the City’s goal of improving public health. I n addition to reducing local air pollution from motor v ehicles, encouraging residents to walk or bike increases their regularity of cardiovascular exercise, a lifestyle habit known to improve life expectancy as well as quality of life. Dublin’s Complete Streets Resolution will require coordination with the City’s land use and development policies to achieve its maximum impact. When paired with policies and regulations – such as the Bridge Street District Walkability Standards – that effectively manage parking, encourage transit-oriented development and promote higher densities of development, the Resolution can be an effective tool in achieving the community’s mobility v ision. MORPC COMPLETE STREETS TOOLKIT Used as a reference, the MORPC Complete Streets Toolkit, released in 2012, outlines a suite of policies, guidelines, and programs for mid-Ohio communities to plan, design, and implement Complete Streets projects. As an advisory document, the Toolkit does not exercise legislation or enforcement over MORPC jurisdictions, and therefore its potential for implementation is limited. However, the Toolkit contains a wealth of Complete Streets policies and design guidelines suitable for a v ariety of contexts, and this content may be useful in articulating the City of Dublin’s specific Complete Streets Resolution provisions. The Toolkit contains templates for urban, suburban, and rural Complete Streets policies as well as information on their component parts, termed the “five E’s” of engineering, education, enforcement, encouragement, and evaluation. According to MORPC, good Complete Streets policies must focus on all road users and possess the following characteristics: . Are highly executable, with clear steps of implementation . Make clear when exceptions to Complete Streets policies are allowed . Establish performance standards and evaluation metrics MORPC’s “Model Suburban Policy” is a template for suburban communities like Dublin to create Complete Streets policies. The Model Suburban Policy includes the following policy statements to ensure that all transportation improvement projects adhere to a Complete Streets Policy: . All new road projects will accommodate all road users, of all ages and abilities, including pedestrians, bicyclists, transit users, motorists, and persons with disabilities. . Complete streets projects should be flexible and respond to local contexts. . Policies shall apply to new construction, reconstruction, maintenance, repair, and/or planning of roadways, for the entire right-of-way. . City policies and development plans in the realms of zoning, design, engineering, facility operations/maintenance, and planning should be reviewed to ensure compliance with the Complete Streets policy. . All roadway projects should provide information in their project description on how they will align with Complete Streets policy goals.

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. Where applicable, roadway project boundaries should include “pinch point connections” such as bridges, overpasses, underpasses, roundabouts, and rail crossings, to ensure the multimodal transportation network connectivity is continuous across these barriers. . In cases where exceptions to Complete Streets policies are unavoidable, they should be recorded in project development documentation, presented to the public during the community engagement process, and must be approved by a senior-level City director, such as the Director of Planning. While the policy statements referenced above provide a good conceptual framework for a Complete Streets-oriented approach to transportation improvement projects, more specific designs, policies, and programs tailored to each travel mode are needed to prepare City staff for Complete Streets implementation. MORPC’s Toolkit includes detailed information on the “five E’s,” the design, policy, and programmatic components that make up an effective Complete Streets policy: . Engineering. The Toolkit provides links to the most recent design standards and guidelines for the design and construction of a wide range of multimodal infrastructure projects, inc luding facilities for pedestrians, bicyclists, transit riders, motorists, schoolchildren, and people with disabilities. . Education/Encouragement. MORPC recognizes that even the best Complete Streets infrastructure projects have little v alue if road users do not know how to interact with them safely and efficiently. The Toolkit outlines a series of encouragement programs intended to encourage residents to use non-driving travel modes and education campaigns that show people how to use their mode of choice safely. . Enforcement. The Toolkit outlines a list of ‘good behaviors’ and policies, in addition to specific enforcement strategies tailored to travelers of all modes. . Ev aluation. In the world of transportation funding, the old adage of “what gets measured, gets done” is an important c onsideration. While data on motorists’ travel behavior, trip purpose, traffic volumes, and the like are generally extensive and easy to acquire, the same ex tensive datasets may not exist for people walking and biking. Cities should make collection and/or acquisition of this data a top priority. Datasets that highlight the safety of people walking and biking (crash records), their trip purpose, and the economic impacts of bike/pedestrian infrastructure (from adjacent retail activity) are particularly important. MORPC’s Complete Streets Toolkit emphasizes the importance of providing clear performance standards to measure the effectiveness of a Complete Streets policy. These performance standards may include, but are not limited to: . Lane-miles of bike facilities created . New linear feet of sidewalk created . Mo dal shift from single-occupancy vehicles to other modes . Proportion of children walking or biking to school . Number of motorist/non motorist crashes . Number of new street trees There are four key steps in a city’s implementation of a Complete Streets policy: 1. Coordinate with the City’s key planning and engineering staff to ensure that all transportation improvement projects accommodate all users. 2. Allocate time and resources to develop a series of Design Guidelines that detail how to build facilities compliant with Complete Streets principles.

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3. Train City planners and engineers on Complete Streets methodologies through workshops, classes, and other educational sessions. 4. Collect data corresponding to the Complete Streets performance standards referenced above. The MORPC Toolkit emphasizes that a good Complete Streets policy requires coordination with the land use and development policies that govern areas beyond the public right-of-way to achieve the greatest impact. Ev en high-quality, well-maintained multimodal facilities that effectively balance the needs of all road users will have limited impacts if people have difficulty reaching their destinations by non-driving modes. Of particular concern are a city’s development policies and ordinances relating to the fo llowing: . Land use and zoning. The allowable density of development and mixture of land uses each hav e significant influence over the likelihood people will choose to walk or bike. The density of development corresponds closely to the density of potential destinations people are able to access by walking or biking, as well as the v iability of fixed-route transit service along a particular corridor. Increasing allowable density and allowing mixed-use development along specified corridors or nodes may increase the efficacy of nearby Complete Streets projects. The Toolkit highlights several popular land use and zoning approaches that may complement a Complete Streets policy, such as LEED-ND, transit-oriented development, incentive-based codes, and form-based codes. . Urban form. The orientation of the local street plan (e.g. grid v s. cul-de-sac) and street ty pology (e.g. right-of-way width, building setbacks) have significant bearing on the connectivity between destinations and accessibility for v arious road users. Large building setbacks from the street and long crossing distances on major arterial roadways can inhibit walkability and bikeability even on facilities that otherwise exhibit Complete Streets characteristics. . Parking management. While parking is required for motorists to access their destinations, too often cities require excessive levels of off-street parking in new development. In excess, large areas of parking inhibit economic development, diminish the affordability of housing and commercial space, and harm access for people walking, biking, and taking transit. The Toolkit recommends several parking management strategies that limit the negative externalities of parking, such as shared parking agreements between complementary land uses, flexible parking requirements, and pricing techniques to manage parking demand. GOING ABOVE AND BEYOND MORPC’S TOOLKIT While MORPC’s Complete Streets Toolkit offers extensive information on Complete Streets policies, design guidelines, and supportive strategies, it is only an advisory document for cities in the Mid-Ohio region, and one with some important limitations. Dublin’s context warrants a customized Complete Streets approach to address the unique factors at play in the City and provide the strongest path towards implementation. Having successfully passed a Compete Streets Resolution in June 2018, Dublin’s next step is to develop a policy document. To highlight what a City of Dublin Complete Streets Policy could look like, Nelson\Nygaard reviewed several of the leading Complete Streets policies in the United States, including: . Boston, MA . Missoula, MT . Philadelphia, PA . West Hartford, CT . Piqua, OH

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These policies were reviewed with a particular eye towards the extent to which they offer superior policy components, more robust implementation strategies, or stronger enforcement mechanisms as compared to the MORPC Complete Streets Toolkit. The specific Complete Streets policy components highlighted below offer some key improvements to ensure Dublin’s Complete Streets Resolution and future policy considerations are as robust and clear as possible.

Boston, MA The pedestrian advocacy organization WalkBoston recognized, in the proliferation of Complete Streets policies across the country, a growing problem of “mission creep:” policies that list a wide of possible roadway interventions but lack effective means to ensure their implementation. WalkBoston created the Complete Streets Certification Program to raise the bar of what effective Complete Streets policies look like. To achieve certification, a policy must first be tailored to local conditions. The city/community must then assemble a baseline inventory of all pedestrian and bike accommodations. Procedures to incorporate Complete Streets treatments into routine roadway work, such as repaving, must be included. The policy must also include a review process for private developments, as these may cause disruptions to the transportation network or increases in travel demand. Cities must also set a 5-y ear drive-alone mode share goal along with annual progress reports, providing a key quantitative measure of how well the Complete Streets Policy is performing.

Missoula, MT The Missoula Complete Streets Policy is exceptionally brief, at just two pages in length, which allows for Complete Streets concepts and requirements to be communicated succinctly to a broad audience. In concise language, the Missoula policy makes clear that all road users must be accommodated in the scoping, planning, design, and construction of any new roadway or roadway maintenance project. The policy also sets clear performance standards and benchmarks. The City must submit an annual report showing progress in Complete Streets implementation. As part of its Complete Streets Policy, the City of Missoula committed to providing a complete sidewalk network, bike lanes on all collector and arterial streets, and ADA-compliant curb ramps at every intersection by 2020. By setting these ambitious goals in clear, brief language, the City ensures that expectations of its Complete Streets Policy – the specific transportation improvements it must implement, by 2020 - are legible to all stakeholders.

Philadelphia, PA The Philadelphia Complete Streets Handbook provides clearer breakdowns of complete streets policies than the MORPC guidelines. While MORPC links to other design guidelines such as ODOT or AASHTO in its Engineering chapter, Philadelphia’s Handbook provides its own design guidelines tailored its unique urban context. For each Complete Streets treatment, the City of Philadelphia outlines out the application, considerations, design, and organizational responsibilities associated with said treatment. This approach is useful in providing a quick overview of where and why particular Complete Streets treatments are appropriate or inappropriate. The Philadelphia Handbook also provides an Implementation Checklist, a crucial tool for implementing Complete Streets policies. The Implementation Checklist documents how each mode is considered in the scoping, planning, design, and construction of roadway projects. It is required to be completed by development applications seeking to alter the curb line, encroach on the public right-of-way, or build larger development. These ty pes of projects must get approval from the City’s Streets Department with respect to their adherence to the Complete Streets Policy.

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Figure 1 Philadelphia Complete Streets Checklist

Source: City of Philadelphia Complete Streets Handbook

West Hartford, CT The West Hartford policy does an excellent job of listing performance metrics and implementation strategies for Complete Streets policies. Recognizing that inter-agency or inter-jurisdictional conflicts can hinder Complete Streets implementation, the West Hartford policy outlines the roles and responsibilities of each agency and remedial steps to take in the event these conflicts arise. The policy also mandates an annual report from the town manager to the town council on the progress of complete streets policies. The annual report must include a range of performance measures, such as: . Miles of bike lanes built . Bike parking inventory . Traffic calming facilities installed . Linear feet of pedestrian accommodations built or repaired . Number of crosswalks built or improved . Number of ADA accommodations built . Number of transit access improvements built

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Piqu a, OH

The City of Piqua, Ohio, a community of 21,000 people located 25 miles north of Dayton, adopted a Complete Streets Policy in 2013. The Bike-Run-Ped Advisory Council led policy development, with a vision for a “safe and accessible, well-connected and visually attractive surface transportation network that balances the needs of all users.” The policy was approved by the City Commission fo llowing sev eral months of public review and comment, including input from the Piqua Planning Commission, the Miami Valley Regional Planning Commission, and the National Complete Street Coalition. Policy goals and directives are coupled with a description o f project applicability and a “conformance review process” to ensure clarity for all parties responsible for making improvements to the public right-of- way . Implementation steps identify several key actions to integrating the policy with other City codes and plans, including the Safe Routes to School Travel Plan and Capital Improvement Plan, and call out o pportunities fo r training and education that will help achieve policy goals and directives. Since adoption of the policy, the City has been awarded Bicycle Friendly Community “Bronze” status and has initiated a code review that will include a Transportation Plan to align Piqua’s Comprehensive Plan, zoning regulations, and Complete Streets Policy. IMPLEMENTATION & NEXT STEPS In order to continue the City’s progress in implementing Complete Streets, Planning and Engineering staff drafted a Complete Streets Resolution in January 2018. The resolution memorializes the strategic mobility vision and goals that were established during the first phase of the Dublin Mobility Plan and adv ances the City’s e ffor ts to provide an integrated, balanced, and safe transportation network for all users. The resolution was reviewed by relevant City departments and was adopted by City Council in June 2018.1 With adoption of the Complete Streets Resolution, the City may consider establishing one or more policies to further delineate the implementation process, add definition to planning or design criteria, and set performance measures. Performance measures include those cited in the preceding West Hartford case study, and could align with other City plans, such as the EcoDublin Strategic Plan. A dditional examples include: . New miles of shared use paths . New linear feet of sidewalk created . Mo dal shift from single-occupancy vehicles to other modes . Estimated reduction in fleet vehicle emissions . Proportion of children walking or biking to school . Number of new street trees . Total dollar amount spent on Complete Streets improvements . Bike and pedestrian volumes . Number of bike share trips taken . Crash data for all modes . Policy exceptions granted . Participation by local businesses in the Economic Development green business initiatives Annual review of the Complete Streets initiative would include reporting on the metrics identified as most important to the City and could be delivered to City Council and the community at-large as a way of c onveying progress and identifying areas for additional focus.

1 http://dublinohiousa.gov/dev/dev/wp-content/uploads/2018/06/Res-28-18.pdf

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SHUTTLES AND CIRCULATORS One of the most compelling ideas discussed during Phase 1 of the Dublin Mobility Study was the idea of a Dublin Circulator, a high-quality, frequent, and locally-oriented transit service that provides c onnections to major destinations in Dublin and provides first/last-mile connections from fixed-route COTA transit service. Further, the idea of a service that would meet the needs of seniors, including those who choose to age in place, has evolved as a priority for the community. The implementation of new shuttle and circulator services have thus become a key mobility strategy that supports three of the City ’s principal mobility objectives: “support economic development,” “promote equitable access to mobility,” and “expand multimodal options.” The project team explored options to address both challenges and serve both audiences, largely independent of one another, but with some opportunities for overlap. A number of detailed memos were developed to address these options and are included in the appendix to this report. This section summarizes the evaluation and the short-term action plan for these services. CONCEPT OVERVIEW Transit circulators can be defined as specialized fixed transit routes, often served by rubber tire branded full-size passenger vans, or otherwise-notable vehicle types, that facilitate movement throughout a downtown or business district and often reduce parking demand (or shift it to peripheral locations) by facilitating “park once” access. Business groups and elected officials often support these services for their potential to support and signal downtown revitalization and economic development. A recent Transportation Research Board (TRB) report provides one of the most comprehensive studies of ex isting urban circulators, documenting the motivations for and outcomes of such services.2 It surveyed 42 transit agencies and provided case studies of seven circulators in Baltimore, Hartford, Los Angeles, Louisville, Philadelphia, Washington D.C., and Austin. Key findings help define challenges and opportunities for establishing successful circulator services in other cities. . Funding and fares. Due to the target audience (e.g. employees who do not typically rely on transit or tourists who are new to the area), free fares help attract a broader ridership, eliminating the barrier of figuring out how to pay. The absence of fare revenue, however, requires that other stable funding sources be developed. Voluntary contributions have not succeeded in sustaining circulators in the past. . Branding. A distinctive, strong brand will increase the visibility of the service, which likely targets a population that otherwise does not consider transit a v iable alternative. . Service characteristics. The findings emphasize frequency and simplicity over coverage. The simpler the route, the better. It is ok to reduce coverage (e.g. by limiting stops or deviations) to increase frequency. . Partnerships. The most successful circulators have collaborative relationships with local elected officials, business representatives, and other community stakeholders. Further, a collaborative relationship with the local transit agency supports success. . Access and target market. Key to the success of circulators is the walkability of the area served—and the willingness of the local population to walk.

2 TCRP Synthesis 87: Practices in the Development and Deployment of Downtown Circulators (201). Available online at http://www.trb.org/Publications/Blurbs/165166.aspx.

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SUPPORT FOR A DUBLIN CIRCULATOR

Community Plan

The City of Dublin Downtown Community Plan3 outlines several potential future transit options. One recommendation is to create a Dublin Circulator that builds off the S.R. 161 spine. The plan recognizes the scale of new development planned along this spine, which offers a great opportunity to rethink mobility options for Dublin residents, visitors, and workers. The recommendation leaves open all parameters of the service—whether offered by COTA, the City or other partners; which businesses, employment nodes, entertainment destinations, and neighborhoods become destinations; and how many routes would be considered. As in the TCRP report, the Community Plan recommends wait times of no more than 10 minutes, coordination with COTA to limit duplication, and distinctive vehicles to create a strong brand. Mobility Study Phase 1 of the Dublin Mobility Study c ontinued this conversation, with two circulator concepts emerging from stakeholder engagement as broadly supported for immediate consideration. . Pro viding non-driving connectivity between Historic Dublin and Bridge Park. . Pro viding non-driving connectivity to this emerging/expanding downtown from Dublin’s other large activity centers (business districts, Recreation Center, Ohio University, hospitals, etc.) Multiple funding/partnership opportunities also emerged during Mobility Study discussions. These may provide important, near-term implementation opportunities for piloting or establishing one or more circulator services, with some potential partners particularly interested in supporting a service that incorporates emerging mobility models and/or technologies. Growth and Development Context Continued revitalization of Historic Dublin, spurred by recent improvements to the Bridge Street District, has attracted significant investment in this area. Across the river, the emergence of the Bridge Park development is creating a complementary downtown district within a concentrated, walkable, and bike-connected center. Continuation of the John Shields Parkway Bridge, the pedestrian underpass, and a pedestrian bridge will provide direct pedestrian and bike connections between Bridge Park and Historic Dublin. Adding a circulator service between these districts would further create a single, unified “downtown” that spans the Scioto River, jo ining the two c ommercial districts and incorporating a brand-new riverfront park. The vibrancy and regional attractions in these activity c enters represents a substantial economic opportunity for Dublin. Enhancing c onnectivity both to and throughout the Bridge Street District with flexible, innovative transportation options will be critical to their success, ensuring that residents, v isitors, and workforce members can reach their destinations. Smart Columbus and U.S. Route 33 Adding to these significant opportunities is Dublin’s position within the Columbus region and the years of multimillion-dollar, smart/connected mobility investments expected from the emerging Smart Columbus project. This is complemented by active, headline-grabbing, connected-mobility pilots already operating along U.S. Route 33 between Dublin and Marysville. This context has created a significant level of interest in Dublin as a “test market” for an expanding list of tech and mobility.

3 http://communityplan.dublinohiousa.gov/transportation/public-transportation/

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CONVENTIONAL CIRCULATOR CASE STUDIES

Grand Rapids, MI: DASH Grand Rapids’ Downtown Area Shuttle, known as DA SH, is a free shuttle service that connects residents and visitors to the city’s downtown core. There are two, free, downtown routes, as shown below. Figure 2 Grand Rapids DASH & Silver Line

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The DASH routes originally started as parking shuttles, connecting peripheral parking lots with the downtown core. The service is marketed to drivers who park in these lots, and information is housed on the City’s Mobile GR/Parking Services website. All DASH buses are branded with the DASH logo. Schedules and live buses are available online via the RapidConnect website or app. In 2016, Mobile GR/Parking Services began exploring options for providing a more traditional circulator route, serving v isitors as a Park Once service that can both make remote parking options more viable, and reduce v isitor tendencies to drive between downtown locations. Figure 3 DASH Operating, Performance, and Funding Characteristics Operating Characteristics Service Design Shuttle DASH West: 28 minutes Running Time (Round Trip) DASH North: 20 minutes DASH West: 20 Number of Stops (Round Trip) DASH North: 16

Fare (One-way) Free Service Span (weekdays) 6:30 AM – 10 PM

Service Span (weekends) None Frequency (weekdays) 7-8 minutes

Peak 7-8 minutes

Frequency (weekends) N/A Start-up Capital Costs N/A Annual Operating Costs $1M + Annual Ridership 660,000

Operating Cost/Passenger $1.52

Boulder, CO: The Hop The Hop has been operating as a free, high-frequency circulator since 1994. It was implemented to encourage the use of transit between several activity centers within central Boulder. The route helps to ease parking demand in key areas, makes it easier to get around these areas without a car. It is c urrently one of a set of nine branded local transit routes (also Skip, Jump, Bound, Dash, Stampede, Buff, Climb and Bolt) The service operates as a loop with headways every 7 to 10 minutes. It runs Monday through Friday from 7 AM to 10 PM, Saturday from 9 AM to 10 PM and Sundays/holidays from 10 AM to 6 PM, and serves major bus stops including Downtown Boulder, 29th Street Retail District, University Hill, Univ ersity of Colorado, and Boulder Junction.

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Figure 4 The Hop Route

Ridership has been slowly decreasing since 2003, despite the high demand of travel between student housing and University of Colorado and increased investment in service. The Hop offers the highest frequency of any Regional Transit District bus, but is only the fourth-most productive route (where productivity is ridership relative to hours of service provided, or cost to operate). The City attributes this to the majority of the ridership only occurring between the short segment between the 29th Street Mall and CU. For many people, The Hop route only competes time-wise against walking, cycling, or driving on the straight segments, but not around the full loop. Furthermore, the Hop is not being used, as had been expected, for last- or first-mile connections to intercity transit routes. Only 9% of Hop riders report transferring to or from another transit route in 2016. Additionally, there is a mismatch between the city’s development trends and the shape of the loop since the route was created in 1 994. Boulder workers and students live further away from the center of the city than they used to, so the loop does not serve as high as a population as it could. The Hop additionally does not connect to the main downtown commercial area very well. The CU’s Late Night Black route, along with RTD’s Dash and Skip routes, more directly serves the route between CU and downtown.

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Figure 5 Hop Operating, Performance, and Funding Characteristics

Operating Characteristics Service Design Circulator Running Time (Round Trip) 35 minutes. Inbound: 22 Number of Stops (Round Trip) Outbound: 15

Fare (One-way) Free Service Span (weekdays) 7 AM – 10 PM Saturday: 9 AM – 10 PM Service Span (weekends) Sunday / holidays: 10 AM – 6 PM

Frequency (weekdays) 10 minutes Peak 7 minutes Frequency (weekends) 18 – 30 minutes

Start-up Capital Costs N/A Annual Operating Costs $2.5 million

Annual Ridership 800,000 Operating Cost/Passenger $6.88

Duluth, MN: Port Town Trolley

The Port Town Trolley provides service between destinations of Canal Park, Bayfront, the HART District and downtown Duluth during the summer months, from June 1 st to Labor Day. It operates sev en days a week, every 20 minutes from 11:30 AM to 7 :00 PM, and every 30 minutes from 7 PM to 11 PM. On Sundays and Labor Day, it only operates until 10:30 PM. The trolley is a bi-directional loop with just under 30 stops.

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Figure 6 Port Town Trolley Route

The Port Town Trolley was put into place as an option to expedite movement between downtown Duluth and the Canal area with aims to reduce congestion. It is primarily targeted towards tourists as a way to avoid driving in the downtown area during the summer season. In Duluth Transit’s 2008-2009 Vision Update, the route was recommended as a way to expand on the already-existing trolley to include the hospital area and more of Downtown Duluth. The route has been crucial in that it relieves traffic and parking shortages near the waterfront during the heavy-tourist months. The main users of the Port Town Trolley are summer tourists looking for rides along the waterfront, downtown, and through the Canal Park area. Because of this, DTA has learned that on-time performance is a critical aspect to making sure tourists who are not familiar with the transit system are able to ride easily. Duluth ridership has been decreasing since 2013. As the City continues to work on efforts to make the downtown area as car-free as possible and encourage an increase in Trolley ridership, the $0.50 fee for the trolley had been under consideration for elimination. As of August 2017, the trolley now operates for free.

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Figure 7 Port Town Trolley Operating, Performance, and Funding Characteristics

Operating Characteristics Service Design Shuttle/Circulator Running Time (Round Trip) 40 minutes Number of Stops (Round Trip) 25-28 Fare (One-way) Free

Service Span (weekdays) 11:30 AM – 11 PM Saturday: 11:30 AM – 11 PM Service Span (weekends) Sunday: 11:30 AM – 10:30 PM 20 minutes 11:30 AM – 7 PM Frequency (weekdays) 30 minutes 7 PM – 11 PM 20 minutes 11:30 AM – 7 PM Peak 30 minutes 7 PM – 11 PM 20 minutes 11:30 AM – 7 PM Frequency (weekends) 30 minutes 7 PM – 11 PM

Start-up Capital Costs $600,000 Annual Operating Costs $160,000 Annual Ridership 6,172

Operating Cost/Passenger $25.29

New Albany, OH: SmartRide The city of New Albany, Ohio recently launched the SmartRide commuter shuttle service to better c onnect workers to the growing number of jobs in the New Albany International Business Park. The service, which is in its 5th year, is provided in partnership with the Central Ohio Transit Authority (COTA ) and aligns with #45 rush hour bus line that operates to and from downtown Columbus. The shuttle service is free for riders transferring from the COTA bus line at the New Albany Park & Ride lot. Figure 8 New Albany SmartRide Shuttles

Source: COTA

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The three SmartRide routes c ost the City an estimated $110,000 - $120,000 to operate annually, with the City paying an additional fee to allow for use of the buses for other purposes when not in service. The service is promoted as an economic development tool that supports business growth and the roughly 15,000 employees that work in the City’s business parks. Between 20,000 – 30,000 riders use the service each year. New Albany is working with the three business parks that are served by the shuttles to generate revenues that will support ongoing operation. A $35 per-acre assessment has been proposed that could generated around $57,000 for the service, annually. The City’s goal is to contribute around 30 percent of the cost of the service, with the remainder funded by other sources, inc luding the business park assessments and sponsorships. Figure 9 SmartRide Operating, Performance, and Funding Characteristics Operating Characteristics Service Design Commuter Shuttle (3 routes)

Running Time (Round Trip) 26-30 minutes Number of Stops (Round Trip) 23 (3 routes)

Fare (One-way) Free Service Span (weekdays) 6:15 – 8:30 AM and 3:00 6:05 PM

Service Span (weekends) No Service

Frequency (weekdays) 30-35 minutes Frequency (weekends) No Service Start-up Capital Costs Unknown Annual Operating Costs $120,000

Annual Ridership 25,000

Operating Cost/Passenger $4.80

Groveport, OH: GREAT Shuttle

The City of Groveport, Ohio also partners with COTA to provide first-mile/last-mile connections between local business parks and regional bus lines. The Groveport Rickenbacker Employee Access Transit (GREAT) service connects local employment centers to COTA lines 22 and 24, free of charge, 7 days a week. Service hours are from 5:45 a.m. to 5:15 p.m. on weekdays, with buses arriving every 30- minutes. Weekend trips or return trips beginning later than 5 :20 p.m. c an be arranged on-demand. Additional supporters of the service include the Village of Obetz, the Mid-Ohio Regional Planning Commission, and Rickenbacker Employee Assistance Network.

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Figure 10 GREAT Route Map

Source: COTA The service was first launched in 2015 in response to job growth in the Rickenbacker area. Access to jobs and workforce was a primary concern for area employers and the GREAT service was viewed as a needed complement to increased COTA bus service. Much like the New Albany example, the service is promoted as an economic development tool and a means for connecting regional workforce to more the 21,000 jobs and 60 businesses in the shuttle’s service area. The cost of the service is more than $490,000, annually, with roughly 70% paid by Groveport and 30% paid by Obetz. Ridership in 2017 totaled just over 25,000 passengers, with the vast majority being weekday trips. Both the New Albany and Groveport services are being evaluated by COTA as models to be replicated throughout the Columbus region to fill first-mile/last-mile gaps.

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Figure 11 GREAT Operating, Performance, and Funding Characteristics

Operating Characteristics Service Design Shuttle/Circulator (3 routes) Running Time (Round Trip) 22-26 minutes Number of Stops (Round Trip) 29 (3 routes) Fare (One-way) Free

Service Span (weekdays) 5:45 AM – 5:15 PM, On-call from 5:15 – 10:15 PM) Service Span (weekends) On-call from 6:30 AM – 8:30 PM Frequency (weekdays) 30 minutes 5 AM – 5 PM, On-call after 5 PM Frequency (weekends) On-Call Start-up Capital Costs Unknown

Annual Operating Costs $490,000 Annual Ridership 25,000

Operating Cost/Passenger $19.60 EMERGING MODELS AND OPPORTUNITIES Emerging mobility options are transforming travel choice in urban and suburban communities. Car- share services are a proven means for households to reduce their dependency on owned vehicles. Bike- share programs provide a similar means of reducing auto-dependency for specific traps, typically short trips, including those that link to fixed-route transit services. Today, more car-share providers are offering “one-way” or “free-floating” use of their fleets, making this option viable for v ery short trips, similar to bike-share. More recently, “ride-sharing” services like Lyft and Uber have transformed travel habits in many cities, by providing a taxi-like service that typically offers reduced costs and improved service and reliability compared to established taxi services. Similar services have emerged, using algorithm-based, digital dispatching efficiencies and scale, to provide high-occupancy services, including services like Chariot that function as “on-demand” transit that use flex-routing to connect residential and employment c enters. This combination of new service options and adoption rates in key markets suggests an emerging paradigm shift in mobility consumption, away from owning the means of travel toward procuring services that can be mixed-and-matched to trip characteristics. The most-often-used umbrella term for this emerging model of mobility consumption is Mobility as a Service (Maas), a term that encompasses not only direct providers of mobility services, but also information “aggregator” services that allow travelers to compare/contrast the services available to them for any trip they wish to make. This fast-evolving, fast-diversifying set of mobility services is also specifically transforming the role of transit in many communities. Options like bike-share and Lyft are reducing first-mile/last-mile barriers to established, fixed-route bus and train services. Meantime, “real time” tracking services are making these transit options more acceptable to more travelers, by allowing them to minimize time spent waiting at stops and stations. Finally, new service models are beginning to occupy the gap between private ride-sharing services and conventional transit, including several, innovative circulator

Nelson\Nygaard Consulting Associates, Inc. | 19 DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH services that make use of technology-based operating efficiency, route flexibility, and on-demand/real- time customer amenities. Foll0wing is a survey of some of these innovative options, with a focus on on-demand circulators/shuttles and ride-hailing partnerships. On-Demand Circulator The mobile phone and its proliferation fueled the creation of many new on-demand transportation options. One of the emerging models is on-demand shuttles, which can be provided in a variety of formats. In one such model, private companies provide on-demand transportation through a smartphone app using small electric vehicles with space for six seated passengers. They run as independent businesses that generate revenue through advertising and fares, or receive funding from outside sources such as business improvement districts or parking meters. Typically, these services provide transportation for short distance trips in areas where parking is scarce, or as an amenity in entertainment districts with large volumes of visitors and tourists. A second model uses higher capacity v ehicles, such as Mercedes Benz Sprinter vans with seats for 1 4 passengers. When initially launched, many of these technology companies also operated services directly, such as Bridj, using venture capital investments to subsidize their growth. Bridj ceased o perations in 2017, and its remaining competitors—e.g. Via, TransLoc, DemandTrans, and RouteMatch—now focus on developing and licensing demand-response software to other operators, such as transit agencies, cities, or transit contractors. In Dublin, this would mean the City or COTA identifies funding to license the demand-response software, and would provide the v ehicles and drivers to operate the general public service. The following case studies describe several on-demand shuttle services implemented by cities around the U.S.

Pickup | A ustin, Texas In June 2017, Via launched a new service—branded Pickup—in partnership with Capital Metro in Austin. The agency wished to rethink its existing general public dial-a-ride service in a mixed-use area of the city. By removing the current two-hour advance booking requirement, Capital Metro hoped Via’s platform could help increase ridership and rider satisfaction. Through Via’s customized rider app, customers can request a ride from and to anywhere within a predetermined five square-mile zone. Capital Metro provides the v ehicles—Pickup-branded cutaways—and drivers, while Via provides the technology platform, including the rider and driver apps, an operations control center, and training for Capital Metro staff.

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Figure 12 Pickup by Capital Metro (Austin, TX)

Source: Capital Metro

Safe Ride | Emory University, Atlanta, Georgia4 Emory University in Atlanta is a suburban campus with about 15,000 students. Using only two v ehicles, they operated a late-night “safe ride” service between 9 p.m. and 5 a.m. for students needing a ride home. Though the service provided a much needed safety net for students, the amount of time someone would need to wait outside for their ride created its own safety issue. To address this concern, Emory c ontracted with TransLoc to leverage its OnDemand product—a demand-response transit platform, including rider and driver apps, which allows riders to see the real-time location of the arriving vehicle and, as such, remain indoors until the ride arrives. Riders can also request a ride by phone call. After implementation, Emory saw ridership increase 53%, while calls to the dispatcher reduced 49%.

The RideScout Route | Austin, Texas5 In June 2015, RideScout, a mobile trip planning app company, launched the “RideScout Route”—a free Downtown A ustin circulator six-week pilot funded by RideScout. Betweeen 1970 and 2009, Capital Metro operated a downtown circulator known as “The Dillo.” Until 2007, the circulator was free but Capital Metro began charging a $0.50 fare to mitigate overuse of free service by all-day homeless riders. Additionally, the original downtown route expanded to five Central Austin routes with service and headways closer to that of a local bus. The Capital Metro Board ended Dillo service in 2009 citing low ridership and negligible farebox recovery. With the pilot route, RideScout (now a part of Moovel) wanted to test the viability of a several different downtown circulator routes to apply political pressure to jump-start the Dillo service once more. It

4 Case study obtained from TransLoc 5 http://kxan.com/2015/06/25/ridescout-route-brings-back-downtown-transit-options/, http://www.statesman.com/news/local/switching-partners-ridescout-teams-with-limo/gqaxQ1bs1tYxxyHclXydnI/, https://www.austinchronicle.com/news/2015-07-17/public-notice-dog-week-of-summer/

Nelson\Nygaard Consulting Associates, Inc. | 21 DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH tested a fix ed-route service with designated stops and fixed-route service with customer hailing; it tested open-air Electric Cab vehicles for four weeks and 20-passenger Ford Sprinter vans with R&R Limousine & Bus for the last two weeks. RideScout experimented with peak and off-peak operating models. The first week only 30 riders used on the electric shuttles; by the third week, as word spread, 350 riders took advantage of the service. RideScout ended the six-week pilot with good information and data to provide public sector leaders. They found that ridership was higher on the electric vehicles than the Ford Sprinters, and postulated that this was due to the fact that riders noticed the adapted golf cart vehicles more than the typical passenger vans, which blend in with the urban environment. Without fares, they also found that customers were confused about proper tipping behavior, and eventually added messaging to the v ehicle specifying a tip was not expected. The Austin Chamber of Commerce, together with Rocky Mountain Institute, used the findings to release an RFP to private vendors looking to serve downtown and the nearby Market District. Chariot now operates using a similar fixed-route to the original RideScout Route.6 Figure 13 RideScout Route (Austin, TX)

Source: KXAN

The Downtowner | Manhattan Beach, CA 7 The City of Manhattan Beach launched a free electric vehicle shuttle service pilot program in January 2017. In order to ride, users must download the “Downtowner” app and select the Manhattan Beach service area. Passengers can be picked up or dropped off anywhere within the designated three-square- mile service area. The Downtowner operates six vehicles daily between 11 a.m. and 11 p.m. Each vehicle seats up to six passengers and is equipped with iPads playing informational videos about the city, announcements, and local advertisements. The Downtowner is free to customers and sponsored by local businesses and the Chamber of Commerce. Advertisements are displayed inside and outside of the shuttles. Drivers also receive tips.

6 Interview with RideScout’s former Executive Director of Mobility Solutions, Meg Merritt 7 http://www.dailybreeze.com/general-news/20170719/free-downtowner-shuttle-service-extended-in-manhattan-beach

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The service is intended for locals and visitors in downtown Manhattan Beach. Proximity to the beach and other tourist attractions generate more activity than current parking supplies c an handle. The Downtowner is a response to growing parking and traffic congestion concerns in the downtown area. During the first five months of the pilot program, more than 28,000 riders used the service and the self-reported wait time was 12 minutes. In July 2017, the service was officially extended for an additional 1 2 months. City staff will begin researching grant funding that could help offset city costs. Figure 14 The Downtowner (Manhattan Beach, CA)

Six -seat Downtowner vehicle (Source: Daniella Segura, TBR News)

FRED | San Diego, CA 8 Free Ride Ev erywhere Downtown (FRED) is an electric-powered shuttle that serves a 2.5-mile service area around downtown San Diego. The effort is led by Civic San Diego and the Downtown San Diego Partnership. 9 Users can request a ride by downloading The Free Ride smartphone application and inputting their current location and desired destination. A lternatively, users c an flag down a shuttle along the route without the smartphone application. FRED shuttles operate seven days per week: . 7 a.m. to 9 p.m., Monday through Thursday . 7 a.m. to midnight, Friday . 8 a.m. to midnight, Saturday . 9 a.m. to 9 p.m., Sunday

8 https://www.sandiego.gov/mayor/news/releases/mayor-announces-launch-of-downtown-circulator-program, http://sandiegodowntownnews.com/gaslamp-quarter-premieres-new-parking-options/, http://www.sandiegouniontribune.com/business/sdut-downtown-shuttle-free-2016aug08-htmlstory.html, http://www.businessinsider.com/hamptons-free-ride-shuttle-service-2017-7 9 Civic San Diego is a nonprofit corporation created by the City of San Diego to replace the redevelopment agency. The Downtown San Diego Partnership is a nonprofit organization serving as the leading advocate for the revitalization and economic health of Downtown San Diego.

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During the initial launch, FRED operated 15 five-passenger vehicles, with the expectation that the fleet would grow to 20 vehicles within the first year. Drivers receive benefits and $14.66 an hour, not including tips. The average wait time for a ride is about seven minutes. FRED serves downtown San Diego residents, locals, and tourists. It aims to fill the transportation gap for short, free rides that traditional public transit and ride-hailing c ompanies cannot fill. In Downtown San Diego, the service allows people to travel to and within the parking-constrained commercial district without a car. Initial funding comes from $500,000 in downtown parking meter revenues. Revenue is also generated from private sponsorships in the form of advertisements, both inside and on the outside of the vehicle. Ev entually, the city hopes to support the service solely through ad revenue. Up to $2 million over five y ears has been earmarked with more funds available, if needed. Within the first six weeks of the program, over 20,000 people signed up for the app. Each week y ielded an average of approximately 4,000 rides. Figure 15 Free Ride Everywhere Downtown (FRED), San Diego, CA

Sources: The Coast News; OOPM Creative Considerations for Dublin

. A fare-free model may help attract ridership . Unless agency-provided, vehicles used for on-demand shuttles are not wheelchair-accessible . If seeking to implement without municipal funding, these services typically rely on advertising revenue, tips, or fares to support operations . If municipal or partner funding is available, per-hour operating costs for one on-demand electric vehicle service were quoted at $88 per vehicle . Electric vehicles used in the case study pilots typically limit at 25 miles per hour, reducing the potential service area or streets serviced . Dublin could coordinate with COTA to support an on-demand model that leverages agency drivers and vehicles

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Ride-Hailing Partnerships Ride-hailing services “let people use smartphone apps to book and pay for car service.”10 The potential for ride-hailing services to provide first/last mile transit access, reduce parking demand, and address localized mobility gaps stimulates partnership interest from employers, developers, cities, and transit agencies. Transit agency interest can be in serving the general public in places or at times of day difficult to serve with fixed-route transit (such as for lower density first-/last-mile c onnections or late night service). These partnerships can either expand existing transit service coverage area or replace ex isting underperforming routes.

SC Rides | Municipal Partnership | San Clemente, CA 11 After a reorganization of the county’s public transit system in 2016, the City of San Clemente was left with two fewer bus routes. This impacted more than 100 daily riders. To address this, the City of San Clemente partnered with Lyft to provide replacement service along the corridor of two OCTA bus routes that were discontinued due to low performance. To use the service, riders must enter a discount code in the Lyft smartphone application and enter their desired destination. Along the designated route of approximately eight miles, riders can be picked up and dropped off at existing bus stops. Rides must occur between 6 a.m. and 8 p.m. along the corridor to qualify for the discounted fare. OCTA funds the pilot program with a $900,000 grant to the city. By using the code “SCRIDES” in the Ly ft app, riders receive discounted rides of up to nine dollars. The fare subsidy is funded by the City and OCTA . The fo llowing table shows a breakdown of the relationship between the total fare, fare subsidy, and cost to passenger. City representatives are pleased by initial results, which show approximately 50 people use the service per day. In April 2017, the City reported that the program provides an average of 1,000 rides per month. Figure 16 SC Rides Service Area and Signage (San Clemente, CA)

Source: City of San Clemente

10 Associated Press definition 11 http://www.sanclementetimes.com/lyft-rideshare-service-off-smooth-start/, http://www.ocregister.com/2017/04/10/lots- of-positives-but-city-faces-challenges-like-toll-road/, https://blog.lyft.com/posts/reimagining-public-transit-in-san-clemente

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Figure 17 SC Rides Fare Breakdown

Ride Fare Fare Subsidy ($9 max) Cost to Passenger $5 $3 $2 $10 $8 $2 $12 $9 $3 $14 $9 $5

Go Dublin | Transit Agency Partnership | Dublin, CA 12 As part of a comprehensive operational analysis of its transit network, the Livermore Amador Valley Transportation Authority (LAVTA) identified several fixed-route routes performing under productivity thresholds. The agency decided to eliminate one such route and reduce service on another, leaving a large lower density area of the city without transit coverage in the summer of 2016. To address this coverage gap, LAVTA partnered with Lyft, Uber, and DeSoto Cabs to provide discounted rides in Dublin. Riders are eligible for a 50% discount (up to $5.00) when starting and ending trips within Dublin city limits (a six-square-mile region) using Lyft Line, uberPOOL, or the DeSoto Share options. Users can book rides through each company’s smartphone application using a promo code. For those without access to a smartphone, rides can also be booked by calling the number for DeSoto Cabs. The initial pilot program (prior to the December 2017 extension) was funded by a $100,000 grant from the A lameda County Transportation Commission and an additional $100,000 from Wheels, which is the transit service operated by LAVTA. Through the end of December 2017, Wheels will continue to pay for 50% of the fare, up to $5.00. Major goals of Go Dublin are to provide residents with easy, affordable transportation and to increase access to transit stations (i.e. Dublin’s BART stations and Wheels Transit Center). The pilot program is c urrently undergoing a c omprehensive evaluation. If the program saves money and provides better service than is currently being offered by Wheels, the service may expand to include other nearby suburbs within LAVTA’s service area. Figure 18 GoDublin (Dublin, CA)

Source: LAVTA

12 http://www.wheelsbus.com/godublin and knowledge from previous work with LAVTA

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Car-free Living Program | Developer Partnership | San Francisco, CA 13 Parkmerced is a newly constructed residential development in southwestern San Francisco. It offers high-rise apartments for rent and townhomes for sale. It includes off-street parking on site, however parking spaces are sold or leased separately from housing units, and there is an effort to reduce residents’ need for owning and parking a car. As such, the development has a “Car-free Living” program in which it offers residents $100 per month for transit or Uber trips. In partnership with Uber, the property manager offers residents a $5 flat fee for trips to nearby transit stations. The $100 monthly credit does not expire, so any money unused rolls over to the following month. There are no publicly available results on this partnership to date. Figure 19 Parkmerced Car-Free Living Website

Source: Parkmerced

Lyft for Work/ Uber for Business | Employer Partnerships The two major ride-hailing c ompanies—Uber and Lyft—each have programs targeted at addressing employee mobility needs. These programs provide partnering employers with a free business account, access to an online dashboard that facilitates employee expense reimbursement and real-time reporting of program usage. Employees can c hoose to cover trips such as first/last mile access to transit, mid-day trips, late night trips, connections to remote offices, or business travel; these are settings customizable to every employer. Little public information is available on their specific partnerships. One case study focuses on a financial company’s use of Uber for Business across global offices. When requesting a ride from their Uber app, employees can use one of their employer’s designated expense codes to automatically process reimbursement. The partnership enables the system to know automatically when a new employee joins or a current employee leaves. And, it bounds times of day in which employees are eligible for reimbursement—such as on late night weekdays. Considerations for Dublin . Funding source and level of subsidy provided; the City will need to identify a balance between providing an attractive (and cost effective) service and constraining overuse . Willingness of employer partners to contribute to fare subsidies and/or set up individual partnerships . A v ailability o f ride-hailing partners to serve the area at off-peak hours . Vulnerability of funding source . Parking management policies in Downtown Dublin and at employer sites may influence employee demand

13 https://www.parkmerced.com/carfreeliving

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CONCEPTUAL RECOMMENDATIONS A Job Access and Reverse Commute Shuttle Concept The following stop lists and service orientations are tentative, pending more information on local rider demand. The actual stop locations, including comfortable transfer locations, need to be identified, negotiated, and/or equipped with additional stop amenities to be viable. In addition, the shuttle would require ongoing coordination with COTA to facilitate transfers and ensure timely service delivery. Nelson\Nygaard sees a potentially significant opportunity to characterize such a shuttle as a JARC (Job Access and Reverse Commute) service, indicating that this service meets the pattern of services that were formerly funded under the so-named FTA program.

Route Concept (bidirectional): The Shuttle concept is focused on the opportunity to facilitate seamless transfers with nearby COTA transit services. We propose a bidirectional shuttle with the following seven stop locations: . High Street & Dublin-Granville Road (COTA Route 2L transfer point in Worthington) . Sawmill Road & Dublin-Granville Road (COTA Route 33 transfer point) . Dublin Dale Drive Park-and-Ride (COTA Route 73 transfer point for peak-period trips) . Bridge Park Avenue & Longshore Street . Historic Dublin at High Street & Bridge Street . Metro Center . Ashland Chemical, at 5200 Blazer Parkway Figure 20 Workforce Shuttle Route Concept

COTA Connections Such routing would facilitate transfers with COTA service, primarily by strengthening c onnections between Dublin destinations and the intersection of Dublin-Granville Road and High Street in Worthington, an important transfer point for riders heading to the Columbus central business district. These connections would provide the opportunity for a single transfer between origin and destination, often described as a "two seat ride." The following are recommendations for shuttles connecting ex isting COTA routes to local Dublin destinations.

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Figure 21 COTA Bus Service in or Near Dublin

Source: Parkmerced

Route 2L Connector Under this proposal: . Shuttle makes timed connection with Limited Stop Route 2L in Worthington at High Street & Dublin-Granville Rd., every 30 minutes. COTA’s Route 2L, on High Street in Worthington, is the closest transit corridor to Dublin that provides relatively frequent service, at 30-minute headways, 1 9 hours per day, seven days a week. Route 2L is limited-stop for most of its running time between downtown Columbus and Dublin-Granville Ro ad. In facilitating transfers at High Street & Dublin-Granville Road, the shuttle enhances first/last mile connections between central Columbus and Dublin’s hotels, employment centers, and other reverse- commute destinations.

Route 33 Connector Under this proposal: . Shuttle makes timed connection with Route 33 on Sawmill Road at Dublin-Granville Rd. and Metro-Center every 30 minutes. The shuttle provides some service redundancy with COTA Route 33, whose western service branch provides service between Metro Center, Historic Dublin, Bridge Park, and destinations in northwest Columbus at 60-minute headways. Route 33’s eastern service branch serves Sawmill Road between Dublin-Granville Road and Summer Drive, along Dublin’s eastern border. The route’s two service branches jo in at Sawmill Road & Dublin-Granville Road. Route 33 connects to Route 2 and 2L at High Street & Henderson Road, in Columbus, providing Dubliners with a two-seat ride to downtown. Under this proposal, the shuttle makes timed connections with COTA Route 33 at Sawmill Road & Dublin- Granville Road every 30 minutes. The shuttle also makes timed connections every 30 minutes at High Street & Dublin-Granville Road, in Worthington. Under these c onditions, a 2-seat ride to downtown Columbus is available at both locations at twice the existing frequency, or every 15 minutes.

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Route 73 Connector Under this proposal: . Shuttle makes timed connection with Route 73 at Dale Drive in peak hours. . Shuttle provides connection between Route 7 3 and employment destinations, downtown Dublin, Metro Center hotels, Ashland Chemical, Emerald Parkway, for people working nights (from downtown in evening, to downtown in morning). The shuttle would provide important first/last-mile c onnections for riders of COTA Route 7 3, a peak- period service that operates on weekdays, as an express service operating on I-27 0 a nd U.S. Highway 33, between Dublin and Downtown Columbus. Route 7 3 provides eight daily trips in the peak-direction (to downtown Columbus in the AM, to Dublin in the PM) and three daily trips in the reverse-peak direction (to Dublin in the AM, to Columbus in the PM). There is no off-peak service on Route 73, between roughly 9 a.m. and 3 p.m. Under this proposal, the shuttle makes timed c onnections with Route 73 at the Dale Drive park-and-ride, every 30 minutes. During peak hours, this service provides first/last-mile connections between Route 73 and Dublin employment centers, including Metro Center, Historic Dublin, Ashland Chemical, and the Sawmill Road corridor. During off-peak hours, the shuttle ensures that the mixed-use Bridge Park community remains connected to both a two-seat (no more than one transfer) ride to downtown Columbus as well as other Dublin destinations, even when COTA Route 73 is not operating. Funding Sources The implementation of the circulator fits the mold of a public good—it often operates with a subsidy to support its mission, which in turn, can generate new economic activity and support local prosperity. Though operating at a loss, a public good like a circulator, streetscape, or public space, can enhance the ov erall economic climate, which in many cases, can outweigh the costs. However, quantifying the potential economic benefits of a public good is c hallenging given data limitations, the c omplexities o f local economies, and determination of causality. The table below provides a list of potential federal, state, and public-private partnership funding options that could be used to support a Dublin circulator service. Federal sources are administered locally through the Mid-Ohio Regional Planning Commission (MORPC). Figure 22 Federal, State, Regional, & Private Funding Resources Program Description Eligible Agencies Name Eligible Activities

Federal Grants

FTA 5339 Buses . Replace, rehabilitate, and purchase transit vehicles and . Public transportation operators . Capital and Bus Facilities related equipment . State and local government Grants Program . Construct transit-related facilities entities . Federal share is 80%; local match is 20% FTA 5339(c) Low or . Purchase or lease of zero-emission and low-emission . Public transportation operators . Capital No Emission transit buses as well as acquisition, construction, and . State and local government Vehicle Program leasing of necessary supporting facilities entities

FTA 5307 . Support for capital projects, operating assistance, job . Public agencies . Planning Urbanized Area access and reverse commute projects, and for . Capital Formula Funding transportation-related planning . Operating program . Federal share is 80%; local match is 20%

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Program Description Eligible Agencies Name Eligible Activities

FTA 5310 . Projects to provide enhanced mobility for seniors and . State and local governments . Capital individuals with disabilities . Non-profit organizations . Operating . $1.86 million available from FY ’16-17 . Public transit providers State/Region

ODOT Urban . Encompasses funding administered by the Office of Transit − State and local . Capital Transit Program for transit service in Ohio’s urbanized areas with governments . Operating populations of 50,000 or greater − Non-profit organizations . 80% maximums State share for capital grants − Public transit providers . 50% maximum State share for operating grants

MORPC . Funds comprise a portion of federal transportation funding − Public agencies eligible to . Capital Attributable Funds that is allocated at MORPC’s discretion. contract directly with ODOT . Operating . Can be used for roads, bridges, transit, bikeways, sidewalks, and a variety of other activities. . Up to $25 million available for transit in 2020 . Must demonstrate consistency with MORPC’s Metropolitan Transportation Plan Public and Private Partnerships

Advertising . Transit providers can display paid advertisements on . Any service manager . Operations agency properties, including the inside and outside of fleet (public/private) . Administration vehicles, bus shelters, benches, and at transit stations, . Capital subject to local regulations

Naming Rights / . Selling naming rights has become more common among . Any service manager . Operations Sponsorships smaller organizations and some transit agencies sell (public/private) . Administration naming rights to vehicles, stations, or transit corridors . Capital

Public-Private . A mutually beneficial agreement between public and private . Any service manager . Operations Partnerships and entities that seek to improve the value of an asset or (public/private) . Administration Joint Development property, such as a mixed-use development with a transit . Capital station or center. . Equity

Property . Voluntary or codified property assessments can be . Any service manager . Operations Assessments attributed to programs and services that directly benefit the (public/private) . Administration assessed property or business, including direct transit . Capital services or programs to incentive use of these services A DUBLIN CIRCULATOR OPERATIONS PLAN Sev eral new transportation network providers have begun operating on-demand mobility services in c ommunities across the c ountry. One example, Hopper, uses low-speed electric vehicles to provide free, on-demand transit rides between downtown Columbus and the adjacent Short North district. The service accommodates ride requests via its mobile-device app, as well as street hails. The service also provides a parking-shuttle service to Nationwide Insurance, connecting its downtown office buildings and parking facilities. It has also provide parking-shuttle services to several downtown events, and has attracted interest from several additional event planners and employers seeking transit connections to remote parking locations. Sev eral stakeholders involved in the Mobility Study vision-setting activities expressed interest in using innovative technologies and service models to provide local transit options, including circulator service to and around the downtown districts. As such, the City has engaged the owners of multiple mobility service providers to explore options for a circulator pilot connecting Bridge Park and Historic Dublin.

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Business Plan Three key goals should guide service levels for the proposed circulator service. Given the nature of these services, Nelson\Nygaard proposes a “plan-do-check-act” approach. We are currently in the “plan” phase, in which we identify the key issues the pilot seeks to address and the service characteristics we propose to address them. Once launched—the “do” phase—the business plan provides a framework for monitoring, which enables the “check” phase. The following table lists the proposed measures of success, and a second section describes the approach to gathering relevant data and evaluating the service. Pilot Goals and Success Metrics Figure 23 Pilot Goals and Success Metrics Goal Measures of Success Goal 1: Amenities . Passengers per hour (target: 20) Provide mobility amenity to employees and visitors . Customers satisfaction with service (target: 4.2 out of in Downtown Dublin and residents of Bridge Park 5 stars) development . Monthly ad revenue as a percent of total operational cost (note: operational costs do not include cost of Goal 2: Viability drivers, who are paid through tips) Test viability of ad-supported circulator business . Month 3 target: 50% model in Dublin . Month 6 target: 75% . Average Downtown spend of customers using Hopper (target: $15) . Mode shift (SOV reduction) for intra-service zone trips (Downtown and Bridge Park) Goal 3: Choices . Month 3 target: 2% Assess mode shift potential to avail existing . Month 6 target: 5% Downtown parking for development opportunities . Average number of destinations visited per downtown visit (target: 1.5)

Evaluation Methodology To ensure the pilot service has continual opportunities for improvement, we envision three key checkpoints. Each will hinge on a variety of data sources to be collected from staff throughout the pilot: . Month 3 – performance metrics to be calculated within two weeks with service change proposals ready to be implemented by start of Month 4 . Month 6 – performance metrics to be calculated at the start of the 6th month the City of Dublin and representatives from the service provider will review the performance metrics and collaborative to decide the feasibility of continuing the service. Figure 24 Evaluation Methodology Goal Measures of Success Target Evaluation Instrument . Drivers track ridership in-app. Passengers per hour . Pickups geotagged and timestamped. 1 - Amenities 20 pax/hr . Paper tracking is a back-up if this driver app feature is infeasible.

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Goal Measures of Success Target Evaluation Instrument . Collect star rating in-app. Customer satisfaction . Active notification post-trip requesting with service 4.2 / 5 stars customer to submit a rating. . Recommend adding an app feature that allows riders to rate trip after pickup.

Monthly ad revenue as Month 3 target: 50% a percent of total Month 6 target: 75% Operator to report in service agreement. operational cost 2 – Viability Average Downtown . Customer survey at 3, 6, and 12 months. spend of customers $15 per visit . Ideally implemented in-app. using Hopper . Intercept survey as back-up. . Customer survey at 3, 6, and 12 months running one week each. Mode shift (SOV . Ideally implemented in-app. Intercept reduction) for intra- Month 3 target: 2% survey as back-up. service zone trips Month 6 target: 5% − Would you have made this trip had (Downtown and Bridge the service not been available to you? Park) − How would you have taken this trip if the service did not exist? (walk, bike, 3 – Choices carpool, drive alone, taxi or ride-hail, would not have taken this trip) . Customer survey at 3, 6, and 12 months running one week each. Average number of . Ideally implemented in-app. Intercept destinations visited per 1.5 destinations per survey as back-up. visit downtown visit − How many destinations did you visit on today’s trip Downtown Dublin/Bridge Park? (1, 2, 3, 4, 5 or more)

Pilot Service Parameters To meet these three service goals, we recommend the following key service parameters.

Serv ice Area The purpose of the new service is to provide a mobility amenity to visitors, residents, and employees of Historic Dublin and Bridge Park (Do wntown Dublin), with added connectivity to nearby employment centers. The proposed service area covers these zones. Due to the current operating regulations on Bridge Street and Riverside Drive, some operators may not be able to serve all areas. The fo llowing diagram describes conceptual service links. Actual routes and modes would be determined as part of a thorough transit design process.

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Figure 25 Proposed Service Area

Serv ice Model If operated on a demand-response basis, pickups and drop-offs would be allowed anywhere within this zone based on requests through the app. If significant demand generators could be determined (or would be revealed through an initial demand-response three-month pilot), the service could operate as a fixed-route/fixed-schedule service with high frequency. In the case of a demand-responsive service, unoccupied vehicles should circulate, rather than layover, in order to increase visibility of the service.

Stops/Demand Generators We rec ommend designating key demand generation hubs within Downtown Dublin (West Service A rea) and East Bridge Street District (East Service Area). Two to three hubs on either side of the Scioto River could be feasible, located at points where curb access is convenient. Traditionally, we would rely on existing/proposed residential and employment densities and high-traffic destinations to identify

Nelson\Nygaard Consulting Associates, Inc. | 34 DUBLIN MOBILITY STUDY | PHASE II REPORT CITY OF DUBLIN, OH these locations. In this case, we could rely on crowdsourced or revealed demand, in which interested riders express interest prior to launch, or key hubs become revealed throughout the first three months of demand-response service.

Frequency and Span of Service To ensure the v iability of this service, frequency (for fixed-route) and response time (for demand- response service) needs to be fast. Additionally, Dublin should consider rolling out different service models in a phased approach based on program success outlined in Figure 24, above. Recommended headways for each phase detailed below. Figure 26 Headways/Response Times Recommended Headway / Response Time (in minutes)

PHASE 2: PHASE 3: PHASE 1: I NITIAL EXPANDED PHASE 2: EXPANDED EXPANDED Stop Location SERVICE WEEKDAY WEEKDAY SERVICE WEEKDAY Weekday Mid-Day SERVICE Weekday PM Peak SERVICE (11AM – 2PM) Weekday AM Peak (4:30PM – 6:30PM) Saturday (8AM-9AM) (12PM – 12AM) Bridge Park A 10 10 10 20 Bridge Park B 10 10 10 20 Bridge Park C 10 10 10 20

Dublin Center A 10 10 10 20

Dublin Center B 10 10 10 20 Dublin Center C 10 10 10 20

Operational Policies Currently, there is a speed limit law governing the traffic circle at Bridge Street/Riverside and roadways to the east and north that would prevent services like Hopper from crossing between Downtown and Bridge Park. A conversation with the relevant Municipal and/or State stakeholders has been initiated and a speed study is under way for Riverside Drive. Further, the City of Dublin should review its existing municipal ordinances that relate to curb access and the use of streets by private mobility providers. Prior to launch, any legal barriers need to be identified and mitigated, and safe pickup/drop-off policies should be established. Utilizing curbside “flex” zones that serve v ariably as loading/unloading zones for goods or people at different times of day could be incorporated into local regulations in these districts. These strategies can also be applied to the development of Dublin’s Mobility Hubs, which are discussed later in this report.

Marketing Efforts should be made to partner with local businesses, employers, and property managers to promote use of the app by visitors, residents, and employees. Coordination with Dublin’s Ec onomic Development Department and the Dublin Convention & Visitors Bureau will also be c ritical.

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Fu nding Opportunities As a pilot, the circulator service would be funded through the service provider, presumably utilizing adv ertising revenue and customer tips. The funding options outlined in Figure 17 could be explored during the pilot period to uncover additional sources of support for ongoing operations.

Serv ice Level Agreement (SLA) To begin implementing a pilot service, we recommend outlining priority service needs with the selected operator through a Service Level Agreement (SLA). An SLA is useful in helping two parties agree on particular aspects of the service – quality, availability, and the split of responsibilities, such as pic kup/drop-off safety. The service parameters outlined above provide examples of criteria to be inc luded in an SLA. Additionally, any rules of City rights-of-way use that apply to operators should be included in legal documentation, as deemed necessary by the City of Dublin legal team. IMPLEMENTATION & NEXT STEPS City c ouncil has reaffirmed their commitment to the mobility strategies outlined in this report and allocated funds within the Capital Improvement Program (CIP) for implementation. Establishing a Do wntown Circulator service, as well as a Senior/Disabled and Access to Jobs c irculator/shuttle service, via vendor pilot program, will be the focus of Phase III of the Mobility Plan. A ttention could be giv en here to the current COTA analysis of commuter shuttles in the region. The opportunity for collaboration with MORPC’s Gohio Commute and downtown Columbus’s C-Pass transit incentive program (the “Dublin D-Pass”) could also be explored during this next phase. A Memorandum of Understanding and /or Service Level Agreement language will be developed to allow the City to initiate a downtown circulator pilot, to be operated by a selected vendor, at no cost to the City. The Senior/Disabled service pilot program will be in coordination with Dublin’s Aging in Place efforts, local senior living communities, and the Volunteer Services Department, who all currently facilitate ad- hoc transportation services. The Senior/Disabled service will focus on transportation to destinations that can enhance quality of life, such as the local branch of the Columbus Metropolitan Library, local restaurants, or shopping destinations. A n A ccess to Jobs (workforce) pilot program will be coordinated with the City of Dublin Economic Dev elopment team and will complement their efforts to attract and retain businesses and employees. Coordination with COTA and its First/Last mile initiatives will be ongoing, sharing data on ridership, employment locations, shift schedules, and the opportunity for a Dublin/COTA universal pass program (D-Pass). Collaboration with MORPC and inclusion in their Go hio Commute programs will be facilitated as part of implementation.

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BIKE SHARE

Bike share systems are increasingly popular mobility options provided by a variety of public and private partners to facilitate healthy, affordable, local trips. In many places, they are treated as an ex tension of the public transportation network, with fare structures that are similar to or, in some places, are linked to traditional transit fare cards. In other places, they are used more as a recreational or visitor amenity. Bike share has become an expected option throughout the United States and abroad with systems ranging in size from 2 stations to more than 700. According to the National Association of City Transportation Officials (NACTO), there were more 35 million bike share trips taken in the U.S. in 2017. 14 The rapid spread of dockless operators over the past two years has made bike share an option for a far broader range of locales, with lower barriers to entry and more flexible implementation options. Yet, while the number of bikes between docked and dockless systems is now roughly equal, the v ast majority of trips are still taken on docked system bikes.

Figure 27 Supply Versus Ridership

CONVENTIONAL DOCK-BASED BIKE SHARE Bike share programs provide short-term use of bicycles from a shared fleet distributed across a defined service area. Typically, a user can either become a member or pay per use (at a kiosk or online); in some cases, members use a member card or a transit fare card to check out a bicycle. Occasional users can pay with a c redit card at kiosks. Damage or theft of bicycles is minimized by linking accounts to a user’s credit card and tracking the bikes via GPS.

14 https://nacto.org/bike-share-statistics-2017/

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Ty pically, the first half hour of bicycle use is free with the membership or covered by the occasional use fee; rides longer than 30 minutes tend to cost more. This pricing scheme incentivizes short trips and the availability of bicycles, making commuters a key market for most programs. In a dock-based system, the rental exchange occurs at the docking point. A ll trips start and end at a docking point, several of which are distributed across the service area at prominent destinations. These stations are equipped with payment kiosks, locking mechanisms, and technologies to send station occupancy/utilization information to system software, tracking maps, and smartphone apps. Most established, formal bike share systems in North America have followed this model. The fo llowing table summarizes the key advantages and challenges associated with this service model. Figure 28 Advantages and Challenges of the Dock-Based Systems Advantages Challenges/Issues . Proven technology backed by several years of . Capital costs can be significant performance data . Less flexibility in where users can dock bicycles . Operators tend to have deep experience and (relies on dense network of stations) understanding to ensure smooth operations and . Can require substantial rebalancing effort with high responses to issues commuter use during peak periods . Docks and kiosks provide high-visibility advertising . Potential for proprietary issues with docks, bicycles, space and technology equipment (e.g. kiosks, mobile apps, . Docks are clearly identifiable for wayfinding and etc.) access/use . Wireless internet connectivity outages and solar . Iconic, predictable, and reliable station locations power disruptions can interrupt an entire station . Familiar to tourists from other cities . May be less suitable for a lower-density setting with fewer prominent trip generators . GPS technology can be added on bikes for an additional cost

Bike share has proven effective in improving transit commutes, by providing a new resource for addressing "first-mile/last-mile" gaps between transit stations, homes, and workplaces. Bike share programs are an effective means of reducing vehicle miles of travel (VMT) and parking demand in urban areas. Researchers have estimated that bike share is responsible for declines in VMT of between 7 and 21 percent among members surveyed in several large cities.15 Bike share can also function as a local circulator service, connecting area destinations and parking options separated by distances beyond typical walking ranges. CoGo, Columbus In Columbus, the CoGo Bike Share system features 46 stations and 365 bikes across the City. CoGo is operated by Motivate, a full-service bike share operator and technology provider who manages the largest U.S. systems and several others globally. Station density is key to dock-based system utility and CoGo’s stations are therefore concentrated in a roughly 6 square mile area, between Ohio State Univ ersity and German Village. Passes are available for periods of 24 hours ($8), 3 days ($18) or a full y ear ($75). Each option comes with an unlimited number of 30-minute rides, with additional fees accruing if a single trip lasts longer than 30 minutes. Options are available for corporate memberships and bulk pass purchase. Significant system expansion is planned in 2018, potentially adding 50% more stations and reaching a broader geography of Columbus neighborhoods and adjacent municipalities.

15 Fishman, Eliott, Washington, Simon. & Haworth, Narelle. 2014. “Bikeshare’s impact on car use: Evidence from the United States, Great Britain, and Australia.” Transportation Research Part D. 31: 13– 20. . DOI:10.1016/j.trd.2014.05 .013.

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Figure 29 CoGo Bike Share in Columbus

Zagster, Ohio State University Also in Columbus, Zagster operates a 20 station system on the Ohio State University campus. The Zagster model focuses on “smart” bikes and light station infrastructure, leading to lower cost implementation and more location flexibility. The system’s 115 bikes include 100 “cruiser” bikes and 15 accessible bikes, which serve users with a variety of abilities. Discounted annual rates are available to OSU students ($35) and faculty ($55), while visitors can choose from a day pass ($6) or annual rate $7 5). Rides can last up to 2 hours on weekdays and 3 hours on weekends. Figure 30 Zagster Bike Share at OSU

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Considerations for Dublin . A v ailability of CoGo or Zagster expansion . Lev el of interest from potential sponsors . Feasibility of dock-based model in Dublin land use and transportation context . A v ailability of dedicated space for station infrastructure . Existing bicycle network and proposed improvements relative to bike share service area . Seasonal issues that impact rider behavior and bike network conditions (think snow) DOCKLESS BIKE SHARE Do c kless bike share is an emerging alternative bike share model that places the primary controlling tec hnology on bicycles – rather than in stations and docks – and allows users to pick up and drop off bicycles at any point within a designated service zone. Essentially, the locking mechanism and the “smarts” track the location and utilization of bikes are placed on the bike, eliminating the need for a docking station. Long common in Chinese cities, dockless bike share systems have primarily service niche markets within the United States – smaller cities, college campuses, airports, and private developments – v ia two “startup” manufacturer/vendors, Social Bicycles and Zagster. Within the last year, venture-capital investment has spurred a rapid expansion of dockless bike share systems and vendors, initially focused abroad, but recently including several new U.S.-based start-ups. These companies, which include LimeBike and Spin, recently launched or are soon to launch in cities and campuses including Seattle, South San Francisco, Washington DC, Dallas, South Bend (IN), and Greensboro (NC). Currently, these startups rely less on municipal or partner financing, and more on v enture capital, advertising, corporate partnerships, and user fees, to launch and operate their systems. Without hard infrastructure to serve as docks, bikes can be left anywhere within a service zone. They can be discovered through the systems’ mobile apps. In some models, cities or campuses designate specific, strategically located bike parking clusters as “hubs”— locations to which users are incentivized through pricing mechanisms to return bicycles. Figure 31 Advantages and Challenges of Dockless Bike Share Systems Advantages Challenges/Issues . Flexible fleet management for operators . Relies on use of a mobile app, creating equity issue . Flexible, modular hub design can include kiosks, . Less control over system balancing, with the risk of map/advertising panels, or standard racks bikes cluttering up popular return locations, being . Lower capital costs (between 25-50% cost savings) abandoned, or returned too frequently in low- compared to traditional bike share demand locations. . Lower cost to implement and maintain by removing . Reliance upon start-up providers lacking track the need for docking stations and reducing the record of reliability/longevity amount of kiosks in a system . Potentially costly wireless connectivity fees as the . Easier system expansion/contraction, or service number of internet connections scales directly with area adjustment, as demand and utilization evolves the fleet size (direct impact on operating cost) . Lower user costs encourage greater use . 3G wireless internet connectivity outages can . Eliminates risks linked to imbalanced trips: stations disrupt an entire fleet rather than one hub location that lack bikes or docks to return bikes. . Coordination with bike share programs in . Can reduce need to actively rebalance system, if neighboring communities that use a traditional user incentives prove effective model

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Considerations for Dublin . Potential cost savings over docked model for both users and system sponsors . Offers a point-to-point, flexible mobility option . Likelihood of CoGo expansion to Dublin could negate need for dockless system . Existing bicycle network and proposed improvements relative to bike share service area . Av ailability of operational funding for bike share is unclear . Seasonal issues that impact rider behavior and bike network conditions (think snow) . Uncertainty in new bike share systems/operators who rely on user fees for operations COMPARISON Each approach c learly has a mix of benefits and challenges. The table below compares traditional docked and smart bike docked systems with purely dockless systems. Figure 32 Docked and Dockless Bike Share System Comparison Docked Systems Dockless Systems

Technology Smart Dock System: Smart Bike System: Smart Bike System: Technology Technology (e.g. Technology resides in the resides in bikes, which can be communications, payment, bikes, which can be parked anywhere. etc) resides in dock kiosks, parked at designated which tend to be fixed docks or within geo-hubs infrastructure. (geo-fenced areas, similar to a dockless system)

Communication Social Bicycles (Sobi): San Mateo, CA; Portland, OR, LimeBike: South San Francisco, and Equipment Atlanta, GA; University of Virginia Scottdale, Durham, Dallas, Providers Zagster: 200+ locations including small towns and Seattle (not exhaustive) businesses Jump (owned by Social Bicycles): B-Cycle: Philadelphia, Los Angeles San Francisco, Washington DC, Motivate: (Bay Area, Boston, Chicago, New York) Spin: Seattle, Washington DC Ofo: Seattle, Dallas, Miami, Denver, Washington DC, Scottsdale Pace (owned by Zagster): Tallahassee Operators Motivate: (Bay Area, Boston, Chicago, New York) Apparently Same as (not exhaustive) Zagster communication and equipment providers Contracting agencies Membership Historically requires annual, weekly, or daily membership Options available, but no requirement for daily or ongoing membership, per trip charge Parking Can be difficult to find space Can use regular bike racks Disruptive and mobile system for docking stations in rights- or designated docks allows quick and unpermitted bike of-way distribution; companies may provide guidance to users on proper parking etiquette and may

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Docked Systems Dockless Systems be required by cities with permitting processes to enforce RFPs and Contractual relationship with city results in enforceable No or limited contractual Contracts commitments to system coverage, data sharing, and relationship with cities; rules service quality regarding rebalancing unproven Operators are experienced in responding to RFPs Most recently, operators deploy equipment rapidly and sometimes without permit for proof of concept and profit Safety Great safety record16 Unproven safety record

Equipment Smart-dock stations have Smart-bikes may have Haven’t yet had to demonstrate robust equipment higher maintenance costs their maintenance plan and bikes than smart-dock systems are not built to last due to wear and tear of

bikes

Permitting Coordinated permitting of public space through established Several cities adopted new legislative processes dockless bike share permitting processes in 2017, but most have no formal process

Costs Higher capital costs due to Lower capital costs for No cost to municipality; currently, smart dock system, system launch; potential dockless companies rely on user installation, and operating higher cost due to wear revenues and venture capital costs and tear on smart-bikes System typically requires sponsorship

End of Trip End of trip is typically the End of trip is typically the End of trip is at the destination of closest station to a closest station to a the rider destination destination or a designated geo-fenced area. These can be temporary, i.e., a temporary large geo- fenced area at a concert that will attract many trips. User Can be unlocked with an app, or at kiosk, or on bike Can be unlocked with an app Interaction only; typically requires smartphone and linked credit card. Limebike now allows cash payments and a non-smart phone to access bikes on select systems. Etiquette Docked stations lend clarity to what the bikes are and how Relies on riders to be courteous to interact with the system on where bikes are left at end of trip; lack of kiosk may confuse

16 http://transweb.sjsu.edu/PDFs/research/1204-bikesharing-and-bicycle-safety.pdf

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Docked Systems Dockless Systems potential users on how to gain access Penalties Undocked bikes have a The built-in GPS systems Operators can utilize preferred financial penalty also allow flexibility with parking locations. Operators can regard to pricing as fees— reward or penalize riders for if any—can change based supporting or violating good on where someone parks behavior through a fee or a point the free-floating, smart reward system lock bike, or no fee if parked at the designated parking hub. Operations Manual rebalancing and Since smart-bikes Since smart-bikes communicate equipment checks communicate with the with the operator when service is necessary for maintenance. operator when service is needed or are low on battery, needed or are low on potential delays of service can be battery, potential delays of reduced. service can be reduced. IMPLEMENTATION STEPS Dublin has entered into an MOU with the LimeBike Company to allow use of City right-of-way for dockless bike share operations, at no cost to the City. Several local businesses and hotels are also participating in this pilot program. Dev eloping the MOU took approximately 9 months and included input from Dublin staff in the following divisions: Police, City Manager’s office, Planning, Engineering, Parks & Recreation, Volunteer Services, GIS, and Events. The Wellness Manager, Community Services A dvisory Committee (CSAC), Bike Advisory Team (now BFCAT), and Dublin Visitor and Convention Bureau (DVCB) also contributed to the process. The MOU defines the terms of use of the Shared-use-Paths (SUP), identifies preferred bike parking lo c ations, data sharing and reporting requirements, and number of bikes to be deployed (250). A dditional c ontingencies include options for increasing or decreasing the number of bikes, contacts and procedures for reporting issues, and responsible parties for issue resolution. The bike share pilot was launched on May 5th at a Bike Day event with approximately 25 single-speed bikes on-hand. The program will continue to grow, adding bikes until it reaches the 250 pilot program max imum. It is anticipated that additional bikes will include 3-speed and electric-assist bikes. A dashboard has been initiated for staff to review usage data. To date, over 900 riders have tried LimeBike and have completed over 1 ,400 trips. The average distance ridden is 0.56 miles, with popular destinations including Bridge Park, Tuller Flats, the Rec Center, and the North Pool. Future reviews should include comparing results with like communities and understanding the financial sustainability of the pilot based on usage rates.

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WAYFINDING The City has worked with Kolar Design to develop v ehicular wayfinding solutions and intends to re- engage on a Secondary Path (pedestrian/bicycle) wayfinding study. The study intent is to map the ex isting experience and develop recommendations for implementation. The study should include mapping of paths/sidewalks (existing and gaps), destinations, significant intersections, and points of c o nflict. Ko lar will benchmark existing signs and industry best practices, and will outline opportunities for smart signs and mobile and VR interaction, such as the use of Snaptags technology. Recommendations will include details regarding placement, brand consistency, scale, pedestrian experience, iconography, and text. Based on the recommendations the City will engage a consultant to provide construction drawings, v endor bidding, and construction oversight. The study is anticipated to take approximately 6 months, with implementation in late spring 2019.

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MOBILITY HUBS Elev ating multimodal travel options in Dublin will require successful implementation of several of the strategies outlined in the previous sections. A final mobility strategy serves as a confluence point between each of them, where information, services, and infrastructure come together in key locations to provide improved access and mobility options to people visiting, living, or working in Dublin. Mobility hubs are multimodal transportation connection points designed to integrate independent mobility networks and services to make these resources more v iable as primary and connected means of transportation. The mobility hub concept originated as branded public spaces designed and programmed to integrate travel modes with information to guide trip planning and mode-selection. The first mobility hubs were largely focused on addressing “first-mile/last-mile” gaps, particularly related to connections to and from mass transit services. Providing immediate access to taxis, car- share services, and bike parking/networks gave those alighting buses and trains reliable options for completing their trips. Likewise, these options provided a range of options for getting to stops and stations without driving oneself and having to secure parking. Figure 33 Customers Using Information Kiosk in Bremen, Germany

Image Source: www.carsharing.de The concept has proven broadly useful, however, to call attention to points of intersection between two or more travel modes, and to reduce barriers to their regular use. As emerging mobility options increasingly diversify travel options in more places, and as technology makes it increasingly easier to find immediate information on and access to these options, informal mobility hubs are emerging across many of our communities. A bus rider who hails a Ly ft ride upon receiving notice of a bus delay is one example of an informal mobility hub in action.

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Figure 34 Mobility Hubs Can Be as Simple or as Complex as they Need to Be

Image Source: SANDAG Mobility hubs can include a variety of multimodal infrastructure components customized for their location within the transportation network, and they can range from simple to complex in their range of features. For the purposes of this document, the term “mobility hub” refers to any intentional co- location of two or more publicly accessible travel modes within a public space or facility. HUB ELEMENTS OVERVIEW To understand how simple and complex Mobility Hubs might be designed for a particular location within the Dublin community, the following table provides an overview of the mobility elements commonly considered for hub design and programming, appropriate land uses contexts and details o n space requirements and infrastructure needs for each.

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Figure 35 Mobility Hub Elements Overview

Typical Space Hub Elements Most Appropriate Hub Locations Requirements Essential Infrastructure Needs

Bus/Circulator Employment centers, Tourist Minimum of 200 Shelter, bench, refuse receptacle, Stop locations, Residential/Mixed-Use SF posted (digital or static) service Developments, High Schools, information, lighting, Community Center, COTA P/R lots

Bike Parking High Schools, Community Center, Minimum set- Shelter, bike racks COTA P/R, Regional bike network aside of 100 SF connections

Bike House Residential/Mixed-Use developments 1,500 SF Repair station, restrooms, showers/lockers Class B retail-space amenities Bike share Centers of employment, Centers of Minimum of 100 10-20 bikes, wayfinding/signage, Station tourism, Residential/Mixed-Use SF mobile app Developments, High Schools, Community Center, Bus Stops

Kiss-and-ride Bus Stops 200 SF of Dedicated Curbside space (by curbside space, time of day), Signage when designated

Ride-Share Centers of employment, Centers of 200 SF per Dedicated parking (by time of Connection tourism, Residential/Mixed-Use space day), Signage, Signage, WiFi to Points developments, High Schools, ensure connection to apps that Community Center, Bus Stops facilitate ride-matching (e.g. Gohio)

Hailed-Ride Centers of employment, Centers of 200 SF of Dedicated Curbside space (by Service tourism, Residential/Mixed-Use curbside space, time of day), Signage Connection Point Developments, High Schools, per parked Community Center, COTA P/R lots vehicle

Car share Downtown Streets & Parking Facilities Minimum of 3 Dedicated Curbside space, Parking spaces @ 200 – Signage 250 SF per space

Ride-share Residential/Mixed-Use Developments 250 SF of Standard retail-space amenities + Waiting Lounges building-interior Real-time transit information (e.g. space TransitScreen, Roadify) Mobility Kiosks Centers of tourism, Residential/Mixed- 10 SF of Utility hookups (e.g. electric, Use Developments, High Schools, sheltered space Internet), internet connection, Community Center WiFi

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MOBILITY HUB TYPOLOGY Following is an overview of a proposed range of Mobility Hub Types and Design Concepts for the Dublin c ommunity, based on Mobility Hub Elements that might be considered Essential, Priority, or Supportive elements, given a particularly land use context. Downtown Hubs Hubs serving Bridge Park and Historic Dublin. Essential Elements . Bus Stop − 200 SF of sheltered, illuminated waiting/seating area, minimum . Bike Parking − 1 00 SF of sheltered space for racks, minimum . Bike share − A dditional 100 SF o f waiting area, minimum . Hailed-Ride Service Co nnection Po int − No dedicated space required Priority Elements . Car Share Parking − 200 SF of adjacent curbspace, per dedicated parking space . Ride-Share Waiting Lounge − Included within residential or mixed-use building lobby space Supportive Elements

. Mobility Kiosk − 15-20 SF of sheltered space, including wifi . Bike House − 1,500 SF Campus/Community Center Hubs Hubs serving Medical Centers. Office Parks, Recreation Centers, Mixed-Use Districts, etc. Essential Elements . Circulator Stop − 200 SF of sheltered, illuminated waiting/seating area, minimum . Bike Parking − 1 00 SF of sheltered space for racks, minimum . Bike Share

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− A dditional 100 SF o f waiting area, minimum Priority Elements . Rideshare Connection Points − 200 SF of adjacent curbspace . Hailed-Ride Service Co nnection Po int − No dedicated space required . Car Share Parking − 200 SF of adjacent curbspace, per dedicated parking space Supportive Elements . Bike House − 1,500 SF Park and Ride Hubs Hubs serving Mass Transit Stops with park-and-ride and/or kiss-and-ride facilities Essential Elements . Bus Stop − 200 SF of sheltered, illuminated waiting/seating area, minimum . Bike Parking − 1 00 SF of sheltered space for racks, minimum Priority Elements

. Bike Share − A dditional 100 SF o f waiting area, minimum . Hailed-Ride Service Co nnection Po int − No dedicated space required Supportive Elements . Kiss and Ride Space − 200 SF of adjacent curbspace . Mobility Kiosk − 15-20 SF of sheltered space Neighborhood Center Hubs Hubs serving residential areas via a common access point Essential Elements . Circulator Stop

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− 200 SF of sheltered, illuminated waiting/seating area, minimum . Bike Parking − 100 SF of sheltered space for racks, minimum Priority Elements . Car Share Parking − 200 SF of adjacent curbspace, per dedicated parking space . Bike Share − A dditional 100 SF o f waiting area, minimum Supportive Elements . Rideshare Connection Points − 200 SF of adjacent curbspace . Mobility Kiosk − 15-20 SF of sheltered space, including wifi DESIGN CONCEPTS Figure 36 Bridge Park Mobility Hub Concept

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Figure 37 Campus - Community Center Mobility Hub

Figure 38 Neighborhood Center Mobility Hub

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Dublin Mobility Plan Phase III Final Report City of Dublin, Ohio

January 2020

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Table of Contents Page Executive Summary ...... 1 Introduction ...... 3 Microtransit...... 5 Background ...... 5 Dublin Senior/ADA Circulator ...... 6 Dublin Workforce Shuttle ...... 14 Dublin Microtransit Pilot Assessment...... 21 Implementation & Future Considerations...... 27 Emerging Models & Best Practices ...... 29 Shared Micromobility ...... 45 Background ...... 45 Dublin Lime Pilot ...... 48 Implementation & Future Considerations...... 51 Complete Streets...... 52 Background ...... 52 Implementation & Future Considerations...... 52 Wayfinding ...... 54 Mobility Hubs ...... 55 Background ...... 55 Implementation & Future Considerations...... 58 Key Outcomes & Next Steps ...... 59 Key Outcomes...... 59 Moving Toward Program Sustainability...... 61

Table of Figures Page Figure 1 Dublin Senior/ADA Circulator – RFP Target Service Areas ...... 7 Figure 2 Dublin Microtransit Pilots – Key Performance Indicators ...... 8 Figure 3 Senior Circulator Pilot Trends: Monthly Ridership and Cost-per-Ride...... 11 Figure 4 Dublin Senior Circulator – 2019 Highlights ...... 12 Figure 5 Dublin Senior Circulator – 2019 Key Destinations...... 12 Figure 6 Workforce Shuttle – RFP Target Markets...... 16 Figure 7 Dublin Workforce Shuttle Vehicle...... 17 Figure 8 Workforce Shuttle Pilot Trends: Monthly Ridership and Cost-per-Ride...... 19 Figure 9 2019 Workforce Shuttle Ridership ...... 19 Figure 10 Dublin Microtransit – 2019 Pilot Funding Sources...... 22 Figure 11 Dublin Microtransit – 2019 Pilot Funding Uses ...... 22 Figure 12 Performance Indicators of American Microtransit Programs...... 26 Figure 13 COTA Plus Grove City Service Zone ...... 29 Figure 14 New Albany, OH SmartRide Shuttles ...... 30 Figure 15 SmartRide Operating, Performance, and Funding Characteristics ...... 31 Figure 16 Groveport, OH GREAT Shuttle...... 31

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Figure 17 GREAT Operating, Performance, and Funding Characteristics ...... 32 Figure 18 Arlington, TX Via Rideshare Service Area...... 33 Figure 19 Via On-Demand Rideshare Service Characteristics (Arlington, TX)...... 34 Figure 20 Via On-Demand Performance vs. MAX (Commuter Bus)...... 34 Figure 21 Via On-Demand Rideshare Service Characteristics (West Sacramento, CA)...... 36 Figure 22 Via On-Demand Performance vs. Yolobus (Demand Response) ...... 36 Figure 23 GoDublin (Dublin, CA)...... 43 Figure 24 Parkmerced Car-Free Living Website...... 43 Figure 25 Geographical Limits of Late-Night Lyft Program...... 44 Figure 26 Growth in Shared Micromobility Trips, 2010 – 2018 ...... 45 Figure 27 Link Dayton Users Cycling on Brown Street...... 46 Figure 28 Advantages and Challenges of the Dock-Based Systems ...... 47 Figure 29 Advantages and Challenges of Dockless Bike Share Systems ...... 48 Figure 30 Lime Pilot Parking Zones and Users Unlocking Bikes ...... 49 Figure 31 Monthly Lime Bike Utilization – Rides Per Vehicle Per Day ...... 49 Figure 32 Monthly Lime Ride Volumes – Rides Per Month ...... 50 Figure 33 Lime Data Dashboard (October 2018) ...... 50 Figure 34 Lime Trip Route Intensity – October 2018...... 51 Figure 35 Shared Use Path At-Grade Wayfinding Graphics ...... 54 Figure 36 Mobility Hub Amenities Contribute to a Quality Multimodal Experience ...... 55 Figure 37 Mobility Hub Elements Overview...... 56 Figure 38 “Downtown” Mobility Hub Concept...... 57 Figure 39 Campus/Community Center Mobility Hub Concept ...... 57 Figure 40 COTA’s Smart Mobility Hubs Concept...... 58 Figure 41 CircleLink Shuttle in Cleveland’s University Circle Neighborhood ...... 69

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EXECUTIVE SUMMARY Background The Dublin Mobility Plan is the City’s strategic plan for innovative transportation network improvements to support the community’s evolving mobility needs. The Plan was launched following a vision-setting workshop in 2017 that defined a shared transportation vision to guide policy, design, and implementation strategies for multimodal improvements throughout Dublin: “To be a city of strong, growing, prosperous and inclusive communities, supported by excellent mobility options that bolster a thriving economy, accommodate new and established populations, facilitate healthier lifestyles, encourage social connection, and allow all Dubliners to fulfill their potential.” Phase II of the Dublin Mobility Plan, completed in 2018, focused on priority setting and action plan development, in alignment with the City’s “Connected Community” theme. Five (5) strategic mobility priority areas were developed in response to the objectives outlined above: 1. Shuttles & Circulators (Microtransit) 2. Bike Share (Shared Micromobility) 3. Complete Streets 4. Wayfinding 5. Mobility Hubs Dublin Mobility: Phase III Implementation of strategies in each of these priority areas was the hallmark of Phase III of the Dublin Mobility Plan, which began in 2018 and continued through 2019. This report reviews these efforts, which included: . Microtransit: The City, through its partner SHARE, operated two “microtransit” pilot programs in 2019, providing new services that were designed to meet the needs of seniors and people with disabilities and to provide first/last-mile connections for workforce commuters. The services have proven valuable and have been extended into 2020. . Shared Micromobility: Dublin implemented a bike share pilot, in partnership with operator Lime, between May and December 2018. The pilot was considered a success and additional efforts are under way to bring a new operator (or operators) to Dublin in 2020. . Complete Streets: The City of Dublin added to its 2018 Complete Streets Resolution by participating in MORPC’s Smart Region Task Force and passing a resolution in support of the region’s “Smart Streets” policy in October 2019. . Wayfinding: Several wayfinding concepts for Dublin’s shared use paths were developed and installed in spring 2019 and were determined to be viable for a longer-term installation pilot, which will be executed along two shared use paths in 2020. . Mobility Hubs: Dublin has continued its efforts to identify collaborative opportunities to develop a series of mobility hubs throughout Dublin to improve access and facilitate convenient transitions between travel modes.

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Key Outcomes & Next Steps Throughout Phase III of the Dublin Mobility Plan, the City of Dublin has made significant progress in advancing its priorities through a series of incremental steps that yielded immediate impacts and informed future investments. These efforts have required strong administrative and staff leadership, with varying levels of support from public and private partners. Positive outcomes are apparent across each of the areas described in this report, with the following lessons and outcomes resonating throughout: 1. Demand for new mobility services exists. 2. Gaps in Dublin’s mobility networks remain unfilled. 3. Effective service delivery requires cross-sector collaboration. 4. Strong City of Dublin leadership is paramount. 5. Program sustainability is a primary concern. Moving Toward Program Sustainability In order for Dublin to continue progressing toward its Mobility Plan vision and goals, the City will need to cultivate new partnerships, explore new policy approaches, and secure additional financial resources that will help to ensure the sustainability of its efforts. Partnerships Dublin’s partnerships within the public and private sector have been integral to the progress made to date. Some of these partnerships, with entities like the Central Ohio Transit Authority (COTA), Mid-Ohio Regional Planning Commission (MORPC), Dublin senior living communities, and non-profit service providers, will need to be sustained and expanded. While others, including those with Dublin employers, developers, large institutions, and neighboring municipalities will need to evolve and grow to achieve maximum impact. The case must continually be made that the shared pursuit of Dublin’s transportation and mobility vision will benefit all parties and help to engender a thriving, accessible, and sustainable community. New Policy Approaches In the face of local development pressures and the need to continually evolve within a rapidly expanding regional marketplace, Dublin should explore options for developing City policies that can create a support system for the new programs, services and resources that have been generated through the Mobility Plan. Options to be explored include development code updates, Parking Plan implementation, and creation of a transportation demand management (TDM) ordinance. New Funding Models Program sustainability will also require that Dublin develop new funding models to promote the viability of Mobility Plan programs and outcomes. Transitioning from the current model that leans heavily on Dublin Capital Improvements Program (CIP) funding to a more diversified model built around voluntary, value-based partnerships, codified assessments, and service- related revenue will help to ensure that these are sustainable resources for the Dublin community into the future. Options to be explored include private sector funding partnerships, branding/naming rights, parking revenue funds, and a new Dublin Mobility Fund.

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INTRODUCTION The Dublin Mobility Plan is the City’s strategic plan for innovative transportation network improvements to support the community’s evolving mobility needs. The Plan was launched out of a vision-setting workshop that brought a diverse range of stakeholders from across the Dublin community to outline mobility gaps and strategic improvement opportunities. That 2017 workshop defined a shared transportation vision that has guided policy, design, and implementation strategies for multimodal improvements throughout Dublin in the years since. “To be a city of strong, growing, prosperous and inclusive communities supported by excellent mobility options that bolster a thriving economy, accommodate new and established populations, facilitate healthier lifestyles, encourage social connection, and allow all Dubliners to fulfill their potential.” This vision is articulated further through the following key objectives that continue to inform the Mobility Plan: . Support economic development Keep Dublin competitive as live, work, play preferences evolve and expand commute options by facilitating access to jobs for those within and outside of Dublin. . Promote equitable access to mobility Ensure access and mobility options for all residents, commuters, and visitors by ensuring ADA accessibility, enabling aging in place, and promoting Safe Routes to Schools. . Expand multimodal options Provide safe and effective walking, cycling and other multi-modal options for Dublin. . Improve public health Make Dublin a healthy place to live and work by reducing emissions, increasing walking and cycling, improving ecology, and reducing social isolation. . Preserve our environs by focusing future growth Focus new growth in walkable, mixed-use centers to preserve Dublin’s character and existing neighborhoods and protect natural environment & open spaces. Phase II of the Dublin Mobility Plan, developed in 2018, focused on priority setting and action plan development, in alignment with the City’s “Connected Community” theme. Five (5) strategic mobility priority areas were developed in response to the objectives outlined above: 1. Complete Streets 2. Shuttles & Circulators (Microtransit) 3. Bike Share (Shared Micromobility) 4. Wayfinding 5. Mobility Hubs Implementation of strategies in each of these priority areas was the hallmark of Phase III of the Dublin Mobility Plan, which began in 2018 and continued through 2019. This report reviews these efforts, which are summarized briefly below, and provides an overview of key findings and next steps for continued pursuit of the community’s transportation vision and goals.

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Microtransit Dublin Mobility Phase III’s most substantial effort involved the implementation of two “microtransit” pilot programs that aimed to fill gaps in fixed-route and privately operated transit networks with free, customized, app-driven circulator and shuttle services. The first of the two pilots was designed to meet the needs of seniors and people with disabilities, including residents who choose to age in place, who increasingly need mobility options for non-medical trips. The second was designed to provide first/last-mile connections for workforce commuters between fixed-route COTA transit service and Dublin employers. The City, through its partner SHARE, operated the pilots between January and December 2019, providing a combined 6,260 rides. The services have proven valuable to those who use them on a regular basis, including many Dublin residents and a small number of workers, and the City has extended them into 2020. Shared Micromobility The City implemented a bike share pilot in partnership with Lime between May and December 2018, with goals to provide safe and affordable multi-modal transportation options, reduce traffic congestion, and maximize carbon-free mobility for employees and visitors. The City supported the pilot by installing bike racks and painting bike parking spots to ensure the orderly parking of bikes throughout the City. Operating partner Lime managed and maintained all vehicles. The pilot initially included conventional bikes and later expanded to include pedal-assist e-bikes. Weekly ridership was relatively robust from May through July, with more than 600 rides per month, but declined to below 300 rides per month by October. The pilot was considered a success and additional efforts are under way to bring a new operator (or operators) to Dublin in 2020. Complete Streets The City of Dublin passed a Complete Streets Resolution in June 2018, recognizing the importance of a transportation network that serves the mobility needs of all travelers in meeting the City’s mobility, economic, health, and sustainability goals. Dublin continued to align its capital project investments with those of the Mid-Ohio Regional Planning Commission (MORPC) by participating in their Smart Region Task Force and passing a resolution in support of MORPC’s “Smart Streets” policy in October 2019. Wayfinding The Dublin Mobility Plan recommended development of a comprehensive wayfinding system along the City’s shared use paths for pedestrians and cyclists. To advance this concept, several wayfinding concepts were developed and installed in spring 2019 in support of the Cycle de Mayo bicycling event. The approach was determined to be viable for a longer-term installation pilot, which will be executed along two shared use paths in 2020. Mobility Hubs The concept of developing a series of mobility hubs throughout Dublin to improve access and facilitate convenient transitions between travel modes remains popular and viable. However, there was little movement in this area in 2019. The City continues to communicate with potential project partners, including property owners, developers, and COTA in pursuit of opportunities to develop hubs in various locations.

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MICROTRANSIT

BACKGROUND Two of the most compelling ideas discussed during Phases I and II of the Dublin Mobility Study revolved around the idea of new Dublin “microtransit” services: high-quality, frequent, and locally-oriented transit services that provide connections to major destinations in Dublin. New or expanded service that met these objectives would address three of Dublin’s principal mobility objectives: “support economic development,” “promote equitable access to mobility,” and “expand multimodal options.” These services would further complement existing Central Ohio Transit Authority (COTA) service, extending the reach of the regional bus network, providing first- mile/last-mile connections, and promoting “park once” destinations in Dublin. Following the planning efforts in Phases I and II, the City of Dublin committed funding to support two pilot efforts in 2019. The first service was designed to meet the needs of seniors and people with disabilities, including residents who choose to age in place, who increasingly need mobility options for non-medical trips. The second was designed to provide first/last-mile connections for workforce commuters between fixed-route COTA transit service stops and Dublin employers. The City launched the first service (the Senior/ADA Circulator) in January 2019, followed in March by the launch of the Workforce Shuttle. The pilots operated through December 2019 and provided a combined 6,260 rides and 2,352 vehicle trips. More than 4,700 rides were provided to seniors and people with disabilities, enabling car-free access to local commercial, recreational, educational, and entertainment destinations. Another 1,539 rides provided valuable connections for commuters accessing local jobs and employers like AC Marriott, Friendship Village, and Stanley Steemer. At the end of 2019, the City of Dublin committed to sustaining these services beyond the “pilot” stage into 2020. The following sections provide additional detail on the pilot efforts and lessons learned that can be applied to their ongoing operation.

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Microtransit Defined An increasingly common approach to operating a circulator service in lower-density suburban areas such as Dublin is the “microtransit” model. Microtransit is an app-enabled multi-passenger transportation service that provides a flexible first-mile/last-mile mobility option that may connect to existing transit networks or operate in place of fixed-route service in low-density or hard-to-serve areas. This type of on-demand, flexible service is particularly relevant for Dublin because many of the City’s key destinations and employers are not served by COTA fixed-route transit. Microtransit services can be operated by private operators (either independently or as agency-contracted service), or directly by transit agencies using on-demand dispatching software, which may in turn be contracted or developed in-house. The distinguishing feature of microtransit is that unlike fixed-route service, the service is operated dynamically, with real-time adjustments according to rider demand patterns and requested stop locations. Often lacking fixed stop locations, microtransit is typically hailed by mobile application or telephone hotline. Typically, microtransit service is “anchored” at one or more existing transit stops (e.g. transit centers, terminus stations, or park-and-rides) and provides on-demand service to destinations within a designated zone. In contrast to more traditional demand-response or ADA paratransit models in which service requires pre- scheduling, reservations, or runs on a pre-determined fixed route and schedule, microtransit uses real-time information (e.g. traffic conditions and rider demand) to make “live” operational decisions. DUBLIN SENIOR/ADA CIRCULATOR Overview Dublin’s Senior/ADA Circulator service was designed in coordination with Dublin’s Aging in Place efforts, intending to meet the needs of seniors living independently in private homes or in senior living communities, as well as community members with disabilities in need of new mobility options. The leading objective of the pilot was is to improve the mobility options available to Dublin’s senior populations through a connective mobility service that would greater enable Activities of Daily Living (ADL). The service would focus on transportation to destinations that could enhance quality of life, such as the Community Recreation Center, the new Dublin Branch of the Columbus Metropolitan Library, local restaurants, and shopping destinations.

Demographic and Behavioral Context The number seniors age 55+ in Dublin is increasing and the Aging in Place Plan identified “community connections” as one of the community’s top priorities. However, many corridors in Dublin feature auto-oriented roadway designs that make walking, biking, and accessing transit particularly challenging for older adults. According to the United States of Aging Survey, 26% of respondents ages 60 to 70 said they are not confident their community will have all of the

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resources they need to help them be healthy and independent into their 70s and 80s.1 The majority of respondents in this survey (60%) strongly agreed they feel safe walking in their communities, while the same share (60%) reported they never walk to places they regularly visit. Among the community limitations older adults often face is the lack of safe, frequent, and reliable public transit, with just 22% of older adults agreeing their community’s transit service is “acceptable.” According to a 2014 study by the American Association of Retired Persons (AARP), 87% of those over age 65 want to stay in their current home and community as long as possible.2 However, older adults in this study indicated that access to transportation, fresh food, and green space were their top priorities in considering where to live. Accessible and convenient transportation options support older adults who want to age in place. Further research conducted by the American Geriatrics Society found correlation between the frequency of leaving the house and mortality in individuals aged 70 to 90. The study found that decreasing frequency of going out was associated with negative social, functional, and medical characteristics.3 2019 Pilot The City of Dublin issued a request for proposals (RFP) for the pilot program in September 2018. The solicitation included identification of several target areas that should be addressed in the pilot (Figure 1). The RFP emphasized route development, community engagement & marketing, ADA accessibility, and flexibility in the pilot and established a preliminary list of key performance indicators (Figure 2), which was shared with the second pilot service. Figure 1 Dublin Senior/ADA Circulator – RFP Target Service Areas

1 National Council on Aging. “The 2012 United States of Aging Survey.” 2012. Accessed online at https://www.aarp.org/content/dam/aarp/livable-communities/old-learn/research/the-united-states-of-aging-survey- 2012-aarp.pdf. 2 AARP. “What Is Livable? Community Preferences of Older Adults. 2014. Accessed online at https://www.aarp.org/content/dam/aarp/research/public_policy_ institute/liv_com/2014/what-is-livable-report- AARP-ppi-liv-com.pdf. 3 Journal of the American Geriatrics Society. “Frequency of Leaving the House and Mortality from Age 70 to 95.” 2018.

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Figure 2 Dublin Microtransit Pilots – Key Performance Indicators Category Purpose Metric Establish a framework - # of shuttle routes, lengths, # of stops per route Service / and overview of the Operating services that are being - Service operating profile (hours/trips per day) Description provided - Average round trip times

Identify target users and - Number/location of participating employers verify that the Accessibility appropriate destinations - Number/location of participating senior cente rs are being served - Additional stops/origins/destinations requested

- # of boardings and alightings per stop location Support ROI calculations and fine tune future - Trips booked vs trips taken, including reservation method service operations - Peak load (by time of day and segments) Utilization Understand portion of - # of unique users (Senior/ADA or Workforce) actual riders in relation - # of Senior/ADA residents with access to the to the pool of potential service riders - # of Employees with access to the service

Return on - Total operating cost, revenue hours, and rev. Investment Decipher service / route miles productivity and - Cost per trip/rider, revenue hour, and rev. mile efficiency - Riders per revenue hour and revenue mile

Uncover economic - Partnership opportunities with other services development, partnership, and access - Retail participation and benefits to businesses benefits - Improved access to jobs, services, activities

Quality of Life Understand the impacts - # of trips per unique user / User on access to activities Experience and employment for - Transfers to/from COTA Dublin residents and workers - Pre- and post-Pilot surveys on user access Track safety and - # of reported incidents customer satisfaction - Riders utilizing “emergency ride home” indicators provisions

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Local provider SHARE was selected to operate the Dublin Senior Circulator pilot, which officially launched in January 2019 and was designated to run through June 2019. The service was offered, fare-free, to all Dublin residents, though trips were initially required to begin or end at one of Dublin’s senior assisted living communities, including: . Avondale . Dublin Retirement Village (DRV) . DRV-Assisted Living . The Convalarium . Friendship Village of Dublin . Sunrise of Dublin . Village at Heatherstone . The Grand of Dublin The pilot prioritized service to local retail, grocery, and civic destinations, including: . Grocery stores (e.g. Aldi, Walmart, Meijer, Trader Joe’s, Kroger) . Bridge Park . Mall at Tuttle Crossing . Coffman Park . Dollar Tree . Dublin Metro Library . Dublin Community Rec Center . Dublin Food Pantry . Giant Eagle . Historic Dublin . Hobby Lobby . Scioto Park . Syntero Dublin and SHARE conducted extensive pre-marketing efforts through City communication channels, news outlets, social media, and events at local senior and community centers, culminating with a launch event on January 11th at the Dublin Community Recreation Center. Approximately 300 people attended that event and more than 80 rides were provided on that date. SHARE also distributed a pre-launch survey to inform route planning. Responses included: . Most common weekly destinations included grocery (24%), Target/Walmart (16%), and restaurants (15%). . These trips were currently being made via friends/family (40%), another shuttle service (24%), or driving themselves (22%). . The most convenient trip times were listed as mid-day (52%) and afternoon (31%). . 78% of respondents reported owning a cell phone. . 93% of respondents said they would be likely to shop at a business that offered a discount to circulator riders.

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Unlike ride-hailing, the pilot initially limited trips to a range of eligible origins and destinations, and it provided curb-to-curb rather than door-to-door service.4 SHARE initially operated the circulator as a series of three fixed-route loops, from January to March 2019, with pre-set timetables and target frequencies of 10 to 20 minutes. Service was limited to Tuesdays, Wednesdays, and Fridays from 10 AM to 2 PM. Performance between routes varied widely, with Route 3 carrying more than 80% of the ridership through March. In response to these patterns, the City and SHARE pursued adjustments to achieve greater cost efficiency. From March to September 2019, SHARE operated the pilot using a combination of fixed-route and scheduled, dynamically operated services. During this period, service was still divided into three routes (Routes 1, 2, and 3), with Routes 1 and 2 operating as fixed-route services and Route 3 operating with flexible routing based on riders’ requested origins and destinations. Route 1 switched from fixed-route to scheduled, dynamically operated service in May 2019. Route 3 generated the highest ridership of the three routes, in part because of high demand from one of its assisted living destinations, Avondale. SHARE began providing dedicated levels of service to the Avondale community beginning in October 2019, with 67 pre-scheduled riders per week scheduled for recurring trips to eligible destinations. Due to its relative success with flexible operations, SHARE adopted an entirely scheduled, dynamically operated service model starting in October 2019, under the banner “Senior 2.0,” and discontinued the fixed-route services, Routes 1 and 2. Under Senior 2.0, all seniors ages 55 or older can book shared, scheduled rides on the SHARE app to the destinations described below from 10 AM to 3:15 PM, Monday through Saturday. Rides must be scheduled at least 24 hours in advance, and there must be a minimum of two riders booked on each trip for it to operate. These requirements are intended to improve pilot utilization per trip and cost efficiency. As part of the pilot, SHARE also operated another circulator service for Dublin students with disabilities, which is monitored separately from the Se nior/ADA Circulator described above. When Dublin City Schools are in session, SHARE operates a scheduled, dynamically routed circulator service between Dublin Jerome High School, local service provider UFIT,5 where students have after-school activities, and students’ homes. In April 2019, Dublin City Schools and SHARE added a similar service with a post-secondary educational program for adolescents with disabilities, PATHS. 6

2019 Performance SHARE’s Senior/ADA Circulator ridership steadily increased from the pilot’s launch in January 2019 through October 2019, from 30 rides per month to more than 600 rides per month, respectively (see Figure 3). The service’s productivity, expressed as the operating cost-per-ride, has improved steadily as a result, from around $54 per ride Q1 2019 to about $27 per ride, by Q4 2019. 7 A large reason for this change was the evolution of the SHARE model from the fixed route

4 “Curb-to-curb” service refers to service that picks up and drops off passengers at specified addresses but does not provide additional assistance to passengers such as help with loading/unloading bags or help walking to/from building entrances, as in “door-to-door” service. 5 https://ufitdublin.com/ 6 Postsecondary Access to Transition after High School (PATHS). https://www.dublinschools.net/paths.aspx 7 SHARE’s original contract billed the City $50 per service-hour and was used through July 2019. The billing rate increased in August 2019 to $80 per service-hour to reflect actual costs and in line with the upgrade to Senior 2.0.

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schedule during the early part of the pilot to a dynamic, or scheduled, model. With this change, a typical vehicle trip increased from 2 passengers during Q1 to 10 riders per trip during Q4 2019.

Between January and December 2019, the Senior Circulator served 4,721 rides, operated 1,240 vehicle trips in two dedicated vehicles for 2,560 service-hours, and cost $160,397. Overall, this is equivalent to an average cost per ride of $33.97.

The most popular destinations of the Senior Circulator in 2019 included Walmart (Tuttle Crossing), Kroger (Dublin Plaza), Dublin Food Pantry, Dublin Recreation Center, Giant Eagle, Hobby Lobby, Dollar Tree, and the Mall at Tuttle Crossing (see Figure 4). Other common destinations are shown in Figure 5. The most common rider origin was the Avondale assisted living community, which generated 3,834 rides, more than 80 percent of the Senior/ADA Circulator’s annual total ridership. SHARE provides the City of Dublin the following performance indicators on a monthly basis: . Total service-hours . Cost expended . Passenger rides . Vehicle trips . Boardings and alightings by stop

Figure 3 Senior Circulator Pilot Trends: Monthly Ridership and Cost-per-Ride

700 $350 637 $293 608 622 600 $300

500 476 466 468 $250 444 400 385 $200 318 300 $150

$87 197 Ride per Cost 200 $100

Total Passenger Rides $47 $37 $36 $44 100 70 $28 $25 $30 $27 $27 $28 $50 30 0 $0 Ja n. Feb. Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Total Senior Ridership Cost per Ride

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Figure 4 Dublin Senior Circulator – 2019 Highlights Top Senior Community Origin: Avondale 3,834 total rides

Walmart 654 total rides Kroger 640 total rides Top Destinations: Food Pantry 399 total rides Rec Center 356 total rides Tuttle Mall 334 total rides

November 637 total rides Highest Monthly Ridership: October 608 total rides December 576 total rides Figure 5 Dublin Senior Circulator – 2019 Key Destinations

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Marketing and Outreach SHARE and City of Dublin staff engaged in a series of marketing and outreach activities to inform the community about the pilot and encourage residents to ride the Circulator. Community outreach activities to support the program’s launch included distributing SHARE handouts and brochures at key destinations (e.g. senior living communities, Dublin Rec Center, Bridge Park, Historic Dublin), hosting presentations with local non- profits and community-based organizations, and conducting focus groups with assisted living communities. Several of these events at Brookdale Senior Center, Village of Heatherstone, and Avondale were particularly successful in encouraging increased ridership. SHARE and City staff also increased local engagement by publicizing the Senior Circulator on local television news programs (WBNS, WOSU) and websites, where one senior rider called the service a “godsend.” 8 SHARE has continued to advertise the Senior Circulator via Facebook’s digital advertising program. These advertisements have resulted in 33 downloads of the SHARE app, but no direct ride bookings. Since the launch of dedicated service at the Avondale assisted living community in October 2019, SHARE has thrown a Rider Appreciation Ice Cream Party to thank riders there for their consistent support.

Stakeholder and Community Support The Mid-Ohio Regional Planning Commission (MORPC) supported the Senior Circulator with a key grant in 2019 that help expand service capacity and reach. $63,496 in FTA Section 53109 grant funding enabled the Senior Circulator to operate additional hours and extend service d uring special events, such as Dublin Irish Festival. In August 2019, SHARE’s UFIT/PATHS service was granted funding from Dublin City Schools to operate their own long-term transportation program for students with disabilities. This program enables service above and beyond the funding committed by the City of Dublin. CASTO Properties, a local developer and property owner, contributed financial support for the Circulator in the form of a $2,400 “Emerald” sponsorship, while others signed on as marketing partners, promoting the service at retail and service locations, while also offering discounts to riders.

8 Sole, Sarah. 2019, June 11. “Pilot Senior-Citizens Transportation, Program Initiatives Underway in Dublin.” ThisWeek Community News. Accessed online at https://www.thisweeknews.com/news/20190611/pilot-senior-citizens- transportation-program-initiatives-underway-in-dublin. 9 Federal Transit Administration. “Enhanced Mobility of Seniors & Individuals with Disabilities.” Accessed online at https://www.transit.dot.gov/funding/grants/enhanced-mobility-seniors-individuals-disabilities-section-5310.

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Testimonials and Other Highlights The following user testimonials illustrate user and stakeholder experience with the Se nior Circulator: . A group of seniors from the Avondale assisted living community schedule weekly SHARE ride to go to Dublin Rec Center to play competitive bridge. . The project enlisted partnerships with nine local retailers who offer discounts to SHARE riders. . A local retailer and channel partner, Kilwin’s chocolate shop in Bridge Park, saw its sales double through participating in the senior discount program for SHARE riders. . A female resident of Avondale with visual impairment regularly rides the Senior Circulator to Tuttle Mall. . A resident with disabilities at Convalarium achieved a new level of independence by scheduling her first SHARE rider. . The Senior Circulator brought seniors to one of Dublin’s most notable community festivals, IrishFest, driving local commerce. . The Senior Circulator has room for improvement, as riders are particularly interested in longer hours of service on weekends and expanded coverage to local houses of worship. DUBLIN WORKFORCE SHUTTLE Overview Dublin’s Workforce Shuttle was designed to improve the ability of Dublin’s workforce to reach places of employment in a simple, convenient, and cost-effective manner, supporting the City’s overall economic development strategy of attracting and retaining jobs for a 21st Century workforce. The pilot service would provide first/last-mile connections for workforce commuters between fixed-route COTA transit service stops and major employers. A secondary focus for the pilot was to better connect Dublin workers with convenience goods and services, as well as other businesses, during the workday, lowering one of the chief barriers to non-drive-alone commuting.

Workforce Context As the Columbus region’s economy continues to expand, the unemployment rate has remained at record low levels.10 Yet, there are thousands of Central Ohio residents who lack convenient, dependable, affordable access to jobs. During Phase 1 of the Dublin Mobility Study, several employers identified mobility and access to work as primary issues that impacted their ability to attract and retain workers. In this context, the City of Dublin and Dublin employers must make additional efforts to stay competitive and improve access to employment opportunities, both in pursuit of workers to fill open positions and to retain existing employees. Dublin’s workforce population includes a heavy concentration of service industry professionals across health care, biosciences, insurance, hospitality, financial services, information technology, retail, and business services. The City’s largest employers include Cardinal Health, Dublin Methodist Hospital, Careworks, Fiserv, United Healthcare, Wendy’s, and IGS Energy. Several

10 https://www.dispatch.com/business/20190423/central-ohio-unemployment-rate-hits-18-year-low.

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medium-sized employers, including Stanley Steemer, Dublin Retirement Village, and AC Marriott expressed strong interest in the pilot service. These and other Dublin businesses include a large share of employees who are new to the United States and experience additional challenges in finding and accessing employment opportunities. Dublin’s workforce population includes a heavy concentration of service industry professionals across health care, biosciences, insurance, hospitality, financial services, information technology, retail, and business services. The City’s largest employers include Cardinal Health, Dublin Methodist Hospital, Careworks, Fiserv, United Healthcare, Wendy’s, and IGS Energy. Several medium-sized employers, including Stanley Steemer, Dublin Retirement Village, and AC Marriott expressed strong interest in the pilot service. These and other Dublin businesses include a large share of employees who are new to the United States and experience additional challenges in finding and accessing employment opportunities. In addition to addressing the needs of recent immigrant workforce populations, the Millennial workforce is an increasingly evolving and important market. Millennials11 are driving less, and walking, biking, and taking transit more than other cohorts. The proportion of Millennials who say their preferred travel mode is a private car is just 64%, compared to 81% of all other generations.12 A recent study by the Rockefeller Foundation and Transportation for America found that 54% of millennials would consider moving to a city if it had more and better options for getting around. 13 In the same study, 66% of millennials said that access to high-quality transportation would be one of their top three priorities when considering a move. These considerations strengthen the need for Dublin to enhance transportation options and make deliberate steps to make transit a viable option for its workforce. 2019 Pilot The City of Dublin issued a request for proposals (RFP) for the Workforce Shuttle pilot program in September 2018. The solicitation included identification of several target areas that should be addressed in the pilot (Figure 6). The RFP emphasized route development, community engagement & marketing, and flexibility in the pilot and established a preliminary list of key performance indicators, including: . Ridership numbers (boardings and alightings by stop and time of day) . Route run times, total revenue service hours, total idle time . Daily vehicle miles traveled by route . Operating costs per route (net and on a per rider basis) . Feedback from employers and customers

11 The generation of people born between 1983 and 2000, who are currently between ages 20 and 36. 12 https://onlinemasters.ohio.edu/blog/millennials-cars-and-the-future-of-transportation/ 13 Goldberg, David. 2014. “Transportation For America – Survey: To Recruit and Keep Millennials, Give Them Walkable Places with Good Transit and Other Options.” Transportation for America. http://t4america.org/2014/04/22/survey-to-recruit-and-keep-millennials-give-them-walkable-places-with-good- transit-and-other-options/.

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Figure 6 Workforce Shuttle – RFP Target Markets

The Dublin Workforce Shuttle began operating in March 2019, with SHARE14 as the operator. The Shuttle is offered to all Dublin residents and workforce commuters with trips beginning/ending at a Dublin employer and/or a designated COTA bus stop. As such, the Workforce Shuttle is predominantly designed to help riders commuting from outside of Dublin to complete first/last-mile connections between major employers and COTA’s fixed-route bus system. This service design is intended to make transit commuting more viable in Dublin, where COTA fixed-routes do not provide proximate service to many employers. The Workforce Shuttle offers riders direct connections to five COTA bus routes – 1, 21, 33, 73, and 74 – and is a fare-free service. Riders are asked to choose one of the following major employers as either the origin or destination of each trip, but may request service to an employer not on this list: . AC Marriott (Bridge Park) . Cardinal Health . Crowne Plaza Hotels & Resorts . Express Scripts . Fiserv . Friendship Village of Dublin . Home2 Suites by Hilton . OCLC . Stanley Steemer

14 https://ridewithshare.com/dublin

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. T-Cetra . United Health Group . WD Partners The Shuttle connects these employers with COTA bus stops, including the following locations: . Route 1 – Stop A (Pickforde Drive & Bethel Road) . Route 21 – Stop J (Mall at Tuttle Crossing) . Route 21 – Stop K (Frantz Road & Tuttle Crossing Boulevard) . Route 21 – Stop L (PNC Bank) . Route 21 –Tuttle Crossing Boulevard & Blazer Road . Route 33 – Snouffer Road & Sawmill Road . Route 33 – Stop H (Resler Drive & Sawmill Road) . Route 33 – Stop I (Sawmill Road & Dublin-Granville Road) . Route 33 – Stop K (Sawmill Road & Dublin-Granville Road) . Route 33 – Stop L (565 Metro Place South) . Route 73 – Stop H (COTA Dublin Dale Drive Park & Ride) . Route 73 – Stop I (Home2, Frantz Road & Bridge Street) . Route 73 – Stop J (Ashland Chemical) . Route 74 – Stop G (Linworth Road & Dublin-Granville Road) . Route 74 – Stop I (Smoky Row)

Figure 7 Dublin Workforce Shuttle Vehicle

Source: SHARE

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As with the Senior/ADA Circulator, rides must be scheduled at least 24 hours in advance, and there must be a minimum of two riders booked on each trip for it to operate. These requirements are intended to improve SHARE’s utilization and reduce the cost of its operations per trip. From March 2019 onward, SHARE operated the Workforce Shuttle as a scheduled, dynamically operated service. Each of the COTA bus stop destinations above were served only upon rider request, limiting travel times and reducing the pilot’s operating costs. The Workforce Shuttle began with service to three COTA routes – 21, 33, and 73 – before expanding to include all five routes shown above in July 2019. COTA’s Route 21 bus stops generated the highest ridership of the five routes, largely due to high rider demand between AC Marriott and Route 21’s Stop J at Tuttle Mall. AC Marriott employees were responsible for a majority (61%) of total ridership.

2019 Performance Dublin’s Workforce Shuttle ridership steadily increased from the pilot’s launch in March 2019 through July 2019, from 7 rides per month to 241 rides per month, respectively (see Figure 8). The service’s productivity, expressed as the operating cost-per-ride, remained stable at between $34 and $38 per ride during this period.15 Ridership declined slightly in August and September 2019, due to employee turnover at participating worksites, but rebounded to more than 200 monthly riders during Q4 2019. SHARE has had 83 people create an account to date. Of these, 10 users have become regular scheduled riders.

Between January and December 2019, the Workforce Circulator served 1,539 rides, operated 813 vehicle trips in one dedicated vehicle for 1,172 service-hours, and cost $79,028. Overall, this is equivalent to an average cost per ride of $51.35.

A typical SHARE trip had an average vehicle occupancy of 2.5 riders per trip on Route 1, 1.9 riders per trip on Route 21, and 1.2 riders per trip on Route 33. The most popular work destinations of the Workforce Shuttle included AC Marriott, Friendship Village of Dublin, Stanley Steemer, WD Partners, and OCLC. These and the most common COTA bus stop destinations are also shown in Figure 9. As with the Senior Circulator, SHARE provides the City with the following performance indicators on a monthly basis: . Total service-hours . Cost expended . Passenger rides . Vehicle trips . Boardings and alightings by stop

15 SHARE’s original contract billed the City $50 per service-hour and was used through July 2019. The billing rate increased in August 2019 to $80 per service-hour to reflect actual costs.

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Figure 8 Workforce Shuttle Pilot Trends: Monthly Ridership and Cost-per-Ride

300 $80 $75 $73 251 241 $70 250 226 207 208 $60 200 180 $54 $53 $50 $45 151 $46 150 $40 $38 $37 $39 120 $34 $30 100 74

Total Passenger Rides $20 50 $10 7 0 $0 Mar. Apr. May. Jun. Jul. 2019 Aug. Sep. Oct. Nov. Dec. 2019 2019 2019 2019 2019 2019 2019 2019 2019

Workforce Workforce Cost per Ride

Figure 9 2019 Workforce Shuttle Ridership

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Marketing and Outreach SHARE engaged in a series of marketing and outreach activities to encourage employees to ride the Workforce Shuttle pilot. Community outreach activities to support the program’s launch included distributing SHARE handouts and brochures to major employers (e.g. United Health Group, Fiserv), holding presentations with business and tenant groups at Bridge Park, and launching an in-vehicle advertising campaign consisting of audio announcements promoting the program on the five COTA bus routes to which it offers connections. The audio advertising campaign proved to be an effective marketing tool, as SHARE received a number of unsolicited queries from COTA riders due to the ads. Additional efforts were made throughout the pilot period to engage non-English-speaking populations, including Spanish, Asian Indian, Asian Pacific Islander, and Chinese communities. SHARE also conducted an email marketing campaign for existing and previous riders to promote continued ridership on the shuttle. SHARE operated a summer Lunch Shuttle in an effort to further market the program and increase ridership among white-collar workers. The program was offered between Cardinal Health, the Metro Data Center/Dublin Entrepreneurial Center, Historic Dublin, and Bridge Park and was funded through a sponsorship of $2,500 from MDC/DEC. Stakeholder and Community Support During the 2019 pilot, Dublin received marketing and operational support from the partners listed above. This primarily included COTA (marketing) and Summer Shuttle support. Dublin and SHARE staff were successful in establishing meetings with a number of employers during the pilot period, participating in more than 25 on-boarding, training, Economic Development, and Chamber of Commerce events. Formal partnerships were difficult to establish, but a number of employers and employees expressed enthusiasm for the service during these outreach efforts. In October 2019, COTA was awarded $338,245 in new funding from the Ohio Department of Transportation (ODOT) through the OTP2 program.16 Of this amount, COTA will use $88,245 to expand service on routes 21 and 73 to extend operating hours in response to rider demand in the mid-day and evening hours. The expanded service will support off-peak and reverse trip commuter travel, which were identified as needs by multiple Dublin employers and employees. The remaining $250,000 will be used in collaboration with Dublin and SHARE to fund operation of the Workforce Shuttle between July 2019 and May 2020. Testimonials and Other Highlights User testimonials were submitted over the course of the pilot, illustrating riders’ experience with the Workforce Shuttle service: . In the case of some riders, SHARE has decreased participating Dublin workers’ daily commute time by an average of 28 minutes (14 minutes each way). . Several workforce riders save $400 per month in Uber costs to get to and from COTA bus stops. . One rider cited a physical disability as the primary reason for using service, not having to walk 1/2 mile from the bus stop to work.

16 http://www.dot.state.oh.us/Divisions/Planning/Transit/Programs/Pages/OTPP.aspx

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. AC Marriott has the highest workforce participation of any employer, with four workers from its housekeeping staff (one-third of their department), using the service. . Lack of access to smartphones and limited English proficiency are barriers to ridership for many low-income workers. To overcome these barriers, riders working at AC Marriott have their housekeeping supervisor book rides on their behalf. . Two riders stopped using SHARE because they purchased cars for the first time, an indication that the service in encouraging economic mobility through dependable access to work; one of these riders continues to use the service on a periodic basis. . Some employers expressed concern over the “pilot” or temporary status of the service, leading to a reluctance to promote the service to employees; as a result, marketing for the service was repositioned in Q4 2019 to reflect Dublin’s intention to sustain the service. . SHARE has been a complete life saver! I ride my bike 5 minutes to the Tuttle Mall COTA bus stop and SHARE vehicles come and pick me up every day, on-time. I don't know how I would get to work if it wasn't for SHARE services. Thank you for all the help! . I would recommend SHARE services to all of my co-workers. It was recommended to me when I first started with Marriott and it has been a great transportation experience. DUBLIN MICROTRANSIT PILOT ASSESSMENT During Phase II of the Dublin Mobility Plan, the City confirmed that investment in new mobility services was critical to achieving a wide range of beneficial public health, quality of life, and economic development outcomes. The 2019 Dublin microtransit pilots each exhibited positive results that advanced these objectives and benefitted their target audiences: Dublin seniors, people with disabilities, and workforce commuters. The financial expenditure of approximately $240,000 to operate the two pilots in 2019 was larger than expected, but it engendered in-kind contributions from the operator during the initial 6- month pilot period and from COTA in the form of marketing partnerships. The two sponsorships secured for the Senior/ADA and Summer Shuttle services and operating support awarded by the FTA Section 5310 and ODOT OTP2 programs were evidence that community and public agency partners re cognized of the value of the service and the leading investment by the City of Dublin. All told, these sources added up to a roughly 55/45 split of external/City investment in 2019 services (see Figure 10). Two-thirds of program costs were expended on the Senior/ADA service, with the delayed launch and limited demand leading to lesser overall costs on the Workforce Shuttle (see Figure 11). The ongoing commitment from the City (Capital Improvement Program) and COTA (through OTP2 funds) to enhance and sustain the services will allow the services to continue and grow in 2020. Ongoing funding support through MORPC (FTA Section 5310 funds) and others are pending and will provide additional opportunities to sustain, improve, and expand service.

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Figure 10 Dublin Microtransit – 2019 Pilot Funding Sources

Dublin Microtransit 2019 Pilot Funding Sources

FTA Section 5310 ODOT OTP2 $62,495 $64,256 (26%) (27%)

Sponsorships $4,900 City of Dublin CIP $107,774 (2%) (45%)

Figure 11 Dublin Microtransit – 2019 Pilot Funding Uses

Dublin Microtransit 2019 Pilot Funding Uses

Workforce $79,028 (33%)

Senior/ADA $160,397 (67%)

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As the City of Dublin and its partners prepare to carry these efforts forward, they should consider the following lessons learned from the 2019 pilot period.

Senior/ADA Circulator Pilot: Key Lessons Learned Ridership Growth While ridership on the Senior/ADA Circulator was slow to accelerate, the sustained growth over the course of the pilot should be celebrated. The efforts undertaken by Dublin staff and SHARE to promote the service and customize it to rider needs were substantial and were especially evident at the start of the program, when understanding (both by riders and operator) was still being developed. As awareness of the program increased, riders began to depend on the service and made regular trips to a variety of destinations. This growth had plateaued by the end of 2019, but could continue to expand as the service is promoted to a broader aging-in-place audience. Operating Efficiency The early stages of the pilot required a heavy lift from both Dublin staff and SHARE. Even with the in-kind setup and marketing support from SHARE during the first 6 months of the program, operating efficiency was poor, as reflected by the passengers-per-trip and cost-per-ride data collected during Q1. Some of this was unavoidable, as the service was unfamiliar and rider needs/patterns were still being developed. SHARE’s transition in Q2 from the fixed route model to the dynamic/scheduled model brought with it a more efficient operating program and some additional flexibility in providing trips at times and to destinations requested by passengers. Passengers-per-trip and cost-per-ride metrics improved steadily from Q2 to Q4, even as the operating cost-per-hour increased from $50 to $80 in Q3. If this model is sustained and ridership continues to grow, operating efficiency should show additional improvement in 2020. Rider Interface & Experience While the prescribed method for booking trips is through the web/app interface, SHARE provided sufficient alternatives to these options to enable riders to book by phone or through coordination with resident service staff at senior communities. The most common method for booking trips ultimately became the latter option, which has proven to be a dependable and convenient process for both passengers and the operator. Still, there were a number of reported instances of passengers arriving for trips that were not previously booked, possibly due to a lack of understanding of the scheduling protocol. SHARE also experienced frequent requests for call- in booking by individual passengers who are either unable to or prefer not to use the mobile app. They have accommodated these requests, but acknowledge that it requires additional resources. Addressing Market Demand During the majority of the pilot period, service was only provided to seniors and people with disabilities who were arriving or departing from one of Dublin’s senior living communities or established service agency partners. While this provided for efficient booking and route scheduling, it left out a significant portion of the potential rider market who lived in smaller multi-family buildings or single-family residences throughout Dublin. With the updates provided by Senior 2.0 in October 2019, service has now been expanded to these residents. An estimated 100 rides in Q4 could be attributed to these locations, representing just 5% of total ridership, but increasing the potential population served by a much greater percentage.

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Human Capital Needs As was referenced above, the amount of human capacity needed to launch and sustain the Senior/ADA Circulator has been substantial. User feedback reinforced the quality and value of the service and the personal impact both to riders and provided by operators, suggesting that the effort is worthwhile. That said, human capital needs – relative to the time and cost to provide the service on behalf of staff from the City of Dublin, senior communities, and operator – should not be overlooked.

Workforce Shuttle Pilot: Key Lessons Learned Ridership Stagnation Much like the Senior/ADA service, Workforce Shuttle ridership was slow to take hold. Extensive marketing and outreach was required on the part of the City and SHARE to generate the small number of passengers who took advantage of the service during its first few months. Changes in rider circumstances led to rapid fluctuations in these patterns as the pilot continued. Some of this can be attributed to the fact that many service-sector workers in Dublin are in low-wage, transient jobs with unpredictable hours, making it difficult to schedule rides regularly or even sustain the positions over a longer period of time. Unlike the Senior/ADA service, the Workforce Shuttle did not experience sustained growth over the course of the pilot. Continued marketing of the program and more meaningful participation on behalf of Dublin’s employers will need to be established over a longer period of time in order to improve upon this measure. Operating Inefficiency The efficiency profile of the Workforce service differed from that of the Senior/ADA service in that there were no fixed routes operating at a timetable during the initial launch. Trips were only being made by SHARE vehicles if passengers were on board from day one. That said, operating efficiency in terms of cost-per-ride has not changed as dramatically from the pilot launch in March to the most recent full month of operation (December). The decline in ridership in August – September had less to do with the increased cost-per-ride during that period than the increase in contracted hourly operating cost for SHARE. As ridership leveled out again in Q4 with between 208 – 251 rides, operating efficiency was still relatively poor, when compared to industry norms. The $46 cost-per-ride was nearly $20 higher than that of the Senior/ADA service. This is indicative of lower rides-per-trip (1.9) and rides-per-service hour (1.3) results, which compare to 3.8 and 1.8, respectively on the Senior/ADA service. As the industry comparison in the next section illustrates, more sustainable levels tend to be in the 2-4 rides-per-service hour range, maxing out at around 7 in the highest performing markets. By these measures, the Workforce Shuttle service has much room for improvement. Partnerships and Employer Buy-in Partnerships are critical to the success of the Workforce Shuttle service. On one hand, the successful collaboration with a small number of employers in engaging employees and registering them for the service has yielded several consistent riders. The marketing partnership with COTA, which included on-board announcements and materials that promoted the service on relevant bus routes and distribution of free fare cards to incentivize first-time riders, also helped increase participation. On the other hand, securing meaningful buy-in from larger employers was elusive. As was referenced previously, the “pilot” nature of the service dissuaded some companies from promoting it to employees. Others were not convinced that their employees do or would use transit as a means of getting to work. Still more were concerned about liability issues or were

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simply difficult to engage at the right levels of administration. It is clear that the value proposition to Dublin’s large employers will need to be made clear if they are going to be valuable partners in promoting the service to their workforce.

Operating Efficiency: Industry Comparison One common critique of microtransit is that it is expensive to operate (on a cost-per-ride basis) and unproductive (in terms of rides served per hour of service), compared to even low- productivity fixed-route bus networks in suburban areas. For example, many transit agencies typically operate infrequent fixed-route bus services that serve between 10 and 15 passengers per revenue-service hour. However, because microtransit pilots such as the Workforce Shuttle are explicitly designed to provide on-demand connections to fixed-route transit services in geographies where those services have been deemed unable to extend, the comparison to fixed- route services is not appropriate. Instead, microtransit should be evaluated in comparison to suburban dial-a-ride or demand-response services, which typically serve between one and seven passengers per revenue-service hour. As the case studies in the following section illustrate, some of these demand-response systems cost more than $50 per passenger trip to operate, often because of high labor and vehicle costs. Key performance indicators of operating cost-per-ride and service productivity (rides per hour) from a range of successful microtransit programs in the United States are shown in Figure 12. By comparison, the pilot year metrics for both the Senior/ADA and Workforce services have underperformed relative to other microtransit services on the basis of each of these metrics. This relatively poor performance is due to insufficient ridership from several senior assisted living communities (apart from Avondale) on the Senior/ADA Circulator and unproductive engagement with Dublin employers (apart from AC Marriott) on the Workforce Shuttle. Much of this can be attributed to the “pilot” or start-up nature of these services in Dublin, but efforts will need to be taken to improve service in future years if it is to be sustained over the long-term.

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Figure 12 Performance Indicators of American Microtransit Programs Sponsoring Microtransit Operating Agency Operator Pilot Cost-per-Ride Rides per Hour Updated City of Dublin SHARE Senior/ADA $33.97 1.8 December Circulator 2019 City of Dublin SHARE Workforce $51.35 1.3 December Circulator 2019 COTA UZURV Mobility on $26.50 N/A December Demand (for 2019 ADA-qualified riders only) King County Metro Via Via to Transit $10.00 5.017 December (Seattle, WA) 2019 L.A. Metro (Los Via Mobility on $12 to $14 2.718 December Angeles, CA) Demand 2019 City of Arlington, Via Arlington On- $10.85 7.019 November TX Demand 2019 City of West Via Via On-Demand $13.20 N/A December Sacramento, CA Rideshare Pilot 2019 Sacramento Via SmaRT Ride $15.0020 3.24 October 2018 Regional Transit (SacRT) Capital In-house, CapMetro $17.4221 3.6522 June 2018 Metropolitan software by Pickup Transit Authority Via (Austin, TX) AC Transit (San In-house, Newark and $15 to $2023 7.024 January 2018 Francisco Bay software by Castro Valley Area) DemandTrans Flex

17 Sullivan, Marie. 2019. “Mobility on Demand Hits 45,000 Rides; Will Comply with New California Law.” The Source (blog). December 4, 2019. https://thesource.metro.net/2019/12/04/mobility-on-demand-hits-45000-rides-will- comply-with-new-california-law/. 18 Ibid. 19 Hazan, Joel, Nikolaus Lang, and Augustin Wegscheider. 2019. “On-Demand Transit Can Unlock Urban Mobility.” Boston Consulting Group (BCG) Henderson Institute. November 7, 2019. https://www.bcg.com/publications/2019/on- demand-transit-can-unlock-urban-mobility.aspx 20 Nelson\Nygaard Consulting Associates. 2018. Citrus Heights Comprehensive Transit Plan. P. 3-8. 21 Hansen, Todd, Zachary Elgart, Kristi Miller, and Maarit Moran. 2018. “Existing Transportation Network Companies Used as a Part of Basic Mobility: White Paper.” Texas A&M Transportation Institute. http://groups.tti.tamu.edu/transit- mobility/files/2019/04/TTI-Existing-TNCs-Used-as-a-Part-of-Basic-Mobility-White-Paper.pdf. Figure 17. 22 Ibid. 23 DemandTrans. 2017, March 29. “The newest battleground between public transit and Uber, Lyft is an unlikely one.” http://demandtrans.com/news/the-newest-battleground-between-public-transit-and-uber-lyft-is-an-unlikely-one/ 24 Transit Center. 2018. “Flex V. Fixed: An Experiment in On-Demand Transit.” TransitCenter. May 15, 2018. https://transitcenter.org/adding-flexible-routes-improve-fixed-route-network/.

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IMPLEMENTATION & FUTURE CONSIDERATIONS Program Vision The City of Dublin has affirmed its commitment to supporting microtransit services into 2020. The vision for these programs should reflect both the community’s mobility vision and the industry best practices and performance measures. The vision for Dublin microtransit services going forward can be summed as follows: Dublin’s microtransit services will continue to advance the community’s mobility vision, promoting positive public health, quality of life, and economic development outcomes for the City’s seniors, disabled residents, and workforce commuters. These services will be operated with increasing effectiveness, meeting the needs of their target populations, while achieving improvements around established key performance indicators (KPI), including: . Total ridership . Operational efficiency . Operational safety . Customer satisfaction . Number of employers served . Funding support from external partners These KPI will each have a series of measures that will continue to be tracked by the City of Dublin, their operator and their partners to support continued service enhancement and achievement of program objectives. Next Steps The City of Dublin and its program partners can pursue a series of additional opportunities to improve upon microtransit program outcomes going forward. These include: . Consider adopting truly on-demand service: The 24-hour advance reservation requirement allows SHARE to align service provision for operational efficiency, but it is out of step with peer operators and may discourage potential riders. Dublin and its operator should pursue opportunities to reduce the advance reservation requirement to align with best practices, some of which are already in place in the Columbus area. . Balance funding resources with level of subsidy provided: By opting to offer these services at no charge to riders, Dublin is lowering a key barrier to use, but is experiencing program costs that may not be sustainable in the long-term without additional subsidy and partner support. The City will need to identify a balance between providing an attractive (and cost effective) service and constraining overuse, while simultaneously searching for new sources of support within the community. . Identify/elevate Senior/ADA Circulator partners: The vast majority of the Senior/ADA pilot’s ridership came from a single senior living community. As t he p rogram expands to include seniors who are aging in place, Dublin should also pursue new senior community and service agency partners who are willing to promote and support the service, both in the interest if increasing ridership and providing financial support. . Expand partnerships with employers: Free or low-cost, on-demand transportation for local employees is an under-valued resource for Dublin employers that most other municipalities do not provide. The City should increase its engagement with major

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employers in Dublin to increase ridership on the Workforce Shuttle and better establish the case for the service and the value proposition to employers. Ultimately, these relationships will need to lead to financial support for the service and other commuter benefits that increase the attractiveness and utilization of non-drive-alone travel options. . Expand service hours or supplement off-peak service with ride-hailing: The Senior/ADA and Workforce services both have limited hours of service. To serve riders at other times of day, Dublin should consider engaging with ride-hailing partners (e.g. Uber, Lyft) to provide City or other public agency-subsidized rides in Dublin at off-peak hours. Several examples of this approach are outlined in the following section on Emerging Models & Best Practices. . Diversify support in view of vulnerable funding sources: In addition to Dublin Capital Improvement Program funding, these services have benefitted from at least two other public sources of funds: ODOT’s OTP2 program and FTA’s Section 5310 funding program. These sources award annual support through a competitive application process and can be difficult to secure in successive years. Dublin should continue to evolve its microtransit program in order to exhibit a sustained case for these funding sources, while also continuing pursuit of more stable funding sources to ensure long-term viability. Examples include Columbus’s Downtown C-Pass program and the concept of a Dublin Mobility Fund (summarized in the final section of this report). . Adopt progressive parking and demand management policies: Developing and adopting new parking and demand management policies can increase demand for transit, microtransit, and other non-drive-alone travel modes in Dublin. Demand management policies in Historic Dublin and Bridge Park, at employer sites, and tied to economic development incentives can influence development projects and influence b oth e mployer practices and workforce travel behaviors. Options to pursue in this area, including commuter benefits ordinances, are further outlined in the final section of this report. . Refine KPI and continue tracking measures of program success: The key performance indicators (KPI) established prior to program launch provided a valuable set of metrics that helped the City and SHARE track and evaluate the pilot services over the course of 2019. The program partners should assess the value of these measures and others to ensure that they are collecting data that will be meaningful to the City, the service’s target audiences, program funders, and current/potential partners. . Consider a regular solicitation period for these services: The initial request for proposals (RFP) for the pilot programs was issued in September 2018. The pilot contracts were extended through December 2019 and service has continued into 2020. The City of Dublin requires that contracts in excess of $75,000 are publicly bid. Assuming forthcoming contracts for microtransit service exceed this amount, Dublin will need to issue a new solicitation for operator services, giving the City an opportunity to reinforce or re-establish program goals, service levels, reporting measures, and other expectations and deliverables with the chosen vendor. . Continue to advocate for increased COTA services: Dublin’s collaborative efforts with COTA during Phase III were a positive sign and acknowledged shared goals and outcomes. The OTP2 funding allocation will yield additional transit service in 2020 (and possibly beyond), but additional gaps in service will still exist. Dublin should continue to advocate for expanded service to and through the community, including potential future COTA Plus service expansion, akin to the service launched in Grove City in 2019 (see profile in the following section).

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EMERGING MODELS & BEST PRACTICES Microtransit Partnerships

COTA Plus | Grove City, OH In July 2019, COTA launched COTA Plus, an on-demand microtransit service intended to provide first/last-mile connections to transit stops and other major destinations in Grove City, OH. These destinations include Southpark Industrial Park (a major employer), Mid-Ohio Food Bank, COTA’s Grove City Park & Ride, Mount Carmel Grove City Hospital, and the retail corridor on SR-665. The pilot will run for one year, through July 2020. The pilot is funded through Grove City general funds and a MORPC grant, and its operating cost for the first year is $360,000. Customers can book rides on COTA Plus through the COTA Plus mobile app, developed by Via. Riders without smartphones can book rides by calling a COTA telephone hotline. Service on COTA Plus is available on weekdays from 5:30 AM to 8 PM. Trips must begin and end within the defined coverage zone shown in Figure 13, and the one-way fare is $3. This fare includes a free COTA transfer for riders who travel to the Grove City Park & Ride. COTA staff operate the service in agency-owned Ford Transit vans wait times of 15 minutes or less. COTA’s operator union contract prohibits subcontracting service for fixed-route operations. Figure 13 COTA Plus Grove City Service Zone As of November 2019, COTA Plus has served 1,619 rides, without about a third of these rides requested through the COTA Plus app.25 The average ride duration is about 8 minutes, and average trip distance is less than two miles. To promote COTA Plus, the agency’s marketing team has launched a marketing campaign that includes digital advertising, billboards, print media and social media. Agency staff are also working with local employers within the service zone to promote awareness of the service and enroll new riders in the app. COTA also coordinated with the Mount Carmel Grove City Hospital to create a voucher system that enables patients or caregivers to pay for COTA Plus rides without a debit or credit card, as many are unbanked. The Hospital has also purchased about 300 COTA Plus vouchers to distribute to low- income patients who have no other means of transportation to their appointments. Source: COTA

25 Froman, Alan. 2019, November 25. “COTA Plus Usage in Grove City Grows along with Awareness.” ThisWeek Community News. Accessed January 30, 2020. https://www.thisweeknews.com/news/20191125/cota-plus-usage-in- grove-city-grows-along-with-awareness.

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COTA and Grove City are considering a second phase of the pilot, to be launched in late 2020, in the northwestern portion of Grove City, including Downtown Grove City, a local Walmart distribution center, and various other employers. The partners are also considering adding weekend service. This expansion would cost Grove City an estimated $42,000.26

New Albany, OH: SmartRide The city of New Albany, Ohio offers the SmartRide commuter shuttle service to better connect workers to the growing number of jobs in the New Albany International Business Park. The service, which has operated for 6 years, is operated by Towne Park. It is provided in partnership with the Central Ohio Transit Authority (COTA) and aligns with #45 rush hour bus line that operates to and from downtown Columbus during morning and evening peak hours. SmartRide is free for passengers transferring from the COTA bus line at the New Albany Park & Ride lot. Figure 14 New Albany, OH SmartRide Shuttles

Source: COTA Three SmartRide routes provide five scheduled runs between Columbus and New Albany during the AM and PM peaks. The service costs New Albany an e stimated $110,000 - $120,000 to operate annually, with the City paying an additional fee to allow for use of the buses for other purposes when not in service. The service is promoted as an economic development tool that supports business growth and the roughly 15,000 employees that work in the City’s business parks. Between 20,000 – 30,000 riders use the service each year, with 2019 showing relatively low ridership at around 21,000 trips. New Albany is working with the three business parks that are served by the shuttles to generate revenues that will support ongoing operation. However, a per-acre assessment of property owners that was recently proposed to help generate a significant portion of operating costs was shelved due to lack of support. The City’s goal is to contribute around 30 percent of the cost of the service, with the remainder funded by other sources, including the business park assessments and sponsorships. New Albany is also working with COTA to examine off-peak trips to serve workers with shifts that begin before 6 AM or during the mid-day, when the #45 bus is not operating.

26 Cordle, Andrea. “COTA Plus Program Could Expand City-Wide.” Columbus Messenger (blog). January 23, 2020. https://www.columbusmessenger.com/cota-plus-program-could-expand-city-wide.html.

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Figure 15 SmartRide Operating, Performance, and Funding Characteristics Operating Characteristics Service Design Commuter Shuttle (3 routes) Running Time (Round Trip) 26-30 minutes

Number of Stops (Round Trip) 23 (3 routes) Fare (One-way) Free Service Span (weekdays) 6:15 – 8:30 AM and 3:00 – 6:15 PM Service Span (weekends) No Service Frequency (weekdays) Varies (20-35 minutes) Frequency (weekends) No Service Start-up Capital Costs Unknown Annual Operating Costs $120,000

Annual Ridership 21,000 (2019) Operating Cost/Passenger $5.70

Groveport, OH: GREAT Shuttle The City of Groveport, Ohio also partners with COTA to provide first-mile/last-mile connections between local business parks and regional bus lines. The Groveport Rickenbacker Employee Access Transit (GREAT) service is operated by Towne Park and connects local employment centers to COTA lines 22 and 24, free of charge, 7 days a week. Service hours are from 5:45 a.m. to 5:10 p.m. on weekdays, with buses arriving every 30-minutes. Weekend trips or return trips beginning later than 5:20 p.m. Figure 16 Groveport, OH GREAT Shuttle can be arranged on-demand. Additional supporters of the service include the Village of Obetz, the Mid-Ohio Re gional Planning Commission, and Rickenbacker Employee Assistance Network. The service was first launched in 2015 in response to job growth in the Rickenbacker area. Access to jobs and workforce was a primary concern for area employers and the GREAT service was viewed as a needed complement to increased COTA bus service. Much like Source: City of Groveport

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the New Albany example, the service is promoted as an economic development tool and a means for connecting regional workforce to more the 21,000 jobs and 60 businesses in the shuttle’s service area. The cost of the service is more than $490,000, annually, with roughly 70% paid by Groveport and 30% paid by Obetz. Ridership in 2018 totaled approximately 25,000 passengers, with the vast majority being weekday trips. With additional growth expected in the Rickenbacker area, Groveport and COTA are examining opportunities for expanded service and a new transit center with surrounding communities, including Columbus and Pickaway County. Groveport is considering adding a fourth GREAT route and COTA is seeking additional state funding to increase fixed route service frequency to the area to meet new anticipated rider demand. Figure 17 GREAT Operating, Performance, and Funding Characteristics Operating Characteristics Service Design Shuttle/Circulator (3 routes)

Running Time (Round Trip) 22-26 minutes

Number of Stops (Round Trip) 29 (3 routes) Fare (One-way) Free Service Span (weekdays) 5:45 AM – 5:10 PM (On-call from 8:15 – 10:15 PM) Service Span (weekends) On-call in three shifts from 5:30 AM – 9:30 PM

Frequency (weekdays) 30 minutes 5:45 AM – 5:10 PM Frequency (weekends) On-Call

Start-up Capital Costs Unknown

Annual Operating Costs $490,000 Annual Ridership 25,000

Operating Cost/Passenger $19.60

Via On-Demand Rideshare | Arlington, TX Arlington is located between Fort Worth and Dallas with a population of approximately 396,000 people. Fixed-route transit service briefly consisted of one commuter bus route known as the Metro Arlington Xpress (MAX), which was discontinued in December 2017. Until implementation of the MAX route, Arlington had the distinction of being the largest municipality in the country without fixed-route transit service. The MAX route connected the CentrePort/Dallas Fort Worth (DFW) Airport Station to downtown Arlington and the University of Texas of Arlington. Daily ridership on MAX averaged 240 trips during the first year of service, which was less than 50% of the expected 500 trips. The Arlington Transportation Advisory Committee (TAC) recommended that MAX be replaced with an on-demand rideshare system. The TAC subsequently approved a contract with Via in November 2017 to develop and operate an on- demand rideshare program.

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Via On-Demand Rideshare In December 2017, Arlington launched a one-year microtransit pilot with Via to replace MAX. The primary goal was to find a more cost-effective option of providing more coverage. When reviewing different options for replacing MAX, the TAC focused on microtransit because of its ability to offer flexible service and enhance regional mobility. Via provides subsidized rides for any trips that begin and end within the service area, which includes the downtown region and the CentrePort/DFW Airport Station in Fort Worth. The hours of operation are between 6:00 am and 9:00 pm Monday through Friday and between 9:00 am and 9:00 pm on Saturday. During select special events, Via offers extended hours past 9:00 pm. All riders are charged a $3 flat fee and customers are able to book a ride through the Via smartphone app or live support telephone line. For $15, riders can purchase a weekly pass which covers rides up to four times per day. Cash fares are not accepted, and most rides are booked using credit/debit cards linked to the Via mobile app. However, to comply with Title VI of the Civil Rights Act, Via accepts prepaid debit cards as an alternative to cash fare payment, which can be purchased with cash at local retailers. Figure 18 Arlington, TX Via Rideshare Service Area

Source: City of Arlington

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Via On-Demand Rideshare Service Characteristics Unlike ride-hailing, Via does not typically offer door-to-door service. Instead it uses a “virtual stop” model, which may cause passengers to occasionally walk no more than 500 feet to catch the nearest available van. This model allows Via drivers to avoid time-consuming U-turns or circuitous movements that may inconvenience other riders. Riders with disabilities can book wheelchair-accessible vehicles by entering a promotional code in the Via app at checkout or by letting a customer service representative know if booking by Via’s phone hotline. Unlike an agency-operated microtransit model, the City did not purchase vans being used for the On- Demand Rideshare Pilot. The vans are owned by Mercedes Benz, which in 2017 established a joint venture with Via that made available a fleet of Via Vans leased to Via Driver Partners through a third-party leasing entity. Figure 19 Via On-Demand Rideshare Service Characteristics (Arlington, TX)

Via On-Demand Rideshare Service Characteristics Weekday Span 6:00 am – 9:00 pm Weekend Span 9:00 am – 9:00 pm (Saturday Only) Number of Vehicles 15 Vehicle Type 6 passenger van One-Way Fare $3.00 Ride-hailing method Via App or telephone line Annual cost $2.1 million Via On-Demand Performance The Via pilot served more than 85,000 rides in its first year of operation. As of January 2019, there is little publicly available information on service performance. Figure 20 Via On-Demand Performance vs. MAX (Commuter Bus) Performance Metric Via Pilot (Dec 17 – Dec 18) MAX (Dec 16 – Dec 17) Service Days 312 260 Total rides 85,000 62,544 Average monthly ridership 7,100 rides 5,119 rides Average daily ridership 272 241 Average wait time 9 minutes n/a Percent ridership from repeat riders 70% n/a Average cost per trip $10.85 $11.32 Source: City of Arlington Overall, the performance of the Via pilot was marginally better than the performance of the MAX route. Although the service carried almost 20,000 additional riders, it also operated on Saturdays, which are also days when significant special events occur in Arlington’s entertainment district. Overall, the Via service was about $0.50 cheaper to operate per trip than the fixed route MAX service and carried 30 additional riders per day, on average.

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The cost of the one-year pilot was $922,500, $600,000 of which came from a Federal Transit Administration grant, and the remaining $322,500 was funded by the City. After the one-year period ended, the City Council approved a one-year contract renewal with Via, which increased the fleet from 13 to 15 vehicles and expanded the service area. The renewal costs $2.1 million, which is funded by the City ($995,000), the FTA ($807,000), and fare revenue ($300,000). The increased cost reflects the expanded service area.

Via On-Demand Ridershare | Municipal Partnership | West Sacramento, CA West Sacramento is a city of approximately 50,000 residents located west of Sacramento, on the west bank of the Sacramento River, in northern California. Fixed-route transit service in the area is provided by the Yolo County Transportation District, operating as Yolobus. . Yolobus operates five local bus routes with service to West Sacramento, Routes 35, 40, 41, 42A/42B and 240. These routes provide service to local destinations within West Sacramento as well as connections to Sacramento, Davis, Woodland, and Sacramento International Airport. Each of these routes operates on seven days a week, with the exception of Route 41, which operates Monday thru Friday. All Yolobus service is hourly. . Yolobus also operates two commuter routes with weekday-only service to West Sacramento, Routes 39 and 241. Route 39 operates four trips during the AM peak and four trips during the PM peak, while Route 241 operates two trips during the AM and PM peaks. Each of the commuter routes terminate in Downtown Sacramento. Despite its location less than one mile from transit-rich Downtown Sacramento, West Sacramento residents who rely on transit face infrequent service, inefficient and circuitous routes, and long travel times from its Yolobus service, especially in comparison to travel in private vehicles. The City issued a formal RFP in May 2017 to explore microtransit as a potential solution to supplement its poorly performing transit service. Via On-Demand Rideshare In November 2017, the City selected Via as the vendor in a public/private partnership to provide microtransit service citywide. The City initiated the Via On-Demand Rideshare Pilot to meet several mobility objectives, including expanding mobility options for residents who do not have personal vehicles, providing cost-effective service in areas where fixed-route transit is not available, operating faster and more direct routes, and providing on-demand service for ADA paratransit customers, for which the City spends $35 to $40 per trip. The most important of these objectives was to provide more cost-effective service, as many areas of West Sacramento are lower-density and do not generate sufficient ridership to justify additional fixed-route service. Per the Pilot’s service contract, Via (doing business as “NoMad Transit LLC”) provides unlimited, subsidized rides for any trips that begin and end within West Sacramento Monday through Friday, 7:00 am to 10:00 pm, and Saturdays 9:00 am to 10:00 pm. The service area consists of the West Sacramento city limits. Regular, one-way fares are $3.50 per trip, while seniors and people with disabilities receive discounted fares of $1.75. Rides can be hailed using the Via app or by calling a telephone hotline. For frequent riders, the Pilot offers ViaPass, a $15 weekly pass that provides up to four trips per day. Cash fares are not accepted, and most rides are booked using credit/debit cards linked to the Via mobile app. However, to comply with Title VI of the Civil Rights Act, Via accepts prepaid debit cards as an alternative to cash fare payment, which can be purchased with cash at local retailers.

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Unlike ride-hailing, Via does not typically offer door-to-door service. Instead it uses a “virtual stop” model, which may require passengers to occasionally walk no more than 500 feet to catch the nearest available van. This model allows Via drivers to avoid time-consuming U-turns or circuitous movements that may inconvenience other riders. Riders with disabilities can book wheelchair-accessible vehicles by entering a promotional code in the Via app at checkout or by letting a customer service representative know if booking by Via’s phone hotline. Unlike an agency-operated microtransit model, the City did not purchase vans being used for the On- Demand Rideshare Pilot. The vans are owned by Mercedes Benz, which in 2017 established a joint venture with Via that made available a fleet of 10 Via Vans leased to Via Driver Partners through a third-party leasing entity. The Pilot has received $749,000 in funding for the one-year pilot period. Funding for the Pilot is provided by the West Sacramento City Council, using $600,000 from local Transportation Development Act funds (a combination of State Transit Assistance and Local Transportation Funds) and a $150,000 Sacramento Council of Governments TDM Innovation Grant. The city council approved a contract amendment increasing the project budget to $839,000 by relinquishing an additional $90k in fare revenue to Via. Figure 21 Via On-Demand Rideshare Service Characteristics (West Sacramento, CA) Via On-Demand Rideshare Service Characteristics Weekday Span 7:00 am – 10:00 pm Weekend Span 9:00 a.m. – 10:00 p.m. Saturday Only Vehicle Type 6 passenger van One-Way Fare $3.50 Adult/ $1.75 Senior & Disabled Ride-hailing method Via App or telephone line Annual cost $839,000 Via On-Demand Rideshare Performance As a condition of the Pilot, the City Council requested monthly reports on its service performance, ridership, and any proposed service modifications. The most recent report covers the first five months (21 weeks) of the partnership between May 14, 2018 and February 11, 2019. As of February 2019, 47,700 trips have been completed on the service, and average daily ridership ranges between 300 and 400 rides per day – nearly double original predictions. Figure 22 Via On-Demand Performance vs. Yolobus (Demand Response) Performance Metrics Via On-Demand (5/2017 – 2/2018) Yolobus Demand Response (2017) Total Rides 47,680 27,067 Operating Cost $629,250 $1,700,000 Operating Expense Per Trip $13.20 $62.87 Percent Shared Bookings 67% N/A Percent Shared Rides 49% N/A The Pilot has so far been most popular between the hours of 10 AM and 2 PM, an unusual pattern given that most transit demand is highest during the AM and PM commuting peaks. The most common rider pickup and drop-off points are generally commercial centers, civic buildings,

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schools, and some major employers. These include several locations suggesting that a number of Via users are crossing into Sacramento using another mode. Via’s customer survey includes several rider comments urging the Pilot to provide improved connections to Sacramento. A number of challenges with the Pilot have emerged. Via’s subcontracted Support Line vendor provided poor customer service at the outset of the pilot, and particularly during the morning commute hours when call volumes were most frequent. Via changed vendors in October 2018 to remedy this issue. Additionally, Via’s “Virtual Stop” model presents issues for some seniors with mobility issues and people with disabilities. Via is working to develop a solution allowing users to customize their Via profiles so that Via riders with known disabilities or mobility issues will automatically receive door-to-door service. Overall, the Via On-Demand Rideshare Pilot has been successful in expanding mobility for seniors and transit dependent populations. Preliminary ridership results indicate that microtransit is especially effective at serving shorter trips under 5 miles between major destinations. In contrast to early ride-hailing companies, microtransit operators like Via have developed more refined approaches to compliance with regulations such as ADA and Title VI. Successes . Improved mobility for Seniors and transit dependent persons . Lower cost per ride compared to ADA/Paratransit trips provided by Yolo County Transportation District . Via Pass provides an affordable option for frequent users Challenges . Poor quality of subcontracted customer support call center . Walking to “virtual bus stops” is not feasible for some riders . Customers would like connections beyond city limits Ride-Hailing Partnerships Ride-hailing services are typically offered by drivers registered with a transportation network company (TNC) who operate personal vehicles than can be booked through the use of personal smart phones. The potential for ride-hailing services to provide first/last mile transit access, reduce parking demand, and address localized mobility gaps stimulates partnership interest from employers, developers, cities, and transit agencies. Transit agency interest can stem from the need to serve the riding public in places or at times of day that are difficult to serve with fixed-route transit (such as for lower density first-/last-mile connections or late-night service). These partnerships can make transit a more viable travel mode, by either expand existing transit service coverage area or replace existing underperforming routes with more customized service.

COTA Mainstream On-Demand | Greater Columbus, OH In May 2019, COTA launched a pilot service with UZURV to provide non-ADA trips for some of its riders who qualify for Mainstream, the agency’s ADA paratransit service. COTA was motivated to work with UZURV, an “adaptive TNC” that specializes in serving people with disabilities and older adults, after following GRTC’s Care On-Demand partnership described below. COTA’s new management leadership has also expressed strong support for agency staff to test innovative service delivery concepts. UZURV provides its drivers with required elements of ADA paratransit service (e.g. more rigorous background checks, drug/alcohol testing, and sensitivity training) and

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offers wheelchair-accessible vehicles, neither of which are consistently available from Uber or Lyft. Like other TNCs, UZURV drivers are contractors who provide their own vehicles. Eligible ADA riders can book same-day or advance reservation trips, with at least 2 hours’ advance notice required for trip reservations. Like GRTC, COTA wanted to provide a same-day mobility option for its ADA paratransit customers (the Mainstream ADA paratransit system requires 24 hours’ notice), and also to adopt a more cost-effective service model for ADA customers. The partnership took about one year to develop. Most of COTA’s preparations prior to the launch of the service involved educating its ADA customers on the process to hail same-day service through UZURV. This effort consisted of a marketing campaign through print and digital materials as well as open house-style events. There was no formal procurement process in this pilot. COTA’s prime contractor for its Mainstream ADA paratransit service, First Transit, is scoped to subcontract portions of its service as needed to operators such as UZURV. As of late 2019, UZURV appears to be the only TNC that specializes in serving people with disabilities and older adults. COTA’s union contract with the ATU prohibits the agency from sub-contracting service on fixed-route operations. While this did not affect the Mainstream On-Demand pilot, it requires general public microtransit services such as COTA Plus to operated in-house. Mainstream On-Demand is considered a supplemental service to ADA and is therefore not subject to FTA regulations such as Title VI or ADA, as is Mainstream. As with other TNCs, riders using Mainstream On-Demand must pay their fare with a credit or debit card. Prepaid debit cards are also accepted, a condition that enables the pilot to comply with Title VI regulations for unbanked passengers. Riders who become eligible for Mainstream ADA service are automatically also eligible for Mainstream On-Demand. Non-ADA trips on Mainstream On-Demand cost $5, compared to $3.50 on Mainstream.27 These fares apply to trips between zero and five miles, plus an additional $1 per every additional mile after the fifth mile. Unlike other TNCs, riders request rides through a dedicated call center, a similar process to the Mainstream ADA service. Wheelchair-accessible vehicles are available on Mainstream On-Demand, though UZURV generally contracts these vehicles from local non-emergency medical transportation providers (NEMT). These trips typically cost $50 per trip to operate, significantly higher than for other vehicle types (the typical Mainstream On-Demand trip costs about $27). Mainstream On-Demand currently serves about 2,500 trips per month, and about 22% of these trips occur on wheelchair-accessible vehicles. COTA is highly pleased with the preliminary results of Mainstream On-Demand. Average Mainstream On-Demand door-to-door trip time is about 20 minutes, compared to 30 minutes on Mainstream. The average customer fare is about $7.50, and the average trip distance is 10 miles. The program’s cost-per-ride is about $27, compared to $36 for core ADA service, Mainstream. As a result of this performance, COTA made the Mainstream On-Demand program permanent in October 2019. There is currently no UZURV app for riders, though COTA seeks to develop one in mid-2020. COTA also seeks to reduce the trip reservation window requirement from 2 hours to just one hour. UZURV has established a national service agreement with Lyft to cover any unfulfilled trip requests it cannot accommodate. Typically, this applies to about 5% of Mainstream On-Demand trip requests.

27 The ADA prohibits agencies from charging more than double the fare of fixed-route service for ADA paratransit (Mainstream), though this has no bearing on Mainstream On-Demand, a supplemental service.

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As with COTA’s Mainstream service, Mainstream On-Demand service is limited to origins and destinations that are within ¾ mile of a fixed-route COTA bus service. COTA recommends that any addresses that are beyond this distance communicate with them to determine the closest available route and location that is eligible for service. Customer feedback for Mainstream On-Demand has been positive so far, and COTA has received the following testimonials: . “The ride time is a lot shorter. It gives me the option to go a little further when I shop or to visit an area I normally don’t go.” . “I think it’s awesome that COTA has a new program. I like the flexibility of it. I think the two-hour advance booking is exciting.” . “They’ve got things really structured so it’s easy to schedule, cancel, or will-call.”

CARE On-Demand | Transit Agency Partnership | Richmond, VA Greater Richmond Transportation Commission (GRTC) partnered with two hybrid network companies that provide transportation service, including accessible service. ADA riders can book same-day or advance reservation trips. GRTC wanted to provide another mobility option for its ADA paratransit customers and also to help steer the increasing demand for ADA paratransit to a service more cost effective than ADA paratransit. GRTC reached out to several other transit agencies that had implemented ADA paratransit alternatives with TNCs to learn about their experience. Additionally, one of the transit agency’s senior managers brought direct experience with a same-day taxi- and sedan-based service for ADA customers from a prior position in a different city. In developing its pilot, GRTC was very focused on ensuring compliance with ADA and Title VI requirements following FTA guidance. The transit agency contacted its FTA Regional Office for further guidance. GRTC was then deliberate in including ADA and Title VI requirements in its procurement document for the pilot, in particular, including a requirement for a call center and accessible vehicles. GRTC’s planning efforts explored use of taxis and the “traditional” TNCs for the same-day service. Taxis did not seem a feasible option given the local taxi industry, and the TNCs did not seem interested in providing a call center, a feature GRTC specifically required. GRTC negotiated agreements with two “reservation network companies.” The first, UZURV (founded by two Uber drivers and based in Richmond) provides a call center and a mobile app. Since late 2017, UZURV has transitioned to a TNC, calling itself an “Adaptive TNC.” The company has characteristics of a “traditional” TNC but also meets certain ADA requirements, e.g., providing all drivers with ADA and sensitivity training and providing door-to-door service when needed by riders. The second company, RoundTrip (co-founded by a Richmond resident and Virginia Commonwealth University graduate), is a web-based reservation service and has agreements with transportation providers in its network to serve the requested trips, including over 15 with accessible vehicles. This second company is formally known, per Commonwealth of Virginia regulations, as a Transportation Broker/Dispatcher. ADA eligible customers can contact either of the two companies for a same-day trip at least two hours in advance. Trips can also be booked up to 30 or more days in advance. Customers can request favorite drivers, at least with UZURV. Service includes door-to-door assistance if needed by the customer. A Personal Care Assistant (PCA) rides without charge, and companion(s)—on a space available basis—also ride without charge. The customer pays the first $6, with GRTC paying up to an additional $15. If the trip costs more than $21, the customer pays the remainder. The

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companies charge for trips based on mileage and the cost to the customer is also subject to an additional charge for peak time-of-day demand. Data Sharing . GRTC identified data and documentation requirements in its RFP and reports that the two companies provide the required information on a monthly basis. The information is needed for reimbursement. . According to the RFP for the pilot, the data and documentation include, among others: − Customer information including the GRTC Client ID number − Number of companions − Full pick-up address with phone number − Destination address − Starting and ending mileage − Money collected from the customer and total trip cost − Daily dispatch log, which shows all program reservations taken, cancelled, dispatched and no-shows − Complaint log, which identifies customer complaints received directly and through GRTC customer service as well as the complaint resolution . The main indicator of success is percentage of total trips by ADA customers taken on CARE On-Demand, with the original goal of 10%. As of April 2018, approximately 1,500- 1,600 trips were completed, representing 7-8% of total ADA paratransit and pilot monthly ridership. GRTC also tracks miles, hours, and ridership. Regulatory Considerations . GRTC was careful to address the regulatory requirements of ADA and Title VI in the planning and design of its pilot. Marketing/Outreach Methods . GRTC’s marketing department has worked with the two companies to advertise and market the pilot. Efforts included information on the transit agency’s website and through social media as well as flyers and a mailing to ADA paratransit customers. . More recent marketing has been word of mouth in the community. Project Wins . GRTC is pleased with the pilot. . The pilot is diverting ADA paratransit demand and cost: GRTC’s cost for the pilot trips are a maximum of $15, while ADA paratransit trips cost, on average, about $30. Areas of Further Development . GRTC is looking at some possible synergies that may exist with the current ADA paratransit program and the pilot program. Lessons Learned . GRTC believes that the time it took to plan the pilot, including careful research to ensure compliance with ADA and Title VI requirements, and the additional time to conduct the procurement and contracting process were important in launching a successful pilot. As the transit agency stated, “We did our homework.” . The transit agency also reports that its pilot benefitted from a slow and gradual build-up of ridership, allowing GRTC to gain experience and learn from that early experience. . Information for eligible customers about the cost of trips should have been more explicit, specifically that the cost is not determined only by trip mileage but it can include an

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additional charge at certain times due to increased demand. There was some confusion in the early months about trip costs as customers did not understand that the cost for the same trip could vary.

Go Dublin | Transit Agency Partnership | Dublin, CA 28 LAVTA is a suburban Bay Area transit authority looking to provide residents an easy, affordable transit solution. Wheels (operator within LAVTA network) pays for 50% of the rider fare (up to $5) for shared TNC trips that start and end in Dublin on UBER, Lyft, and DeSoto Cab Company. Due to declining bus ridership, LAVTA completed a comprehensive review of its Wheels fixed- route bus system in the summer of 2016. Bus routes that did not meet productivity thresholds were eliminated, leaving less populated areas in Dublin with limited transit service. LAVTA developed the GoDublin! pilot to provide residents with affordable on-demand transportation and to increase access to the Dublin BART station and Wheels Transit Center. LAVTA initially explored other options, such as mini buses, to replace routes with low ridership. However, LAVTA ultimately entered a contract with Uber and Lyft, the only TNCs in the area, due to their popularity with customers. The DeSoto Cab Company, which has its own ride-hailing app, was selected as a third vendor to provide wheelchair-accessible rides and allow for cash payment and ride requests by phone. Although LAVTA intended to launch the pilot in August 2016 to coincide with service changes, contract negotiations delayed the launch by five months. The program was scheduled to end in June 2018, but was extended to June 2019 to allow more time to evaluate the program and analyze trends. GoDublin! uses ge ofencing technology to provide a 50% discount (up to $5.o0) for trips that start and end within Dublin city limits (a six-square-mile region). Only shared rides booked through UberPOOL, Lyft Line, or DeSoto Share are eligible for the promotion. Customers who do not have access to a smartphone, wish to pay in cash, or are in need of a wheelchair-accessible vehicle can request rides by calling the DeSoto Cab Company. Data Sharing . Each provider shares different datasets.29 While all data is anonymized, datasets differ in the level of detail and type of reporting. Due to the variation in data received, LAVTA has encountered challenges with comprehensively evaluating the program. . LAVTA hired a consultant to evaluate the pilot and help determine if program continuation past June 2018 is warranted. . Indicators of success include average cost per trip, total ridership, and origin and destination info. LAVTA staff had anticipated an average monthly ridership of 1,500 and trip cost of $5.00. Although the ridership estimate was initially met, technical complications with a provider’s discount code contributed to a significant decrease in ridership. Average ridership was approximately 1,000 and trip cost, $3.07. The most common trip pairings were to and from neighborhoods to BART stations, which confirmed that most customers were using the discount for its intended purpose of providing access to transit centers.

28 http://www.wheelsbus.com/godublin and knowledge from previous work with LAVTA. 29 The data shared by each partner is provided in LAVTA RFP No. 2017-15, Consulting Services to Evaluate Go Dublin Program. Available online at http://www.wheelsbus.com/wp-content/uploads/2017/07/RFQ-RFP-for-Go-Dublin- Consulting-Work-w-HB-edits.pdf.

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. LAVTA hopes to obtain data on shared rides in order to determine the amount of trips that have multiple passengers traveling to a similar destination. Regulatory Considerations . LAVTA was able to address ADA and Title VI concerns by partnering with the DeSoto Cab Company, which has a call-in request system, can process cash payments, and has wheelchair-accessible vehicles in its fleet. In initial testing, WAV service was not guaranteed, so LAVTA renegotiated its contract with the DeSoto Cab Company to guarantee service. The agreement stipulated that LAVTA would pay $225 per WAV trip as a way to ensure similar response times to Uber and Lyft. One year into the pilot, the transit agency had not received any complaints regarding the responsiveness of WAVs. . LAVTA’s labor unions initially raised a concern that the partnership would replace union workers, but the pilot did not reduce service hours in the fixed-route network. The goal was to focus the transit agency’s existing resources on routes with higher ridership and rely on TNCs to serve areas where LAVTA is not competitive. Marketing/Outreach Methods . Although Uber and Lyft offered to assist with outreach and provide marketing materials, they were resistant to showing their logos side by side. As a result, LAVTA primarily developed marketing and outreach materials, which show Uber, Lyft, and DeSoto’s logos together. Project Wins . Weekday ridership for LAVTA has increased since the pilot launch, though LAVTA is uncertain if this is due to the partnership or other improvements it made to the system concurrently. Areas of Further Development . Customers access the GoDublin! promotion by inputting a promotion code manually. Uber, Lyft, and DeSoto notified app users of the promotion through in-app messaging. As a result, LAVTA has often been removed from direct customer engagement. The transit agency is unable to determine whether participants of the GoDublin promotion are existing TNC users or had been transit customers of discontinued transit service. Lessons Learned . Coordination between three different providers with varying platform specifications requires strong program management. . Marketing efforts require a notable time investment to coordinate. Preferences for logo usage, and outreach, for example, vary by company. . Though data privacy was not a motivation for hiring a third-party to conduct program evaluation, doing so could result in a more meaningful analysis as private firms may not subject to public records requests and TNCs could therefore be more willing to share data.

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Figure 23 GoDublin (Dublin, CA)

Source: LAVTA

Car-free Living Program | Developer Partnership | San Francisco, CA30 Parkmerced is a newly constructed residential development in southwestern San Francisco. It offers high-rise apartments for rent and townhomes for sale. It includes off-street parking on site, however parking spaces are sold or leased separately from housing units, and there is an effort to reduce residents’ need for owning and parking a car. As such, the development has a “Car-free Living” program in which it offers residents $100 per month for transit, car share (via Getaround), or Uber trips. ParkMerced uses an online portal where residents can purchase these transportation products. In partnership with Uber, the property manager offers residents a $5 flat fee for trips to nearby transit stations. The $100 monthly credit does not expire, so any money unused rolls over to the following month. During the first year following the program’s launch, in 2017, tenant occupancy increased 9% while parking demand remained stable. 31 Over 1,000 of ParkMerced’s residents (about 11% of the project’s total residents) are enrolled in this program.32 Figure 24 Parkmerced Car-Free Living Website

Source: Parkmerced

Palo Alto TMA | TMA Partnership | Palo Alto, CA Downtown Palo Alto is a vibrant commercial district and destination with restaurants, retail, and office space. Parking is a scarce resource downtown, with both commuters and visitors competing for spaces. The Palo Alto Transportation Management Association (TMA) provides an “after hours” Lyft subsidy for low-income33 commuters who live near Palo Alto and arrive at work

30 https://www.parkmerced.com/carfreeliving 31 Galdes, Camille. 2017. “Ride-Hailing Becomes a CRE Amenity.” NAIOP Commercial Real Estate Development Association. Fall 2017. https://www.naiop.org/Magazine/2017/Fall-2017/Business-Trends/Ride-hailing-Becomes-a- CRE-Amenity. 32 https://www.maximusrepartners.com/parkmerced-partners-getaround-expands-car-free-living-program/ 33 Defined by the TMA as a person living in a household making $70,000 per year or less.

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before 6 a.m. or leave after 8 p.m. Additionally, the TMA provides free transit passes to low- income workers and collaborates with Scoop and Waze Carpool to facilitate and incentivize carpool trips into the downtown Palo Alto area for all employees. The Palo Alto TMA surveys Downtown workers’ commute mode and found that service workers had the highest drive-alone rate of any employment sector, at about 70%. Given the high cost of living along the Caltrain corridor, as well as off-peak or irregular schedules, many service workers drive to work. Providing an after-hours Lyft subsidy when transit service is limited or infrequent allows employees to take transit more often, freeing up parking spaces for visitors/patrons and reducing traffic. The after-hours Lyft program provides a subsidy of up to $10 per trip, for up to 15 trips a month, amounting to a maximum annual subsidy of $1,800 per eligible employee. This volume of trips accounts for less than half of all monthly commute trips for a typical, full-time employee, and therefore encourages riders to use Lyft as a backup option and transit as their primary commute mode. Figure 25 illustrates the geographical limits of the after-hours Lyft program. To be eligible, an employee must work in downtown Palo Alto (the map on the right) and also live in “Greater Palo Alto Area” (the map on the left). Employees who do not own a smartphone can call a dispatcher to get a ride. Figure 25 Geographical Limits of Late-Night Lyft Program

Source: Palo Alto TMA http://www.paloaltotma.org/wp-content/uploads/2016/10/greater-palo-alto-area2.jpg The TMA provides both marketing support and financial support to the program. Palo Alto TMA's after-hours Lyft program costs $2,028 annually per participant, inclusive of marketing, administrative, and direct subsidy costs. The program has between 11-20 active users a month and an average cost per trip of around $8. Active users take 10-11 trips per month, on average. This program demonstrates how a targeted ride-hailing partnership complements other TDM efforts, making transit and carpooling more viable for more people’s commute. This type of targeted program is relevant to Dublin employees or work sites with irregular schedules who commute when transit service is infrequent. However, the program serves a low overall number of people and has limited capacity to shift trips from drive-alone compared to other strategies such as circulators or bike share.

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SHARED MICROMOBILITY BACKGROUND Dublin Mobility Phase II explored the viability and local considerations for implementation of a bike share system in Dublin. At the time, dockless bike sharing was a relatively new service option and electric bikes and scooters were just arriving in cities across the country. Dublin developed an operating relationship with Lime (formerly known as LimeBike) in 2018 and executed an 8-month dockless bike share pilot program. The industry continued its rapid evolution during that period and in the 12 months since the pilot ended and new opportunities are now being considered in Dublin. This section of the report will provide a brief overview of the pilot program outcomes and will re-establish the context for “shared micromobility” in Dublin, including considerations around docked and dockless bike share and electronic bikes and scooters. Over the past several years, these services have rapidly proliferated in cities across the country, offering a wealth of new options and potential benefits to users of all types. Between 2017-2018 alone, the number of trips on these devices grew from 35 million to 84 million.34 In less than 10 years, the number has grown exponentially, starting with just under a half-million trips in 2010, when the first of the current generation of docked bike share systems opened in Minneapolis and Denver. Figure 26 Growth in Shared Micromobility Trips, 2010 – 2018

With that growth, has come an evolution of the industry, with dockless bicycles, e-bikes, and e-scooters grabbing larger shares of the market, while some traditional “docked” systems have experienced either slowed growth or declining ridership. The vast majority of these trips are in the largest markets, including New York City, Chicago, and Washington, DC.

34 NACTO. “Shared Micromobility in the U.S.: 2018.” Accessed online at: https://nacto.org/shared-micromobility-2018/.

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The most remarkable trend in the past 12-18 months has been the dramatic growth of dockless, e- bikes, and e-scooters, which account for the more than doubling in total trips between 2017-2018. These services and vehicle types have expanded a) the number of communities with programs on the ground, b) the quantity of vehicles, c) the geographic distribution of vehicles, d) the affordability of use, e) the types of trips that are taken, and d) the accessibility for certain user groups. In Ohio, there were nine communities with active shared micromobility systems on the ground in 2019, including more than 170 hubs and 3,000 devices.35 These figures do not include dockless e- scooters. Several more (including Dublin) have active or recently concluded pilots. While scooter share has been slower to materialize in Ohio, the number of vehicles grew throughout the year as communities either passively welcomed them or actively developed permitting programs to regulate their arrival and operation. They have become increasingly popular in cities like Columbus, Cincinnati, and Cleveland and on college campuses across the state. Figure 27 Link Dayton Users Cycling on Brown Street

At the state level, two pieces of legislation moved forward in 2019 that impact the operation of shared micromobility programs in Ohio. The first, Ohio House Bill 250, became effective in March 2019 and established electric bicycle regulations for all of Ohio’s communities. However, individual communities may pass their own legislation to further regulate or permit e-bikes locally. The new law defines e-bikes as a unique class of vehicle that is separate from other motorized vehicles. It further establishes three classes of e-bikes, who may operate them, and where they may be operated.36 In September 2019, Dublin City Council approved ordinance 45-19, which included updates to Dublin’s Codified

35 As of Q1 2020, these communities include Cleveland, Toledo, Dayton, Columbus, Cincinnati, Oxford, Canton, Blue Ash, and Kent. 36 The Ohio Legislature. “House Bill 250.” Accessed online at https://www.legislature.ohio.gov/legislation/legislation- summary?id=GA132-HB-250.

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Ordinances to align with the new State law. Of note, the code now explicitly states that class 1 and 2 electric bicycles are permitted to operate as bicycles do within the roadway and on share-use paths (with the exception of mountain biking, hiking, and equestrian paths), but that class 3 bicycles may not. The second, House Bill 295 would establish requirements for “low-speed electric scooters” and is currently under review by the Ohio Senate’s Transportation, Commerce and Workforce Committee.37 During the second half of 2019, several micromobility operators such as Lyft, Bird, and the operator of Dublin’s dockless bike share pilot, Lime, have ceased operating in central Ohio to focus on more profitable markets. The ongoing costs of operating a micromobility system – such as charging electric devices, redistributing devices from low-demand zones to high-demand zones, repairing and replacing broken devices, providing software and technical support, and operating customer service hotlines – can easily exceed revenues earned from user fees in lower-density settings. Typically, micromobility operations are only profitable if rider utilization exceeds one ride per device per day, and many ope rators aim for utilization of at least 1.5 to 2 rides per device per day.38

The Dublin Mobility Phase II report included the following summaries of docked and dockless system advantages and challenges: Figure 28 Advantages and Challenges of the Dock-Based Systems Advantages Challenges/Issues . Proven technology backed by several years of . Capital costs can be significant performance data . Less flexibility in where users can dock bicycles . Operators tend to have deep experience and (relies on dense network of stations) understanding to ensure smooth operations and . Can require substantial rebalancing effort with high responses to issues commuter use during peak periods . Docks and kiosks provide high-visibility advertising . Potential for proprietary issues with docks, bicycles, space and technology equipment (e.g. kiosks, mobile apps, . Docks are clearly identifiable for wayfinding and etc.) access/use . Wireless internet connectivity outages and solar . Iconic, predictable, and reliable station locations power disruptions can interrupt an entire station . Familiar to tourists from other cities . May be less suitable for a lower-density setting with fewer prominent trip generators . GPS technology can be added on bikes for an additional cost Considerations for Dublin . Availability of existing vendor expansion . Level of interest from potential sponsors . Feasibility of dock-based model in Dublin land use and transportation context . Availability of dedicated space for station infrastructure . Existing bicycle network and proposed improvements relative to bike share service area . Seasonal issues that impact rider behavior and bike network conditions (think snow)

37 The Ohio Legislature. “House Bill 295.” Accessed online at https://www.legislature.ohio.gov/legislation/legislation- summary?id=GA133-HB-295. 38 Sole, Sarah. 2019, May 20. “Full Story: Lime Changing Gears on Bikes in Central Ohio.” ThisWeek Community News. Accessed online at https://www.thisweeknews.com/news/20190212/full-story-lime-changing-gears-on-bikes-in-central-ohio.

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Figure 29 Advantages and Challenges of Dockless Bike Share Systems

Advantages Challenges/Issues . Flexible fleet management for operators . Relies on use of a mobile app, creating equity issue . Flexible, modular hub design can include kiosks, . Less control over system balancing, with the risk of map/advertising panels, or standard racks bikes cluttering up popular return locations, being . Lower capital costs (between 25-50% cost savings) abandoned, or returned too frequently in low- compared to traditional bike share demand locations. . Lower cost to implement and maintain by removing . Reliance upon start-up providers lacking track the need for docking stations and reducing the record of reliability/longevity amount of kiosks in a system . Potentially costly wireless connectivity fees as the . Easier system expansion/contraction, or service number of internet connections scales directly with area adjustment, as demand and utilization evolves the fleet size (direct impact on operating cost) . Lower user costs encourage greater use . 3G wireless internet connectivity outages can . Eliminates risks linked to imbalanced trips: stations disrupt an entire fleet rather than one hub location that lack bikes or docks to return bikes. . Coordination with bike share programs in . Can reduce need to actively rebalance system, if neighboring communities that use a traditional user incentives prove effective model Considerations for Dublin . Potential cost savings over docked model for both users and system sponsors . Offers a point-to-point, flexible mobility option . Potential for CoGo expansion to Dublin could negate need for dockless system . Existing bicycle network and proposed improvements relative to bike share service area . Availability of operational funding for bike share is unclear . Seasonal issues that impact rider behavior and bike network conditions (think snow) . Uncertainty in new bike share systems/operators who rely on user fees for operations DUBLIN LIME PILOT The City of Dublin formed a partnership with Lime in Q1 of 2018 through a Memorandum of Understanding (MOU) that specified a service level agreement for the pilot’s duration. The MOU articulated that the City’s primary goals for the pilot were to provide safe and affordable multi-modal transportation options to all residents, reduce traffic congestion, and maximize carbon-free mobility for employees and visitors. The MOU granted Lime the sole and exclusive right to deploy a minimum of 250 shared, dockless bikes in the public right-of-way, with an incremental increase or decrease, based on demand, with the City’s permission. The City supported the pilot by installing bike racks and painting bike parking spots to ensure the orderly parking of bikes throughout the City. Lime agreed to repair and replace broken or damaged bikes, rebalance the fleet to ensure bikes are available various Dublin neighborhoods, and bear all system maintenance costs to meet its service level agreement. Additionally, Lime was required to submit a monthly data report to the City consisting of the following: . Location of Bikes . Anonymized trip data for completed trips . Number of rides for the previous month . Anonymized and aggregated data on the routes taken by Lime bikes . Safety reports on any crashes involving Lime bikes. . Aggregated repair information on Lime bikes by type of repair.

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Figure 30 Lime Pilot Parking Zones and Users Unlocking Bikes

The pilot launched on May 5th, 2018 with 100 bikes and a goal of expanding to 250 bikes, as specified through the service level agreement, though the targeted number of vehicles was not attained. The pilot initially included conventional bikes, from May through September 2018, then expanded to include a selection of Class II, pedal-assist e-bikes in October and November 2018. The pilot ended in December 2018. On conventional dockless bikes, the pilot served 4,083 rides and 2,330 unique riders over its seven months of operations. The total distance traveled of these rides was 4,537 miles, with a median trip distance of 0.6 miles and a median trip time of about 18 minutes. During October and November 2018, when e-bikes were available, there were 67 unique riders who took 127 rides, with a median trip distance of 0.4 miles and a median trip time of about 12 minutes.39 As shown in Figure 33, most riders did not use the system frequently, with most unique riders having completed fewer than three trips over the life of the Lime pilot. Weekly Lime ridership was relatively robust from May through July 2018, with more than 600 rides per month (see Figure 32). However, ridership declined considerably, to below 300 rides per month by October 2018. By another key performance indicator, utilization, the pilot performed considerably below expectations. Utilization never exceeded 0.3 rides per bike per day for any monthly period, as shown in Figure 31, well below the commonly held industry threshold of 1.0 rides per bike per day.40 Figure 31 Monthly Lime Bike Utilization – Rides Per Vehicle Per Day

39 Trip data is derived from the Lime data dashboard, but it should be noted that anomalies were present throughout the pilot relative to GPS mapping of individual trips. Trip distance data, in particular, may not reflect actual use. 40 It should be noted that Lime’s national business model was evolving as the pilot proceeded, with a transition away from conventional bicycles to e-bikes and e-scooters. With e-bikes slow to arrive and e-scooters not permitted in Dublin, Lime’s level of service and attention waned, ultimately leading to a shorter duration (8 months) than originally anticipated.

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Figure 32 Monthly Lime Ride Volumes – Rides Per Month

Source: Lime Data Dashboard

Figure 33 Lime Data Dashboard (October 2018)

Source: Lime Data Dashboard Per the service level agreement, Lime provided the City with anonymized GPS data for completed trips, as shown in Figure 34. While the precise magnitude of travel demand is unspecified, these line segments highlight the relative intensity of trips taken on Lime vehicles as they were distributed across the local roadway network. This data indicates relatively high intensity of use in the Bridge Park district, Historic Dublin, and near the Dublin Recreation Center and Kaltenbach Park. Bridge Park and Historic Dublin are both mixed-use neighborhoods featuring relatively high densities of retail and civic destinations, making them most suitable to bike share. Dublin Recreation Center and Kaltenbach Park are both locations with well-maintained off-street paths that are proximate to residential ne ighborhoods and are conducive to recreational cycling.

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Figure 34 Lime Trip Route Intensity – October 2018

Source: Lime Data Dashboard IMPLEMENTATION & FUTURE CONSIDERATIONS The City of Dublin continues to support micromobility initiatives as a means of offering residents, employees, and visitors a healthy, convenient, and sustainable transportation option. Dublin City Council approved a one-time allocation of $220,000 in Capital Improvement Program (CIP) funds to support docked bike share system expansion and an additional $50,000 per year to support program management from 2021 - 2024. The assumption at this point is that the system would be an expansion of Columbus’ CoGo bike share program, which is operated by Motivate. This expenditure will need to be competitively procured, per City procurement policies. City staff have been in discussions with CoGo with respect to station requirements (space, fixtures, movability, etc.), but the expansion remains unclear. Several suburban Columbus communities were successful in applying for MORPC funds through joint application for CoGo expansion in recent years. Dublin may seek similar funding for this purpose with adjacent communities (e.g. Hilliard, Upper Arlington, and Columbus). City staff have also been in discussions with ROAM bikes, a Columbus-based micromobility operator, about launching in Dublin and Columbus. A memorandum of understanding (MOU) us currently in development, with a projected 50-bike pilot to focus around the Bridge Park and Historic Dublin areas. ROAM operates electric-assist, dockless bikes and they plan focus their marketing strategy around partnerships with local hotels and businesses. While the City has discussed options to permit an e-scooter operator in the future, stakeholders concluded that Dublin’s roadway network is currently unsuitable for this mode and that local ordinances would need to be altered to legalize e-scooters on public roads and pathways.41 Stakeholders have recommended that the City maintain their current position on e-scooters, but are leaving open the possibility of a future program. In the long-term, viability of these programs will hinge upon cross-sector collaboration to promote, operate, manage, and maintain shared micromobility services. The City’s leadership in engaging operators and end users will continue to be critical successful outcomes that meet the needs of all parties. Further, the City must continue to address gaps in their network of high-quality bicycle infrastructure that discourage cycling between local destinations and to adjacent communities.

41 Rental e-scooters are currently not permitted in Dublin and they are technically not allowed on shared use paths. E-bikes are allowed up to class 2 (no class 3), per statewide legislation and Dublin’s 2019 code update.

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COMPLETE STREETS BACKGROUND Complete Streets are a core component of the Dublin’s mobility strategy. Complete Streets are defined as roadways that provide an integrated, balanced, and safe transportation network for all road users, regardless of how they get around. Broadly, a Complete Streets policy provides a framework of policies, implementation guidelines, and regulatory mechanisms ensuring that all new investments in public roadways enhance the safety and mobility of all road users. The City of Dublin passed a Complete Streets Resolution in June 2018, recognizing the importance of these principles in planning and construction projects toward meeting the City’s mobility, economic, health, and sustainability goals. The City’s resolution builds upon regional Complete Streets efforts by the Mid-Ohio Regional Planning Commission (MORPC) and neighboring communities, including Hilliard, Worthington, and Columbus. IMPLEMENTATION & FUTURE CONSIDERATIONS A Complete Streets re solution is the first legislative step toward rebalancing Dublin’s transportation planning and decision-making process so that the needs of all road users are given equal consideration, regardless of their mode of travel. Phase 2 of the Mobility Plan recommended that Dublin take further steps to ensure that these principles are integrated into future plans and projects. These include developing clearly delineated supporting policies, design guidelines, enforcement mechanisms, and evaluation tools, such as those outlined below, that advance the City’s mobility objectives. These efforts require coordination across public agencies and with private development partners. Integration with the City’s land use and development policies and the region’s transportation investment priorities will also help achieve maximum impact. When paired with policies and re gulations that effectively manage parking, encourage transit-oriented development and promote higher densities of development, the Dublin’s Complete Streets resolution can be an effective tool in achieving the community’s broader mobility vision. Smart Streets In May 2019, MORPC adopted the nation’s first “Smart Streets” policy, aimed at integrating emerging digital technologies and intelligent transportation systems into the region’s infrastructure network. According to MORPC, “The policy seeks to incorporate the Smart Streets concept into the planning, programming, scoping, design, implementation, maintenance, and performance monitoring of all transportation infrastructure projects awarded funding through MORPC.”42 MORPC recommends local adoption of Smart Streets policies to advance shared goals, including connectivity, flexibility, interoperability, and equity. Successful implementation stands to improve traveler safety, reduce congestion, increase system efficiency, and deliver services more effectively in Central Ohio, while improving overall quality of life. The City of Dublin passed a resolution in support of the policy in October 2019, acknowledging their role in MORPC’s Smart Region Task Force and related efforts. The resolution directs City departments

42 Mid-Ohio Regional Planning Commission. “MORPC Approves Smart Streets Policy.” Accessed online at http://www.morpc.org/news/morpc-approves-smart-streets-policy/.

Nelson\Nygaard Consulting Associates, Inc. | 52 DUBLIN MOBILITY PLAN | PHASE III REPORT CITY OF DUBLIN, OH to “consider and incorporate whenever feasible” the Smart Streets Policy and its concepts in both publicly and privately developed projects. Vision Zero Vision Zero is a strategic planning and decision-making framework centered on the goal of eliminating all traffic fatalities and severe injuries. This approach starts with the belief that these incidents are preventable and that a cross-disciplinary, systematic approach to addressing physical, regulatory, and behavioral challenges will enhance safety, health, accessibility, and equitable mobility outcomes for all travelers. A growing number of U.S. cities have formally adopted a Vision Zero approach, while even more are using its guiding principles to re-envision and re-structure their transportation systems. Integral to the pursuit of zero traffic fatalities and severe injuries are the following key policies and practices43: . Build and sustain leadership, collaboration & accountability. . Collect, analyze and use data. . Prioritize equity and engagement. . Lead with roadway design that prioritizes safety. . Manage speed to safe levels. . Maximize technology advances, but don’t overlook low-tech solutions. The City of Dublin has emphasized several of these components in its recent Complete Streets and Smart Streets resolutions. The opportunity to advance Vision Zero objectives and safety outcomes is a clear next step in the City’s pursuit of a healthy, sustainable, equitable transportation system. Evaluation Dublin Mobility Phase II recommended annual review of the Dublin’s Complete Streets efforts, including reporting on metrics identified as most important to the City. This report could be delivered to City Council and the community at-large as a way of conveying progress and identifying areas for additional focus. Performance measures could align with other City plans and the key objectives of Complete, Smart, Vision Zero streets. These include: . New miles of dedicated bicycle facilities . New linear feet of sidewalk created . New miles of shared use paths . Commuter travel mode splits . Proportion of children walking or biking to school . Number of new street trees . Crash data for all modes . Total dollar amount spent on Complete, Smart, and Vision Zero streets improvements

43 Vision Zero Network. “Moving from Vision to Action – Fundamental Principles, Policies & Practices to Advance Vision Zero in the U.S.” February 2017. Accessed online at http://visionzeronetwork.org/wp- content/uploads/2017/01/MinimumElements_Final.pdf.

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WAYFINDING The Dublin Mobility Study recommended development of a comprehensive wayfinding system along secondary paths for pedestrians and cyclists. Sign types included path identification, directional information, decision points, and regulatory information. Although the Mobility Study included both at-grade signage and standard vertical signage, the City has determined that wayfinding signage for shared use paths would be limited to at-grade wayfinding graphics installed directly on the pavement. To advance this concept, several wayfinding concepts were developed by Landplan Studios and were installed via adhesive-backed, heavy duty foil along pathways in support of the Cycle de Mayo bicycling event in May 2019. The materials were installed directly on a variety of shared use path paving materials, including asphalt, concrete, and brick pavers and have been evaluated for durability and function in the months following the event. The approach was determined to be viable for a longer-term installation pilot, which will be executed along two shared use paths. The first route focuses on a path to be used primarily by City of Dublin residents, connecting several large subdivisions to major parks and public spaces in the northwest portion of the city. The second route focuses on visitors to the City of Dublin and will connect hotel and employment areas to Historic Dublin and the Bridge Street District. The installations will again be evaluated for durability and function prior to implementation of a comprehensive, citywide program. Figure 35 Shared Use Path At-Grade Wayfinding Graphics

Source: LandPlan and City of Dublin

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MOBILITY HUBS BACKGROUND Mobility hubs are multimodal transportation connection points designed to integrate independent mobility networks and services to make these resources more viable as primary and connected means of transportation. Dublin Mobility Phase II identified mobility hubs as an important element to elevating the quality and convenience of multimodal travel options in Dublin, overlapping with and bringing together each of the previous strategic priority areas. As emerging mobility options increasingly diversify travel choice and as technology makes it increasingly easier to find immediate information on and access to these options, mobility hubs continue to be a viable opportunity to pursue in Dublin. Mobility hubs can include a variety of multimodal infrastructure components customized for their location within the transportation network. They can range from simple to complex in their range of features. As identified during Phase II, the term “mobility hub” in Dublin can refer to any intentional co-location of two or more publicly accessible travel modes within a public space or facility. It can also extend to hubs of information, where travelers can gain a quick understanding of mobility options, directions, travel times, etc. Figure 36 Mobility Hub Amenities Contribute to a Quality Multimodal Experience

Phase III Mobility Hub Concepts Dublin Mobility Phase II established a series of mobility hub elements and typologies that could serve the Dublin community. This included considerations for hub design and programming, appropriate land uses contexts and details on space requirements and infrastructure needs for each.

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Figure 37 Mobility Hub Elements Overview

Typical Space Hub Elements Most Appropriate Hub Locations Requirements Essential Infrastructure Needs

Bus/Circulator Employment centers, Tourist Minimum of 200 Shelter, bench, refuse receptacle, Stop locations, Residential/Mixed-Use SF posted (digital or static) service Developments, High Schools, information, lighting, Community Center, COTA P/R lots

Bike Parking High Schools, Community Center, Minimum set- Shelter, bike racks COTA P/R, Regional bike network aside of 100 SF connections

Bike House Residential/Mixed-Use developments 1,500 SF Repair station, restrooms, showers/lockers Class B retail-space amenities Bike share Centers of employment, Centers of Minimum of 100 10-20 bikes, wayfinding/signage, Station tourism, Residential/Mixed-Use SF mobile app Developments, High Schools, Community Center, Bus Stops

Kiss-and-ride Bus Stops 200 SF of Dedicated Curbside space (by curbside space, time of day), Signage when designated

Ride-Share Centers of employment, Centers of 200 SF per Dedicated parking (by time of Connection tourism, Residential/Mixed-Use space day), Signage, Signage, WiFi to Points developments, High Schools, ensure connection to apps that Community Center, Bus Stops facilitate ride-matching (e.g. Gohio)

Hailed-Ride Centers of employment, Centers of 200 SF of Dedicated Curbside space (by Service tourism, Residential/Mixed-Use curbside space, time of day), Signage Connection Point Developments, High Schools, per parked Community Center, COTA P/R lots vehicle

Car share Downtown Streets & Parking Facilities Minimum of 3 Dedicated Curbside space, Parking spaces @ 200 – Signage 250 SF per space

Ride-share Residential/Mixed-Use Developments 250 SF of Standard retail-space amenities + Waiting Lounges building-interior Real-time transit information (e.g. space TransitScreen, Roadify) Mobility Kiosks Centers of tourism, Residential/Mixed- 10 SF of Utility hookups (e.g. electric, Use Developments, High Schools, sheltered space Internet), internet connection, Community Center WiFi

Hubs typologies were developed for four primary location types, each with a list of “essential,” “priority,” and “supportive” elements: . Downtown Hubs: Bridge Park and Historic Dublin . Campus/Community Center Hubs: Medical centers, office parks, recreation centers, etc. . Park & Ride Hubs: Serving large transit stops with park & ride and/or kiss & ride facilities . Neighborhood Center Hubs: Serving residential areas at a common access point

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Figure 38 “Downtown” Mobility Hub Concept

Figure 39 Campus/Community Center Mobility Hub Concept

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IMPLEMENTATION & FUTURE CONSIDERATIONS While no concrete steps were taken in 2019 to install or construct mobility hubs in Dublin, the City and its partners continued to discuss opportunities to develop hubs in a variety of locations. These include COTA’s Dublin Dale Drive Park & Ride location, which is conveniently situated in Bridge Park, the newly opened Columbus Metropolitan Library branch in Historic Dublin, and a series of locations that would coincide with CoGo bike share expansion into Dublin. Each of these locations would provide valuable multimodal connectivity, first-mile/last-mile transfer options, and enhancements to local circulation. Meanwhile, COTA has continued to develop its “Smart Mobility Hubs” concept, which it aims to implement along the Cleveland Avenue Corridor in 2020. The goal of the effort is to “Create a centralized location with access to different transportation options to help residents get where they need to go.”44 Six locations were identified for a pilot effort and partnerships were developed with agencies at each location, including Columbus State Community College, St. Stephen's Community House, and Columbus Metropolitan Library. Figure 40 COTA’s Smart Mobility Hubs Concept

Source: COTA COTA is also performing audits of all of its park & ride facilities and will be exploring options for enhancing multimodal connectivity to each location. The effort offers new opportunities to include mobility hub amenities – including information resources, bike share, car share, etc. – at locations like the Dublin Dale Drive Park & Ride. Dublin should continue to engage COTA and other partners in these conversations and capitalize on any future opportunities to invest (or solicit investment from others) in capital improvements to strategic locations that will help to increase the convenience, viability, and attractiveness of multimodal travel options.

44 Smart Columbus. “Smart Mobility Hubs.” Accessed online at https://smart.columbus.gov/projects/smart-mobility-hubs.

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KEY OUTCOMES & NEXT STEPS KEY OUTCOMES The City of Dublin has made significant progress during Phase III of the Dublin Mobility Plan in advancing its priorities through a series of incremental steps that yielded immediate impacts and informed future investments. These efforts have required strong administrative and staff leadership, with varying levels of support from public and private partners. Positive outcomes are apparent across each of the areas described in this report, with the following lessons and outcomes resonating throughout. Each finding can inform the City of Dublin’s investments in planning and implementation of Mobility Plan next steps. 1. Demand for new mobility services exists. 2. Gaps in Dublin’s mobility networks remain unfilled. 3. Effective service delivery requires cross-sector collaboration. 4. Strong City of Dublin leadership is paramount. 5. Program sustainability is a primary concern. Demand for new mobility services exists. Community enthusiasm around the microtransit and shared micromobility pilots was notable. Feedback from users, whether occasional or regular, demonstrated that these services provided value and were responsive to community needs. Utilization, a more important long-term measure, was below industry norms for sustainable services, but showed positive indications of demand and growth. The bike share pilot was popular during its early months, when both the City and operator were dedicated to a targeted marketing and operational effort. The interest from additional vendors in bringing additional services to the community is a positive sign that the Dublin market has demonstrated demand characteristics that could make it a viable location for additional shared micromobility services, though they may be concentrated in smaller geographies and targeted to specific markets in their next iteration. The Senior/ADA Circulator service showed the strongest demand characteristics of the services, with ridership that rose steadily over the 12-month pilot period. Convenience trips to area retail destinations proved to be the most popular use of the service, while trips for recreational, social, and event purposes were also common. The ability of the service to meet the unique needs of constituencies at multiple social service agencies was also notable. The Workforce Shuttle pilot proved to be the most challenging service for which to establish demand, with ridership fluctuating during the 9 full months of operation and failing to show sustained growth during that time. The value to those commuters who used the service was clear, however, with significant travel time and financial savings and dependability for up to 14 regular users during its summer peak months. The groundwork has been laid for future growth in this service, in line with the recommendations cited in this document. Gaps in Dublin’s mobility networks remain unfilled. While these pilot services helped to meet some of the community’s need for additional mobility services, gaps still remain in the network that keep Dublin travelers from accessing goods,

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services, and destinations conveniently and safely. The framework established by adopting “complete” and “smart” streets resolutions in 2018 and 2019 is important, but must lead to built projects that better connect Dubliners with safe, comfortable, accessible roads, sidewalks, pathways, and intersections. This responsibility lies both with the City of Dublin and other public agencies, through their public works projects, but also with private developers who can take the lead on providing these connections as they build. The completion of the new pedestrian bridge over the Scioto River, connecting Bridge Park to Historic Dublin, is an example of a project that will help fill a significant gap when in opens in March 2020. The opportunity for shared micromobility programs to evolve and fill some of these needs will play out further in 2020, while Dublin’s renewed investment in microtransit services will continue to provide seniors, people with disabilities, and commuters with enhanced connectivity. Still, there are regular requests for service at times (evenings, weekends for seniors; mid-day for workers) and to destinations (events, places of worship, non-Dublin locations) that these services are not able to provide. Service adaptations during the pilot (Senior 2.0) and continued efforts to extend service (through COTA and others) should help to fill these gaps going forward. Effective service delivery requires cross-sector collaboration. The City of Dublin could not provide these services without considerable collaboration with public agency partners like COTA, MORPC, and ODOT, and private entities like Avondale Senior Village, Dublin City Schools, UFIT, and others. Their ongoing financial, marketing, coordination, and service support have proven integral to getting these services up and running and extending them into 2020. Sustaining and adding to these partnerships will be critical to program effectiveness going forward, and to their long-term viability. Operators have also clearly played a critical role in these services, with those who are able to provide up-front care and ongoing attention better able to meet the needs of both the City and the communities that they serve. SHARE’s efforts to continually meet with seniors and senior community leaders throughout the circulator pilot yielded great results for that service. Lime’s inability to provide the level of attention and service required led to an abbreviated pilot with a disappointing conclusion.

Strong City of Dublin leadership is paramount. These partnerships stem from the City of Dublin’s leading commitment to policy adoption, funding allocation, program management, and collaboration. Dedicated efforts from City Council, administration, and staff have made the Dublin Mobility Plan possible, from vision to implementation. Without the City’s leadership and attentiveness to community concerns and needs, many of these efforts would not have materialized. The City has also acknowledged its ongoing leadership role in providing these services with additional CIP funds approved for both shared micromobility and microtransit services through 2024. These lead investments are critical to continuing and expanding service and to cultivating additional buy-in from the City’s partners.

Program sustainability is a primary concern. Program sustainability is a primary concern for both the City of Dublin and its partners. While Dublin has taken the lead on funding and administering programs, its capacity is limited and community members want to know that they can depend on the service going forward. As described in the following section, the City’s efforts will need to be bolstered by additional efforts in multiple areas, with an eye on innovation and adaptability to evolving conditions.

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MOVING TOWARD PROGRAM SUSTAINABILITY In order for Dublin to continue progressing toward its Mobility Plan vision and goals, the City will need to cultivate new partnerships, explore new policy approaches, and secure additional financial resources that will help to ensure the sustainability of its efforts. Partnerships Dublin’s partnerships within the public and private sector have been integral to the progress made to date. Some of these partnerships, with entities like COTA, MORPC, Dublin senior living communities, and non-profit service providers, will need to be sustained and expanded. While others, including those with Dublin employers, developers, large institutions, and neighboring municipalities will need to evolve and grow to achieve maximum impact. The case must continually be made that the shared pursuit of Dublin’s transportation and mobility vision will benefit all parties and help to engender a thriving, accessible, and sustainable community.

Public Sector COTA Dublin’s working relationship with COTA has showed signs of improvement over the course of the past year, with active dialogue, recurring meetings, coordinated marketing and fundraising, and shared advocacy efforts. COTA is one of the most meaningful partners for ongoing operation and potential expansion of Dublin’s microtransit services, both because of the role they play in providing fixed route services, but also because of their growing efforts to fill gaps and extend network reach with service partnerships. These have been particularly notable in suburban Columbus communities like Grove City, Groveport, and New Albany. COTA’s role as a conduit for additional funding options, like the Ohio Transit Partnership Program (OTP2), has also proved valuable in supporting Dublin’s efforts. Their aspirations for mobility hub development and expanded services along the growing Columbus Northwest Corridor point to additional areas for collaboration that can enhance transit access in Dublin in the near future. Programmatic opportunities to increase ridership – including transit pass programs and marketing partnerships – are also worth pursuing. Dublin City Council Member Cathy De Rosa provides valuable synergy with COTA, serving on their Board of Trustees. MORPC As with COTA, MORPC has proven to be a valuable partner in pursuing new mobility opportunities over the past year. The agency provides funding through the FTA Section 5310 program (among others) and convenes regional partners for constructive conversations around a variety of mobility topics, including microtransit services, active transportation, complete and “smart” streets, the Metropolitan Transportation Plan, and the region’s Transportation Improvement Program. Each of these speak to aspects of the Dublin Mobility Plan that will need constant attention and additional resources. Multiple Dublin staff and elected officials serve on the MORPC Board of Commissioners, including Mayor Chris Amorose Groomes, who serves on the MORPC Executive Committee. ODOT The Ohio Department of Transportation facilitates a series of state funding programs in support of enhanced mobility, transit, safety, and capital projects. Dublin’s partnerships with MORPC and COTA have positioned the city well for competitive state grants and the Mobility Plan aligns with

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ODOT programs like the Toward Zero Deaths (the Strategic Highway Safety Plan), Walk.Bike.Ohio, Safe Routes to Schools (SRTS), and the Ohio Transit Partnership Program (OTP2). Neighboring Municipalities The mobility needs of Dublin’s residents, workers, and visitors do not end at the municipal borders. As evidenced by the users of Dublin’s two microtransit services in 2019, riders frequently request trips and make connections to and from adjacent communities. Continued collaboration between these communities will help to ensure that travelers are able to access daily needs – including jobs, health care, shopping, and leisure destinations. Marketing and communication agreements are a logical first step, sharing the availability of mobility program and service offerings, traffic safety initiatives, and other efforts. They can extend to contracting/purchasing partnerships, joint advocacy or fundraising pursuits (such as the COTA and CoGo e xpansions referenced in chapters 3 and 4), and other capacity-building efforts that can serve the needs of each community and help stretch the reach and effectiveness of public resources. Metro Parks Connections to regional Metro Parks destinations, like Glacier Ridge, are a significant asset for Dublin residents. The City is working with the Metro Parks to improve access and connections to Glacier Ridge through a collaborative wayfinding effort. Additional efforts can be made to connect to regional parks through similar signage, complete streets, and other projects that encourage healthy, active living. Public Institutions Other public institutions in Dublin provide valuable partnerships that could be extended to include transportation and mobility enhancements. The new Columbus Metropolitan Library branch is already a popular destination for riders on the Senior Circulator and could provide additional resources through marketing and education partnerships around healthy/active transportation. The library is also well situated in Historic Dublin and at the western terminus of the new Dublin Link pedestrian bridge. Its parking garage serves as a resource for library visitors, but could also become a mobility hub for Historic Dublin. Dublin is also home to several public university campuses, including outposts of Ohio University, Columbus State Community College, and Ohio State University. Employees and students at these locations could take advantage of enhancements to the transit and active transportation networks promoted by the Dublin Mobility Plan. Sponsorships, marketing, and educational partnerships between these institutions and the City of Dublin could help to increase capacity, awareness, and ridership among these audiences and make them more accessible to a broader constituency.

Private Sector Dublin has established a number of important partnerships with private sector agencies, including senior living communities, businesses, developers, and non-profit service providers. Senior Living Communities The working relationship with Avondale Senior Village to promote and organize trips on the Senior Circulator is the primary example of how effective communication and shared responsibility can lead to meaningful program use and improved accessibility for Dublin residents. However, even that relationship falls short of ideal, in that Dublin provides the Senior

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Circulator service at no charge to Avondale or its residents. An evolution of that partnership could include a financial sponsorship that helps to support and sustain the program. Dublin should explore these opportunities with other senior communities, as well as the businesses who benefit from these trips. Efforts were made during the early months of the pilot program to solicit sponsorships and rider “benefits” at participating retailers, but the outcomes were minimal. As ridership on the Senior Circulator has risen, Dublin and its operating partner should revisit these opportunities, communicating the impacts and benefits and the need to diversify funding for program growth and sustainability. Business Community Businesses, employers, and developers have also benefitted from the availability of both the microtransit and micromobility services. Accelerating collaboration with these groups to promote the service, generate new ridership, and financially support them will need to be pursued if they are to succeed. These opportunities may come in the form of voluntary contributions or sponsorships (including branded services), or via more formal, codified approaches such as the examples cited in the following sections. The City should continue working with individual businesses and groups like the Dublin Chamber of Commerce, Historic Dublin Business Association, property owners, and developers to establish the value to mobility as a key service and benefit to their employees, residents, visitors, and tenants. These benefits, if funded adequately, could constitute yet another differentiation between Dublin and neighboring communities in the ongoing competition for investment, workforce, visitors, and residents. Service Providers Dublin’s mobility services provide needed connectivity to a number of non-profit community service providers, including Syntero, UFIT, and the Dublin Food Pantry. While these organizations may have limited capacity to provide financial support for Dublin mobility programs, they can serve as a valuable partner in identifying community needs and may provide a conduit to additional resources and funding that the City could not pursue on its own. New Policy Approaches In the face of local development pressures and the need to continually evolve within a rapidly expanding regional marketplace, Dublin should explore options for developing City policies that can create a support system for the new programs, services and resources that have been generated through the Mobility Plan. Options to be explored include the following: . Development code updates, with a particular focus on growth areas in which development is most likely to benefit meaningfully from mobility investments . Parking Plan implementation, formalizing a policy that parking must pay for itself, and that any revenue above system costs can be spent on strategic mobility improvements . Commuter benefits or transportation demand management (TDM) ordinance development, designed to require and/or incentivize developer, property owner, and employer investment in mobility programs and services

Commuter Benefits / Transportation Demand Management Ordinances A commuter benefits or transportation demand management (TDM) ordinance is another regulatory tool that the City of Dublin could use to bolster the attractiveness of non-drive-alone travel options and address congestion and parking availability issues experienced by businesses,

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commuters, and other travelers. TDM efforts consist of measures that promote the efficiency of the transportation system by increasing the use of active and shared modes of transportation and reducing single-occupancy driving trips. These ordinances are popular tools for promoting TDM in cities of all sizes across the country and can help achieve Dublin’s mobility goals around economic development, access to jobs, health, and environmental sustainability. TDM ordinances are most common in rapidly growing areas where the increase in workers and other travelers is outpacing the public’s ability to provide capital and service improvements to meet their mobility needs. They are generally applied through a city’s development code, with specific requirements for employers or developers who fall within a certain threshold. The most common measure is the total number of employees, but others could include number of beds, number of square feet of commercial space, number of visitors, etc. The ordinances are applied either citywide or with a focus on specific geographies that are experiencing rapid growth or have a high concentration of large employers. While most of these ordinances give specific instructions to implement particular measures, flexibility can be valuable, providing a menu of options with an emphasis on results more than the individual programs. Examples include: . Pre-tax benefits that allow employees to exclude from taxable wages commuting costs for transit passes, vanpool charges, bicycle commuting, or other approved travel modes. . Employer or property provided services, including vanpool, carpool, or shuttle programs. . Offering a taxable parking “cash-out” benefit to commuters who opt out of using employer provided parking spaces. . Educational and marketing efforts to promote non-drive-alone trips by employees, residents, or visitors. . On-site amenities that encourage non-drive-alone commutes, including bike parking, lockers and showers, premium parking for carpools and vanpools, etc. Experience has shown that TDM ordinances with enforcement standards and requirements, including adequate staffing to enforce mandates, have a much higher success rate than voluntary programs. While the most notable ordinances may be found in places like Seattle, WA and Los Angeles, CA, there are a number of small- to mid-sized cities that have successfully implemented these policies. In Cambridge, MA, non-residential developments that propose new parking above a specific threshold are required to adopt a TDM plan with a series of approved programs and reporting measures.45 Boca Raton, FL’s TDM Ordinance sets specific requirements for downtown developments above a threshold of 50 or more full-time employees or more than 30 residential units. These include physical design elements, as well as a range of incentive and programmatic measures.46 In Rockville, MD, TDM ordinance requirements focus on trip reduction measures that escalate based on estimates of new peak-hour trips. In addition to crafting a trip reduction plan, new developments are also required to pay a one-time transportation improvement fee that is used to implement multimodal improvements throughout the city.47

45 City of Cambridge, MA. “Parking and Transportation Demand Management Ordinance.” Accessed online at https://www.cambridgema.gov/CDD/Transportation/fordevelopers/ptdm. 46 City of Boca Raton, FL. “Development Requirements.” Accessed online at https://myboca.us/754/Development- Requirements. 47 City of Rockville, MD. “Comprehensive Transportation Review.” Accessed online at https://www.rockvillemd.gov/DocumentCenter/View/457/Comprehensive-Transportation-Review?bidId=.

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Case Study: Santa Monica, CA TDM Program There are several TDM ordinances within the Southern California region, including Burbank, Santa Monica, and Glendale. When the City of Santa Monica started its TDM Program over twenty years ago, the number of solo drivers driving to work was 80 percent. Today, that number has been reduced to 62 percent in the mornings, and 58 percent in the afternoons. Last year, that translated to over 12,300 fewer car trips per day. The desire for the ordinance arose during a General Plan update, as a solution to a challenge that many communities have come to face: how to accommodate new growth without all the vehicles and traffic that would typically accompany it. The ordinance focused on reducing afternoon peak trips as a key goal, by requiring strategies that could encourage walking, biking, and transit use. To achieve these goals, the ordinance focuses on two key groups: new development and all (existing and new) employers. Developers must provide on-site TDM facilities to reduce parking demand and the “unbundling” of parking costs48 is required of all non-residential and multifamily residential uses. A developer TDM plan is required to demonstrate how developers will meet transportation targets. Residential projects with more than 16 units must include a Transportation Welcome Package for residents and must prioritize marketing of the units to nearby employees. Reduced off-street parking requirements and shared parking facilities accompany these developer requirements. Employers are required to submit a worksite TDM plan and track progress each year via an annual employee survey. The employer requirements are robust and include a series of mandatory and elective components that employers can choose from a menu of options. Options that are most likely to be effective are weighted accordingly. Categories include direct strategies, such as creating a bicycle program, to support strategies, such as personalized commute assistance. The program uses Average Vehicle Ridership (AVR) as its key metric because it is consistent with regional South Coast Air Quality Management District (SCAQMD) methodology. AVR is calculated by dividing the number of employees reporting to work by the number of vehicles driven to the worksite. A key partner to the City’s TDM ordinance is its Transportation Management Organization (TMO), which provides transportation services throughout the city under the banner “GoSaMo.” GoSaMo has helped scale up programmatic TDM efforts, which has proven especially helpful for small employers. While GoSaMo was started by the City, other TMOs are often public-private partnerships, comprised primarily of area businesses who take advantage of programs and services.

Case Study: Arlington County, VA Density Based TDM Program Arlington County, Virginia’s coordinated policy approach to land use and transportation planning has allowed it to grow rapidly over the last 30 years without major expansions in the highway

48 “Unbundling” parking is the practice of separating the cost of parking from the cost to lease a commercial or residential unit. This effective TDM practice helps to accurately account for the full cost of driving and parking and has a demonstrated relationship to automobile ownership and travel choice.

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network and minimal traffic growth. In that time, nearly 18,000 residential units, 14 million square feet of office space, 1.5 million square feet of retail, and 1,218 hotel rooms have been built in the area served by the county’s Orange-Line Metrorail corridor. As intense as this development has been, it has generated only modest levels of traffic growth. A major factor in the County’s successful management of growth has been its Site Plan Review program, which has allowed County planners to approve greater development densities along Arlington’s Metrorail corridors in exchange for significant TDM commitments. Today, the county’s Metrorail corridors provide 50% of the County's tax base — on only 7% of the land. Arlington County’s TDM Program for Site Plan Development was the product of a joint task force of the Arlington County Planning and Transportation Commissions, and an outgrowth of the comprehensive Site Plan Review process headed by the Arlington County Department of Community Planning, Housing and Development (DCPHD). Essentially, density bonuses that are possible along the county’s key transit corridors provide a financial incentive to commit to a suite of TDM commitments that help amplify the potential traffic-reduction benefits of transit-oriented growth. Developers can select the strategies that best enhance the value of their projects, while the County ensures that the level of commitments and the strategies available are suitable to the scale and nature of the proposed developments. A Site Plan Review Matrix defines the options available for approval of any development proposal eligible for this process. The list of available strategies is expansive and comprehensive, but the scale and nature of each proposal will determine both available options to choose from, and the minimum number of strategies that must be included as commitments in a final approved plan. Thus, the County distinguishes the intensity of the strategies, matching them with the assessed impact of different developments on the transportation system. The greater the impact, the more intense the mitigation measures in the approved Site Plan will be. The DCPHD reviews submitted site plan proposals to assess transportation impacts and opportunities. Reviews incorporate an assessment of site characteristics, proposed land-uses, a traffic impact analysis (TIA) report, and a proposed parking plan. The County’s transportation management association (TMA) then helps the developer identify site-specific strategies and prepare a TDM plan. Each TDM strategy is selected to mitigate the transportation impacts of the site on a case-by-case basis. Participation in the Site Plan Review process is voluntary, but incentivized through density bonuses that have been effective in making this process the default approach for developments within designated transit corridors. Each zoning district permits a certain type and level of development "by-right." Beyond this, certain districts provide public review processes for a special exception by "site plan" that allows for greater flexibility in use, density, and form of development. The key to the success of the Site Plan Review Process is that additional development potential serves as an incentive to developers to seek a special exception by site plan and participate in the process. To date, the density bonuses have been significant enough to attract the majority of new development projects into the process. By framing incentives in terms of added project density, the Site Plan Review Process supports the County’s objective of concentrating development around transit stations.

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New Funding Models Program sustainability will also require that Dublin develop new funding models to promote the viability of Mobility Plan programs and outcomes. Transitioning from the current model that leans heavily on Dublin Capital Improvements Program (CIP) funding to a more diversified model built around voluntary, value-based partnerships, codified assessments, and service- related revenue will help to ensure that these are sustainable resources for the Dublin community into the future. Options to be explored include private sector funding partnerships, branding/naming rights, parking revenue funds, and a new Dublin Mobility Fund.

From Partners to Funders As discussed in the previous sections, transitioning or advancing current partnerships to include funding support will be critical to mobility program success and sustainability. The City should pursue the following questions with their partners to cultivate new sources of operating support: . Can businesses served by Dublin mobility programs and services become funders, either through direct, annual contributions or through marketing opportunities such as interior ad placement or external brand placement? . Will senior communities and/or employers served by these services consider direct contributions or through marketing opportunities such as interior ad placement, external branding, or other sponsorship opportunities? . Are there steps that can be taken to entice Dublin’s economic development partners to support services, such as expanded services for workforce or visitors, increased exposure to regional markets, or direct correlation to other e conomic performance measures? While the previous two case studies focused on development-related TDM ordinances, a re gional example from downtown Columbus showcases a commuter benefit that is largely funded through a voluntary assessment of downtown property owners and is being promoted as a tool for attracting and retaining businesses and employees. Case Study: Columbus, OH – Downtown C-pass Program With multiple competing demands for real estate and parking, downtown Columbus’s 2010 drive-alone commuter mode share of 83% was trending upward and was proving unsustainable. “We’d been hearing from downtown offices and brokers that the lack of parking was impacting their ability to lease space. We were asked to help find parking for tenants, but we kept finding that the spaces just didn’t exist,” said Cleve Ricksecker, Executive Director of the Capital Crossroads and Discovery Special Improvement Districts (SIDs). The alternative approach to adding more supply was, therefore, to reduce demand in existing parking facilities. Faced with a parking crunch in an increasingly mixed-use downtown, two Columbus SIDs worked with the Mid-Ohio Regional Planning Commission (MORPC) to pilot a transit pass program with four property owners in 2014-2015. They modeled their approach after a student universal pass program in place at local universities that provided free transit access to all students with the requisite credential embedded in their identification cards. The $100,000 pilot targeted a cross- section of downtown employers who had varying access to parking. The results of the pilot were very positive, with a nearly 6% increase in transit ridership across the 844 employees in the

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sample within the first three months. One company saw a quadrupling of transit mode share over the 18-month pilot, growing from 5% to 19.5%. This proof of concept was enough to move forward with a campaign among the SID property owners to develop a full-scale program. The universal pass program has now been made available to 45,000 employees at 1,500 qualifying employers in the SID service area. Program costs totaling $5 million include a bulk rate from the regional transit agency (COTA) for the passes, marketing, and management overhead over three years. Voluntary contributions and sponsorships have been paired with a new $.03 per square foot assessment of properties within the SID to account for more than 50% of the cost. With a considerable gap still on the table, MORPC announced in 2017 that they would cover the remainder, enabling the program to launch in June 2018. SID staff is coordinating with MORPC on program marketing and administration, including individual sessions with large employers and creation of “member portals” for participants via the new Gohio Commute tool, which extends beyond Columbus to all metro areas in Ohio. This enables companies to create an account and upload employee information that will ease access to transit pass credentials. The goals of the pilot include growing downtown’s transit commuter mode share from 6% to over 10% during the three-year program, improving access to jobs for low-wage employees, and retaining and attracting new employees and businesses to the downtown area without the need to expand parking supply. With demonstrated success, partners will aim to renew the property assessment in 2020 and continue the program into the future.

Program Utilization According to the Capital Crossroads and Discovery SIDs, 442 companies and 15,189 employees had registered for the C-pass program as of December 2019. According to COTA, C-pass users logged more than 1.2 million rides in 2019. Ridership has climbed steadily over the course of the pilot, with around 15,000 weekly rides recorded in September 2018 and 25,000 in March 2019. A record 26,360 rides were taken using the C-pass during the week of November 24th, 2019. Data from surveys of employers and employees completed in mid-2019 found that a substantial increase in transit use can be associated with the C-pass program, with 7.5% of respondents reporting a shift from drive-alone commutes to COTA. 94% of respondents stating that C-pass is either the reason they started using COTA or that it helped motivate them to ride. Additional findings include: . COTA mode share at sampled employers (with a total of 16,000 employees) reached nearly 10% by June 2019. . Employees who had worked downtown for less than one year showed the highest rate of commuting changes to transit. . New transit riders skewed younger, with 35% of people switching to transit reporting they were under the age of 32. . New rider income levels are diverse, with 20% making less than $50,000 per year, 26% making between $50,000 to $74,999, 19% make $75,000 to $99,999, and 19% making more than $100,000 per year. . 42% of employers reported that the C-pass benefit is helping to recruit and retain employees. . 17 companies report that C-pass played a role in their decision to renew or sign a lease in a C-pass eligible building.

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Branding/Naming Revenue Branding or naming rights are a popular method for garnering sponsorships from private entities to support enhanced public-facing services such as transit routes, bus stops, bike share systems, and mobility campaigns. The Greater Cleveland Regional Transit Authority has successfully levied sponsorships to provide support for its downtown trollies, and three bus rapid transit lines. Some microtransit services like Circuit (formerly “The Free Ride”) are completely paid for by advertising dollars, while others like CircleLink in Cleveland’s University Circle neighborhood, the DASH in downtown Grand Rapids, or Groove in downtown Memphis are funded by a mixture of sponsorships that keep the service free to riders. Most publicly funded bike share systems include a series of private sponsorships at a range of levels from companies or agencies whose health or mobility values align with the program. In Dublin, employers in the health care, education, or tourism sectors should be engaged as potential sponsors for Dublin’s emerging mobility p rograms and services. Figure 41 CircleLink Shuttle in Cleveland’s University Circle Neighborhood

CircleLink is sponsored by the Cleveland Museum of Natural History, who designed the service’s unique bus wrap.

Parking Revenue The City of Dublin has identified parking policies and management strategies that may lead to paid parking being implemented within commercial centers like Bridge Park and Historic Dublin. These strategies offer the opportunity to both manage parking demand and capture revenues that can be used to support system management, maintenance, and enhancement. By capturing parking fees in an enterprise fund, Dublin can use them to fund ongoing parking and mobility improvements above and beyond the existing parking system. The City should continue to examine its capacity to implement these strategies as a valuable tool for supporting mobility programs and services and implementing additional Mobility Plan recommendations.

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Dublin Mobility Fund The City is currently working to establish a Mobility Fund to ensure that sponsor revenues, grants, and other outside sources of funding are attributed directly to the City’s mobility efforts, expanding upon the City’s commitment of Capital Improvements Program funds. This exercise is important to both sustaining and expanding Dublin’s capacity to provide mobility programs and services and should clarify accounting, contracting, and procurement procedures. Building upon the previous concept of a parking revenue “enterprise fund,” the Dublin Mobility Fund could include parking revenues, plus codified and voluntary contributions from developers, property owners, and employers resulting from the new policy approaches and partnership arrangements described above.

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DUBLIN LOOP LOOP LOOP MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 Varies Service Dates: 03.01.19 to 03.31.19 10-20 15-20 Frequency Varies mins mins MONTHLY RIDERSHIP TOTALS Round 60 mins 100 mins Varies Trip Time LOOP LOOP LOOP #1 #2 #3

SHARE SHARE SHARE

POPULAR DESTINATIONS Rides in 50 3 144 current period

Rides in 0 68 previous period 2

% change 2400% N/A 112% 20% 10% 6% 2% Total # Rides 55 4 258 Kroger Mall at Tuttle Dublin Food Dublin Rec. Crossing Pantry Center

Current period hours 48 57 78

Previous period hours 37 34 39

Kroger % change hours 31% 71% 100%

Total Hours 127 130 163

Mall at Tuttle Crossing MONTHLY METRICS

Current Previous Overall

TOTAL COST $10,059 $15,744 $40,943 ECONOMIC INDICATORS $ PER HOUR $80 $80 $80 14 $2,400 No data $ PER MILE N/A N/A N/A Number of Total Sales Reported $ PER $80 $144 $130 PASSENGER Sponsors Sponsorship at Participating Numbers Businesses PROJECT BUDGET UPDATES SCHEDULE UPDATES

No updates at this time. No updates at this time.

CUSTOMER FEEDBACK: PROJECT “FIRSTS”

“Bridge Ladies” schedule weekly SHARE ride to go to Dublin Rec Center for competitive bridge

Retailer doubles sales with Senior Circulator discount program

Legally blind woman from Avondale rides Senior Circulator to Tuttle Mall

Shut-in schedules SHARE “o route” ride – first time she’s been able to get out of Convalarium

CASTO Properties sponsors the Dublin Senior Circulator

SERVICE CHANGES OR PRO-TIPS FOR RIDERS Please note: the Senior Circulator runs only 3 days per week for a limited period of time: Tuesdays, Wednesdays, and Fridays from 10 AM to 2 PM.

The Senior Circulator makes pickups at several senior communities - Heatherstone, Friend- ship Village, Brookdale, Sunrise, and Avondale Woods - but the Circulator is open to all Dublin residents.

In mid-March 2019, Route 3 shifted from a fixed-route model to the SHARE (dynamic model). ROUTE PROFILES LOOP LOOP UFIT/ LOOP

DUBLIN #1 #2 PATHS #3 Post Road Downtown Dynamic MOBILITY PILOT Dublin Schedule SENIOR/ADA # Vehicles 1 1 0 1

CIRCULATOR # Stops 5 7 12 11+ Service Dates: 04.01.19 to 04.30.19 10-20 15-20 - Varies Frequency mins mins MONTHLY RIDERSHIP TOTALS Round 60 mins 100 mins - Varies Trip Time LOOP LOOP UFIT/ LOOP #1 #2 PATHS #3

SHARE SHARE SHARE SHARE

Rides in 43 19 103 202 POPULAR DESTINATIONS current period 26% 19% Rides in 14% 3 9 144 16% 50 Kroger previous period 35% 30% 26% 33% % change -14% 533% 1044% 40% 8% 9% 24% 17% Mall at Tuttle Crossing Total # Rides 98 23 162 460 16% 8% 0% 0%

0% Current period 0% 64 71 15 98 9% hours 11% Dublin Food Pantry 10% 5% 0% Previous period 0% hours 55 64 13 62 16% 11% 3% 0% Dublin Rec Center 3% 5% % change hours 16% 12% 15% 59% 3% 2%

0% 0% 0% Total Hours 0% 208 237 48 258 Bridge Street 0% 0% 16% 19%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Pickups January Dropo s January Pickups February Dropo s February Pickups March Dropo s March Pickups April Dropo s April MONTHLY METRICS

Current Previous Overall

TOTAL COST $9,427 $12,437 $36,963 ECONOMIC INDICATORS $ PER HOUR $50 $50 $50 Anecdotal - In Progress $2,400 Kilwin’s doubled $ PER MILE $21 $11 $13 sales Number of Total Sales Reported $ PER $34 $48 $54 PASSENGER Sponsors Sponsorship at Participating Businesses SCHEDULE UPDATES PROJECT BUDGET UPDATES • Route #1 added the Heatherstone community, • 60% of the project’s budget has ridership increased. been expended. • Route #2 has added Friendship Village and • The project has 14 participating planning on switching to dynamic scheduling. • Route #3 has moved to dynamic scheduling retailers and senior centers (channel and achieved greater eciency. partners). • UFIT has operated 33 service hours at a cost of • MORPC awarded a $25,000 grant $1,650. to expland pilot and reach capacity

CUSTOMER FEEDBACK: PROJECT “FIRSTS”

“Bridge Ladies” schedule weekly SHARE ride to go to Dublin Rec Center for competitive bridge

Retailer doubles sales with Senior Circulator discount program

Legally blind woman from Avondale rides Senior Circulator to Tuttle Mall

Disabled resident at Convalarium schedules her first SHARE ride and achieves new level of independence

CASTO Properties sponsors the Dublin Senior Circulator

SERVICE CHANGES AND PROGRAM NOTES • Please note: the Senior Circulator runs only 3 days per week for a limited period of time: Tuesdays, Wednesdays, and Fridays from 10 AM to 2 PM. The Senior Circulator makes pickups at several senior communities, but is open to all Dublin residents. • In mid-March 2019, Route 3 shifted from a fixed-route model to the SHARE (dynamic model). • Route #1 saw a dramatic ridership increase from Feb to Mar (+2400%) due to proactive change from Brookdale Senior Center to Village of Heatherstone (an Aging in Place Community) • We anticipate even greater cost eciencies in the latter half of this pilot with more routes converting from a fixed circulator to SHARE's scheduled model. We anticipate big gains on a per passenger cost basis with this A/B test in addition to expanding seniors geographic access to the many amenities Dublin has to oer. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 11+ Service Dates: 05.01.19 to 05.31.19

# Trips 56 70 80 (May) MONTHLY RIDERSHIP TOTALS # Trips (Jan. - May) 292 286 201 ROUTE ROUTE ROUTE #1 #2 #3

SHARE SHARE SHARE POPULAR DESTINATIONS Rides in 16 15 354 current period 60

Rides in 86 30 202 previous period 50 50

Total # Rides 155 49 796 42 42 40

34 34 34 COST PROFILE 32 32 30 CURRENT YEAR TO DATE 30

Cost Expended $13,750 $49,650 20 Total Total Passenger Boardings + Alightings 16 Hours 275 993 10 8 8 8 8

Rides 385 1,000 0

COTA Kroger Syntero Cost/Ride Walmart $35.67 $49.66 Dollar Store Giant Eagle Tuttle Mall Park to Shop Historic Dublin Hobby Lobby Heatherstone Sunnystreet Cafe DublinDublin Retirement Rec Center

PILOT TRENDS UFIT / PATHS Pilot Trends: Monthly Ridership by Route CURRENT YEAR TO DATE 450 $450 385 400 $400 TRIPS 13 55 350 318 $350 $293 300 $300 RIDES 40 202 250 $250 197 200 $200 $966 $3,387 150 $150 COST $87 100 70 $100 $47 $37 $36 50 30 $50 HOURS 19 68 Number of Unlinked of Passenger Number Unlinked Rides 0 $0 Jan Feb Mar April May COST/RIDE $24.14 $16.76 Route #1 Route #2 Route #3 Cost per Ride Total Senior Ridership SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

The project has 14 participating • Route 1 switched to dynamic • retailers and senior centers (channel scheduling in May • Route 2 remains on a scheduled/fixed partners). route through May • MORPC awarded a $25,000 grant to • Route 3 switched fully to dynamic expland pilot and reach capacity during scheduling in April special events • Added PATHS service for Dublin postsecondary students win April • Senior service switched Brookdale for PROJECT BUDGET Village of Heatherstone in March, resulting in large ridership increase • Service is contracted for $50 per hour, but actual cost to SHARE is about $87 • The UFIT route provides dedicated service to people with disabilities to per hour foster greater independence and success • About $60,000 has been expended to date for the Senior/ADA pilots • The Senior Circulator makes pickups at Monthly spending increased from several senior communities, but is open • $9,400 in January to $19,100 in May to all Dublin residents. (103%) while ridership grew over 1200%.

DESTINATIONS SERVED Route 1 Route 2 Route 3 • Dublin Retirement • Sunrise of Dublin • Avondale • Village of Heatherstone • Friendship Village • Restaurants • Historic Dublin • Bridge Park • Historic Dublin • Costco/Kroger • COTA Park & Ride • Food Pantry • Kohl’s • Historic Dublin • Dublin Rec Center • Dublin Rec Center • Dublin Plaza • Grocery Stores • Target • Dublin Rec Center • Sawmill • Bridge Park • Tuttle Mall • Walmart • Weekend Events • Tuttle Mall • Weekend Events

COMMUNITY IMPACT “Bridge Ladies” schedule weekly SHARE ride to go to Dublin Rec Center for competitive bridge

Retailer doubles sales with Senior Circulator discount program

Disabled resident at Convalarium schedules her first SHARE ride and achieves new level of independence

CASTO Properties sponsors the Dublin Senior Circulator ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 11+ Service Dates: 06.01.19 to 06.30.19

# Trips 8 11 22 (June) MONTHLY RIDERSHIP TOTALS # Trips (Jan. - June) 312 300 285 ROUTE ROUTE ROUTE #1 #2 #3

SHARE SHARE SHARE

Rides in POPULAR DESTINATIONS current period 36 60 348 (June 2019) 70 Rides in

previous period 16 15 354 s g 60

n 60 (May 2019) i t h g i l Total # Rides 191 109 1,144 A +

50 s g n i d r a COST PROFILE o 40 B r

JUNE 2019 YEAR TO DATE e g n e s

Cost Expended s 30 $12,557 $62,215 a P l a t o

T 20 18 Hours 251 1,244 16 11 10 10 10 8 7 6 6 6 6 Rides 444 1,444 0

Cost/Ride $28.28 $43.09 Avondale Scioto Park Tuttle Mall Dollar Tree Sunrise Senior Bridge Park Bridge Street Hobby LobbyDublin Plaza Living Farmer’s Market Dublin Walmart Kroger Friendship Village Dublin Rec Center

PILOT TRENDS UFIT / PATHS

Pilot Trends: Monthly Ridership by Route 500 $500 JUNE 2019 YEAR TO DATE

s 444 e 450 $450 d i R

385

r 400 $400 e TRIPS 0 60

n g 350 318 $350 e

s $293 s

a 300 $300 P RIDES 0 202 d 250 $250 e 197 n k i 200 $200 n l U

f 150 $150 $0 $3,387

o COST

r $87 e 100 70 $100 b $47 30 $37 $36 $28 u m 50 $50 HOURS 0 68 N Does not operate June - August, 0 $0 when school is not in session Jan Feb Mar April May June $0 $16.76 Route #1 Route #2 Route #3 Cost per Ride Total Senior Ridership COST/RIDE SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• Route 1 switched to dynamic • The project has 14 participating scheduling in May retailers and senior centers (channel • Route 3 switched fully to dynamic partners). scheduling in April • MORPC awarded a $25,000 grant to • Added PATHS service with Dublin expland pilot and reach capacity during Schools in April special events • UFIT/PATHS does not operate June - August, when school is not in session • Senior service switched Brookdale for PROJECT BUDGET Village of Heatherstone, resulting in large ridership increase • Service is contracted for $50 per hour, • Please note: the Senior Circulator runs but actual cost to SHARE is about $87 only 3 days per week for a limited period per hour of time: Tuesdays, Wednesdays, and • About $82,000 has been expended to Fridays from 10 AM to 2 PM. date for both Senior/ADA and Workforce • The Senior Circulator makes pickups at pilots several senior communities, but is open • Monthly spending increasing from to all Dublin residents. $9,400 in January to $21,800 in June

DESTINATIONS SERVED Route 1 Route 2 Route 3 • Dublin Retirement • Sunrise of Dublin • Avondale • Village of Heatherstone • Friendship Village • Restaurants • Historic Dublin • Bridge Park • Historic Dublin • Costco/Kroger • COTA Park & Ride • Food Pantry • Kohl’s • Historic Dublin • Dublin Rec Center • Dublin Rec Center • Dublin Plaza • Grocery Stores • Target • Dublin Rec Center • Sawmill • Bridge Park • Tuttle Mall • Walmart • Weekend Events • Tuttle Mall • Weekend Events

COMMUNITY IMPACT “Bridge Ladies” schedule weekly SHARE ride to go to Dublin Rec Center for competitive bridge

Retailer doubles sales with Senior Circulator discount program

Disabled resident at Convalarium schedules her first SHARE ride and achieves new level of independence

CASTO Properties sponsors the Dublin Senior Circulator ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 11+ Service Dates: 07.01.19 to 07.31.19

# Trips 12 3 62 (July) MONTHLY RIDERSHIP TOTALS # Trips (Jan. - July) 312 300 285 ROUTE ROUTE ROUTE #1 #2 #3

SHARE SHARE SHARE

Rides in POPULAR DESTINATIONS current period 56 12 408 (July 2019) 70 Rides in

previous period 36 60 348 s g 60

n 60 (June 2019) i t h g i l Total # Rides 247 121 1,552 A +

50 s g n i d r a COST PROFILE o 40 B r

JULY 2019 YEAR TO DATE e g n e s

Cost Expended s 30 $11,759 $73,974 a P l a t o

T 20 18 1UPDATE6 WITH Hours 235 1,479 STOP-LEVEL RIDERSHIP 1DATA1 10 WHEN10 AVAILABLE 10 8 7 6 6 6 6 Rides 476 1,920 0

Cost/Ride $24.70 $38.53 Avondale Scioto Park Tuttle Mall Dollar Tree Sunrise Senior Bridge Park Bridge Street Hobby LobbyDublin Plaza Living Farmer’s Market Dublin Walmart Kroger Friendship Village Dublin Rec Center

PILOT TRENDS UFIT / PATHS

Pilot Trends: Monthly Ridership by Route 500 476 $500 JUNE 2019 YEAR TO DATE

s 444 e 450 $450 d i R

385

r 400 $400 e TRIPS 0 60 g

n 350 318 $350 e

s $293 s

a 300 $300 P 0 202 d 250 $250 RIDES e

k 197 n i l 200 $200 n U

f 150 $150 $0 $3,387

o COST r $87 e 100 70 $100 $47 m b 30 $37 $36 $28 u 50 $25 $50

N HOURS 0 68 0 $0 Does not operate June - August, Jan Feb Mar April May June July when school is not in session Route #1 Route #2 Route #3 Cost per Ride Total Senior Ridership COST/RIDE $0 $16.76 SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• Route 1 switched to dynamic • The project has 14 participating scheduling in May retailers and senior centers (channel • Route 3 switched fully to dynamic partners). scheduling in April • MORPC awarded a $25,000 grant to • Added PATHS service with Dublin expland pilot and reach capacity during Schools in April special events • UFIT/PATHS does not operate June - August, when school is not in session • Senior service switched Brookdale for PROJECT BUDGET Village of Heatherstone, resulting in large ridership increase • Service is contracted for $50 per hour, • Please note: the Senior Circulator runs but actual cost to SHARE is about $87 only 3 days per week for a limited period per hour of time: Tuesdays, Wednesdays, and • About $102,000 has been expended to Fridays from 10 AM to 2 PM. date for both Senior/ADA and Workforce • The Senior Circulator makes pickups at pilots several senior communities, but is open • Monthly spending increasing from to all Dublin residents. $9,400 in January to $20,023 in July

DESTINATIONS SERVED Route 1 Route 2 Route 3 • Dublin Retirement • Sunrise of Dublin • Avondale • Village of Heatherstone • Friendship Village • Restaurants • Historic Dublin • Bridge Park • Historic Dublin • Costco/Kroger • COTA Park & Ride • Food Pantry • Kohl’s • Historic Dublin • Dublin Rec Center • Dublin Rec Center • Dublin Plaza • Grocery Stores • Target • Dublin Rec Center • Sawmill • Bridge Park • Tuttle Mall • Walmart • Weekend Events • Tuttle Mall • Weekend Events

COMMUNITY IMPACT “Bridge Ladies” schedule weekly SHARE ride to go to Dublin Rec Center for competitive bridge

Retailer doubles sales with Senior Circulator discount program

Disabled resident at Convalarium schedules her first SHARE ride and achieves new level of independence

CASTO Properties sponsors the Dublin Senior Circulator ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 11+ Service Dates: 08.01.19 to 08.31.19

# Trips 12 6 48 MONTHLY RIDERSHIP TOTALS (August) ROUTE ROUTE ROUTE # Trips 324 306 333 #1 #2 #3 (Jan. - Aug.)

SHARE SHARE SHARE

Rides in current period 43 25 398 (August 2019) POPULAR DESTINATIONS Rides in 70 previous period 56 12 408 (July 2019) 64 61

s 60 Total # Rides 290 1,950 146 n g i h t g i l 50 49 A 47

+

COST PROFILE s 42 AUGUST 2019 YEAR TO DATE 41 n g i 40 d r 35 a

o 32 Hours 258 1,737 B

r 30 e 25 n g 24 Cost Expended e

$20,626 $94,600 s 22 s

a 20 P

l

Rides a 466 2,386 t

o 11 T 10 8 8 7 7 Cost/Ride $44.26 $39.65 4 4

0

Aldi Walmart Meijer Kohl’s Costco Dollar Tree Tuttle Mall Park to Shop Giant Eagle Bridge Park Hobby Lobby Steak & Shake Dublin Rec Center Sunny Street Cafe Dublin Plaza KrogerDublin Food Pantry Ohio Wildlife Center PILOT TRENDS Dublin Metro Library

500 $350

s 476

e 466 d i 450 444 R

$293 r $300 UFIT / PATHS e 400

n g 385 e s s $250 a 350

P AUGUST 2019 YEAR TO DATE

318 d

e 300

n k $200 i

n l TRIPS 0 60

U 250

f o

$150 r 197 e 200 RIDES 0 202 b

u m 150

N $87 $100 $0 $3,387 100 COST 70 $47 $44 $37 $36 $50 50 $28 $25 30 HOURS 0 68 Does not operate June - August, 0 $0 when school is not in session Jan Feb Mar April May June July August Total Senior Ridership Cost per Ride COST/RIDE $0 $16.76 SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• The project has 9 participating retailers • Senior Circulator launched with service and 8 participating senior centers, for a total only 3 days per week: Tues./Thurs./Fri. from of 17 channel partners. 10 AM to 2 PM. As the program shifted to • MORPC awarded a $65,000 grant to dynamic schedules, service expanded to M-F expland pilot and reach capacity during with more flexible hours. special events • PATHS/Dublin City Schools determined they will fund their own SHARE transportation program starting in August 2019. PROJECT BUDGET • UFIT/PATHS does not operate June - August, when school is not in session • In August 2019, contracted service cost • SHARE team planning to launch Senior 2.0 increased from $50 per hour to $80 per hour on October 1. • About $133,000 has been expended to • Seniors 55+ will be able to book shared, date for both Senior/ADA and Workforce scheduled rides on the SHARE app to any of pilots the destinations served below from 10 a.m. to • Monthly spending increasing from $9,400 3:15 p.m., Mon - Sat. Rides must be scheduled in January to $31,600 in July 24 hours in advance, and there must be at least 2 riders per trip.

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Coman Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT LaDrea Boutique in Bridge Park added to senior retail discount program

Avondale Rider Appreciation ice cream party held

Forever Dublin launched - Syntero to be added as senior destination on SHARE app

IrishFest senior shuttle brought seniors to the Dublin event all weekend ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE MOBILITY PILOT #1 #2 #3 SENIOR/ADA # Vehicles 1 1 1

CIRCULATOR # Stops 5 7 11+ Service Dates: 09.01.19 to 09.30.19

# Trips 8 2 48 MONTHLY RIDERSHIP TOTALS (Sept.) ROUTE ROUTE ROUTE # Trips 332 308 381 #1 #2 #3 (Jan. - Sept.)

SHARE SHARE SHARE

Rides in current period 43 7 418 (September 2019) POPULAR DESTINATIONS Rides in 70 previous period 43 25 398 66 (August 2019) 64

Total # Rides 333 153 2,368 s 60

n g 56 i

h t 52 g i l

A 50 48

COST PROFILE + 46

SEPTEMBER 2019 YEAR TO DATE s 41 n g i

d 40 r

a 36 Hours 174 1,911 o 34 B

r

e 30

Cost Expended n g

$13,900 $108,500 e

s 24

s 22 a 20 20 P

20 Rides l 18

468 2,854 a t o

T 12 10 Cost/Ride $29.70 $38.02 10

4 2 0

Aldi Meijer Target Walmart Dollar Tree Giant Eagle Tuttle Mall Park to Shop Color MeCo man Mine Park HobbySunny Lobby Street Cafe Columbus Zoo Dublin Plaza KrogerDublin Food PantryEmerald Campus PILOT TRENDS Dublin Rec Center Dublin Metro Library

500 $350 476

s 466 468 e 450 444 d i $293 UFIT / PATHS

R $300

r 400 e 385 n g

e 350 $250 SEPTEMBER 2019 YEAR TO DATE s s 318 a P

300 $200 d TRIPS 7 67 e 250 n k i

n l $150

U 197 RIDES 48 250

200 f o

r 150 e $87 $100 b COST $530 $3,917 100 u m

N 70 $47 $44 $37 $36 $50 50 $28 $25 $30 HOURS 7 74 30

0 $0 Jan Feb Mar April May June July August Sept COST/RIDE $11.05 $15.67 Senior Ridership Cost per Ride SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• The project has 9 participating retailers • SHARE engaged with Dublin senior and 8 participating senior centers, for a total communities to educate on new dynamic of 17 channel partners. scheduling process and updated contact • MORPC awarded a $65,000 grant to information. expland pilot and reach capacity during • SHARE worked with Avondale Senior special events Village to facilitate their unique rider needs allowing for a pre-set number of riders (67 riders per week) going to pre-determined destinations. PROJECT BUDGET

• SHARE team planning to launch Senior 2.0 • In August 2019, contracted service cost on October 1. increased from $50 per hour to $80 per hour • Seniors 55+ will be able to book shared, • About $157,000 has been expended to scheduled rides on the SHARE app to any of date for both Senior/ADA and Workforce the destinations served below from 10 a.m. to pilots 3:15 p.m., Mon - Sat. Rides must be scheduled • Monthly spending increasing from $9,400 24 hours in advance, and there must be at in January to $23,400 in September least 2 riders per trip.

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Co man Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT SHARE launched a Digital Advertising program via Facebook.

Avondale Rider Appreciation ice cream party held

Forever Dublin launched - Syntero to be added as senior destination on SHARE app

IrishFest senior shuttle brought seniors to the Dublin event all weekend MONTHLY RIDERSHIP TOTALS

# Vehicles DUBLIN 2 # Rides in current period MOBILITY PILOT (October 2019) 608 SENIOR/ADA # Rides in current period 468 CIRCULATOR (September 2019) Service Dates: 10.01.19 to 10.31.19 # Trips (Oct.) 92 COST PROFILE October 2019 YEAR TO DATE # Trips (Year-to-Date.) 1,113

Hours 208 2,119

Cost Expended $16,640 $125,140

Rides 608 3,462 POPULAR DESTINATIONS

120 Cost/Ride $27.36 $36.15 114 s n g i 100 h t g i

l 90 A

+

s 80 n g i 70 d r a o B

60 r

e 54 n g e

s 44 s 42 42 40 a 40 P

34 l 32

a 30 t o

T 22 20

8 8

0 WalmartDublin PlazaUFit KrogerFood PantryGiant EagleDollar TreeHobby LobbyTuttle MallAvery SquarePark to ShopDublin SeniorAldi CenterDublin MetroBig Lots Library

PILOT TRENDS

700 $350

608 s $293 e 600 $300 UFIT / PATHS d i R

r

e 500 $250 476 466 468 OCTOBER 2019 YEAR TO DATE n g 444 e s s

a 400 385 $200

P TRIPS 3 70

d

e 318 300 $150 n k i RIDES 32 282 n l U

f 197 o 200 $87 $100

r COST $960 $4,877 e b $47 $44 100 $37 $50 u m $36 70 $28 $30 $27 12 86

N $25 HOURS 30 0 $0 Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sept. Oct. COST/RIDE $30 $17.29 Ridership Cost per Ride SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• The project has 9 participating retailers • SHARE engaged with Dublin senior and 8 participating senior centers, for a total communities to educate on new dynamic of 17 channel partners. scheduling process and updated contact • MORPC awarded a $65,000 grant to information. expland pilot and reach capacity during • SHARE worked with Avondale Senior special events Village to facilitate their unique rider needs allowing for a pre-set number of riders (67 riders per week) going to pre-determined destinations. PROJECT BUDGET

• SHARE team planning to launch Senior 2.0 • In August 2019, contracted service cost on October 1. increased from $50 per hour to $80 per hour • Seniors 55+ will be able to book shared, • About $157,000 has been expended to scheduled rides on the SHARE app to any of date for both Senior/ADA and Workforce the destinations served below from 10 a.m. to pilots 3:15 p.m., Mon - Sat. Rides must be scheduled • Monthly spending increasing from $9,400 24 hours in advance, and there must be at in January to $23,400 in September least 2 riders per trip.

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Co man Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT

Facebook ads resulted in 33 app downloads but very few bookings, with riders looking for evening hours particularly on weekends and rides to places of worship

Aging-in-place riders are mainly one-rides as we launch the Senior 2.0 program.

SHARE MONTHLY RIDERSHIP TOTALS

# Vehicles DUBLIN 2 # Rides in current period MOBILITY PILOT (November 2019) 637 SENIOR/ADA # Rides in previous period 608 CIRCULATOR (October 2019) Service Dates: 11.01.19 to 11.30.19 # Trips (Oct.) 65 COST PROFILE NOVEMBER 2019 YEAR TO DATE # Trips (Year-to-Date.) 1,178

Hours 216 2,335

Cost Expended $17,241 $142,381

Rides 637 4,099 POPULAR DESTINATIONS 180

Cost/Ride $27.06 $34.73 160 160

140

120

100 97

80

62 60 48 42 42 40 40 40 34 Total Passenger Boardings & Alightings Boardings Passenger Total

20 17 12 10 PILOT TRENDS 2 0 700 $350 Ufit Aldi s 637 e 608 Walmart Big Lots d Tuttle Mall i 600 $293 $300 Giant Eagle R Park to Shop Hobby Lobby Urban Meyer’s Avery Square r Pint House e Dublin Rec. Center n g 500 $250 Dublin PlazaDublin Kroger Food Pantry e 476 466 468 s

s 444 a P

400 385 $200 d e

n k 318 i

n l 300 $150 UFIT / PATHS U

f o

r 197 200 $87 $100 e NOVEMBER 2019 YEAR TO DATE b

u m $47 $44 N 100 $37 $36 $50 70 $28 $25 $30 $27 $27 TRIPS 2 72 30 0 $0 Jan Feb Mar April May June July Aug Sep Oct Nov RIDES 10 292 Total Senior Ridership Cost per Ride SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• The project has 9 participating retailers • Senior routes are continuing to grow with a and 8 participating senior centers, for a total greater portion of the rides coming the first of 17 channel partners. week of the month (coincides with the fixed • MORPC awarded a $65,000 grant to income payments) expland pilot and reach capacity during • SHARE worked with Avondale Senior special events Village to facilitate their unique rider needs allowing for a pre-set number of riders (67 riders per week) going to pre-determined destinations. PROJECT BUDGET

• SHARE team launched Senior 2.0 on • In August 2019, contracted service cost October 1. increased from $50 per hour to $80 per hour • Seniors 55+ are now able to book shared, • About $216,000 has been expended to scheduled rides on the SHARE app to any of date for both Senior/ADA and Workforce the destinations served below from 10 a.m. to pilots 3:15 p.m., Mon - Sat. Rides must be scheduled • Monthly spending increasing from $28,800 24 hours in advance, and there must be at in October to $30,500 in November least 2 riders per trip.

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Coman Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT

Facebook advertising continues to drive ridership downloads and account creation but is not converting to rides due to limited hours of service

WalMart and other grocery stores continue to be the most popular stops

SHARE MONTHLY RIDERSHIP TOTALS

# Vehicles DUBLIN 2 # Rides in current period MOBILITY PILOT (December 2019) 622 SENIOR/ADA # Rides in previous period 637 CIRCULATOR (November 2019) Service Dates: 12.01.19 to 12.31.19 # Trips (Dec.) 62 COST PROFILE DECEMBER 2019 YEAR TO DATE # Trips (Year-to-Date.) 1,240

Hours 225 2,560

Cost Expended $18,016 $160,397

Rides 622 4,721 POPULAR DESTINATIONS

140 Cost/Ride $28.96 $33.97 132

120

100

80 72 70 64

60

50 49 43 40

30 24 24

Total Passenger Boardings & Alightings Boardings Passenger Total 20 16 11 8 8 4 PILOT TRENDS 2 0

700 $350 Ufit Walmart Big Lots TuttleGiant Mall Eagle $293 Avery Square 600 $300 Festival Centre HobbyDublin Lobby City Hall Historic Dublin

s Emerald CampusDublin Jerome HS Dublin Rec. Center e Dublin Plaza Kroger

d Dublin Food Pantry Dublin Metro Library R i

500 $250 r e g n e

s 400 $200 a s P 637 a l 622

t 300 608 $150 UFIT / PATHS o T 476 444 466 468 200 $87 385 $100 DECEMBER 2019 YEAR TO DATE 318 $47 $44 100 197 $37 $36 $50 TRIPS 5 77 $28 $25 $30 $27 $27 $28 70 30 0 $0 Jan. Feb. Mar Apr May Jun Jul Aug Sep Oct Nov Dec RIDES 23 315 Total Senior Ridership Cost per Ride SENIOR/ADA SERVICE UPDATES PROJECT SUPPORT

• The project has 9 participating retailers • Senior routes are continuing to grow with a and 8 participating senior centers, for a total greater portion of the rides coming the first of 17 channel partners. week of the month (coincides with the fixed • MORPC awarded a $65,000 grant to income payments) expland pilot and reach capacity during • SHARE worked with Avondale Senior special events Village to facilitate their unique rider needs allowing for a pre-set number of riders (67 riders per week) going to pre-determined destinations. PROJECT BUDGET

• SHARE team launched Senior 2.0 on • In August 2019, contracted service cost October 1. increased from $50 per hour to $80 per hour • Seniors 55+ are now able to book shared, • About $243,500 has been expended to scheduled rides on the SHARE app to any of date for both Senior/ADA and Workforce the destinations served below from 10 a.m. to pilots 3:15 p.m., Mon - Sat. Rides must be scheduled • Monthly spending decreasing from 24 hours in advance, and there must be at $30,500 in November to $27,500 in least 2 riders per trip. December

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Coman Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT

O ered trips to tree lighting ceremony from local senior living communities

Ridership was down due to the holidays, but utilization/productivity increased

SHARE MONTHLY RIDERSHIP TOTALS DUBLIN MOBILITY # Vehicles 2 PROGRAM # Rides in current period (January 2020) 679 SENIOR/ADA # Rides in previous period 622 SHUTTLE (December 2019) Service Dates: 01.01.2020 to 01.31.2020 # Trips (Jan.) 68 COST PROFILE JANUARY 2020 PROGRAM TO DATE # Trips (Program-to-Date) 1,308

Hours 215 2,775 # Riders per Trip (Jan.) 10.0 Cost Expended $17,193 $177,590

Rides 679 5,400 180

Cost/Ride $25.32 $32.88 160 160

140 SERVICE TRENDS 120

800 $350 108 100

80 700 80 $293 $300

Total Passenger Boardings & Alightings Boardings Passenger Total 60 57 600 52 49 $250 40 40 40 34 s e d

i 500 R

r 20 19 e $200

n g 10 10

e 6 s s 2 a 400

P 0

l a t

o Ufit Aldi

T 679 $150 Walmart Big Lots 637 622 Giant Eagle Tuttle Mall 300 608 Park to Shop Avery Square Hobby LobbyUrban Meyer’s Pint House Dublin Rec. Center Dublin Plaza Kroger Dublin Food Pantry Dublin Metro Library 476 466 468 444 $100 $87 200 385 318 UFIT / PATHS $47 $44 $50 100 197 $37 $36 $30 $28 $25 $27 $27 $28 $25 JANUARY 2020 PROGRAM TO DATE

70 30 TRIPS N/A 77 0 $0 Jan. Mar. May. Jul. Sep. Nov. Jan. 2019 2019 2019 2019 2019 2019 2020 RIDES 57 372 Total Senior Ridership Cost per Ride SENIOR/ADA SERVICE UPDATES PROGRAM SUPPORT

• The program has 9 participating retailers • Senior routes are continuing to grow with a and 8 participating senior centers, for a total greater portion of the rides coming the first of 17 channel partners. week of the month (coincides with the fixed • MORPC awarded a $65,000 grant to income payments) expland shuttles and reach capacity during • SHARE worked with Avondale Senior special events Village to facilitate their unique rider needs allowing for a pre-set number of riders (67 riders per week) going to pre-determined destinations. PROJECT BUDGET

• SHARE team launched Senior 2.0 on • In August 2019, contracted service cost October 1. increased from $50 per hour to $80 per hour • Seniors 55+ are now able to book shared, • About $267,000 has been expended to scheduled rides on the SHARE app to any of date for both Senior/ADA and Workforce the destinations served below from 10 a.m. to shuttles 3:15 p.m., Mon - Sat. Rides must be scheduled • Monthly spending decreasing from 24 hours in advance, and there must be at $27,500 in December 2019 to $23,800 in least 2 riders per trip. January 2020

ORIGINS & DESTINATIONS SERVED

Origins where people can Destinations book rides • Aldi • Kilwin’s • Avondale • Bridge Park Farmer’s Market • Kroger (Avery, Sawmill, • Dublin Retirement Village • Cap City Diner Bridge Street) • DRV-Assisted Living • Coman Park • Le Chatelaine • The Convalarium • Dollar Tree • Meijer’s • Friendship Village of Dublin • Dublin Arts Council • Scioto Park • Sunrise of Dublin • Dublin Library • Syntero • Village at Heatherstone • Dublin Rec Center • Trader Joe’s • Grand of Dublin • Food Pantry • Tuttle Mall • Dublin residential • Giant Eagle - Perimeter • UFIT neighborhoods TBD • Historic Dublin • Walmart • Hobby Lobby

COMMUNITY IMPACT

Senior rides were expected to decline in January, but unusually mild winter weather allowed riders to remind active throughout the month.

Total ridership has reached an all-time high, and utilization has steadily increased.

SHARE ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 WORKFORCE # Vehicles 1 1 1 1 CIRCULATOR # Stops 2 3 3 2 Service Dates: 06.01.19 to 06.30.19

# Trips 33 38 9 0 MONTHLY RIDERSHIP TOTALS (June) # Trips 63 0 (Jan. - June) 41 102 SHARE ROUTE ROUTE ROUTE ROUTE 1 21 33 73

PARTICIPATING EMPLOYERS Rides in 41 157 9 0 current period • AC Marriott Rides in 11 154 15 0 • Cardinal Health - South Campus previous period • Cardinal Health - 5515 Parkcenter Circle • Fiserv Total # Rides 123 311 34 0 • Friendship Village of Dublin • Home2 • Metro Data Center / Dublin COST PROFILE Entrepreneurial Center JUNE 2019 YEAR TO DATE • OCLC • Stanley Steemer Contract Cost $16,055 $9,212 • T CETRA • United Healthcare • WD Partners Hours 184 321

Rides 207 468 ANTICIPATED EMPLOYER Cost/Ride $44.50 $41.48 PARTICIPANTS

• Cardinal Health - Main Campus • Dollar Tree • Dublin Crowne Plaza PILOT TRENDS • Dublin Grand • Dublin Methodist Hospital s Pilot Trends: Monthly Ridership by Route e d i 250 $50 • Dublin Retirement Village R $45 r $45 e 207 • Embassy Suites

g $39

n 200 $40

e $38 180 • Epiq

s $37

s $35

a • Hilton Crowne Plaza P 150 $30

d • Hilton Garden Inn e $25 k n i

l 100 $20 • Homewood Suites

n 74

U $15

f • Hyatt Place

o 50 $10 r • Marriott Northwest e 7 $5

m b 0 $0 • Marriott Residence Inn u Mar April May June N • Netwrix Workforce Workforce Cost per Trip COMMUNITY IMPACT: WORKFORCE

SHARE has decreased participating Dublin worker commute time by an average of 28 minutes (14 minutes each way).

Several workforce riders save $400/month in Uber costs to get to/from bus stops

White-collar as well as service-sector workers enjoy the benefits of SHARE’s workforce service

AC Marriott has the highest workforce participation of any employers - four (4) workers from housekeeping sta , one-third of their department, use the service

Pilot has grown from one regular rider in March to 14 regular riders in June. Increased from one COTA route connections to five.

COTA bus marketing has proven to be an e ective means of marketing the program

Launched the Dublin Lunch Shuttle as a marketing program to increase ridership among white-collar workers. The program was o ered to Cardinal Health (2 campuses) and to the Metro Data Center/Dublin Entrepreneurial Center. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 WORKFORCE # Vehicles 1 1 1 1 CIRCULATOR # Stops 2 3 3 2 Service Dates: 07.01.19 to 07.31.19

# Trips 33 38 9 0 MONTHLY RIDERSHIP TOTALS (June) # Trips 63 0 (Jan. - June) 41 102 SHARE ROUTE ROUTE ROUTE ROUTE 1 21 33 73

PARTICIPATING EMPLOYERS Rides in 44 177 16 0 current period • AC Marriott Rides in 41 157 9 0 • Cardinal Health - South Campus previous period • Cardinal Health - 5515 Parkcenter Circle • Fiserv Total # Rides 167 488 50 0 • Friendship Village of Dublin • Home2 • Metro Data Center / Dublin COST PROFILE Entrepreneurial Center JULY 2019 YEAR TO DATE • OCLC • Stanley Steemer Contract Cost $24,318 $8,263 • T CETRA • United Healthcare • WD Partners Hours 165 486

Rides 243 630 ANTICIPATED EMPLOYER Cost/Ride $34.01 $38.60 PARTICIPANTS

• Cardinal Health - Main Campus • Dollar Tree • Dublin Crowne Plaza PILOT TRENDS • Dublin Grand • Dublin Methodist Hospital Pilot Trends: Monthly Ridership by Route • Dublin Retirement Village 250 243 $50 s

e $45 • Embassy Suites

d $45

i 207 R

r 200 $40

e $39 • Epiq $38 180 g $37

n $35

e $34

s • Hilton Crowne Plaza s

a 150 $30 P

d • Hilton Garden Inn $25 e k n i l 100 $20 • Homewood Suites n

U 74

f $15 • Hyatt Place o r e 50 $10 • Marriott Northwest m b

u $5 7 N 0 $0 • Marriott Residence Inn Mar April May June July • Netwrix Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE

SHARE has decreased participating Dublin worker commute time by an average of 28 minutes (14 minutes each way).

Several workforce riders save $400/month in Uber costs to get to/from bus stops

White-collar as well as service-sector workers enjoy the benefits of SHARE’s workforce service

AC Marriott has the highest workforce participation of any employers - four (4) workers from housekeeping sta , one-third of their department, use the service

Pilot has grown from one regular rider in March to 14 regular riders in June. Increased from one COTA route connections to five.

COTA bus marketing has proven to be an e ective means of marketing the program

Launched the Dublin Lunch Shuttle as a marketing program to increase ridership among white-collar workers. The program was o ered to Cardinal Health (2 campuses) and to the Metro Data Center/Dublin Entrepreneurial Center. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 74 WORKFORCE # Vehicles 1 1 1 1 1 CIRCULATOR # Stops 2 3 3 2 1 Service Dates: 08.01.19 to 08.31.19

# Trips 12 44 20 0 0 (August) MONTHLY RIDERSHIP TOTALS # Trips 91 0 0 (Jan. - August) 75 234 SHARE ROUTE ROUTE ROUTE ROUTE ROUTE 1 21 33 73 74

PARTICIPATING EMPLOYERS Rides in 24 87 40 0 0 current period BOARDINGS ALIGHTINGS TOTAL

Rides in 44 177 16 0 0 35 40 75 previous period AC Marriott

Total # Rides Friendship Village 14 14 28 191 575 90 0 0 of Dublin

OCLC 0 0 0

COST PROFILE Stanley Steemer 0 0 0 AUGUST 2019 YEAR TO DATE

T-Cetra 0 0 0 Contract Cost $10,970 $35,288 United Health 0 0 Group 0 Hours 623 137 WD Partners 13 11 24

Rides 151 734

Cost/Ride $72.65 $48.08

PILOT TRENDS

300 $80 s

e $73 $70 d i 250 R 241

r

e $60 207 n g

e 200

s $50

s 180 a

P $45

151 $40 d 150 $39 e $38 $37 $34 n k i $30 n l 100 U

f 74

o $20

r

e 50 b $10

u m 7 N 0 $0 Mar April May June July August Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE

Workforce ridership has lagged for several reasons - most riders are in low-wage, transient jobs with unpredictable hours, making it di cult to schedule rides regularly

Two riders stopped using SHARE because they purchased cars for the first time - a signal that SHARE is providing much-needed access to jobs and economic mobility

Metro Data Center/ the DEC sponsored the Dublin Lunch Shuttle ($2,500)

AC Marriott has the highest workforce participation of any employers - four (4) workers from housekeeping sta, one-third of their department, use the service.

Access to smartphones and limited English proficiency are barriers to ridership for many workers - housekeeping supervisor books these employees’ rides on their behalf

COTA ran geo-fenced in-bus audio advertising on the 5 COTA bus lines included in the Workforce program. This provided to be an eective marketing tool, as SHARE received a dozen unsolicited queries from COTA riders due to the ads.

Launched the Dublin Lunch Shuttle as a marketing program to increase ridership among white-collar workers. The program was oered to Cardinal Health (2 campuses) and to the Metro Data Center/Dublin Entrepreneurial Center. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 74 WORKFORCE # Vehicles 1 1 1 1 1 CIRCULATOR # Stops 2 3 3 2 1 Service Dates: 09.01.19 to 09.30.19

# Trips 0 88 31 0 0 (Sept.) MONTHLY RIDERSHIP TOTALS # Trips 122 0 0 (Jan. - Sept.) 75 322 SHARE ROUTE ROUTE ROUTE ROUTE ROUTE 1 21 33 73 74

PARTICIPATING EMPLOYERS Rides in 0 88 32 0 0 current period BOARDINGS ALIGHTINGS TOTAL

Rides in 24 87 40 0 0 41 47 88 previous period AC Marriott

Total # Rides Friendship Village 14 18 32 191 663 122 0 0 of Dublin

OCLC 0 0 0

COST PROFILE Stanley Steemer 0 0 0 SEPTEMBER 2019 YEAR TO DATE

T-Cetra 0 0 0 Contract Cost $8,971 $44,260 United Health 0 0 Group 0 Hours 736 112 WD Partners 0 0 0

Rides 120 854

Cost/Ride $74.76 $51.83

PILOT TRENDS s e 300 $80 d i $75 R $73

r $70 e 250 241 n g $60 e

s 207 s 200 a 180 $50 P $45 d 151 e 150 $40 $38 $37 $39 n k i $34 120 n l $30

U 100 f o 74 $20 r e 50 b $10

u m 7

N 0 $0 Mar April May June July August Sept. Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE

Stanley Steamer added 2 additional workforce riders.

SHARE targeted service provider leadership via Indeed and Linkedin.

Based on feedback from businesses, there was concern over the use of the term “pilot.” SHARE re-worded marketing materials to remove “pilot.”

SHARE launched email campaign for existing and previous riders to promote the service.

SHARE engaged with local hotels to bolster ridership. AC Marriott has the highest workforce participation of any employers - four (4) workers from housekeeping sta , one-third of their department, use the service. Access to smartphones and limited English proficiency are barriers to ridership for many workers - housekeeping supervisor books these employees’ rides on their behalf.

COTA ran geo-fenced in-bus audio advertising on the 5 COTA bus lines included in the Workforce program. This provided to be an e ective marketing tool, as SHARE received a dozen unsolicited queries from COTA riders due to the ads.

Launched the Dublin Lunch Shuttle as a marketing program to increase ridership among white-collar workers. The program was o ered to Cardinal Health (both campuses) and to the Metro Data Center/Dublin Entrepreneurial Center. ROUTE PROFILES DUBLIN ROUTE ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 74 WORKFORCE CIRCULATOR # Vehicles 1 Service Dates: 10.01.19 to 10.31.19 # Stops 2 3 3 2 1

MONTHLY RIDERSHIP TOTALS # Trips 0 85 9 0 0 (Oct.)

SHARE # Trips ROUTE ROUTE ROUTE ROUTE ROUTE (Jan. - Oct.) 75 407 131 0 0 1 21 33 73 74 Passengers per Trip (Oct.) 0 2.4 2.6 0 0

Rides in 0 203 23 0 0 Passengers per current period Trip (Jan. - Oct.) 2.5 1.8 1.0 0 0 Rides in 0 88 32 0 0 previous period

Total # Rides 191 748 131 0 0 PARTICIPATING EMPLOYERS TOTAL BOARDINGS & ALIGHTINGS 162 COST PROFILE AC Marriott OCTOBER 2019 YEAR TO DATE Friendship Village of Dublin 40 Contract Cost $12,160 $56,240

Stanley Steemer 18

Hours 152 888 United Health Group 1

Rides 226 1,080

Cost/Ride $53.81 $52.07

PILOT TRENDS

300 $80 $75 $73 $70

s 250 241 e

d 226 i $60 R

207

r $54 200 e 180 $50 n g $45 e

s 151 s 150 $39 $40 a $38 $37 P $34 120 $30 100 Total 74 $20

50 $10 7 0 $0 Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE SHARE

SHARE now has a 5-Star Net Promoter Score, a measure of customer satisfaction

Nine (9) new downloads of SHARE’s Workforce app

SHARE is re-engaging with hotels, which make the largest percentage of workforce ridership

New rider cited disability as the primary reason for using service, not having to walk 1/2 mile from the bus stop to work

SHARE engaged with local hotels to bolster ridership. AC Marriott has the highest workforce participation of any employers - four (4) workers from housekeeping sta , one-third of their department, use the service. Access to smartphones and limited English proficiency are barriers to ridership for many workers - housekeeping supervisor books these employees’ rides on their behalf.

COTA ran geo-fenced in-bus audio advertising on the 5 COTA bus lines included in the Workforce program. This provided to be an e ective marketing tool, as SHARE received a dozen unsolicited queries from COTA riders due to the ads. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 74 WORKFORCE # Vehicles 1 CIRCULATOR # Stops 2 3 3 2 1 Service Dates: 11.01.19 to 11.30.19

# Trips 5 89 19 0 0 (Nov.) MONTHLY RIDERSHIP TOTALS # Trips (Jan. - Nov.) 80 496 150 0 0 SHARE ROUTE ROUTE ROUTE ROUTE ROUTE Passengers 1 21 33 73 74 Per Trip 2.2 2.2 2.2 0 0 (Nov.) Passengers Per Trip 2.5 1.9 1.2 0 0 (Jan. - Nov.) Rides in 11 198 42 0 0 current period

Rides in 0 203 23 0 0 previous period PARTICIPATING EMPLOYERS TOTAL BOARDINGS & ALIGHTINGS Total # Rides 202 946 173 0 0 168 AC Marriott COST PROFILE Friendship Village of Dublin 38 NOVEMBER 2019 YEAR TO DATE Stanley Steemer 38 Contract Cost $13,255 $69,495 Express Scripts 5 Hours 165 1,053 United Health Group 2 Rides 251 1,331

Cost/Ride $52.81 $52.21

PILOT TRENDS

300 $80

$75 $73 $70 251 250 241 226 $60 207 s

e 200 $54 d $53 i

R $50

180 r e

g $45 n

e 151 s 150 $40 s $39 a $38 $37 P $34 120 $30 Total 100

74 $20

50 $10

7 0 $0 Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE SHARE

COTA was awarded new funding from ODOT, of which $250,000 will be used in collaboration with Dublin and SHARE to expand service on routes that serve Dublin riders. COTA will explore extended operating hours on multiple routes to meet rider demand in the mid-day and evening hours. The expanded service will support o -peak commuter travel, which was identified as a need by multiple Dublin employers.

One rider cited disability as the primary reason for using service, which saved them from having to walk 1/2 mile from the bus stop to their employer.

SHARE has had 83 people create an account to date. Of these, 10 users have become regular scheduled riders. ROUTE PROFILES

DUBLIN ROUTE ROUTE ROUTE ROUTE ROUTE MOBILITY PILOT 1 21 33 73 74 WORKFORCE # Vehicles 1 CIRCULATOR # Stops 2 3 3 2 1 Service Dates: 12.01.19 to 12.31.19

# Trips 22 65 0 0 0 MONTHLY RIDERSHIP TOTALS (Dec.) # Trips (Jan. - Dec.) 102 561 150 0 0 SHARE ROUTE ROUTE ROUTE ROUTE ROUTE Passengers 1 21 33 73 74 Per Trip 2.4 2.4 0 0 0 (Dec.) Passengers Per Trip 2.5 2.0 1.2 0 0 (Jan. - Dec.) Rides in 52 156 0 0 0 current period

Rides in 11 198 42 0 0 previous period PARTICIPATING EMPLOYERS TOTAL BOARDINGS & ALIGHTINGS Total # Rides 254 1,102 173 0 0 156 AC Marriott COST PROFILE Friendship Village of Dublin 37 DECEMBER 2019 YEAR TO DATE Stanley Steemer 1 Contract Cost $9,533 $79,028 Metro Data Center 1 Hours 119 1,172 Express Scripts 5 Rides 208 1,539

Cost/Ride $45.83 $51.35

PILOT TRENDS

300 $80

Ufit $75 $73 $70 251 250 241 Historic Dublin 226 Dublin Jerome HS s $60 e

Dublin Metro Library d 207 208 R i

$54 r 200 $53 e

g 180 $50 n

e $46 s $45

a s 151 P

150 $40 $39 a l $38 t $37 o $34 T 120 $30 100

74 $20

50 $10

7 0 $0 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE SHARE

COTA was awarded new funding from ODOT, of which $250,000 will be used in collaboration with Dublin and SHARE to expand service on routes that serve Dublin riders. COTA will explore extended operating hours on multiple routes to meet rider demand in the mid-day and evening hours. The expanded service will support o -peak commuter travel, which was identified as a need by multiple Dublin employers.

SHARE held an on-site outreach event at UnitedHealth Group to promote the workforce program

SHARE has had 83 people create an account to date. Of these, 10 users have become regular scheduled riders. DUBLIN MOBILITY ROUTE PROFILES ROUTE ROUTE ROUTE ROUTE ROUTE PROGRAM 1 21 33 73 74

WORKFORCE # Vehicles 1 SHUTTLE # Stops 2 3 3 2 1 Service Dates: 01.01.2020 to 01.31.2020

# Trips 1 53 15 0 0 MONTHLY RIDERSHIP TOTALS (Jan.) # Trips (Program to 103 614 165 0 0 SHARE Date) ROUTE ROUTE ROUTE ROUTE ROUTE Passengers 1 21 33 73 74 Per Trip 1.0 2.1 2.1 0 0 (Jan.) Passengers Per Trip 2.5 2.0 1.2 0 0 (Svc. to Date) Rides in 1 111 31 0 0 current period

Rides in previous period 52 156 0 0 0 PARTICIPATING EMPLOYERS TOTAL BOARDINGS & ALIGHTINGS Total # Rides 255 1,213 204 0 0 111 AC Marriott COST PROFILE Friendship Village of Dublin 30 JANUARY 2020 PROGRAM TO DATE OhioHealth Dublin Methodist 2 Contract Cost $6,598 $85,626 Hospital

Hours 82 1,254

Rides 142 1,681

Cost/Ride $46.46 $50.93

SERVICE TRENDS

300 $80 $75 $73 251 $70 250 241

s 226 e $60 d i 207 208 R

200 $54

r $53

e 180 $50 $46 $46 n g $45

e 151 s 150 142 $40 s $39

a $38 $37

P $34 120

l

a $30 t 100 o

T 74 $20

50 $10 7 0 $0 Mar. Apr. May. Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2020 Workforce Workforce Cost per Ride COMMUNITY IMPACT: WORKFORCE SHARE

On Thursday January 16th, SHARE participated in the Connect Dublin Event. Moderated by City sta, SHARE presented alongside Denso to highlight the innovative mobility projects underway in Dublin. Denso presented on the connected vehicle environment and SHARE highlighted the mobility services that are available to seniors and the workforce in Dublin. The Connect Dublin Event welcomed 75 diverse residents of Dublin that included students, seniors, and local business owners.

Two SHARE riders, who work at AC Marriott, provided the following testimonials:

“SHARE has been a complete life saver! I ride my bike 5 minutes to the Tuttle Mall COTA bus stop and SHARE vehicles pick me up every day, on-time. I don't know how I would get to work if it wasn't for [this service].”

“I would recommend SHARE services to all of my co-workers. [The service] was recommended to me when I first started with Marriott and it has been a great transportation experience for me.”

SHARE has engaged with the following employers to promote the workforce service:

• Hilton Garden Inn • United Health Group • Hospitality Stang Solutions • Adecco Stang • Dublin City Schools • Cardinal Health • EmploySeniors.org • DISH Network • Community Choice Financial • Crotty Financial • Univar Solutions • Trillium Stang Solutions RECORD OF PROCEEDINGS

Minutes of Dublin City Council Meeting

BARRETT BROTHERS - DAYTON, OHIO Form 6101

September 23, 2019 Page 11 of 13 w ? a

Ms. Alutto, Dublin Friendship Committee reported that the Committee met recently to brain;5torm about the coming year's focus. They will finalize plans at their November meeting and she will bring this back for Council' s consideration.

Ms. De Rosa, NW 33 Corridor Group reported the group will meet in early October. As mentioned previously, ODOT has established a US 33 Corridor Steering Committee. She and Ms. O' Callaghan will be part of that group. The first meeting of the group will be later this week. They will look at ODOT' s plans for that corridor and perhaps discuss alternative futures, scenario planning, etc. She will bring an update to Council in follow up.

COUINCIL ROUNDTABLE Ms. De Rosa: 111, Thanked Economic Development staff for their work on the Dublin Reality Check, which she attended. What has been heard consistently from the businesses is that one of their biggest challenges is finding, keeping and advancing the workforce. That is the subject of these sessions, and there was a large attendance of businesses from Central Ohio. It would be great if the Economic Development team could provide a synopsis of what they have learned in these sessions. She she looks forward to attending future sessions. 2„ Thanks for staff's note about the Safe Exchange service offered by the City. This provides a safe location for those who are buying or selling goods online. Chief Paez confirmed this service is available 24/ 7 at the Justice Center. 3,. Commented that leaf pick- up begins October 7, according to information shared. Given the every other week pick- up by zone, residents have indicated there can be problems when large volumes of leaves fall in between those pick- up dates. She is not certain if there is any ability in the schedule and the planning to provide more frequent pick- ups. Ms. Crandall stated that staff will follow- up on this question and share the plan for this year. She is aware that the process was improved, and the crews have hand- held devices that enable handling of missed pick- ups. Ms. Cie Rosa suggested it may be a matter of monitoring neighborhoods with many large trees and the timing of leaf drop. Mr. Keenan stated it is not a matter of a missed pick- up, but the two-week gap between pick- ups. Having leaves on the tree lawn for nearly two weeks can kill the grass. Especially in heavily treed areas, it would be nice to be able to make a call for pick- up. Ms. Cie Rosa added it is often a short period when all of the leaves seem to fall at once. Vice Mayor Amorose Groomes stated she believes it will be an earlier fall this year, as the trees have been under stress. Last year, the leaves fell very late and some froze in the streets and were not picked up until spring. Mr. Keenan stated that the Service Department must switch between snow plowing and leaf pick-up, and if they occur simultaneously, it is problematic. Ms. Alutto suggested that the GoDublin app could include a service request for leaf pick- up. Ms. Crandall responded that staff could look into this. It is a matter of staffing and equipment on the street and the capacity of what can be handled. Ms. Die Rosa stated she would appreciate staff' s suggestions for handling heavy periods of leaf drop. 4. Noted that she looks forward to seeing everyone at the Field of Corn 25th anniversary celebration on Saturday, September 28!

Ms. Alutto: 1. Noted that the Complete Count Committee for the U. S. Census kicks off this year and she is Council' s representative to that committee Would Council be interested in having her provide information from this committee beginning in spring of 2020? Mayou Peterson agreed. Vice Mayor Amorose Groomes stated she could add this to her Friendship Committee report. 2. Commented this is the last weekend of the Dublin Market. She encouraged everyone to attend this enjoyable event. Ms. Die Rosa commented that the Market has grown substantially since last year. RECORD OF PROCEEDINGS

Minutes of Dublin City Council Meeting

BARRETT BROTHERS - DAYTON, OHIO Form 6101

September 23, 2019 Page 12 of 13 Held

Vice Mayor Amorose Groomes: 1. Noted she reviewed the memo about the " Mobility Study Phase 3 Implementation - Dublin Circulator Pilot Program Update." Will that information be sent to a Committee or will there be further discussion about it? Ms. Crandall responded this was simply an update. However, if Council desires, it can be referred to Committee for follow-up. Vice Mayor Amorose Groomes stated there is good data in the report, but not much information about what will be done moving forward. She is aware this was a pilot program, and we now have mid -point pilot data. She sees there was a grant obtained through MORPC' s assistance for $ 65, 000 of funding for the Senior Circulator portion in 2019.. It would be important to discuss at Committee level the funding of the program, the gaps that need to be filled, and where that funding will come from, whether it is the City' s funds or other entities. Ms. Crandall stated that either the Finance Committee or the Public Services Committee would be an appropriate venue for this discussion. She does agree that there may be more financial issues for discussion at this point. SHARE could be invited to speak to their plan moving forward. Ms. De Rosa stated that both the Senior Circulator and the Workforce Circulator should be di:3cussed. COTA has launched a ride share program as well, and there is a lot of activity around these services. This would be a very useful update. Vice Mayor Amorose Groomes stated Council certainly wants to support the community' s abilib,t to age in place. However, there is a fiscal responsibility to the balance of the community as well. In looking at the $ 41. 48 per person for grocery store transportation, there is a responsibility -- both to those who need the ride as well as the balance of the community -- to look at this judiciously. A Committee can discuss if this is the best option available to the City, if there is opportunity for cost reduction for the service, and if we can identify some partnerships. The current model is not entirely sustainable. Ms. Crandall stated she believes it would fit best at the Finance Committee, assuming Council supports this referral.

Vice Mayor Amorose Groomes moved referral of the circulator pilot programs, both Workforce and Senior, to the Finance Committee. Ms. Alutto seconded the motion.

Vote on the motion: Ms. De Rosa, yes; Vice Mayor Amorose Groomes, yes; Mayor

Peterson, yes; Ms. AI utto, yes; Mr. Keenan, yes.

Vice Mayor Amorose Groomes continued: 2. Happy Birthday to Mr. Keenan on Friday!

Mayor Peterson: 1, Wished Mr. Keenan a Happy Birthday, noting a card and Bundt cupcakes are in the conference room for him. 2. Thanked Mr. Syler for all of his service to the community. What he has done in his career does directly impact residents and their enjoyment of our community. He has left this organization in much better shape than he found it, which is a measure of his career and commitment to the City. Council and the community appreciate his service over the past eight years. Mr. Keenan added that under Mr. Syler' s leadership, the NAPA parts store was initiated. This has saved countless hours of overtime and manpower for the City. Ms. Crandall noted that the program has been expanded beyond Fleet, and other divisions now use the NAPA parts in- house store. Mayor Peterson summarized that he has made the Dublin Fleet operation what others strive for! Thank you again for your service!

ADJOURNMENT The meeting was adjourned at 8: 11 p. m. RECORD OF PROCEEDINGS

Minutes of Dublin City Council Meeting

BARRET" T BROT1 DAYTON, OHIO Form 6101

September 23, 2019 Page 13 of 13 Held

ayor — Pre iidAg q)ffer

1-11 L?Lh -, Clerk of Council