JEFFERSON PARISH PUBLIC TRANSIT STRATEGIC PLAN Project Summary April 2019

RPC Task JPTSP | FTA No. LA-2017-018-00 Partners Consultants

The contents of this document reflect the views of the author(s) who is (are) responsible for the facts and the accuracy of the data presented herein. The contents do not necessarily reflect the official views of policies of the RPC, the State or the Federal Transit Administration. This document does not constitute a standard, specification, or regulation.

2 Jefferson Transit Strategic Plan CONTENTS

Welcome to JeT What is the purpose of this document? 4 What is not part of this plan? 4 What are the plan’s Goals and Objectives? 4 Strengths, Weaknesses, Opportunities, Threats (SWOT) 6 What types of service scenarios/concepts did we look at? 7 What has been the planning process? 9

JeT’s at the Gate What does the current JeT look like? 10 What is the perception of JeT? 12 What community needs does JeT not currently address? 14 What are some of JeT’s challenges? 17

JeT’s Boarding Now What’s the outlook and opportunities for JeT? 20 Review of population groups reached 26

See JeT Fly Visionary Ideas 28

JeT in Action What is the process of implementation? 32 How will JeT meet community needs? 33

3 WELCOME TO JeT What is the purpose of this document? What are the plan’s Goals and Objectives? This strategic plan is designed to provide guidance Mission Statement over the next 20 years. Suggestions in the strategic plan Provide high-quality public transportation services that remain flexible in order to incorporate the findings of the meet the mobility needs of Jefferson Parish’s residents Comprehensive Operations Analysis being completed and workers. through the RPC. Decisions about future development will be based upon this plan in the following areas: Goals

1. A mission based upon the needs of the business The Future of Jefferson Transit is: and transit-riding communities in Jefferson Parish Connected – JeT reaches a greater share of the population who need improved services; and takes them places they need to go, when they need 2. A vision of what JeT could become, given a to go. reduction of available funding, as well as options Convenient – JeT is easy to find, easy to ride and meets for growth based upon funding to expand customer expectations on every trip. service in a manner consistent with the needs of passengers and local community. Innovative – JeT is on the forefront of technology and technological applications to inform and to serve riders 3. Goals that set forth those items required to reach and the public. the future and provide improved services; Collaborative – JeT is an integral part of the New Orleans 4. Strategies and actions to accomplish all goals, regional transit network. including a phase-in of changes and updates to broaden service to the local community; Financially stable – JeT is sufficiently funded to sustain its current system and to grow its future operations. 5. Series of performance measures identify how future service will meet the needs of the parish’s Objectives changing population. Goal #1: Connected – JeT reaches a greater share of the What is not part of this plan? population and takes them places they need to go, when they need to go: YY Detailed analysis of traveler demands or Increase transit to be within ½ mile of jobs and ridership; YY households; YY Review of engineering or financing options for Increase early morning, late evening, and individual projects; YY weekend service; YY Review of system governance or evaluation of Encourage transit-supportive land use administrative capacities; YY development along transit lines; YY Detailed plan for funding services; YY Offer transit service alternatives in areas of Resolution of funding needs for transit system YY Jefferson Parish that lack enough density for development. traditional corridor-based fixed-route transit service;

4 Jefferson Transit Strategic Plan MISSION STATEMENT: Provide high-quality public transportation services that meet the mobility needs of Jefferson Parish’s residents and workers.

YY Work cooperatively with JEDCO, Chamber and Goal #3: Innovative – JeT is on the forefront of technology other partners to encourage ridership and transit and technological applications to inform and to serve options for enhancing mobility and access to riders and the public: jobs. YY Provide mobile operating system-based Goal #2: Convenient – JeT is easy to find, easy to ride and applications which offer customers the option for meets customer expectations on every trip: real time vehicle tracking, fare purchase and trip YY Improve on-time performance on all routes, but planning; especially those operating on corridors that are YY Provide real-time arrivals and departure part of the region’s congested arterial roadway, information at terminals (Walkertown, Wilty) and freeway, and interstate highway network; transfer locations (JeT to RTA Transfer Points); YY Establish a seamless system for providing riders YY Utilize electric and dual fuel buses, solar cells with information on available JeT services and with shelters, LEED facility upgrades, etc. to trip planning; reduce Carbon Emissions and Carbon Footprint. YY Increase frequency of service in areas within key Goal #4: Collaborative – JeT is an integral part of the New employment and population centers during peak Orleans regional transit network: commute periods (at least every 20 minutes); YY Support regional initiatives to improve mobility YY Establish standard design and placement criteria by transit across parish lines and to key regional for stop area designation and development educational and employment centers including (include facilities – shelters, benches, signs, the New Orleans CBD, Elmwood, and Fairfield/ connections to bicycle routes, etc.); Avondale; YY Improve safety at bus stops, on bus routes, YY Streamline system development to include and on the last mile connection (sidewalks, enhanced connectivity with RTA routes in Orleans crosswalks, bicycle route/path connections to and Jefferson Parish; transit systems) for passengers; YY Work collaboratively with RTA to establish a YY Increase trip speed by consolidating redundant model for service, cost and revenue sharing stops, implementing transit signal prioritization on for key regional routes connecting major job key corridors and cashless fare collection where centers and transit hubs in Orleans and Jefferson practicable. parishes.

Introduction 5 Goal #5: Financially stable – JeT is sufficiently funded Strengths, Weaknesses, Opportunities, to sustain its current system and to grow its future operations: Threats (SWOT) YY Maximize current resources to provide the best Representatives of JeT, the RPC and project team service possible; worked through a collaborative SWOT exercise to identify the major challenges and opportunities present to JeT Eliminate routes that are not financially feasible & YY within the context of the strategic plan. The project team serve few riders; assigned statements consisting of actions, ideas, and YY Establish threshold/standard of performance to needs into one of four defined categories: help determine financial feasibility; Strengths, a generally positive element, or attribute; Maintain the established local millage and find YY Weaknesses, a generally negative element, or attribute; ways to grow the amount collected for support of Opportunities transit operations and facilities development; , an external measure, or factor which can be used to JeT’s advantage; YY Supplement existing resources with innovative Threats funding techniques (tax or improvement districts) , outside opportunities or events which could and grants. undermine the strategic plan.

Figure1: Existing transit route within Jefferson Parish.

6 Jefferson Transit Strategic Plan Figure 2: SWOT Analysis Findings

Strengths Weaknesses Opportunities Threats

Serves a community No standards of service Dedicated funding Diminished bus/fleet

need Operations funded from source (millage) capacity Parish/region’s densest reserves to close gap Development boom Millage collection is population clusters between expenses and will increase potential dependent on Council

Parish is a strong revenues ridership authorization employment center Flat ridership Economic development Public misperceptions

JeT connects to the Outdated fixed-route districts might be an about transit and JeT airport network untapped funding source Lack of funds to market

Coordination between Fewer vehicles and Capital replacement and promote services RTA and JeT hours of revenue service schedule has new buses Public fear of scale of on-order Regional day-ride fare than prior to Hurricane financing required for Katrina Working to increase bus bus fleet renewal Potential government speeds and reduce the support Many riders lack digital Current federal and banking access number of stops with preferences for funding Renewed millage few/no riders Lack of digital platform rural and small urban Region’s strong public for schedule and ticket Trend to cashless fare area projects transit advocacy information payment could reduce ecosystem some administrative Low quality infrastructure Business community costs and increase and amenities speeds Millennials Planned implementation of mobile-friendly bus tracking in real-time

Potential may exist for partnerships with major employers

What types of service scenarios/concepts Late-Night and Overnight Service: Buses every 45 to 90 minutes (off-peak); condensed route network including did we look at? East and West Bank Circulators; stops at JeT Terminals Baseline Service: Buses every 20-45 minutes, longer and limited number of posted bus stops; service during off-peak periods; 12-16 hours per day; stops between NO CBD and JeT terminals. every ¼ mile. Pilot Programs – Microtransit options High Capacity Transit : Buses every 15-20 minutes (peak); New Facilities – Transit transfer hubs for the East Bank 20-24 hours per day; stops at existing RTA and JeT near Causeway Boulevard and Jefferson Highway, Terminals; stops every ¼ to ½ mile; electronic fare somewhere on the Veterans Boulevard Corridor (near payment; transit priority for traffic signals. David Drive as part of a TOD concept as well as near Lakeside, maybe under the Causeway corridor).

Introduction 7 529 Rider Survey Results: In the spring of 2018, surveyors engaged hundreds of bus riders on their commutes, and many more riders completed online surveys through the Jefferson Transit website. In total, 529 responded to questions about how they use transit and what improvements they would like to see.

150 Community Perception Survey Results: During the same period, JeT administered a survey targeting Jefferson Parish residents and visitors who do not ride transit. This survey was administered through the Jefferson Transit website and at in-person pop-up events.

Public Pop-Up Events: Project staff engaged riders in trade-off exercises on Wednesday September 26 at the Wilty Terminal (West Bank) and Cemeteries Terminal (East Bank) - the highest-volume transfer locations in the JeT network.

Media: The Jefferson Parish Public Information Office used traditional and social media channels to disseminate information about the project purpose and to encourage public participation. These included an information video posted on Youtube and on JPTV, and posts on the Parish Facebook and Twitter accounts.

Stakeholder Meetings: Small group meetings were held with a variety of stakeholders throughout the process. Focus groups held with current JeT bus operators kicked off community engagement in April 2018. Project staff convened a Project Advisory Group three times: June 29, 2018, September 12, 2018, and January 17, 2019. Representatives of partner agencies, elected officials’ offices, advocates and social service providers, civic groups, and business associations were informed of project progress and provided project direction and decision-making. Jefferson Parish Economic Development Commission (JEDCO) hosted a similar meeting July 20, 2018 to engage a broad cross-section of the parish’s business community. In addition, the project team engaged 16 civic and faith-based organizations.

8 Jefferson Transit Strategic Plan What has been the planning process? The team undertook the following activities to engage the public and key stakeholders in the development of the plan: YY Gathered input from riders about their transit use through on-board and on-line surveys, the community on their opinion of transit and its role in moving Jefferson Parish forward, and key stakeholders on their support for transit and improving the services provided by the parish; YY Assessed current operations, market, and services; documented funding history and challenges; identified immediate needs; communicated with peers who had similar experiences and could provide insight to needed changes and potential opportunities; YY Established goals, objectives, and performance measures to guide future development and to Figure 3: Existing transit station signage. evaluate changes in service and market reach; YY Evaluated future development scenarios that consider changes required as a result of diminishing local funding, as well as options for targeted improvements available as a result of enhanced funding; YY Drafted, accepted, and adopted the plan. Extensive engagement of both current transit riders and the broader population informed the development of this plan’s goals, objectives and strategies.

Introduction 9 JeT’S AT THE GATE What does the current JeT look like? YY JeT operated 29 vehicles in revenue service during 2016 on 13 fixed-routes. JeT fixed-route Currently, Jefferson Transit: buses carried 2.03 million passengers during YY Operates under contract on both sides of the 99,335 hours of revenue service, for an average Mississippi River with a consolidated third- of 20.4 passengers per hour. party operator (Transdev), unified management YY JeT transported an average of 4 million riders structure and unionized drivers. annually before Hurricane Katrina. Since that YY Jefferson Parish has a Department level transit time, transit operations were scaled back to meet manager with a staff of three who oversee and budgetary constraints and a reduced demand monitor this private operator arrangement. The for service. Since ridership in Jefferson Parish is Director of Transit and three staff members work tied significantly to the ridership experienced by directly for the Parish President. the New Orleans transit system, JeT continues its efforts to improve service.

Figure 4: Average Passengers per Hour of Revenue Service (2016).

E-1 Veterans 25.9

W-3 Lapalco 25.3

W-2 West Bank Exp. 23.6

WSL Sunday Loop 22.9

E-2 Airport 22.6

System Average 20.4

E-3 Kenner Local 20.2

W-8 Terrytown 20.0

E-5 Causeway 13.1

W-10 Huey P Long 10.5

E-8 Clearview 9.8

W-1 Avondale 7.0

E-4 Metairie Road 5.5

W-6 Gretna Local 4.2

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Current Conditions 11 100% of respondents believe transit is important to Jefferson Parish.

What is the perception of JeT? saving alternative. It does play a role in creating more attractive growth and development in the What are our stakeholders (Riders, Community and parish. Business, Civic and Faith Based Groups) saying about More frequent service is needed to help continue Jefferson Transit? YY moving the parish effectively (for ex.: more late From Riders: and early service, better coordination with RTA YY JeT is a daily necessity. 58% of riders use JeT 5+ services and routes). days a week, and 79% do not have access to a From Business, Civic and Faith-based Groups and car. Project Advisory Committee: YY JeT serves the region. A large number of riders YY Jefferson Transit could better meet employees’ transfer between JeT and RTA systems on their and customers’ transportation needs… commute. YY Political climate and the lack of community YY JeT moves the economy. 70% of riders commute perception of transit are major obstacles to work, 10% go to school, and 32% shop for complicating a discussion to increase funding… goods and services. YY Lack of quality transit service inhibits ability to YY Riders want more frequent and more reliable attract employees and customers… service. (More late night, early morning, and Vibrant, connected transit helps create economic weekend service; greater reliability, more frequent YY development opportunities… service, ability to go more places; better bus stops). YY Jefferson Transit needs to reach out to young people who could use the service to get to work From the Community: and school/job training… YY JeT is familiar to 78% of respondents and 100% The Strategic Plan is the first step in figuring believe that public transit is important to Jefferson YY out what people in Jefferson Parish want and Parish. will support. If more/better transit is desired, Cannot afford a car YY JeT’s value is that it’s available to those who need additional resources will be required…. the service, including those who don’t own or Alternative transportation modes, like Jefferson Disability/cannot drive have access to a vehicle; those unable to drive YY Transit, help the parish attract new business and or who choose not to drive and/or want a cost- Cost savings over owning a car younger professionals… Choose not to drive

12 Jefferson Transit Strategic Plan 58% of riders ride Jet 5+ days per week 79% M T W Th F

of riders surveyed did not have access to a car

59% of riders come from 70% households earing less than Why do you use JeT? 32%

$25,000 10%

Compared to the New Orleans-Metairie Area To Get to To Buy To Get to Median Family Income of $65,600 School Goods and Work Services

Figure 6: Survey question, “Why it is believed people ride Jefferson Parish public transit” responses.

Cannot afford a car 92%

Disability/cannot drive 74%

Cost savings over owning a car 70%

Choose not to drive 51%

Current Conditions 13 YY Increasing traffic volumes on Airline Drive, What community needs does JeT address? Causeway Boulevard and Veterans Boulevard JeT is not effective in providing timely access to the may explain its frequently late service during region’s jobs: this period, as transit vehicles and automobiles shared travel lanes, and there was no technology YY In 268 out of 328 census block groups (82%) employed to address signal timing and phasing within the Jefferson Transit service area, less than to favor bus progression on these corridors. 10% of the region’s jobs are accessible within a 30-minute transit trip. JeT’s riders view the service as lacking in many critical areas. Some initiatives, such as the Regional Ride pass YY In 204 block groups (62%), less than 5% of jobs and coordinated call center with RTA, are steps in the are accessible via transit. right direction. Others that should be part of a future YY In 59 census block groups (18%), 10%-20% of improvement program include: the region’s job are accessible. Regional connectivity – Riders don’t generally recognize YY Most of these block groups are located within RTA and JeT as distinct transit entities. Riders were walking distance of the eastern segments of clear – they see both as working together as a system Veterans Memorial Boulevard in Metairie, and of responsible for getting them to work, home, school, or the West Bank Expressway in Gretna, Harvey and necessary services on-time. Terrytown. This is due to the proximity of these JeT’s Wilty Terminal in Gretna is both a launching routes to the region’s center, and to the relatively YY point for JeT service across the Mississippi River high frequency of bus service during peak travel as well as a location served by an RTA route in times. Algiers and those that cross the river to serve JeT’s on-time performance is affected by traffic Algiers. congestion on major streets in the parish. Like all people, Bus stops in the New Orleans Central Business transit riders value their time, and late arrivals can cause YY District served by JeT buses passing through the missed transfers and late arrivals for work or other Wilty Terminal on the West Bank, as well as by the commitments. Airport/Airline bus on the East Bank, are also in YY System-wide, average on-time performance an area of concentrated RTA service. declined, from a high of 94.1% in 2013 to a low of Two of JeT’s bus routes, the Veterans Boulevard 90.2% in 2017. YY and Metairie Road, connect their riders to RTA YY The five poorest-performing routes all serve services at the City Park Terminal in the Mid-City the East Bank: the Kenner Local, Clearview, area of New Orleans. Causeway, Airport and Veterans routes, possibly Finally, JeT’s Kenner Local route connects to RTA due to higher ridership and the East Bank’s YY bus routes and the St. Charles Avenue Streetcar system decline in on-time performance from at the intersection of Carrollton Avenue and 2013-2017. Claiborne Avenue. YY The Airport route has steadily declined since Efforts to maintain as seamless a connection as possible 2014, from 93.3% on-time to 82.8% on-time in between these JeT and RTA routes should be a top 2017. priority for increasing serviceability to the public and YY From 2013 to 2016, the Clearview route was the businesses that depend on transit daily. lowest-performing route.

14 Jefferson Transit Strategic Plan Figure 7: Regional Job Accessibility via Transit by Census Block Group. 7: Regional Job Accessibility via Transit Figure

Current Conditions 15 RTA is looking to complete feasibility studies and of shiftworkers and others in the hospitality and service implement High-Capacity Transit (HCT) projects in the industries who use transit to get to work. Those who must Elmwood/Claiborne, Veterans/Airport, and West Bank work early or late may find using JeT to travel to and from Expressway corridors by 2027. work a challenge, especially if services end too early and

Service Availability – Current schedules start JeT buses in leave them stranded at their place of work. service on all 12 routes before 6:00 am each weekday, Suggestions in the strategic plan remain flexible in but begins to take them out-of-service starting with order to incorporate the findings of the New Links intraparish buses between 6:45 and 7:30 pm followed Comprehensive Operations Analysis, which is currently by all interparish buses by 10:15 to 10:30 pm. Service being completed through the RPC. Decisions about on Saturdays and holidays remains available on seven future schedules and route design will be based upon routes (3 East Bank and 4 West Bank) with Sunday this plan. service limited to four routes only (3 East Bank and 1 Information availability – Mobile devices make possible West Bank). Headways generally grow on the weekends, the sharing of data on the moment-by-moment location which means there is service available, but the time of buses as well as the collection of fare payments spent waiting for the next bus grows. This type of system and scheduling of trips across the parish and across creates gaps in coverage, specifically for the support the region. Moving forward with the provision of this Riders Want More Frequent and More information by mobile app is underway. However, not every rider has access to the technology necessary to Reliable Service participate in this effort. Up-to-date print alternatives that provide schedule, route and timetable information should be made available at JeT passenger facilities and key More late night, early morning, and weekend service 55% transfer stops. The parish is working on app development. Roll out of this will likely be in 2020. Greater reliability 54% Accessibility – Getting to bus stops in some areas takes quite a bit of dexterity. Lack of complete or serviceable sidewalks limit accessibility. Failure to provide pedestrian signals and crosswalks place a penalty on crossing More frequent service 46% the parish’s busiest thoroughfares to reach a transit stop or destination. Finally, lack of clear stop signage, 24% wayfinding and shelters confuses all but the hardiest Go to more places of transit users as to the availability and frequency of service on many routes. JeT is addressing this with upgrades to its transit stops across the parish. The work Get a ride from a family member/friend 21% has begun and will continue for many years, resulting in Use a rideshare service Better bus stops a complete update to stops and stop areas. Walk

Bike

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Wouldn’t go

0ther

16 Jefferson Transit Strategic Plan What are some of JeT’s challenges? surface parking lots teeming with traffic. These challenges are compounded when the local YY Most people in Jefferson Parish continue to drive weather conditions include oppressive heat and their automobiles to work, school and shopping humidity, a near constant threat of rain or blustery areas. Community perceptions of Jefferson cold. Transit continue to place a value on transit JeT transit stops can be hard to find, lack as a means of facilitating new development YY shelters and benches, might be difficult to walk opportunities in the parish, but the overwhelming to or just inaccessible for some members of majority see it as an option of last resort for the population. Riders are more likely to use a meeting their needs as most (61%) will rely system that works well – which includes a system on others, ridesharing or taxi to provide their of stops that are clean, pleasant, safe, and transportation needs before choosing to use the attractive. bus. YY JeT’s fixed-route ridership has remained relatively YY Choosing to use JeT means dealing with flat, between 1.9 and 2.1 million passenger trips a built environment in the parish that is not annually between 2010 and 2016. Rider fares are transit-friendly. In most areas, the parish lacks responsible for contributing up to 25% of the total critical densities of residential population and operations budget annually, which is an average employment that would help to encourage transit percentage among transit systems nationwide. use. Choosing to ride JeT means having to ride or walk longer distances to reach your boarding YY JeT’s riders come from all over. 20% of JeT’s location or destination. The cost of using transit riders participating in the rider survey identified is perceived to be high, as schedules are themselves as residents of New Orleans. Having infrequent, and buses share congested roads a system that is easy to understand and offers with other vehicles and no perceived time many opportunities for interconnectivity improves savings versus driving. The lack of an advantage transit travel between the parishes. is reinforced in areas the parish where parking YY JeT’s schedule is primarily weekdays, oriented remains free and plentiful in areas of commercial to traditional 8-hour workdays and work-to- and industrial employment. Building entrances home commute periods with little service on are often set back from street edges and require Saturdays and holidays and no service in long walks through unforgiving seas of hard- most areas on Sundays. Workplaces and work

Figure 8: Survey question, “If a car were not available, respondents would get where they need to go” responses.

Get a ride from a family member/friend 71%

Use a rideshare service 70%

Walk 47%

Bike 31%

Use a taxi cab 30%

Wouldn’t go 23%

0ther 15%

Current Conditions 17 Figure 9: JeT provides service to riders with differential mobility needs. schedules continue to change, so transit needs ride passes. RTA uses a combination of their to keep up. Service periods should be broad mobile app and cooperative retail outlets to sell enough to provide workers with the service they transit passes. JeT day passes are only available need without requiring them to use alternatives for purchase from drivers; monthly passes are for getting to their destination before JeT available at JeT’s two operating facilities and at commences services and after JeT buses stop the Wilty Terminal. running. YY JeT buses travel many of the same principal YY JeT and RTA share riders throughout the day. arteries, which are known congestion points According to the rider survey, a great number in the parish. Transit adds capacity to these of responding JeT riders transfer to or from corridors, collapsing numerous auto trips into the RTA. Both Jefferson Parish and the City of New single transit vehicle. Measures to help transit Orleans are part of a common economy. Travel buses move faster through these areas, including between the systems did require multiple fare signal prioritization, consolidation of stops and payment, which created a burden on some of dedicated lanes, should all be considered as part the transit using public. The Regional Ride pass, of the tools necessary to improve JeT services made available once again to transit riding in the future. Through RPC’s efforts, the Veterans public during 2018, eliminated fare payment as route will begin a pilot program in the near future. a potential barrier for travel, however, JeT riders YY JeT riders see technology as important to need other ways to purchase tickets and bulk helping them get around and use the service with JeT Serves the Region confidence. Static schedules (printed or on-line- PDF) lack sufficiency as they quickly become out-of-date or irrelevant due to service delays Believe it pays for a portion of services and vehicles or changes required to navigate local streets. Don’t know what the millage does 3 out 4 Having real-time schedule information available in multiple outlets (such as signs in stations and Believe the millage pays for all services and a mobile app) helps riders plan their trips and vehicles JeT riders surveyed transfer respond to service changes. between JeT and RTA

18 Jefferson Transit Strategic Plan Figure 10: A rider prepares to board for service. YY JeT’s future is tied to its ability to fund services assistance following Hurricane Katrina. JeT’s that passengers and the public need. Local funding was unsustainable pre-Hurricane Katrina; funds, comprised of a dedicated transit millage post-Hurricane Katrina, 1/3 of service was cut. funded by tax payer’s property, contributed This method for funding service cannot continue approximately 48% of the average funds required in the future, as the combination of increasing to provide JeT services since 2009. This funding, costs for service, static revenues from the when combined with revenues raised from property millage and the fluctuation in passenger fare collection, is insufficient to fund current fares establish a pattern that will consume all operations. JeT has relied on its fund reserves to reserve funds sometime before 2029, requiring help make up the difference. This fund reserve is cuts in current service as well as elimination of elevated due to a one-time growth from federal routes.

Figure 11: Survey question about respondents’ familiarity with Jefferson Transit millage responses.

Are not familiar 62%

Are familiar 38%

Figure 12: Survey question about the function of millage funds responses.

Believe it pays for a portion of services and vehicles 50%

Don’t know what the millage does 40%

Believe the millage pays for all services and 10% vehicles

Current Conditions 19 JeT’S BOARDING NOW What’s the outlook and opportunities for JeT? Maintain existing service – existing route network, hours of service remain generally the same, but service coverage diminished over time due to reduction in available funds. (13 routes, 32 vehicles in service, $11 Million operating budget; 104,000 hours of service; 1.45 M miles of service; 2.0 M passenger trips; most service on weekdays, limited service on Saturdays and Holidays and Sunday); service cuts will be required within the next ten years:

Weekday (85%) Saturday and Holidays (10%) Sunday (5%) 89,050 Hours of Service 10,344 Hours of Service 4,745 Hours of Service E-1 Veterans E-1 Veterans E-1 Veterans E-2 Airport E-2 Airport E-2 Airport E-3 Kenner Local E-3 Kenner Local E-3 Kenner Local E-4 Metairie Road E-5 Causeway WSL – Sunday Loop E-5 Causeway W-1 Avondale E-8 Clearview W-2 West Bank Expressway W-1 Avondale W-3 Lapalco W-2 West Bank Expressway W-10 HP Long W-3 Lapalco W-6 Gretna Local W-8 Terrytown W-10 HP Long Figure 13: Existing West Bank Expressway bus waiting for passengers at transit stop.

20 Jefferson Transit Strategic Plan Figure 14: Existing Route Network. Figure

Scenarios 21 Prioritize available funds – utilize all available funds to provide service – reduction in the number of routes in service (4 eliminated, 3 combined and 3 with reduced service), changes in schedule to provide more weekend/weekday service, but generally not sustainable over time due to a reduction in available funds (8 fixed-routes, 24 vehicles in service, $10.7 Million operating budget; 97,400 hours of service; 1.35 M miles of service; passenger outlook is down; most service on weekdays, more service on Saturdays and Holidays and Sunday; service cuts likely to start by 2023/2024):

Weekday (83%) Saturday and Holidays (10%) Sunday (7%) 81,003 Hours of Service 9,761 Hours of Service 6,610 Hours of Service EBC-1 Veterans-Airport EBC-1 Veterans-Airport EBC-1 Veterans-Airport EBC-2 Airline CBD EBC-2 Airline CBD EBC-2 Airline CBD EBC-3 Kenner Jefferson EBC-3 Kenner Jefferson EBC-3 Kenner Jefferson EBC-5 Causeway EBC-5 Causeway EBC-5 Causeway WBC-1 West Bank Express WBC-1 West Bank Express WBC-1 West Bank Express WBC-2 Algiers-Gretna-Manhattan WBC-2 Algiers-Gretna-Manhattan WBC-2 Algiers-Gretna-Manhattan WBC-3 Terrytown-Lapalco WBC-3 Terrytown-Lapalco WBC-3 Terrytown-Lapalco WBC-4 Elmwood-Walkertown WBC-4 Elmwood-Walkertown WBC-4 Elmwood-Walkertown

Figure 15: Stakeholders participating in a meeting.

22 Jefferson Transit Strategic Plan Figure 16: Constrained Route Network. Figure

Scenarios 23 Grow JeT to meet needs of the community (i.e. Target Scenario) – respond to business and rider community requests for reliable, frequent service on all routes, improved connectivity across the Mississippi River, more hours of service and expanded operations (14 routes and 46 vehicles, $23.5 Million operating budget; 190,700 hours of service; 3.0 M miles of service; passenger outlook is up; service provided early, late and overnight, transit signal priority in-place on major arterials used by transit, more buses in service and stop areas updated with more amenities including shelters, improved signage, benches, sidewalks/pads and service balanced to include a little more service on weekdays, but near equivalent service Saturdays and Holidays and Sunday):

Weekday (78%) Saturday and Holidays (13%) Sunday (9%) 149,122 Hours of Service 24,591 Hours of Service 16,938 Hours of Service EBO-1 Veterans/Airport EBO-1 Veterans/Airport EBO-1 Veterans/Airport EBO-2 Airline CBD EBO-2 Airline CBD EBO-2 Airline CBD EBO-3 Kenner Jefferson EBO-3 Kenner Jefferson EBO-3 Kenner Jefferson EBO-5 Causeway EBO-5 Causeway EBO-5 Causeway EBO-8 Clearview EBO-8 Clearview EBO-8 Clearview EBO-9 Metairie Central EBO-9 Metairie Central EBO-L East Bank Loop Late Night EBO-L East Bank Loop Late Night EBO-L East Bank Loop Late Night WBO-1 Avondale-Estelle EBO-X Lafreniere to CBD Express WBO-1 Avondale-Estelle WBO-2 West Bank Express WBO-1 Avondale-Estelle WBO-2 West Bank Express WBO-3 Lapalco-CBD WBO-2 West Bank Express WBO-3 Lapalco-CBD WBO-6 Gretna-Ferry WBO-3 Lapalco-CBD WBO-6 Gretna-Ferry WBO-8 Terrytown-CBD WBO-6 Gretna-Ferry WBO-8 Terrytown-CBD WBO-10 Elmwood-Walkertown WBO-8 Terrytown-CBD WBO-10 Elmwood-Walkertown WBO-10 Elmwood-Walkertown

Figure 17: Public meeting attendees contemplate the future of Jefferson Transit.

24 Jefferson Transit Strategic Plan Figure 18: Target Scenario Route Network. 18: Target Figure

Scenarios 25 Review of population groups reached, etc. based upon performance variables (variables: System-wide, Route-specific, Community-rider input)

Figure 19: Systemwide Scenario Comparison

Variable Existing Routes Constrained Scenario Optimistic Scenario

Estimated Annual Cost $11.10 $11.00 $23.47 (Millions)

Hours of Service 104,139 97,374 190,651

Population* 187,395 135,189 203,093

Jobs* 174,558 130,661 181,979

Households with no 11.4% 12.0% 12.8% vehicle*

Disabled Persons* 14.5% 14.6% 14.5%

Minority Population* 49.7% 51.2% 52.8%

People below Poverty 19.1% 20.3% 20.7% Level*

People 65 yrs and older* 15.0% 14.3% 14.0%

Population with Limited 5.3% 5.7% 5.6% English*

Total Scheduled Trips 864 948 2022

Weekday Scheduled Trips 506 450 852

Saturday Scheduled Trips 247 324 692

Sunday and Holiday 111 174 478 Scheduled Trips * Estimated within a quarter-mile of bus stops. Source: Remix

26 Jefferson Transit Strategic Plan System Wide Variables Community/Rider Input Variables

Source: Remix (Systemwide values) Source: Community Preference and On-Board Surveys

Total Annual Cost – expressed in total estimated cost per administered during 2018 year for operations, given the identified hourly rate from Trip Destinations – number of high demand destinations existing contract; identified as needing service from JeT (could be defined

Total Annual Service Schedule – expressed as the change as requiring additional service or new service); in proposed scheduled headway and hours/days of Trip Origins – number of concentrated points of origin for Variable Existing Routes Constrained Scenario Optimistic Scenario service; JeT passengers beyond the 0.25-mile walking distance from existing routes (could be outside Jefferson Parish Estimated Annual Cost Total Fleet Demand – expressed as the change in the $11.10 $11.00 $23.47 and would be defined by concentration of points per (Millions) number of buses required to deliver service (As per the 2016 NTD Report, the total number of fixed-route buses square mile, or other identifiable geography including zip Hours of Service 104,139 97,374 190,651 is 41, this leaves no more than 33 buses available for code, census tract, etc.); service with a 20% spare ratio of 8); Schedule/Time Utilization – number of lines/trips added

Population* 187,395 135,189 203,093 Total Jobs and Population Reached – expressed as the during non-traditional service periods such as late night, number of jobs and population per square mile within a Saturday, and Sunday (daytime and peak commute periods) (Remix variable – days and times of service Jobs* 174,558 130,661 181,979 ¼ mile of the proposed map network; added). Early morning, later evening, and weekend hours of service – Households with no 11.4% 12.0% 12.8% expressed as the percentage of total hours of service vehicle* that fall within these periods.

Disabled Persons* 14.5% 14.6% 14.5% Route Specific Variables Source: Remix (within 0.25 mi of route) Minority Population* 49.7% 51.2% 52.8% Car free – households per square mile with no vehicle available (American Community Survey, 2016); People below Poverty 19.1% 20.3% 20.7% Level* Disabled – people per square mile who have a disability (American Community Survey, 2016); People 65 yrs and older* 15.0% 14.3% 14.0% Jobs – jobs per square mile (Longitudinal Employment and Household Data, 2015); Population with Limited 5.3% 5.7% 5.6% English* Minority – people per square mile who are non-White or of Hispanic origin (American Community Survey, 2016); Total Scheduled Trips 864 948 2022 Population – people per square mile (American Community Survey, 2016); Weekday Scheduled Trips 506 450 852 Poverty – people per square mile falling below the nationwide poverty level (American Community Survey, Saturday Scheduled Trips 247 324 692 2016);

Senior – people per square mile who are 65 years or older Sunday and Holiday 111 174 478 (American Community Survey, 2016). Scheduled Trips

Scenarios 27 SEE JeT FLY Visionary ideas and the relative costs/ benefits of each

Alternative Fuel Vehicles (AFV) – A growing number of transit Bus Rapid Transit (BRT) – JeT riders were clear in their systems have incorporated alternative fueled vehicles comments: having more frequent service on some JeT (electric, hybrid electric, compressed or liquified natural routes will help them get to work, home, school and gas) into their bus fleets. JeT is no different, having other services across the parish and region. Certainly, rolled out of a new fleet of propane vehicles in service reducing waiting times between vehicles on existing to the Mobility Impaired Transportation System (MITS). routes will help, however, there may be opportunities in Incorporating AFVs into the fixed-route fleet as part areas of concentrated employment and population to of the capital vehicle replacement schedule should offer higher-capacity, higher frequency service. These be explored further. Challenges to this would be the could include portions of the Veterans Boulevard corridor associated increase in the capital costs for purchase of and potentially Jefferson Highway east of Causeway electric buses along with the costs to the maintenance Boulevard. program for training, as well as adding fueling or According to the Federal Transit Administration, general charging infrastructure at JeT facilities. However, the construction costs for BRT are greater than the traditional upfront costs associated of these vehicles is repaid fixed-route service. However, in return for these costs, through improved fuel economy, and a reduced cost for a BRT can accommodate a much greater passenger maintenance over the longterm. load. The cost for services varies based upon whether the route is in mixed-traffic or a dedicated busway. Facilities for BRT are more like those found in light-rail systems. BRT service has fewer stops per mile, along with improved facilities to allow for fare payment prior to boarding and shelter for waiting passengers to protect them from weather conditions. Costs for BRT stops are greater than for regular bus stops but are typically much less than establishing stations for light or heavy rail. Buses used for BRT are potentially up to three times that of the typical 35- or 40-foot transit bus, given the level of passenger capacity or amenities, but can carry up to two times the number of passengers compared to traditional buses if articulated.

28 Jefferson Transit Strategic Plan Cooperative endeavors between RTA and JeT for revenue Expanding JeT service to Kenner – The Kenner route sharing on common corridors – The recently implemented continues to be operated by RTA, with opportunities Regional Ride pass helps break down the fare barrier to to connect to JeT buses provided along the Williams travel between the parishes. Improving mobility between Boulevard corridor. The future scenario maintains JeT parishes means RTA and JeT buses will likely share the routes in their current areas of service on the East Bank load in carrying passengers in some corridors. Right but has room to include enhanced connections to North now, RTA and JeT buses both serve the public along Kenner, as well as an improved hub for multiple routes to Tulane Avenue, in the New Orleans CBD, on S. Claiborne intersect with the levee-top bicycle path and river access and Jefferson Highway and across the river via US 90 in Rivertown. The benefit would be better connectivity at Wilty Terminal. This helps passenger travel between between Kenner and major employment, educational, points in both parishes but does have some potential to and retail/service establishments in Jefferson Parish. impact passenger counts where routes overlap. Data to substantiate changes continues to be collected. RTA and JeT should review this data and arrive at a method to address changes in passenger counts (and fare collections) in these areas.

Recommendations 29 Improve the experience of transit – Encouraging transit Linking transit to land use decisions – Compact, walkable, ridership means making it as easy as possible to get to and pedestrian-oriented mixed-used development areas and from service. This means individual stops need to support transit ridership. Jefferson Parish’s development be distinguishable from the rest of the built environment. pattern remains the antithesis of this description. The Clear signs, well-designed shelters, sidewalks, and full parish is primarily suburban, dominated by the sprawling ADA compliance are a must. As noted, the parish is in residential areas developed during the first phase of the process of updating all JeT stops in its route network, major building occurring in the region following WW II. a process which will take several years. In order to take The East Bank’s pattern of land use includes the core these improvements beyond the stop, the rest of the municipal areas of Harahan and Kenner, along with system needs to be reviewed and updated. This includes linear commercial development along major roadways addressing incomplete and broken sidewalks, marking and at key intersections, surrounded by varying types crosswalks, and providing pedestrian signals to get and densities of residential development. On the West along and across busy roadways. Local stops that see Bank, the municipal development centers in Westwego only occasional service may be sufficiently served by and Gretna create density along the river. The suburban signs with a standing pad and bench. Areas with higher pattern repeats, filling most developable areas between passenger boarding activity per hour usually require these cities and the protection levees. Encouraging more more, including a shelter, informational route map or density across a wide swath of these areas is not likely schedule information. Finally, locations with the highest or practicable, however, there are pockets of the parish number of passengers per hour would have the highest where density may be achievable with some additional level of amenities, including bicycle racks, kiosks, or encouragement including Elmwood, the Metairie CBD real-time bus arrival and departure information. and Fairfield/Avondale. Incorporating transit-oriented development principles as part of the land use decisions in these areas could gradually create density and demand for transit ridership within and to these areas.

30 Jefferson Transit Strategic Plan Role of Transportation Network Companies (TNC) in the future Autonomous Vehicles (AV) – Automation in the public transit of transit – In an effort to grow their ridership and offer industry is becoming a reality. Features that make buses broad service beyond traditional bus routes, some easier to drive and improve their functionality in the transit companies have partnered with transportation process of stopping, loading passengers, and continuing network companies (TNC) including Lyft, Uber, or local in service are all available. Some communities also have taxi cab services. The purpose for these partnerships fully autonomous vehicles under test on short routes varies. Some transit providers use these services to or in limited service areas. JeT should continue to stay help transport riders from beyond the traditional walking abreast of these developments in order to incorporate radius of transit routes to nearby stations; others use this those measures which meet passenger needs and service to offer early morning, late or overnight service. improve efficiency of operations. JeT continues to explore the options for using these services to offer improved connections to existing routes, or to serve areas of the parish where traditional bus service is not efficient but needs exist.

Recommendations 31 JeT IN ACTION What is the process of implementation? YY Support construction of RTA Downtown Transit Center 5 Years - Work on the Basics: YY Continue to investigate microtransit and TNC YY Upgrade bus fleet using lease/purchase options for lower density areas

YY Provide real-time tracking and service information 11 to 20 Years: to riders using Application software YY Unveil Comprehensive system upgrade/ YY Identify and secure additional funding sources reorganization, which provides a wider YY Maintain seamless connection with regional distribution of service options transit network and systems YY Finish upgrade of bus fleet using lease/purchase YY Pilot microtransit options in low demand areas option and alternative fuels/propulsion methods and potential low-density markets inside the levee YY Finish passenger stop improvement program YY Establish service models to go to remote YY Complete improvements to sidewalk and locations with higher peak demands (i.e. crosswalk connections at transit stops across Delgado; Avondale Marine facility) parish YY Decrease travel times on congested corridors using signal priority systems YY Improve high-demand passenger stops (more shelters and benches) YY Complete sidewalk and crosswalk connections at transit stops on high volume routes YY Improve bus stops to make them ADA-compliant YY Enhance marketing of services and available park and ride facilities YY Refine route schedules and network to address consumer needs and demands

10 Years - Build System Capacity: YY Upgrade bus fleet using lease/purchase options YY Expand partnership opportunities with local businesses, major employers, schools, and industrial development initiatives in the parish YY Construct transit transfer facilities in Kenner, Causeway and Jefferson Highway corridors YY Improve more passenger stops (benches) YY Continue to complete sidewalk and crosswalk connections at transit stops across parish

32 Jefferson Transit Strategic Plan How will JeT meet community needs? Figure 20: Goals and action items.

Goal Action Item Timeframe

Identify a strategy for growing the pool of available transit funding with input of riders, business, 2019-2023 The future of JeT is and community stakeholders. Financially Stable - JeT is sufficiently funded Maintain an ongoing evaluation of JeT's fare structure and multi-ride pass options. 2019-2023 to sustain its current system and to grow its Employ non-traditional financing methods (i.e. lease/purchase) for replacing buses in the JeT fleet. 2019-2023 future operations. Renew the parish's established transit millage. 2024-2028

Redesign route network to incorporate outcomes of the Strategic Plan scenarios combined with 2019-2023 The future of JeT results from the New Links COA. is Connected - JeT Employ Transportation Network Companies (TNCs) in underserved areas of the parish. 2019-2023 reaches a greater share of the population and Explore opportunities for creating transit-oriented development areas near existing JeT terminals or 2024-2028 takes them places they in emerging development areas. need to go, when they need to go. Explore a pilot transit-oriented development area in the parish with Jefferson Parish Planning and 2024-2028 others.

Eliminate bus stops with no apparent passenger demand. 2019-2023

Update JeT bus stop signs (shelters and kiosks) to include more route information. 2019-2023 The future of Jet is Add more hours of service and reduce headways. 2024-2028 Convenient – JeT is easy to find, easy Create far-side bus stops at highly congested intersections. 2024-2028 to ride and meets customer expectations Improve sidewalks, crosswalks and bike facilities near JeT stops. 2024-2028 on every trip. Expand the number of shelters along JeT routes. 2024-2028

Establish a community marketing campaign to promote availability of JeT services. 2019-2023

Implement a fare sharing method in corridors where JeT and RTA overlap service. 2019-2023

Continue to participate in the regional day ride pass with RTA and explore further opportunities for 2019-2023 regional fare integration with the RTA. The future of Jet is Collaborative – JeT is Establish mini-hub stations where JeT and RTA routes meet. 2024-2028 an integral part of the New Orleans regional Coordinate with RTA on the development of their downtown transit center. 2019-2023 transit network. Work cooperatively with RTA on the study and implementation of potential high-capacity transit 2019-2023 corridors between New Orleans and Jefferson Parish. Work with RPC and LADOTD to examine the impact of opening HOV lanes on the Mississippi River 2019-2023 Bridge to transit only in both directions. Introduce a JeT mobile phone app and coordinate real-time data sharing between RTA and JeT for 2019-2023 The future of JeT Go Mobile. is Innovative – JeT Make available real-time information on JeT bus arrivals and departures. 2019-2023 is on the forefront of technology Employ transit signal prioritization and reduce the number of posted JeT bus stops. 2024-2028 and technological applications to inform Identify and implement pre-board fare payment options. 2024-2028 and to serve riders and the public. Incorporate low or no emission vehicles and automated vehicle technologies into the future JeT 2024-2028 transit bus fleet.

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