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Transportation System Design Contract - Carter Gobel Inc. .' ~ .,.~"..:,r CITY OF DUBUQUE, IOWA MEMORANDUM February 25, 1999 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Innovation Zone - Recommendation to Issue Contract to Carter Gobel Associates, Inc., Columbia SC, for Transportation System Design Proposals were received for consulting services to design a community transportation system. The proposal review committee consisted of: Tim Moerman, Assistant City manager Duane Pitcher, Finance Director Mark Munson, Transit Division Manager Connie Booth, Transportation Clerk Steve Jacobs, Project Concern/RT A Connie Johnson, Alternative Services Steve Williams, ECIA The committee is recommending hiring Carter Gobel Associates, Inc., at a cost of $60,000. I concur with the recommendation and respectfully request Mayor and City Council approval. I1t 1 rc: I/O/ l.t. h.-, '- 'i 1'],1 !lX., Michael C. Van Milligen MCVM/j Attachment cc: Barry Lindahl, Corporation Counsel Tim Moerman, Assistant City Manager Keyline Transit 2401 Central Avenue Dubuque, Iowa 52001-3302 (319) 589-4196 D~~~E ~~~ February 22, 1999 TO: Michael C. Van Milligen, City Manager FROM: Mark A. Munson, Transit Manager 1'1\/\ SUBJECT: Innovation Zone - Recommendation to Issue Contract to Carter Gobel Associates, Inc., Columbia SC, for Transportation System Design Purpose The purpose of this memo is to update you on the RFP selection process for consulting services to design a community transportation system, and to make recommendation to award contract to Carter Goble Associates, Inc., Columbia, Sc. Background On September 15, 1998, you concurred with my recommendation to initiate a process to hire a consultant to assist the Innovation Zone Committee on Transportation System Design and approved establishment of an RFP Review Committee consisting of the following members: Tim Moerman, Assistant City Manager Duane Pitcher, Finance Director Mark Munson, City of Dubuque, Transit Division Manager Connie Booth, City of Dubuque, Transportation Clerk Steve Jacobs, Project Concern/RT A Connie Johnson, Alternative Services Steve Williams, ECIA (replacing Dave Leary, Iowa Workforce Development) On November 30, 1999 the RFP was published in Passenger Transport, and sent to a vendor list provided by Barbara Singleton, Associate Director for Community Transportation Association of America (CT AA). A total of eight firms responded with proposals to our invitation; Carter Goble Associates Inc., Columbia SC LKC Consulting Services, Houston, TX McDonald Transit Associates, Ft. Worth, TX The Corrandino Group, Indianapolis, IN RLS and Associates, Dayton, OH Jenkins and Quinn, Johnstown, PA Nelson/Nygaard, Portland, OR Abrams-Cherwony, Philadelphia, P A Service People In tegri ty Responsibility Innovation Teamwork Upon review of the evaluation criteria established in the RFP documents, the RFP Review Committee selected Carter Goble Associates, Inc., LKC Consulting Services, McDonald Transit Associates and Abrams-Cherwony for interviews. The firms not selected for interview were eliminated on the basis of a lack of previous similar experience in designing a coordinated transportation system or for planning to use less experienced staff for critical elements of the study. After conducting the four interviews February 8-11, 1999, the RFP Review Committee agreed that the proposal and presentation submitted by Carter Goble Associates, Inc. revealed strengths in the areas of: -knowledge and familiarity with review, analysis, planning and assessment of management and operations of urban fixed route and rural transit operations. -experience in planning and developing functional coordinated transit systems. -experience in developing employment transportation systems. -specific design approach -relevant skills and abilities of staff proposed for the project. The all-inclusive maximum price to design a community transportation system from Carter Goble Associates, Inc. is $60,000. The Innovation Zone Committee on Transportation System Design has received a $30,000 grant from the Iowa Department of Transportation and matching funds totaling $30,000 from DMATS. Should you approve of this committee's recommendation, the design study would begin in March of 1999 with a final draft report due in the summer of 1999. Action Requested I respectfully request your consideration of the recommendation by the RFP Review Committee to award a contract to Carter Goble Associates, Inc. for the Design of a Community Transportation System. cc: RFP Review Committee Members Michael Koch, Public Works Director Barbara Singleton, CT AA . I I I I I I I I I I I I I I I I I I I I I I I I I I I :, A .............- Carter Goble Associates, Inc. a Technical Proposal to DESIGN A COMMUNITY TRANSPORTATION SYSTEM REVISED STUDY APPROACH AND COST PROPOSAL ....., r A \.. submitted to: KeyLine Transit proposal due on: February 18, 1999 submitted by: Carter Goble Associates, Inc. I I 1\ I) , J t 1\ j I' I I I I I I I ,I I ...., \"A cartef CGA Consulting Services, Inc. 1619 Sumter Street Columbia, South Carolina 29201 (803) 765-2833 · (803) 779-8518 - FAX e-mail: cgateamOaol.com www.cartergoble.com January 18, 1999 Mark A. Munson, Transit Manager 2401 Central Avenue Dubuque, IA 52001 Dear Mr. Munson: Carter Goble Associates, Inc. is very glad that you have selected our team as the preferred firm to design a community transportation system for the City and County of Dubuque. We also appreciate having the opportunity to submit a revised proposal so that we might reach your budget goal. For your convenience we have used the "strike through" feature to highlight what we would like to delete. Additions are in italics and within brackets ([....]). We have deleted the costs associated with the technical assistance Task 11. Also, we would rely on local staff for completing portions of some tasks. Thus, the final product would be of the same quality as was intended in our original submission. If we have deleted any item that you believe is important, please let us know. We would want an opportunity to see how we might make other adjustments that would be satisfactory to you. Sincerely yours, ~1;'~ Robert T. Goble, A.I.C.P Principal Attachment: I I I I I I I I I I I I II , I. I I I, I REVISED STUDY ApPROA,CH I I ,I I I I I I I I I I I , I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH INTRODUCTION Carter Goble Associates, Inc. understands that numerous organizations in the City and County of Dubuque desire to make comprehensive efficiency improvements in the passenger transportation services they operate. The key goal is to achieve maximum resource utilization and effectiveness. A collaborative process involving agencies, the private sector, citizens, and other local officials has resulted in a consensus that a transit system that provides greater flexibility than now exists is needed. This is a result of the many societal, cultural, and economic changes in the area. A balanced and well-planned mix of transportation modal alternatives that meets the needs of citizens is the desired end product. Towards improving the level of transit service available to all county residents, the stakeholders have already conducted a significant amount of work. Some market research is complete and data on existing transportation services has been collected. The current focus is on the design of the "system," and how the new transit network would be governed. Task forces were established to address these issues. The Design Study task force concluded that a consulting firm should be retained to develop the system design. The narrative in this section describes the consulting team's proposed approach and methodology for completing this efficiency study. The tasks were developed based on our understanding of the scope of services as set forth in KeyLine Transit's Request for Proposals (RFP), issued on November 30,1998 as amended on December 17, 1998 and January 7,1999. Carter Goble Associates remains flexible to amend our proposed approach and/or emphasis, if local study participants believe that such would enhance the final product. The proposed work plan is organized by task. For each task the purpose is first summarized. Next, details about the proposed methodology are explained. At the end of each task the products that would result are noted as well as the key milestones when meetings in Dubuque would be held. TASK 1: PROJECT ACTIVATION Purpose . Organize the work effort to ensure maximum on-site productivity; . Assess information needs; . Request and review available information; . Initiate information gathering process; and . Schedule interviews. CGA CARTER GOBLE ASSOCIATES, INC. 4C-1 I I I I I I I I I ,I I I I I I I , I I 4-C SPECIFIC DESIGN STUDY ApPROACH Methodology Subtask 1.A - Project Activation. Upon notification of contract award, Carter Goble Associates' Project Manager (PM) would contact the appropriate staff of KeyLine Transit and/or the City of Dubuque (as may be appropriate) via telephone. The following items would be discussed: 1) contract execution and official project start date; 2) possible amendments to this proposed scope of work; a) protocol for contacting local officials and [names of contact persons of transportation} agencies; 4) date for the initial on-site meetings; and 5) issues about which the consulting team may be unaware. During this initial conversation, the PM would [want to understand the extent of the information already compiled by local staff. [In the event that sufficient information is not available, the consulting team would prepare a list of additional information desired.} [This may involve local staff conducting one-on-one interviews with} requeet a liet of selected local officials and stakeholders (key policymakers) to bo interviewed. Included would be persons representing the following kinds of governments and organizations: City of Dubuque; Dubuque County; Iowa Department of Transportation; East Central Intergovernmental Association; Greater Dubuque Development Corporation; and officials of the larger communities in the study area. Involving these persons early in the planning process produces several results: Officials become informed about the planning work; they become educated about the potential benefits of coordination / consolidation; and the coneulting team [all persons involved with the planning process} develop an awareness of areas of particular interest. The team is then prepared to create strategies designed to enhance support as well as to overcome opposition. By including the ideas of local officials into the plan, more stakeholders are secured. A comprehensive list of all known public, private non-profit, and private for-profit entities which eitRef provide directly or (:)urehase transportation services would be requested. I ncluded would be the public (and private) schools in the county. In addition to policymakers, the consulting team would request assistance in identifying operations staff (e.g. transportation directors, supervisors, dispatchers, drivers, etc.) of the larger providers whose input would be valuable in framing the conceptual service design. It would also be important to meet with representatives of organized labor so that their concerns are taken into consideration. [Members of the consulting team would conduct these staff interviews.} The PM would discuss what specific information might already be available relative to the services being provided and about the completed market research. Copies of relevant findings would be requested. Subtask 1.8 - Prepare Questionnaires and Cover Letters. The consulting team may require more information about existing services then was recently collected. For example, the exact routing patterns for subscription services being operated by human service agencies along with the schedules would be needed in order to design the coordinated system so that it continues to meet agency needs. Vehicle utilization by time of day would also be critical information. Additionally, it is important to differentiate between transportation provided for a residential institution (group homes) from services operated to day programs (since these homes typically CGA CARTER GOBLEAsSOCIATES./NC. 4C-2 I I I I I I I I I I I I I I I I I j I 4-C SPECIFIC DESIGN STUDY ApPROACH require immediate access to a vehicle 24 hours per day, 7 days per week). The consulting team would lead this data collection effort. The data collection instruments along with appropriate cover letters must be carefully worded and designed. Carter Goble Associates' information collection instruments would be adapted for use in this planning assignment. Adaptation would entail eliminating requests for information already obtained during the collaborative process. Sinoe numerous Gonsulting to am members Vlould be[Since local staff would be] conducting the local official interviews, [the consulting team would develop] a questionnaire would also 130 proparod. The instrument would ensure that toam membors [local staff] ask consistent questions. The perceptions on various coordination/consolidation and needs topics would be secured. The PM would oversee the development of the information collection instruments and cover letters. Copies would be sent to KeyLine for review prior to mailing. Design Study Committee input could be obtained at the discretion of KeyLine staff. Subtask 1.C - Organize Initial On-Site Work. The consulting team would request that the finalized data collection instruments and cover letters be mailed to each identified provider on the appropriate local letterhead (e.g. City of Dubuque or KeyLine, etc.). A mail morge of 3.genoy addrossoe would bo eont to tho mailing party '.'ia overnight deli1.'ory on oomputer diskette (or tranemitted via 0 mail) to minimize the time roquirod looally to prepare tho mailing. Transportation provider agencies would be asked to assemble pertinent data and information prior to the interviews. This would allow more time during the interviews for the consulting team to probe other issues. Letters to other stakeholders and policymakers would also be mailed on the appropriate local letterhead. The questionnaire would not be mailed but would be used by [local staff] interviewers to ensure that consistent questions are asked. A few days after the letters are mailed, a member of the consulting team would contact each [transportation provider] porcon to schedule face-to-face interviews. [Local staff would be requested to schedule their interviews with the local officials.] Product(s) I Meetings 1. Data collection instruments to compile any needed information would be designed. 2. Cover letters to selected persons would be provided for mailing on the appropriate local letterhead. 3. Interview schedules would be established. CGA CARTER GOBLE ASSOCIATES, INC. 4C-3 I I I I I, I I I I I I I I I I I I - I 4-C SPECIFIC DESIGN STUDY ApPROACH TASK 2: INITIAL MEETING AND INTERVIEWS Purpose . Meeting of Innovation Zone core group and Design Study Committee; . Obtain input from local officials, policymakers and others; . Obtain input from transportation providers ami transportation purchasers; . Document available services and resources; and . Confirm facts and the views/opinions of policymakers [to be completed by local staff]. Methodology Subtask 2.A - Initial Meetings. One purpose of the initial meeting would be to review the goals, objectives, and responsibilities for this work program. An open dialog between the Innovation Zone core group\ Design Study Committee\ and the consulting team would help clarify and refine the proposed work program and schedule. Design team participants would be asked to express their ideas and expectations for the study. This would result in all parties having an understanding of issues important to other study participants. Such would also ensure that the final design provides a meaningful, realistic, achievable, and efficient service delivery plan. While on site for the initial work activities, the consulting team would be available to participate in public meetings, if additional public input is needed. The consulting team would coordinate with the appropriate local staff to organize the initial and future public meetings. Subtask 2.8 - Interview Local Officials I . Following the schedules developed during Project Activation in Task 1, consulting team momboFs [local staff] would conduct one- on-one executive interviews with the selected local officials The consulting team [Local staff] would [be asked to] complete the questionnaires during the course of the interviews. Perceptions about the existing public transit service, human service transportation, coordination, school pupil transport, and the current and future provision of public funds to support such services would be recorded. Local official ideas concerning the services of which they are aware would be secured, as would their perceptions of unmet needs. [Local staff would be requested to prepare the narratives and confirm the information relative to stakeholder impressions, opinions, and issues. The consulting team would provide an example of the information that should be in the interview narratives.] Subtask 2.C - Meet with Dubuque County Transportation Providers. Meetings with all transportation providers would be held during the week the consulting team is in Dubuque for the initial meetings. The meetings would primarily be a tool to confirm or update each agency's 1 Meetings could be joint or separate at the option of local participants. CGA CARTER GOBLE ASSOCIA TES, INC. 4C-4 I I I I I I I il I I I I , I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH transportation program (including school transportation systems that are interested in participating). The following provides a few examples of the kinds of information that would be compiled: . Organizational and management structure; . Vehicle inventory (accessibility, age, condition, seating capacity, communications equipment, ownership, funding sources, etc.); . Service volumes (e.g. vehicle miles and hours, annual/daily passenger trips, etc.); . Annual expenditures on transportation; . Transportation support facilities (administrative, operations, maintenance, dispatch, etc.); . Route descriptions and maps; . Service area; . Itemization of expenses (administration and operating); . Funding and amounts by source; . Number of operating staff by position classification; . Planned new services or changes in service; . Populations served; . Eligibility criteria; . Required driver training; . Policies on escorts/aides; . Service availability restrictions; . Labor agreements; and . Perceived unmet demand. Ideally, all providers would have completed most of the survey in advance of the interviews. The survey would be reviewed with each spokesperson. Missing or incomplete information would be requested during the interview. The consultant would want to capture sufficient information in order to design a Community Transportation System that meets the needs of participant organizations as well as the public. Thus, the consulting team would need to know exactly what services are being provided. Also, a portion of the survey would be devoted to unmet needs and coordination perceptions. Items such as brochures, job descriptions, current schedules, route diagrams, operating policies and procedures, existing plans/planning documents, and similar items would be collected at these meetings. Subtask 2.0 - Compile Information on Providers in Surrounding Counties. In some instances there are providers from other counties who transport across county lines. If this is the case, there may be opportunities to coordinate the Dubuque County service with these out- of-county providers. Through an initial telephone query [to be completed by local staff], a determination would be made as to whether or not there are providers from other counties who are transporting into Dubuque. Should such be discovered, information about those services would be requested from those providers that express an interest in coordinating with Dubuque County. For services that appear to have potential, the route patterns, schedules, days/hours of service, fares and pass programs, etc., would be requested [by local staff]. This information CGA CARTER GOBLE ASSOCIATES, INC. 4C-5 I I I I I I I I I I I I , I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH would be included in the first technical memorandum. [The narratives about other regional transportation services prepared by local staff would be requested by the consulting team.} Subtask 2.E - Interview Narratives and Confirmation. Following the one-on-one interviews, the consulting team [and local staff} would prepare [their respective} interview narratives. For policymakers, the following kinds of information would be documented: their opinions about available services; interest in public and agency transit services; perceptions about coordination; perceived needs; willingness to support (philosophically and financially) a coordinated and/or consolidated transit system; their ideas; their concerns; opinions about possible organizational and management structures; and similar topics. The provider specific narratives [to be prepared by the consulting team} would describe each agency's transportation program. Tables would be used to convey financial and statistical information. Graphics would be developed for showing all routes and services. Persons interviewed would receive a copy of their individual narratives for review. Requested changes/corrections would then be made. The consulting team has used this practice for many years as it ensures that information, data, opinions, and the issues raised by those interviewed are accurate before publication. The practice also helps build confidence in the planning process, while avoiding the inadvertent release of erroneous or embarrassing information. Product(s) I Meetings 1. From the data collected through the survey and interview process, the consulting team would prepare an inventory for each provider for inclusion in the first technical memorandum. The profiles would include the following kinds of information: . Organizational nature of agency; . Primary mission; . Base of operation and service area; . Transportation support facilities; . Maintenance services; . Dispatching services; . Administration and management; . Vehicle inventory including seating capacity, ownership and description; · Vehicle utilization by time of day and week; . Availability of radio communications equipment; . Accessibility; . Service schedules; . Destinations / trip generators; . Annual service volumes (e.g., trips, miles, hours); . Ridership composition and number of passenger trips to specific destinations; . Eligibility requirements; . Trip priorities; . Revenues and sources; . Expenses; CGA CARTER GOBLE ASSOCIA TES, INC. 4C-6 I I I I I I I I I , i I , I I I I II 4-C SPECIFIC DESIGN STUDY ApPROACH . Current coordination activities; . Planned capital improvements including vehicle replacement and expansion plans; and . Planned changes to existing services. 2. For fixed route and subscription services2 the following additional details would be described in narrative or by graphics as appropriate in the first technical memorandum: . Name of route; . Time and place vehicle begins its run on each service day; . Normal route path; . The destination of the route; . The time the vehicle arrives at the destination; . The time the vehicle departs the destination to return patrons to where they were first picked up; . The time the vehicle arrives at the last drop off point; . The time the vehicle arrives back at its storage location (unless the vehicle then goes on another route); . The days of the week or month the route is operated; . The seating capacity of the vehicle assigned to the route; . The number of seats which are normally filled; and . The nature of persons served on the route (e.g., elderly, persons with disabilities, low income, etc.). 3. The consulting team would prepare comprehensive GIS maps of all fixed transportation-related services in the study area. A narrative summary would describe features of each provider's transportation system. Such features would include the days and hours of service, service schedules, donation or fare structures (if any), vehicle capacities and available seats, and similar information. Service overlaps by time of day would next be identified. This information would be a part of the first technical memorandum. TASK 3: ESTIMATES OF DEMAND AND TRIP GENERATORS Purpose . Determine areas of low, moderate, and high demand for transportation services; . Define demand by market segment (e.g. general public, low income, elderly, persons with disabilities). 2 "Subscription services" transport mostly the same persons each operating day and therefore closely resemble a fixed or route deviation service. ~ASSOCIAT!'S"NC' 4C-7 I I I I I I I I I I I I , I I t I I I 4-C SPECIFIC DESIGN STUDY ApPROACH . Use results to determine vehicle geographic deployment needs/vehicle size; and . Map the locations to which people need and want to travel. Methodology Subtask 3.A - Demand Estimates. Estimating demand for transportation services has historically been problematic for transportation planners. Many of the modeling programs work reasonably well in large urban areas but are unreliable in smaller urban and rural areas. In addition, many modeling programs result in estimates for all person trips, including those taken by private automobiles. Consequently, in using those models numerous assumptions must be made. Such assumptions frequently result in unreliable demand estimates. Recognizing the demand estimation dilemma, in the late 1970's Carter Goble Associates developed a proprietary demand estimation model. That model incorporates actual ridership statistics of transportation programs from throughout the United States. No other plannina aroup can offer this estimatina process. The model, which has been refined over the years, was designed to recognize differences in geographic and demographic characteristics unique to communities, counties, and regions. Actual age cohort and poverty data from the Census of the Population for the study area is compared to actual observed ridership patterns of the transit programs which comprise the model's database. The model has a track record of holding up extremely well under scrutiny by numerous demand forecasters at the local, regional, and state levels. There are two important features of the CGA demand estimation model. First, the model recognizes that actual ridership is dependent upon the available service supply. Simply put, the more service that is provided up to the point of diminishing returns, the higher the ridership since as supply increases, so does convenience. Secondly, the CGA demand model accounts for the overlap in population market segments. For example, an elderly person may also be low income and disabled. The model completes an assignment process whereby persons fitting into two or more market segments are assigned to the most transportation dependent population segment. Duplication in demand is therefore avoided. The model's output is measured in one-way trips per service day. Because of the range of service supply considerations, estimates for Dubuque County would be generated at three levels: low, moderate, and high. Subtask 3.8 - Map Major Trip Generators. Having a map showing the locations of the trip generators in the county would be important during the service design phase of this work plan. Assistance from study participants would be requested in locating the region's major destinations. The consulting team would [request local staff to] tReR map the generators. This information would graphically show where persons need and want to travel. The following provide examples of typical destinations: . Medical and health facilities; . Human service agency activity centers; CGA CARTER GOBLE ASSOCIA TES, INC. 4C-8 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH . Major employment sites; . Industrial parks; . Education and training centers; . Government and judicial centers; . Shopping districts and malls; and . Recreational areas. A master list would be [requested] proparod identifying the major trip generators by name. Each [should] weYki be numerically coded on a map for quick identification. Product(s) I Meetings 1. Population concentrations by market segment for each Block Group or Census Tract in the city and county would be generated in table format. 2. Maps showing the geographic concentrations of the population and the transportation disadvantaged by market segment (elderly, low income, disabled) would be prepared. 3. The number of one-way trips per day for each Block Group or Census Tract in the City and County would be generated in table format. 4. Maps would be generated showing where the highest areas of demand in the study area are located. 5. A list of trip generators (by name) would be provided. 6. A map showing the location of the trip generators would be created. TASK 4: PREPARE TECHNICAL MEMORANDUM #1 AND LOCAL MEETINGS Purpose . Provide all study participants with a complete understanding of what services are available and how those services are being provided; . Enable study participants and the consultant to discuss opportunities for coordinating services and the degree of coordination that appears to be feasible; and . Enable study participants to begin prioritizing service improvements relative to available funding and the Innovation Zone Collaborative Process. CGA CARTER GOBLE ASSOCIATES, INC. 4C-9 ,I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH Methodology Technical Memorandum #1 would include documentation of the work completed in the first three tasks [inclusive of those elements completed by local staff]. It would set forth goals and objectives for this planning work, provide a profile of the study area, describe all transportation services being provided, and set forth the results of the interviews with policymakers, agency providers, and local officials. The demand estimates would also be included. In addition, the following information would be in the memorandum: . Level of transportation service available to the public; . Existing coordination activities (formal and informal); . Service inefficiencies and/or efficiencies; . Duplication in administration, on-street service, maintenance, etc.; . Regional travel destinations; . Service gaps or deficiencies; . Trip purposes; . Trip generators; . Number and types of vehicles; . Vehicle utilization; . Transportation support facilities; . Maintenance services; . Dispatching and scheduling services; . Administrative and management practices; and . Policies and procedures including transportation eligibility requirements, no-shows, cancellations, onboard ride time limits, etc. Product(s) I Meetings 1. Ten (10) copies of Technical Memorandum #1, along with a camera-ready copy for meeting additional reproduction needs have been budgeted. The copies would be submitted to KeyLine for distribution to the appropriate persons. 2. Allowing about one week for review, the consulting team would meet with study participants to present the information contained in the technical document. 3. While on site for the presentations, a second public meeting to inform the general public about progress on the plan would be held if so desired. CGA CARTER GOBLE ASSOCIATES, INC. 4C-10 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH TASK 5: IDENTIFICATION AND EVALUATION OF ALTERNATIVES TO ADDRESS TRANSPORTATION DEFICIENCIES Purpose . Provide study participants with service concepts that would integrate agency and public transportation services in the most efficient way; . Provide conceptual design that would meet existing needs and address needs not now being met (e.g. employment transportation particularly for those persons impacted by the Family Investment Program); . Set forth coordination alternatives; . Provide alternatives for organization, management, and operations; and . Provide local participants with a method to evaluate alternatives. Methodology Subtask 5.A - Determination of Service Design Needs and Choices. While on-site for presentation of the first technical memorandum, the consulting team would spend time traveling around the study area, especially areas served by fixed route service. By traveling throughout the study area, the consulting team would assimilate geographic and other pertinent features that impact alternative service designs. The input from study participants and stakeholders, the results of the market research already completed, the demand forecasts, the assessment of existing transit services, and our team's visual inspection of the study area, would all be taken into consideration in developing alternative service concepts. The alternatives would be designed to integrate agency and public transportation services for connecting the greatest number of persons to the region's major trip generators, while continuing to serve existing customers. Traditional and innovative options for meeting journey to work (JTW) trips would be set forth, including ways to address late shift employment issues. How the alternatives would interrelate to the whole community would be described. In completing this subtask, it would be the consulting team's goal to examine the transportation services for opportunities to eliminate redundancy and inefficient use of capital, to improve services for existing customers, and to address the unmet demand. For each service concept the following would be provided: service parameters including days and hours of service; potential fare structures; vehicle requirements; and preliminary conceptual route and service plans along with preliminary cost projections. CGA CARTER GOBLE ASSOCIATES, INC. 4C-11 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH Subtask 5.B - Alternative Coordination Concepts. The optimum Community Transportation System for an area needs to be based on each community's specific needs and resources. The extent to which the transportation services of many agencies can be consolidated under the same umbrella, determines the level of coordination that can be achieved. The level of coordination that can be achieved depends on the willingness of agencies and their customers to accept change. A single point of contact for transportation customers is one coordination goal mentioned in the RFP. Study participants would have the opportunity to share other goals with the consulting team early in the work program. This subtask would therefore focus on defining the coordination options that would meet the goals and objectives of local study participants. It is envisioned that service and non-service coordination and/or consolidation alternatives would be evaluated. In setting forth the options, all functional areas of a transportation system would be considered. The advantages and disadvantages of one option over another would be described. Completing this subtask would result in setting the level of coordination that is considered feasible by study participants. Subtask 5.C - [Review of Iowa Statutes). OptioRal OrgaRizatioRal, MaRagemeRt, and OperatieR& Medels. Thoro 3re numorous organizational, managoment, and oporating structures. The ohoioos hinge on tho level of coordination desired and looal preferenoes. For oach sorvioe option under oonsideration by local study participants, the organizational, managemont, and operatin€l ohoioes would be providod. Tho pros and cons of o3oh, along I:..ith a rango of tho projeotod ooste, would bo etated. I\ny potontbl institutional barriers to a speoific structure would be definod. In the completion of this subtask, a review of Iowa statutes may be necessary relative to the legal capacity of a particularly attractive organizational structure. Should this occur, tho Carter Goblo Associatos toam [local staff} would [be requested to} conduct the needed research to ensure that proper actions are followed during implementation. Subtask 5.D - Application of Technology to Defined Options. Based upon the service design options under consideration (and the organization and management of those alternatives), opportunities to incorporate current technologies (Intelligent Transportation Systems or ITS) would be defined within the description of each option. Included would be smart card technology, global positioning systems (GPS) and automatic vehicle locators (AVL) , geographic information systems (GIS), scheduling software, onboard data terminals, and other less sophisticated technologies. The links between particular technologies and specific alternatives would be explained, and the value of such linkages would be clarified. Subtask 5.E - Alternative Funding Opportunities. For each of the models being considered, the consulting team proposes to identify any unique opportunities to secure new/additional funding. An example may be special federal funds for an ITS linked project or funding through the Federal Transit Administration's (FTA) Jobs Access Program. Subtask 5.F - Evaluation of Options. The consulting team would prepare evaluation matrixes for the service design alternatives and for the organization, management, and operations CGA CARTER GOBLE ASSOCIATES, INC. 4C-12 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH options under each design. A range of evaluation criteria would be developed including the degree to which each alternative meets the goals/objectives of local participants, how each would interrelate with the entire community, the ease of implementation, cost, and similar criteria. Evaluations would then be conducted for each of the following: 1) service design concepts; 2) appropriate level (degree) of coordination; 3) organizational structure; 4) management mechanism; and 5) operating structure. Study participants would be invited (through a mail-out invitation) to conduct their individual evaluations using either the criteria developed by the consulting team or their own. If study participants want to complete the evaluations, tho consulting team [local staff] would [be requested to] tabulate the results for inclusion in the second technical memorandum. Product(s) I Meetings 1. Preliminary conceptual service improvement alternatives would be prepared. 2. A description of the coordination options would be completed. 3. A description of the organizational, management. and operations alternatives would be developed. 4. An evaluation matrix with evaluation criteria would be created. 5. Unique new funding opportunities would be identified. 6. The results of the evaluations would be compiled. TASK 6: PREPARE TECHNICAL MEMORANDUM #2 AND LOCAL MEETINGS Purpose . Ensure that study participants understand the service, coordination, organizational, management, and operations alternatives so that the best structures for the new Dubuque transit network are chosen; and . Reach a decision through the Innovation Zone Collaborative Process on the desired options. Methodology Technical Memorandum #2 would include documentation of the work conducted in Task 5. It would focus on service design alternatives with the intent being to reach a consensus of opinion among local study participants on: 1) the best service design; 2) level or degree of coordination CGA CARTER GOBLE ASSOCIATES, INC. 4C-13 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH to be included in the final Community Transportation System; and 3) the best organizational, management, and operating structures. Allowing sufficient review time, the consultant would meet with study participants to explain the alternatives and answer questions. Following the on-site meeting, tho oonsultant [local staff] would [be requested to] prepare a brief memorandum. Copies of the memorandum would be provided to Keyline for distribution [distributed by KeyLine staff] to study participants. This document would provide a summary of the discussions held at the meeting and would outline the alternatives preferred by study participants. This would be important to ensure that the decision made at the meeting is well documented. Because Tasks 7 and 8 are major work efforts and cannot be repeated within the budget, the memorandum would provide a checkpoint prior to significant work on the detailed service plan. Study participants would have a week to contact KeyLine should there not be unanimous support for the preferred level of coordination, the service design concepts, and organizational, management, and operations alternatives. Product(s) I Meetings 1. Ten (10) copies of Technical Memorandum #2, along with a camera-ready copy for meeting additional reproduction needs have been budgeted. The copies would be submitted to KeyLine for distribution to the appropriate persons. 2. After allowing about one week for review, the consulting team would meet with the study participants to present the information contained in the technical document. 3. While on site for the presentations, a third public meeting to inform the general public about the progress on the plan and to obtain feedback would be held if so desired. 4. A consensus on the transportation program parameters would have been reached. 5. A summary of the consensus (prepared by tho oonGulting toam [local staff]) would be submitted (through KoyLino) to study participants as a control measure prior to developing the detailed plan. TASK 7: DETAilED SERVICE PLAN Purpose . Provide a blueprint of the services that are to be implemented including routes, schedules, fares, operating days and hours, possible contract rate structure, and other needed details; . Define the system needs in terms of personnel and capital; CGA CARTER GOBLE ASSOCIATES, INC. 4C-14 I I I I I I I I I I I I I I I I ,I I II I 4-C SPECIFIC DESIGN STUDY ApPROACH . Prepare an implementation action plan, responsibility matrix, and activation schedule; and . Provide other products as specified herein. Methodology Subtask 7.A - System Design. Having reached a consensus on what services are to be included in the new Community Transportation System, the Carter Goble Associates team would develop operating details sufficient to enable local staff to proceed with implementation. For services involving scheduled services, graphics of the route along with sorvioo c:ohodules would be prepared. Note that in the case of the route graphics, these would be prepared in GIS format. Tho c:ohodulec: would be propamd in a formula dri':en sproadsheet. The routes aM schodulos would be provided to the appropriate party at the study's conclusion in electronic (computer) format. Thic: v:ould onablo looal staff to mako rovisions to tho route pattorns ::mdlor scheduloc: with minimal offort (as such m'/iEions am nooded in the future). [Route headways would be recommended.] For each service area, the days and hours of service would be recommended. For neighborhood and/or rural sector services, a recommended functional service schedule for demand response services would be provided should such be a part of the final plan. These may be necessary to concentrate demand in order to maximize system efficiency. Some of these demand response services may also take the form of route and/or point deviation operations. The design may also include the need for a fare structure and rates for fairly allocating operating costs among participants. The proposed consulting team has significant experience in developing fare systems (including tickets, tokens, and coupons). The team also has a great deal of experience developing agency payment mechanisms that are equitable.3 Subtask 7.8 - Identify Number and Types of Vehicles (and Other Capital) Needed to Provide Service. Having defined what services are to be operating, the required capital to support operations can be identified. Included would be the number, types, and sizes of vehicles necessary to implement the preferred service alternative(s). The vehicle fleet necessary to implement and maintain services will be directly linked to both the service design and service frequency. In addition, the extent to which the system is able to maximize the passenger boardings per vehicle hour will also impact the required number of vehicles, as well as the geographical coverage area and peak hour requirements (if any). For route services, the number of vehicles needed to maintain operations would be defined. For demand response services, the required number of rolling stock would be computed based upon actual industry experience as to the number of one way trips per day that a vehicle can be 3 In some transportation programs, the first person picked up often must travel much further than if they went directly to their destination. This is due to the way a route is designed to pick up multiple persons on a single run. In some payment methods, the first person picked up would be charged for their inconvenience. Carter Goble Associates' fare and agency payment mechanisms eliminate this inequity. CGA CARTER GOBLE ASSOCIATES, INC. 4C-15 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH expected to provide and the expected daily trips to be provided via this mode, all based on the level of coordination to be implemented. The fleet composition (sizes) would be recommended based upon Carter Goble Associates' 1990s survey of other system fleets and discussions with managers about their "preferred" fleet compositions. Other considerations would include the condition and suitability of the highway structures to accommodate particular kinds of vehicles, peak capacity requirements, and travel time considerations. Once the required vehicles are itemized, a comparison would be made to existing agency vehicles that may be a part of the initial coordinated operations. Depending on the useful life of such equipment, a master list of needed new vehicles (replacement and expansion) would be generated. It would also be important to identify other capital equipment that may be needed. For example, services that are open to the general public may necessitate the purchase of fareboxes. A radio communications system may also be needed. For demand response modes, the consulting team may recommend the purchase of automated software for scheduling trips, handling billings, and/or for creating reports. Technology improvements may also be a part of the service design. These items would all be included in the capital needs assessment and capitalization plan. Subtask 7.C - Human Resource Needs and Organizational Plan. Based on the level of coordination/consolidation, the details relative to how the system would be organized would have been decided, as would the management structure and operating plan. It will then be possible to develop a statement of human resource needs. This statement would identify position titles of persons who would need to oversee system implementation and to maintain on- going operations. A short general description of the duties for each staff position would be included as would suggested salary ranges (with input from KeyLine staff on typical salaries in Dubuque). Subtask 7.0 - Operating and Administrative Costs. Based on the service design, the total annual vehicle miles and hours of service would be estimated. Using vehicle miles and hours of service, the operating costs would be projected. To compute operating costs, the cost structure of the local provider that appears to have the most comprehensive itemization of expenses would serve as the base. All fixed administrative and management costs would first be removed from the cost per mile and hour. The operating costs would then be computed using the most appropriate unit rate (operating cost per hour or mile). The administrative and management costs would be computed separately based on the evaluation of the human resource needs assessment completed in Subtask 7.C. The administrative/management expense projections would include all expenses (e.g. salaries, fringe benefits, audit, attorney fees, travel, marketing, etc.). Subtask 7.E - Facility Assessment. Having defined what services are to be provided, the level of coordination, the management plan, how maintenance is to be performed, the number of vehicles, and staffing, gross estimates on the size of a facility needed to house the system would be computed. Assuming study participants want to fully consolidate transportation services under a single provider, the estimates would be for a facility that would house the CGA CARTER GOBLE ASSOCIATES, INC. 4C-16 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH following functions: 1) administration and management; 2) dispatch/reservation taking; 3) operations including driver break room; 4) maintenance; 5) tire and parts storage; 6) vehicle fueling and cleaning; 8) vehicle storage; 9) vehicle circulation; and 10) parking. Once the total gross square foot requirements are known, a preliminary cost estimate for constructing a new facility would be provided (although an existing facility might be available). Note that this task is not a full facility feasibility study or architectural space program, but the product would provide guidance on the approximate cost and the total building area necessary to house the planned system for the next 20 to 25 years. It would serve as the basis for applying for grants. If selected for this assignment, based upon the current services, short term expansions, and longer term service plans, our proposed Facilities Consultant would conduct a preliminary evaluation as to the facility requirements. This would include the probable magnitude of the capital project budget required as it relates to the new Community Transportation Program. Carter Goble Associates offers a unique combination of professional expertise in transportation planning and facility assessments. In addition to our urban and rural transit planning practice, our firm also has a major customer base for facilities planning. Over the past few years we have completed transit facility plans for Advance Transit in Vermont (constructed), Spartanburg Transit (in A&E phase), Gatlinburg, TN (in pre-construction phase), Rockland County, NY (ready for or under construction), and Jackson, TN (conceptual plan undergoing final revision). Subtask 7.E - Implementation Schedule. It is noted that coordination programs and service improvement changes are not implemented overnight. They are typically implemented in stages with each added service building on services previously implemented. The purpose of this subtask would be to create a logical progression for the implementation of the services. It would also provide the public with a realistic understanding of the implementation time period. Subtask 7.F - Capitalization Plan. Based on the age of current equipment that may become a part of the initial system and new (expansion) capital to be purchased and implementation schedule, a capitalization and replacement schedule (and associated budgets) would be developed. The plan would cover one complete replacement cycle of all vehicles. The schedule would be based on useful life standards as defined in Iowa. Traditional and potential new funding sources would be a part of each year's capital program. Subtask 7.G - Cost Effectiveness. The consulting team would generate estimates of ridership relative to the level of service that would be operating once the system is fully implemented. Anticipated performance measures would be projected. The expected cost effectiveness could then be computed. Product(s) I Meetings 1. The routes and schedules would be redesigned and/or realigned with possible mode changes. CGA CARTER GOBLE ASSOCIAFES, INC. 4C-17 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH 2. Route maps and schedules would be provided in camera-ready copy plus on disk. 3. Recommendations on days/hours of service, geographic specific modes, and fare structure would be made. 4. An itemization of vehicles required to operate all services inclusive of seating capacities and special features would be developed for each mode and service. 5. An itemization of other needed capital equipment would be provided. 6. The master list of needed equipment would be categorized as either replacement or expansion. 7. Human resource requirements including job titles, a summary description of duties, and salary ranges would be recommended. 8. Administrative costs would be itemized by line item and operating expenses would be estimated. 9. An assessment of facility needs would be made and estimates for the cost of new construction would be provided. 10. The implementation schedule would show the sequence in which new services would be activated. 11. A capital plan cpanning one oomJ'lleto replaoomont oycle [covering that period of time until all of the initial agency vehicles are replaced and the full recommended fleet acquired] of all '.'ohioles would be prepared. 12. Estimates of the total system's cost effectiveness would be prepared. TASK 8: FINANCIAL PLAN Purpose . Explore funding sources that would be new to the Dubuque area; . Identify potential revenue sources for operations and capital; and . Compute amount to be paid by participants, local governments, etc. Methodology The costs to secure the necessary capital and projections of the costs to maintain service(s) would have been developed in Task 7. This task would focus on where and how the funds to capitalize and support the system would be obtained. CGA CARTER GOBLE ASSOCIATES, INC. 4C-18 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH It was noted in Subtask 7.F that coordinated programs are not activated overnight. Rather, new coordination programs are typically implemented in stages. Adding new services is also done in stages. The entire process can take anywhere from 6 to 18 months. Thus, while the full capital and operating costs would be known, it would be important to correlate the funding plan to the implementation schedule as developed in Task 7. For the service plan developed, the consulting team would therefore provide a plan for obtaining the needed revenue that would correspond to the implementation schedule. Thus, those who are responsible for implementation will have a more realistic picture of the activation costs. Also, the revenue plan would be useful for purposes of programming funds at the local level through the Transportation Improvement Plan (TIP) process. Having a staged implementation program, especially one that spans two or more fiscal periods, is beneficial in other ways. For example, this helps to ensure that the system and staff are not initially overwhelmed. Should this occur, participants could quickly become disenchanted. Also, the implementation costs are not necessarily lumped into a single fiscal year. Thus, startup funding can be easier to secure. In addition to providing cost projections, sources of funds for capital and operations would be identified and explained. Included would be traditional transit funding sources and new funding through the Federal Transit Administration and U.S. Department of Labor for welfare reform related transportation expansions. Recommendations on the funding to be applied for would be included. Product(s) I Meetings 1. The annual expense and revenue requirements through full implementation would by developed by type of service. 2. Recommendations on potential funding sources would be made. TASK 9: PREPARE TECHNICAL MEMORANDUM #3 AND LOCAL MEETINGS Purpose . Ensure that study participants concur with the detailed service plan; . Discuss and perhaps amend the implementation schedule; and . Secure input from the public. CGA CARTER GOBLE ASSOCIATES, INC. 4C-19 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH Methodology Technical Memorandum #3 would include documentation of the work effort and results of completing Tasks 7 and 8. Ten (10) copies of the memorandum, along with a camera-ready copy for meeting additional reproduction needs, would be submitted to KeyLine for distribution to study participants. The service plan would provide a description of the service configurations, modes, specific routes and schedules, fare structure, human resource plan, expenses to maintain the system, a capital program/plan, and facility needs in sufficient detail so that participants would be able to visualize how each would operate. The financing plan would be developed in consideration of the implementation schedule (time frame). Allowing time for receipt and review of the third memorandum, the consultant would meet with study participants to secure input. The consultant would be available to provide presentations to other groups as well and to present the plan at a public meeting. Product(s) I Meetings 1. The third technical memorandum would be prepared and delivered to KeyLine for distribution as may be appropriate. 2. A presentation would be provided to study participants and other groups by the consultant 3. Memorandum #3 would be refined to reflect study participant, citizen, or other input on the service design and financing plan. TASK 10: STRATEGIC IMPLEMENTATION PLAN Purpose . Provide guidance to local staff involved with implementation as to how best to proceed; and . Identify organizations that need to be involved in the implementation process. Methodology The strategic implementation plan would provide the framework for local staff to initiate activation. Strategic actions would be presented in the form of a step-by-step action agenda. The parties involved with each step (e.g. political leadership, agency boards, labor organizations, transportation providers, staff, etc.) as well as the entity responsible for CGA CARTER GOBLE ASSOCIATES, INC. 4C-20 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH completing each step would be included. The steps would be listed in the approximate order in which each should be taken. In addition to the action steps, a time line for completing each step would also be provided. This will be important since as previously noted, coordination and change take time. Participant agencies, their customers, the general public, stakeholders, policymakers, and others need to have realistic expectations relative to the activation time frame. Otherwise, impatience could threaten the implementing organization and jeopardize the project. The final element of the strategic implementation plan would include recommendations for the formation of appropriate implementation committees. For example, many details concerning operating policies (e.g. consequences for no-shows, handling cancellations, required driver training, etc.) will need to be adopted. There will be insurance issues to resolve. Decisions will need to be made concerning fare policies. Grant applications may be needed. By creating committees, the implementation process can be more effectively conducted since responsibility does not fall on only one person. Product(s) 1. A strategic action plan would be developed in the form of a step-by-step action agenda. 2. The party or parties responsible for the completion of each step would be specified. 3. The implementation schedule would be provided in the form of a monthly or quarterly time line, whichever is the most appropriate given the service improvements. 4. Recommendations would be provided on the creation of implementation committees. TASK 11: TECHNICAL ASSISTANCE Purpose . Provide technical af:f:istance and facilitate the dovelopmont of policios and proceduros for administoring, operating, controlling, and maintaining tho f:Yf:tom; . Dofino data procossing neodf: and rolatod equipmont and software roquiromonts; aAG . Be available for consultation through the implementation process. CGA CARTER GOBLE ASSOCIATES, INC. 4C-21 I . I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH Methodology Sl:Iotask 11.A Development of Administrati'Je, Reporting, Prosl:Irement, and Fissal Palisies and ProGedl:lres. The consulting toam would faoilitate the development of adminiGtrative, roporting, procuromont, and fiscal poliGies and procedures by collecting rolated policios and proceduros from oach agenoy f3rovider dl:Jring the Task 1 on sito work activitieG. Tho policies that appear to be a good fit with tho planned system would l;)e rocommendod by the conGultant. ThiEl would provido for some continuance of existing practice through the tranGition period. The consulting toam v:oulc:i provide KeyLino (or othor ontity responsil:llo for implementation) oxampleG of f3olicios ans procedures blEed in other coordinatod transportation programs for those aroas not adequately addresses l:ly oxisting provider policies. In thoso caGOS the consulting team would provise guidanoe and rocommendations on developing new policies and procedures that meet tho GYGtom's neods. Sl:Iotask 11.8 Data ColleGtion, COFRpilatian, and Reporting. A mothod for collecting and roporting financial and oporational data would be providod. For finanoial managemont, the consultant \\'ould provide a uniform chart of accounts, including a description of the line items. .^. Gpreadsheet that computeG porformance moaGures (from baGic data entorod on the sproadsheet) would also be provided on diskette. Basod upon tho data collection and procesEling roquiromontG and reporting rOGponGibilitios, tho consulting team v:ould de'.'elop a list of any special and uniquo equipment that may be noeded. Subtask 11.C fA] - Availability of Consulting Team. The Carter Goble Associates team would be available to facilitate implementation through telephone communications with the persons responsible for activating the project. The team would be responsive to requests for example documents as needed (e.g. inter-governmental agreements, maintenance and safety plans, revenue control procedures, etc.). Consulting time to create new items, expenses associated with preparing and delivering products, on-site technical assistance, and similar expenses that may be incurred would be billed at cost. Product(s) Meetings 1. Tho consulting team would advise local staff on neesod policies in the functional aroaG of administration, managoment, fisGal, operations, maintenance, dispatching, otc. as deomod necoGsary. 2. ExamploEl of policieG for adaptation to the now systom would bo obtainod by tho consulting to am and provided to the appropriate party (on diGk whon such is availablo). d. Equipmont and Goftwaro neess would bo Gpocified. CGA CARTER GOBLE ASSOCfA TES, INC. 4C-22 I I I I I I I I I I I I I I I I I I I 4-C SPECIFIC DESIGN STUDY ApPROACH 4. The consulting team would be available to provide continued technical consulting support and advisement through implementation. TASK 12: DRAFT AND FINAL REPORTS Purpose . The Draft Final Report provides study participants, citizens, stakeholders, policymakers, and others one final opportunity to offer comments; and · The Final Report provides documentation of the planning process and contains the implementation guide and plan. Methodology Subtask 12.A - Draft Final Report. The consulting team would consolidate the contents of Technical Memoranda #1, #2, and #3 along with the products and results of Tasks 10 and 11 into a single document, which would become the Draft Final Report. Ten (10) copies of the draft document would be provided to the City of Dubuque, along with a camera-ready copy. Note that requested changes to the three memoranda would have been made prior to issuing the Draft Final Report. Thus, study participants will be able to concentrate of the results of Tasks 10 and 11. Subtask 12.8 - Final Presentations. Allowing sufficient time for the Draft Final Report to be distributed and reviewed by study participants, the consulting team would present the draft report in Dubuque to study participants and others in a group meeting to be determined by study participants and/or the City of Dubuque. Carter Goble Associates' PM would address any questions, and otherwise receive comments on the draft document. During this visit, a public meeting could be held to present the draft plan to the general public if desired. Large graphics, color overheads, and a handout summarizing the final plan would be used for these presentations. Significant comments and/or questions would be addressed at this meeting and incorporated into the final document. Subtask 12.C - Final Report. After allowing sufficient time for the receipt of all comments, the necessary revisions would be made and the Final Report prepared. Ten (10) copies of the Final Report would be provided. A camera-ready copy for making additional copies would also be provided. In addition, a diskette containing pertinent items developed during the planning process (e.g. route graphics, service schedules, financial plan, capital plan, etc.) would also be provided. CGA CARTER GOBLE ASSOCIATES, INC. 4C-23 I I I I I I I I I I I I I I I I II I I 4-C SPECIFIC DESIGN STUDY ApPROACH Subtask 12.0 - Executive Summary. At the completion of the planning work, the consulting team would prepare an Executive Summary. The Executive Summary would contain all of the requirements of the RFP, including a brief account and overview of the: project goals and objectives; focus of technical assistance efforts; project tasks and key areas of focus; findings from which recommendations were provided; potential implementation barriers/solutions; and projected social and economic direct and indirect benefits. Ten (10) copies, along with a camera-ready copy for meeting additional reproduction needs, would be provided. Product(s) 1. The Draft and Final project reports would be issued (10 copies each plus a camera- ready copy). 2. The project manager would provide presentations on the Draft Final Report in Dubuque. 3. An Executive Summary would be provided (10 copies plus a camera-ready copy). 4. Disks containing the schedules, route patterns, capital plan, and similar products developed during the work program would be provided to the appropriate local agency/organization at the conclusion of the study. TIME SCHEDULE A proposed study time schedule is provided on the following page. CGA CARTER GOBLE ASSOCIATES, INC. 4C-24 I I I I I I I :; ~ ~ 00 ;;. 00 Z o <E= ~< ot -:0 ~Q. ;;:JOO OZ ;;:J< =c:.:: ;;:J~ Q;;' ..~ Oz ;;.;;:J ~:; -:; Uo U < Z e", - 00 ~ Q I I I I I I I I I I I I ~ oJ ;;:J Q ~ ::c U 00 ~ :; E= ~ U ~ ..., o c:.:: Q. 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