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HomeMy WebLinkAboutAppendix I-Additional Transportation Considerations prepared by: Robert Peccia & Associates www.rpa-hln.com June 17, 2016 prepared for: City of Bozeman & Montana Department of Transportation BOZEMANTMP TRANSPORTATION MASTER PLAN ADDITIONAL TRANSPORTATION CONSIDERATIONS Technical Memorandum FINAL BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 i FINALTABLE OF CONTENTS Table of Contents ............................................................................................ i 1.0. Introduction ............................................................................................. 1 2.0. Metropolitan Planning Organization (MPO) Requirements .................... 2 2.1. Establishing Legislation and Purpose .......................................................................................................... 2 2.2. Organizational Structure .................................................................................................................................. 2 2.3. Core Functions ...................................................................................................................................................... 3 3.0. Transportation Demand Management .................................................... 4 3.1. Role Of Transportation Demand Management ....................................................................................... 5 3.2. TDM Strategies ..................................................................................................................................................... 6 3.3. Effectiveness of TDM Strategies .................................................................................................................. 11 3.4. TDM Conclusions ............................................................................................................................................... 12 3.5. Recommended TDM Strategies .......................................................................................................................................................................................................... 12 4.0. Livability ...................................................................................................................................................... 13 4.1. What is Livability? ..................................................................................................................................................................................................................................... 13 4.2. Livability Principles ................................................................................................................................................................................................................................... 14 4.3. Benefits of Livability................................................................................................................................................................................................................................. 15 4.4. Livability and the TMP ............................................................................................................................................................................................................................ 17 The City of Bozeman, MDT and RPA attempt to provide accommodations for any known disability that may interfere with a person participating in any service, program, or activity associated with this study. Alternative accessible formats of this information will be provided upon request. For further information, call (406) 447-5000 or (406) 582-2280. Accommodation requests must be made at least 48 hours prior to the scheduled activity and / or meeting. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 ii FINALAbbreviations / Acronyms CSS Context Sensitive Solutions GRH Guaranteed Ride Home HOV High Occupancy Vehicle ITS Intelligent Transportation Systems LRTP Long Range Transportation Plan MDT Montana Department of Transportation MPO Metropolitan Planning Organization NEPA National Environmental Policy Act PSA Public Service Announcement SOV Single Occupancy Vehicle TDM Transportation Demand Management TMP Transportation Master Plan TOD Transit Oriented Development TWLTL Two-Way Left-Turn Lane BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 1 FINALAdditional Transportation Considerations 1.0. INTRODUCTION This memorandum addresses several topics for the Bozeman Transportation Master Plan (TMP) that link the transportation system to broader quality of life considerations within the community. Federal regulations for Metropolitan Planning Organizations (MPOs) require long range transportation plans "include both long-range and short-range program strategies/actions that lead to the development of an integrated intermodal transportation system that facilitates the efficient movement of people and goods." While this is obviously a key consideration for the Bozeman TMP (i.e. non-MPO), it must be recognized that the design, modal mix, and location of transportation infrastructure and facilities can directly affect urban form and functions and community character. Current directions in transportation planning place importance on developing transportation systems that help reduce unnecessary travel delays and managing travel demands in ways that create balanced multimodal networks that offer multiple transportation choices. Transportation systems also need to provide facilities and services to help achieve reliable and timely access to jobs, community services, affordable housing, and schools while helping create safe streets and improving economic competitiveness, and enhancing unique community characteristics. Topics addressed on the following pages include: sustainability (triple bottom line), transportation demand management (TDM), metropolitan planning organization (MPO) planning requirements, and livability. These topics are all key considerations to the development of a TMP that helps support and enhance the overall quality of life in the Bozeman area. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 2 FINAL2.0. METROPOLITAN PLANNING ORGANIZATION (MPO) REQUIREMENTS 2.1. ESTABLISHING LEGISLATION AND PURPOSE A metropolitan planning organization (MPO) is a federally mandated and federally funded transportation policy-making organization in the United States that is made up of representatives from local government and governmental transportation authorities. MPOs were introduced by the Federal-Aid Highway Act of 1962, which required the formation of an MPO for any urbanized area with a population greater than 50,000. Federal funding for transportation projects and programs are channeled through this planning process. Congress created MPOs in order to ensure that existing and future expenditures of governmental funds for transportation projects and programs are based on a continuing, cooperative, and comprehensive (“3‑C”) planning process. Statewide and metropolitan transportation planning processes are governed by federal law (23 U.S.C. §§ 134–135). Transparency through public access to participation in the planning process and electronic publication of plans now is required by federal law. The federal government wishes to see federal transportation funds spent in a manner that has a basis in metropolitan region-wide plans developed through intergovernmental collaboration, rational analysis, and consensus-based decision making. Accordingly, MPOs are essential to ensure that:  Scarce federal and other transportation funding resources are allocated appropriately;  Planning reflects the region’s shared vision for its future;  A comprehensive examination of the region’s future and investment alternatives has occurred; and  Facilitation of governments, interested parties, and residents occur in a collaborative manner in the planning process. 2.2. ORGANIZATIONAL STRUCTURE Typically, an MPO governance structure includes a variety of committees as well as a professional staff. The “transportation policy coordinating committee (TPCC)” is the top-level decision-making body for the planning organization. In most MPOs, the TPCC comprises:  Elected or appointed officials from local governmental jurisdictions such as municipalities or counties;  Representatives of different transportation modes, such as public transit, freight, bicycle/pedestrian;  State agency officials such as, state Department of Transportation, environmental agency, etc.; and  Non-voting members such as FHWA, FTA, FAA, FRA, staff advisers from state departments of transportation, Chambers of Commerce, etc. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 3 FINALA TPCC member typically is an elected or appointed official of one of the MPO’s constituent local jurisdictions. The TPCC member thus has legal authority to speak and act on behalf of that jurisdiction in the MPO setting. Federal law, however, does not require members of an MPO TPCC to be representatives of the metropolitan areas' populations. The TPCC’s responsibilities include debating and making decisions on key MPO actions and issues, including adoption of the metropolitan long-range transportation plans, transportation improvement programs, annual planning work programs, budgets, and other policy documents. The TPCC also may play an active role in key decision points or milestones associated with MPO plans and studies, as well as conducting public hearings and meetings. An appointed transportation technical advisory committee (TTAC) develops the recommendations for consideration by the TPCC and establishes a ranked proposal for work plans. The TTAC acts as an advisory body to the TPCC for transportation issues that primarily are technical in nature. The TTAC interacts with the MPO’s professional staff on technical matters related to planning, analysis tasks, and projects. Through this work, the TTAC develops recommendations on projects and programs for TPCC consideration. The TTAC typically comprises staff-level officials of local, state, and federal agencies. In addition, a TTAC may include representatives of interest groups, various transportation modes, and local citizens. Usually MPOs retain a core professional staff in order to ensure the ability to carry out the required metropolitan planning process in an effective and expeditious manner. The size and qualifications of this staff may vary by MPO, since no two metropolitan areas have identical planning needs Most MPOs, however, require at least some staff dedicated solely to MPO process oversight and management because of the complexity of the process and need to ensure that requirements are properly addressed. 2.3. CORE FUNCTIONS There are five core functions of an MPO: 1. Establish a setting: establish and manage a fair and impartial setting for effective regional decision-making in the metropolitan area 2. Evaluate alternatives: evaluate transportation alternatives, scaled to the size and complexity of the region, to the nature of its transportation issues, and to the realistically available options 3. Maintain a regional transportation plan (RTP): develop and update a fiscally constrained long-range transportation plan for the UZA covering a planning horizon of at least twenty years that fosters mobility and access for people and goods, efficient system performance and preservation, and quality of life 4. Develop a transportation improvement program (TIP): develop a fiscally constrained program based on the long-range transportation plan and designed to serve the metropolitan area’s goals, while using spending, regulating, operating, management, and financial tools BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 4 FINAL5. Involve the public: involve the general public and all the significantly affected sub-groups in the four essential functions listed above. If the metropolitan area is designated as an air quality non-attainment or maintenance area, then the MPO must also protect air quality – i.e. transportation plans, programs, and projects must conform with the air quality plan, known as the “state implementation plan (SIP)”), for the state within which the metropolitan area lies. Presently, most MPOs have no authority to raise revenues such as to levy taxes on their own, rather, they are designed to allow local officials to decide collaboratively how to spend available federal and other governmental transportation funds in their urbanized areas. The funding for the operations of an MPO comes from a combination of federal transportation funds and required matching funds from state and local governments. 3.0. TRANSPORTATION DEMAND MANAGEMENT Transportation Demand Management (TDM) measures came into being during the 1970s and 1980s in response to a desire to save energy, improve air quality, and reduce peak-period congestion. TDM strategies focused on identifying alternates to single occupant vehicle use during commuting hours. Therefore, such things as carpooling, vanpooling, transit use, walking and bicycling for work purposes are most often associated with TDM. Many of these methods were not well received by the commuting public and therefore, provided limited improvement to the peak-period congestion problem. Due to the experiences with these traditional TDM measures over the past few decades, it became clear that the whole TDM concept needed to be changed. TDM measures that have been well received by the commuting public include flextime, a compressed workweek and telecommuting. In addition to addressing commute trip issues, managing demand on the transportation system includes addressing traffic congestion associated with special events, such as MSU football games, concerts, the Downtown Christmas Stroll, and other large cultural or sporting events held within the community. A definition of TDM follows: TDM programs are designed to maximize the people-moving capability of the transportation system by increasing the number of persons in a vehicle, or by influencing the time of, or need to, travel. (FHWA, 1994) Since 1994, TDM has been expanded to also include route choice. A parallel arterial with excess capacity near a congested arterial can be used to manage the transportation system to decrease congestion for all transportation users. The City of Bozeman is embarking on a golden opportunity beginning in Fiscal Year 2017 with the commitment for financial participation for a newly created TDM coordinator to be based at the Western Transportation Institute (WTI). This is the first position of its kind in the BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 5 FINALGreater Bozeman area, and is being funded equally by the City of Bozeman, Montana State University, and a Federal grant received by WTI. The length of the funded position is three-years through Fiscal Year 2019. In Montana, an excellent model for TDM strategies can be found by examining the Missoula Ravalli Transportation Management Association (MRTMA). MRTMA offers vanpool, carpool, and guaranteed ride home programs and works with employers to tailor specific commute programs for their staff. 3.1. ROLE OF TRANSPORTATION DEMAND MANAGEMENT TDM strategies are an important part of the Bozeman TMP due to their inherent ability to provide the following benefits to the commuting public:  Better transportation accessibility;  Better transportation predictability;  More, and timelier, information;  A range of commute choices; and  Enhanced transportation system performance. TDM measures can also be applied to non-commuter traffic and are especially easy to adapt to tourism, special events, emergencies and construction. The benefits to these traffic users are similar to those for commuters, and are listed as follows:  Better transportation accessibility;  More transportation reliability;  More, and timelier, information;  A range of route choices; and  Enhanced transportation system performance. These changes allow the same amount of transportation infrastructure to effectively serve more people. They acknowledge and work within the mode and route choices which motorists are willing to make, and can encourage a sense of community. Certain measures can also increase the physical activity of people getting from one place to another. Such things as alerting the traveling public to disruptions in the transportation system caused by construction or vehicle crashes can also manage demand and provide a valuable service to the traveling public. Overall, congestion can be avoided or managed on a long-term basis through the use of an integrated system of TDM strategies. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 6 FINAL3.2. TDM STRATEGIES TDM strategies, which are or have been used by other communities in the United States, are discussed in this section. By capitalizing on the use of these options, the existing vehicular infrastructure can be made to function at acceptable levels of service for a longer period of time. Ultimately, this will result in lower per year costs for infrastructure replacement and expansion projects, not to mention less disruption to the users of the transportation system. While some of these options may work well in the Bozeman area, it is clear that some may be inappropriate. Additionally, some of these options are more effective than others. To provide a TDM system that is effective in managing demand, a combination of these methods will be necessary. Flextime When provided by employers, flextime allows workers to adjust their commuting time away from the peak periods. This means that employees are allowed some flexibility in their daily work schedules. For example, rather than all employees working 8:00 to 4:30, some might work 7:30 to 4:00, and others 9:00 to 5:30. This provides the workers with a less stressful commute, allows flexibility for family activities and lowers the number of vehicles using the transportation system during peak times. This in turn can translate into reduced traffic congestion, support for ridesharing and public transit use, and benefits to employees. Flextime allows commuters to match their work schedules with transit and rideshare schedules, which can significantly increase the feasibility of using these modes. Costs for implementing this type of TDM strategy can include increased administrative and management responsibilities for the employer, and more difficulty in evaluating an employee’s productivity. Alternate Work Schedule A related but more expansive strategy is to provide an alternate work schedule. This strategy involves using alternate work hours for all employees. It would entail having the beginning of the normal workday start at a time other than 8:00 a.m. For example, starting the workday at 7:30 a.m. would allow all employees to reach the work site in advance of the peak commute time. Additionally, since they will be leaving work at 4:30 p.m., they will be home before the peak commute time, and have more time in the evening to participate in family or community activities. This can be a very desirable side benefit for the employees. This has a similar effect on traffic as flextime, but does not give individual employees as much control over their schedules. Compressed Work Week A compressed work week is different from offering “flextime” or the “alternate work schedule” in that the work week is actually reduced from the standard “five-days-a-week” work schedule. A good example would be employers giving their workers the opportunity to work four (4) ten-hour days a week. A compressed work week reduces commute travel (although this reduction may be modest if employees BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 7 FINALtake additional car trips during non-work days or move farther from worksites). Costs for implementing this type of TDM strategy may be a reduction in productivity (employees become less productive at the end of a long day), a reduction in total hours worked, and it may be perceived as wasteful by the public (for example, if staffing at public agencies is low on Fridays). Telecommuting Telecommuting in the work place offers a good chance to reduce the dependence to travel to work via car or bus. This is especially true in technical positions and some fields in the medical industry (such as medical transcription). Additionally, opportunities for distance learning, shopping via computers, basic health care services and recreation also exist and can serve to reduce vehicular travel on the transportation system. Telecommuting is usually implemented in response to an employee request, more so than instigated by the employer. Since telecommuting reduces commute trips, it can significantly reduce congestion and parking costs. It is highly valued by many employees and tends to increase their productivity and job satisfaction. Costs associated with this TDM strategy include increased administrative and management responsibilities, and more difficult evaluation of employee productivity. Some employees find telecommuting difficult and isolating. Telecommuting also may reduce staff coverage and interaction, and make meetings difficult to schedule. Many employers in Montana have tried and currently allow some form of telecommuting. Ride Sharing (carpooling) Carpooling is traditionally one of the most widely considered TDM strategies. The idea is to consolidate drivers of single occupancy vehicles into fewer vehicles, with the result being a reduction in congestion. Carpooling is generally limited to those persons whose schedules are rigid and not flexible in nature. Studies have shown that carpooling is most effective for longer trips greater than ten miles in each direction. Aside for the initial administrative cost of set-up and marketing, ridesharing also may encourage urban sprawl by making longer-distance commutes more affordable. Vanpooling Vanpooling is a strategy that encourages employees to utilize a larger vehicle than the traditional standard automobile to arrive at work. Vans typically hold twelve or more persons. Vanpooling generally does not require high levels of subsidy usually associated with a fixed-route or demand-responsive transit service. They can often times be designed to be self-sufficient. The van is typically provided by the employer, or a vanpool brokerage agency, which provides the insurance. Bicycling Bicycling can substitute directly for automobile trips. Communities that improve cycling conditions often experience significant increases in bicycle travel and related reductions in vehicle travel. Providing increased bicycling opportunities can help contribute to quality of life improvements as well. Incentives to increase bicycle usage as a TDM strategy include: construction improvements to bike paths and bike lanes; correcting specific roadway hazards (potholes, cracks, narrow lanes, etc.); development of a more connected bikeway street network; BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 8 FINALdevelopment of safety education, law enforcement and encouragement programs; and the solicitation and addressing of bicycling security/safety concerns. Potential costs of this TDM strategy are expenses associated with creating and maintaining the bikeway network, potential liability and accident risks (in some cases), and increased stress to drivers. Walking Walking as a TDM strategy has the ability to substitute directly for automobile trips. A relatively short non-motorized trip often substitutes for a longer car trip. For example, a shopper might choose between walking to a small local store versus driving a longer distance to shop at a supermarket. Incentives to encourage walking in a community can include: making improvements to sidewalks, crosswalks and paths by designing transportation systems that accommodate special needs (including people using wheelchairs, walkers, strollers and hand carts); providing covered walkways, loading and waiting areas; improving pedestrian accessibility by creating location-efficient, clustered, mixed land use patterns; and soliciting and addressing pedestrian security/safety concerns. Costs are similar to that of bicycling and are generally associated with program expenses and facility improvements. Park & Ride Lots Park and ride lots are effective for communities with substantial suburb to downtown commute patterns. Park and ride consists of parking facilities at transit stations, bus stops and highway on-ramps, particularly at the urban fringe, to facilitate transit and rideshare use. Parking is generally free or significantly less expensive than in urban centers. Costs are primarily associated with facility construction and operation. Car Sharing Car sharing is a demand reducing technique that allows families within a neighborhood to reduce the number of cars they own and share a vehicle for the limited times when an additional vehicle is absolutely essential. Costs are primarily related to creation, startup and administrative costs of a car sharing organization. Traditional Transit Traditional transit service is an effective TDM strategy, especially in a highly urban environment. Several methods to increase transit usage within the community are to improve overall transit service (including more service, faster service and more comfortable service), reduce fares and offer discounts (such as lower rates for off-peak travel times, or for certain groups), and improve rider information and marketing programs. The costs of providing transit depend on many factors, including the type of transit service, traffic conditions and ridership. Transit service is generally subsidized, but these subsidies decline with increased ridership because transit services tend to experience economies of scale (a 10% increase in capacity generally increases costs by less than 10%). TDM strategies that encourage increased ridership can be very cost effective. These strategies may include offering bicycle carrying components on the transit vehicle, changing schedules to complement adjacent industries, etc. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 9 FINALExpress Bus Service Express bus service as a TDM strategy has been used by larger cities in the nation as a means to change driver vehicle characteristics. The use of an express bus service is founded on the idea that service between two points of travel can either be done faster or equal to the private automobile (or a conventional bus service that is not “express”). Installing/Increasing Intelligent Transportation Systems (ITS) The use of ITS methods to alert motorists of disruptions to the transportation system will be well received by the transportation users, and are highly effective tools for managing transportation demands. Installing High Occupancy Vehicle (HOV) Lanes HOV lanes are generally used on very congested highways where intersections and access control is somewhat limited. They also can be utilized on urban arterials. A HOV is typically described as having two or more persons in the vehicle during the time of travel. The benefits of a HOV lane in a congested corridor is that increased travel speeds and reliability for HOV passengers is realized. The costs include project construction, management and enforcement. Some critics also argue that HOV lanes encourage urban sprawl, contribute to poor air quality, and increase crash rates due to conflicts between vehicles in higher-speed HOV lanes and vehicles in lower speed general use lanes. Ramp Metering Ramp metering has been used by some communities and consists of providing a modified traffic signal at on ramps to interstate highway facilities. Traffic Calming Traffic calming refers to various design features and strategies intended to reduce vehicle traffic speeds and volumes on a particular roadway. Traffic calming projects can range from minor modifications of an individual street to comprehensive redesign of a road network. Traffic calming can be an effective TDM strategy in that its use can alter and/or deter driver characteristics by forcing the driver to either use a different route or to use an alternative type of transportation (such as transit, bicycling, walking, etc.). Costs of this TDM strategy include construction expenses, problems for emergency and service vehicles, potential increase in drivers’ effort and frustration, and potential problems for bicyclists and visually impaired pedestrians. Identifying and Using Special Routes and Detours for Emergencies or Special Events This type of TDM strategy includes modifications to driver patterns during special events or emergencies. They can typically be completed with intensive temporary signing or traffic control personnel. A prime example would be modifying travel patterns before, during and after a MSU football game or the Downtown Christmas Stroll. Temporary traffic control via signs and flaggers are implemented to provide a swift and safe exit after applicable events. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 10 FINALLinked Trips This strategy entails combining trips into a logical sequence that reduces the total miles driven on the surrounding transportation system. These trips are generated by associated facilities within a mixed-use development or within an area of the community where adjacent land uses are varied and offer services that would limit the need to travel large distances on the transportation system. Higher Parking Costs for Single Occupant Vehicles (SOV) Intuitively, free parking provided by employers is a tremendous incentive for driving alone. If the driver of a SOV is not penalized in some form, there is no perceived reason not to drive to the workplace. One way to counter this reality is to charge a higher price for parking for the SOV user. Preferential Parking for Rideshare/Carpool/Vanpools This concept ties into the discussion above regarding parking of the SOV user. Preferential parking, such as delineating spaces closer to an office for riders sharing their commute or reduced/free parking, can be an effective TDM strategy. Subsidized Transit by Employers A subsidized transit program, typically offered by employers to their employees, consists of the employer either reimbursing or paying for transit services in full as a benefit to the employee. This usually comes in the form of a monthly or annual transit pass. Studies show that once a pass is received by an employee, the tendency to use the system rises dramatically. Guaranteed Ride Home (GRH) Programs for Transit Riders The guaranteeing of a ride home for transit users is a wise choice for all transit systems, since it gives the users a measure of calm knowing that they will be able to get home. A GRH program provides an occasional subsidized ride to commuters who use alternative modes, for example, if a bus rider must return home in an emergency, or a car pooler must stay at work later than expected. This addresses a common objection to the use of alternative modes. GRH programs may use taxies, company vehicles or rental cars. GRH trips may be free or they may require a modest co-payment. Mandatory TDM Measures for Large Employers Some communities encourage large employers (typically with at least 50 to 100 employees) to mandate TDM strategies for their employees. This is a control that can be required by local governments on developers, employers, or building managers. The regulatory agencies often times provide incentives for large employers to make TDM strategies more appealing, such as reduced transit fares, preferred parking, etc. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 11 FINALRequired Densification / Mixed Use Elements for New Developments Requiring new developments to be dense and contain mixed-use elements will ensure that these developments are urban in character and have some services that can be reached by biking, walking or using other non-automobile methods. This also relates to the concept of “linked” or “shared” trips presented earlier. As new developments are proposed, local and regional planners have the opportunity to dictate responsible and effective land use to encourage “shared” trips and reduce impacts to the surrounding transportation system. Transit Oriented Development (TOD) Transit Oriented Development (TOD) refers to residential and commercial areas designed to maximize access by transit and non-motorized transportation, and with other features to encourage transit ridership. A TOD usually consists of a neighborhood with a rail or bus station, surrounded by relatively high-density development, with progressively lower-density spreading outwards. Transit Oriented Development generally requires about seven residential units per acre in residential areas and twenty-five employees per acre in commercial centers to adequately justify transit ridership. Transit ridership is also affected by factors such as employment density and clustering, demographic mix (students, seniors and lower-income people tend to be heavy transit users), transit pricing and rider subsidies, and the quality of transit service. Alternating Directions of Travel Lanes This method of TDM is similar to that of traffic calming in that it strives to change driver characteristics and possibly enable users of the system to try different modes of travel. It also can serve to relieve a corridor during particularly heavy times of the day. 3.3. EFFECTIVENESS OF TDM STRATEGIES Measuring the effectiveness of TDM strategies can be done using several different methods such as cost, usage, or those listed below:  Reduced traffic during commute times;  Reduced or stable peak hour traffic volumes;  Increased commuter traffic at off peak times;  Increased use of modes other than single occupant vehicles;  Increased use of designated routes during emergencies or special events;  Eased use of the transportation system by tourists or others unfamiliar with the system;  Reduced travel time during peak hours; and/or  Fewer crashes during peak hours. In order to provide a TDM system that will address the needs of the Bozeman area, the elements of the system must be acceptable to the general population. If elements are proposed which are not acceptable, the TDM system goals will not be reached. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 12 FINAL3.4. TDM CONCLUSIONS Many TDM options are available for use in the Bozeman area. Existing infrastructure is in place to use alternative modes of transportation including transit, walking and bicycling in some areas; some areas will need expansion as the community grows. There are several major employers in the Bozeman area including government, Bozeman Deaconess, Montana State University, Oracle, and the Bozeman School District who could be approached to implement work week adjustments (flex time, alternate work hours, compressed work week) that could make a noticeable difference to congestion. Designating a couple of prime parking spots for carpooling could increase its use among employees and provide positive recognition for those who carpool. Developing strategies to manage the demand on the system generated by specific repeatable events such as MSU football games, concerts, or the Christmas Stroll would involve a one-time use of City and/or County staff time. Adjustments to these strategies could be made after seeing how they work. Coordination with the Police Department and/or Sheriff’s Office, or other departments that would help implement these plans, would then be needed on an intermittent basis. Implementing these strategies in the Bozeman area could be done quickly and would be obvious to the traveling public. As such, it would be easy to demonstrate a successful TDM program and build approval for implementing additional TDM strategies. 3.5. RECOMMENDED TDM STRATEGIES Based upon this general TDM evaluation, the Bozeman area is poised to implement a successful TDM program. The recommended strategies are listed below. These could be implemented in any order. Since the 2007 Long Range Transportation Plan (LRTP), efforts have been made to expand and improve bicyclist access overall within the community.  Encourage employers to provide alternate work schedules to their employees.  Implement a guaranteed ride home program for transit users.  Provide bike racks in the downtown area for bicycling commuters.  Increase bicyclist access throughout the community for commuting purposes.  Encourage walking as a commute choice.  Encourage biking as a commute choice.  Look at ways to increase transit ridership.  Consider factors such as land use/zoning issues when approving non-rural projects in the outlying areas. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 13 FINAL4.0. LIVABILITY Livability is a national movement with local implications that are supported within the Bozeman area. Providing transportation options to improve access to housing, jobs, businesses, services and social activities are fundamental desires of most transportation system user groups. Active transportation results in a physically fit population, minimizes auto emissions, extends the life of transportation infrastructure, and delays the needs for infrastructure improvements. Fostering livability in transportation projects and programs will result in improved quality of life; will create a more efficient and accessible transportation network; and will serve the mobility needs of communities, families, and businesses. 4.1. WHAT IS LIVABILITY? The concept of livability, which has evolved over the years, is often used to describe a range of initiatives aimed at improving community quality of life while supporting broader sustainability goals. Livability encompasses multi-dimensional issues relative to community design, land use, environmental protection and enhancement, mobility and accessibility, public health, and economic well-being. Incorporating livability into transportation planning, programs, and projects is not a new concept. Communities, developers, advocacy groups, businesses, and neighborhood residents have been working for generations to make places more livable through transportation initiatives, with varying degrees of support from local, regional, State, and Federal agencies. These initiatives have used a range of terms to describe an overlapping set of objectives and strategies-livability, sustainability, community impact assessment, scenario planning, land use and transportation, smart growth, walkable communities, new urbanism, healthy neighborhoods, active living, transit-oriented development, complete streets, context-sensitive solutions, and many others. The key concept behind livability in transportation: transportation planning is a process that must consider broader community goals. Livability in transportation is about integrating the quality, location, and type of transportation facilities and services available with other more comprehensive community plans and programs to help achieve broader community goals such as access to a variety of jobs, community services, affordable housing, quality schools, and safe streets. This includes:  Addressing road safety and capacity issues through better planning, design, and construction.  Integrating health and community design considerations into the transportation planning process to create more livable places where residents and workers have a full range of transportation choices.  Using TDM approaches and system management and operation strategies to maximize the efficiency of transportation investments.  Maximizing and expanding new technologies such as ITS, green infrastructure, and quiet pavements. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 14 FINAL Developing fast, frequent, dependable public transportation to foster economic development and accessibility to a wide range of housing choices.  Strategically connecting the modal pieces-bikeways, pedestrian facilities, transit services, and roadways-into a truly intermodal, interconnected system.  Enhancing the natural environment through improved storm water mitigation, enhanced air quality, and decreased greenhouse gases. Livability provides economic benefits to communities, businesses, and consumers. In practice, livable transportation systems accommodate a range of modes (walking, bicycling, transit, and automobiles) by creating mobility choice within more balanced multimodal transportation networks. This in turn helps support more sustainable patterns of development, whether in an urban, suburban, or rural context. Livable transportation systems can provide better access to jobs, community services, affordable housing, and schools, while helping to create safe streets, reduce energy use and emissions, reduce impacts on and enhance the natural and built environment, and support more efficient land use patterns. 4.2. LIVABILITY PRINCIPLES In June 2009, U.S. Secretary of Transportation Ray LaHood, U.S. Secretary of Housing and Urban Development Shaun Donovan, and U.S. EPA Administrator Lisa P. Jackson announced the new Interagency Partnership for Sustainable Communities to improve access to affordable housing, provide more transportation options, and lower transportation costs while protecting the environment in communities nationwide. The Partnership for Sustainable Communities works to coordinate federal housing, transportation, water, and other infrastructure investments to make neighborhoods more prosperous, allow people to live closer to jobs, save households time and money, and reduce pollution. Because the concept of livability is place-based and context sensitive, its definition can differ depending on region and whether the community is an urban, suburban, exurban, or rural setting. However, the overall understanding of livability can be conveyed by five of the six principles established by the Sustainable Communities Partnership listed below. A livable community: 1. Provides more transportation choices that are safe, reliable, and economical. Develop transportation choices to decrease household transportation costs, reduce our nation’s dependence on foreign oil, improve air quality, reduce greenhouse gas emissions and promote public health. This can be as simple as increasing walkability, to enable citizens to park their car once in a downtown area, and access their daily needs by foot from that location. Providing transportation to critical social services for rural residents who can’t drive is another valuable livability option. BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 15 FINAL2. Promotes equitable, affordable housing options. Expand location- and energy-efficient housing choices for people of all ages, incomes, races and ethnicities to increase mobility and lower the combined cost of housing and transportation. This refers to an availability of location- and energy-efficient housing choices for people of all ages, incomes, races and ethnicities – like neighborhoods with mixed-use, mixed-income housing where a retired couple can live in the same community as a recent college graduate. 3. Enhances economic competitiveness. Through reliable and timely access to employment centers, educational opportunities, services and other basic needs, livable communities are those which have higher economic resilience and more economic opportunities. They provide expanded business access to markets – largely through increased accessibility and mobility choices. 4. Supports and targets funding toward existing communities. Instead of developing on new land – which can be a waste of funding and resources – livable communities target development toward such strategies as transit oriented, mixed-use development and land recycling – to increase community revitalization, improve the efficiency of public works investments, and safeguard rural landscapes. 5. Values communities and neighborhoods. The purpose of livability is to enhance the unique characteristics of all communities by investing in healthy, safe and walkable neighborhoods. The Partnership’s sixth principle addresses the alignment of federal policies and funding to remove barriers to collaboration, leverage funding and increase the accountability and effectiveness of all levels of government to plan for future growth, including making smart energy choices such as locally generated renewable energy. 4.3. BENEFITS OF LIVABILITY Incorporating livability approaches into transportation, land use, and housing policies can help improve public health and safety, lower infrastructure costs, reduce combined household transportation and housing costs, reduce vehicle miles traveled, and improve air and water quality, among many other benefits.  Transportation, Development, and Environment: How we plan and develop communities and choose to travel affects environmental quality. Providing more travel options in compact, connected communities leads to fewer car trips, which improve air and water quality. Developing more compactly, and reusing existing properties, can preserve rural lands and protect natural resources. Coordinating land use and development decisions with transportation investments can produce clear results.  Transportation and Safety: Over the past 50 years, most roadways have been designed primarily for safer automobile and truck travel, which can make them less safe for pedestrians, older adults, children, people with disabilities, or bicyclists. More than 4,600 pedestrians and bicyclists died on U.S. roads in 2009 and more than 108,000 were injured. People who do not drive or have access BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 16 FINALto private vehicles, such as children and older adults, are disproportionately represented. Making roads safer for all users can have the added benefits of improving access jobs and services, reducing congestion, and sparking business and neighborhood investment.  Transportation and Health: Communities that make it safe and easy to get around by walking, bicycling, and taking transit can generate a number of health benefits, such as reduced obesity; reduced cases of asthma/heart disease/cancer; increased safety, and improved access to schools, parks, and recreation and community facilities.  Transportation and Land Use: Communities benefit when decisions about transportation and land use are made at the same time. Deciding to build houses, schools, grocery stores, employment centers, and transit stations close to one another—while providing a well-connected street network and facilities for walking or biking—provides more transportation choices and convenient access to daily activities. It also ensures community resources and services are used efficiently.  Transportation and Housing Costs: Transportation is the second largest expense for most households after housing. Households living in auto-dependent locations spend 25 percent of its income on transportation costs. Housing that is located closer to employment, shopping, restaurants and other amenities can reduce household transportation costs to 9 percent of household income.  Transportation Management and Operations: Transportation system management and operations (M&O) coordinates systems to make them more efficient, more convenient, more reliable, safer, and easier to use. M&O strategies make systems work better, allowing us to do more with less - less congestion, less money, less fuel, and less frustration. They support livability by increasing travel choices and efficiency—including transit, bicycling, and walking—while reducing emissions and resource use.  Transportation and Economic Development: Livability and economic development are intertwined: livability draws businesses and businesses contribute to community quality of life through investments in the built environment, culture, and philanthropy. Businesses are choosing to locate in more accessible locations that combine transportation and housing choices, good schools, gathering places, and natural amenities. Targeted transportation investments can improve access to jobs, education, shopping, and goods movement, while providing construction and operations jobs.  Transportation and Rural Livability: Livability in rural areas focuses on the towns, villages, working lands and natural resources that surround and connect them. Rural communities vary widely based on location, geography, economic and resource base, and other factors. "Rural" can describe farming, destination, gateway, resource-based, recreational, or other types of communities. Transportation investments that support rural livability also vary depending on location and context. For rural areas between towns BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 17 FINALor lands on the urban fringe, livability can mean safer highways and intersections, context-sensitive roadway design, multi-purpose trails, or rural on-demand transit and carpool information linked to smartphones. In small towns and villages, livability can mean a revitalized Main Street, sidewalks and improved crossings, a gateway entry, senior housing in walking distance to a redeveloped shopping district, or new neighborhoods built on the town's existing walkable street network.  Freight and Livability: Getting goods to people and businesses is an essential part of building stronger regional economies, increasing community quality of life, and maintaining the nation's role in a global economy. While freight movement can impact livability and community quality of life, careful planning can help balance freight and livability needs. Communities can be aesthetically pleasing, safe, and walkable, while still providing efficient access for large trucks, rail lines, and other modes of transportation. The HUD-DOT-EPA livability principles call for enhancing economic competitiveness, through reliable and timely access to jobs and services, and expanded business access to markets, as well as for supporting existing communities and valuing communities and neighborhoods. The FHWA has produced a series of fact sheets on each of the topics above which provide more detailed information and examples. 4.4. LIVABILITY AND THE TMP The TMP should reflect the future transportation needs of the Bozeman area and include recommended actions, programs and projects to improve, enhance and better manage and operate the area’s transportation systems, promote alternative modes, accommodate bicyclists and pedestrians, consider other non-motorized modes of transportation, and provide freight mobility. In general, recommendations in the TMP should also adhere to the livability principles established by the US DOT, HUD and EPA which are aimed at improving access to affordable housing, providing more transportation options, and lower transportation costs. By keeping these considerations in mind, transportation improvement programs and projects will not only accommodate existing travel, make the current transportation system more efficient, meet growing travel requirements and improve mobility, but also be a catalyst for enhancing the overall livability of the Bozeman area. Livability is about linking the quality and location of transportation facilities to broader opportunities such as access to good jobs, affordable housing, quality schools, and safe streets. This includes addressing safety and capacity issues on all roads through better planning and design, making judicious decisions about improvement projects, and expanding the use of new technologies. The TMP continues local efforts to make the transportation network operate as efficiently and effectively as possible and promote a balanced transportation system with alternatives to the private vehicle. The analyses conducted for the TMP show that some components of the system operate poorly and congestion occurs daily and reaches severe conditions at some locations. However, it is important to preserve and maintain essential infrastructure and services, while making the system operate as efficiently as possible. It is also equally BOZEMANTMP TRANSPORTATION MASTER PLAN June 17, 2016 18 FINALcritical to enhance the mobility of people and goods by increasing mode choice, access and convenience, and strategically expanding transportation capacity. Although the highway system dominates movement, non-highway components are equally important and provide alternatives for other system users.