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HomeMy WebLinkAboutCoordinated Rail-Bus Study Phone: (631)702- 1950 EXT. 1949 Fax: (631)283-6550 LINDA A. KABOT TOWN SUPERVISOR -{ b -I L 11\ -r M:!t!i ~ ~ JEFFERSON V. MURPHREE, AIep TOWN PLANNING AND DEVELOPMENT ADMINISTRATOR THOMAS F. NEELY DIRECTOR OF PUBLIC TRANSPORTATION AND TRAFFIC SAFETY tnCe]v@SQYthaIl1otQntQWI1nY,j!;QV Department of Land Management Intermodal Transportation Division 116 HAMPTON ROAD SOUTHAMPTON, NY 11968 TOWN OF SOUTHAMPTON ~..''''.'. . January 8, 2008 Scott A. Russell, Supervisor Town of Southold P.O. Box 1179 Southold, New York 11971 Dear Supervisor Russell, Re: Coordinated Rail-Bus Study In the spring of 2007, the five East End Towns signed an intermunicipal agreement to work cooperatively on the study of a coordinated rail-bus network. This study will be funded by a $360,000 SMSI grant from New York State, with a 10% match from the East End Towns. Per this agreement, the Town of Southampton was to act as the lead municipality in managing this grant and study. I am pleased to advise you that an agreement between the Town and the Volpe Transportation Research Center to conduct the study was signed in late October. A copy of this agreement and the Statement of Work is attached for your reference. The project manager for this study will be Tom Neely, Director of Public Transportation and Traffic Safety for the Town. Tom also serves as Chair of the East End Transportation Council on behalf of the East End Supervisors and Mayor's Association. Working with each Town's Planning Department and the appropriate County and State agencies, the process of gathering and sending local and regional, governmental and non-governmental transportation related studies to Volpe for their review has begun. We hope to have the first formal meeting between Volpe and the stakeholders involved in this project in late January. [5)~ii:[~H~ ml JAN 1 0 2008 lW SUPERVISOR'S OFFICE TOWN OF SOUTH OLD ,. .- . More information on a meeting date and agenda will be forthcoming as we continue the study development work with Volpe, in order to keep this project moving forward in a timely manner. We look forward to working with East Hampton Town on this effort. Please feel free to call me if you have any questions or comments. Sincerely, Linda A. Kabot, Supervisor LAK:bam cc: Thomas F. Neely, Public Transportation & Traffic Safety Director Jefferson V. Murphree, Town Planning & Development Administrator Walter Bundy, Building Project Coordinator VOLPE AGREEMENT NO. VP-A2 BETWEEN THEJJN1TED STATES DEPARTMENT OF TRANSPORTATION, RESEARCH AND INNOVATIVE TECHNOLOGY ADMINISTRATION, VOLPENATlONAL TRANSPORTATION SYSTEMS CENTER AND TOWN OF SOUTHAMPTON The agreement between the aforementioned parties is for the V olpe National Transportation Systems Center (Volpe Center) to perform in accordance with the Statement of Work (SOW), subject to the terms and limitations detailed herein. L STATEMENT OF WORK (SOW) The Town of Southampton (Town) is requesting that the Volpe Center provide planning and assessment activities to develop a "coordinated rail and bus network" on the East End of Long Island, as set forth in the SOW ("the work") attached hereto as Schedule A and incorporated herein. II. PERFORMING ORGANIZATION The work shall be performed by the Volpe Center, including such support service contractors and other contract support as the Volpe Center deems necessary. Work will be undertaken in accordance with the SOW. IlL PERIOD OF PERFORMANCE Work shall commence upon receipt offunds. Work shall continue until it is completed or terminated as set forth in paragraph vm below. The Volpe Center shall use its best efforts to complete all work within 9-12 months ofthe time the first advance of funding is made. If additional time becomes necessary to complete the work, the parties may agree in writing to extend the period of performance, provided remaining funds are sufficient to cover remaining performance and closeout costs, or if such funds are not sufficient, the Town, at its option, may provide any necessary additional funds. IV. FUNDING The cost ofthe work shall be on a non-fixed price, no-fee basis, is estimated to be $288,000, and shall reflect only the Volpe Center's actual cost and no profit. Should the work be accom]llisl1cd, or terminated, before funds arc exhausted, the balance will be returned to the Town, consistent with paragraph vm _ Termination of Work. Should funds be exhausted, all work will stop unless the Town requests otherwise and furnishes all additional funds needed to complete the WOl'k. The above estimate includes all direct and indirect costs associated with the work, including their execution, management, and administration, and the cost of any contract SUPPO!l referred to in paragraph Il above. V. STANDARD OF PERFORMANCE The Volpe Center will perform all work in a first class, professional, and timely m81mer. Further, the Volpe Center acknowledges that (a) in support of these planning and assessment activities, the Town has received a grant fromNew York State (Contract C-05881), (b) the Volpe Center has reviewed the tenns and conditions of such grant, including the Supplemental General Conditions thereof and the Appendices thereto and (c) it has also reviewed the Town's standard Miscellaneous Contractual Conditions. To the extent not inconsistent with the limitations and other constraints imposed on it as an agency of the U.S. Department of Transportation or otherwise provided elsewhere in this agreement, including the SOW, the Volpe Center agrees to comply with all such State and Local requirements. Vl. Any ANCES Funds shall be advanced before work is initiated in accordance with the Volpe Center's authorizing legislation, 49 USC 9328. Legislation establishing the Volpe Center's Working Capital Fund, 49 USC 9328, provides that 8lDounts transferred to the Working Capital Fund for support to be provided by the Volpe Center remain available for obligation without fiscal year limitation. The Volpe Center will charge 8lDounts against advances as work is being performed, consistent with the timeline on page 17 in the SOW. The Volpe Center Accounting Branch will bill the Town in accordance with the following schedule of advances or more frequently as required via SF- I I 15 (Bill for Collection), or any specific form required by the Town. Advances will be made in accordance with the following schedule. Should funds become exhausted, work will cease until such time as the next advance is received. The Town shall be given no less than 30 days prior notice of any pending exhaustion. SCHEDULE OF ADVANCES Mouth I 4 7 Tasks 1,7,8,9,10 2,3,4,7,8,9,10 5,6,7,8,9,10 Invoice Amount ($) 85,000 128,000 75,000 The first invoice funds all of task 1, and part of tasks 7, 8, 9, and 10. The second invoice funds all of tasks 2, 3, and 4 and part of tasks 7, 8, 9, and 10. Similarly, the third invoice funds all of tasks 5 ami 6, and the remaining parls of7, 8, 9 and 10. Task numbers, fl'Ol11 the SOW, are as follows: I. Evaluate Existing System and Proposed Concepts 2. Develop Concept of Operations 3. Analyze Jl1Stitutional Issues and Constraints. 2 4. Identify Access Opportunities 5. Develop Operations and Management Structure 6. Analyze Financial Sustainability 7. Overall Project Management 8. Local Liaison 9. Other Expert Contracts (potential) J O. Travel Payments may be transferred electronically to the Volpe Center through the Federal Reserve Banlc of New York by using the following banking information: Type/Subtype Code ABA Number Receiver DFI Name: Business Function Beneficiary 10 00 02J030004 TREAS NYC CTR D 69010004 Altematively, the Town may send payment by check directly to the: U.S. Department of Transp oJiati on Volpe NationalTransportation Systems Center Mike Monroney Aeronautical Center General Accounting Division, AMZ-300 P.O. Box 25082 Oklahoma City, OK 73125 For overnight or express packages, use the following address: U.S. Department of Transportation V olpe National Transportation Systems Center General Accounting Division, AMZ-300 6500 South MacA.1ihur Boulevard Headqualiers Building, Room 176 Oklahoma City, OK 73169 The following information is required for the Volpe Center's customer billing profile. Please supply the Town taxpayer/employer identification and DUNS numbers: TIN/ETN: ]J-600J938 DUNS 053832358 Payments should be made to the order of: "DOT/Volpe National Transportation Systems Center" 3 Any questions regarding project cash advances should be directed to: Lurdes Rodrigues Accounting Branch 6] 7-494-2378 rodrigues@volpe.dot.gov VII. FINANCIAL REpORTS Each calendar month during the tenn hereof, the Volpe Center shall provide the Town with a report of total commitments and obligations made to date in the standard format provided to all Volpe Center Customers in substantially the fom] shown in Schedule "B" hereto. Summary financial reports ani distributed by the Volpe Center Accounting Branch to the customer accounting contact identified in the "Bill To" section, unless noted otherwise. In such case, a "Send Financial Reports To" section needs to be included with the following information: customer accounting contact name, telephone number, email address, and regular mail address. VIII. TERMINATION OF WORK The Town may tenninate the work at any time by sending written notice to the Volpe Center's Financial Management Division. The Volpe Center will then tenninate work within 30 days after receipt of such notice. Should the Town decide to tenninate work, the Town is responsible for all costs incurred through the tennination date, and for any additional, reasonable costs incurred that are necessary to complete an orderly program close. Any remaining funds will be returned to the Town within 30 days after such tennination date, provided that the Volpe Center's Financial Management Division has the correct bank information for the Town. IX. CHANGES TO THE AGREEMENT Changes may be made only by mutual written agreement. X. NON-ASSIGNMENT Neither party may assign this agreement without the consent of the other except that the Town shall bave the right to assign this agreement to any' (one or more) of the other four Suffolk County East End towns, in which case the town or towns shall assume all of the Town's rights, duties, and obligations, provided that the New York State Department of State (DOS) has provided prior approval, as to the extent required under the conditions cited in the grant agreement between the Town of Southampton and the DOS. XI. GOVERNING LAW The laws of the United States shall govcrn the construction, validity, performance, and effect of this Agreement for all plllposes. 4 XlI. RESOLUTlON OF DlS]'VTES The Volpe Center and the Town agree to work cooperatively in can'ying oul their responsibilities under this agreement. In the event that a disagreement arises which cannot be resolved informally by staff members who are immediately involved, the matter shall be referred to the appropriate administrative managers for the Volpe Center and the Town, who shall confe] as necessary to resolve the dispute, Failing any such resolution by the administrative managers, the parties agree to submit disputes to a mutually acceptable third party for resolution; in the event of such refen'al, the third party will be paid for by the Town, XIII, WARRANTY The Y olpe Center makes no express or implied warranties as to any matter whatever, specifically including hardware and software, XIV, RIGHTS IN TECHNICAL DATA The Town will have an unlimited license to data produced in the performance of this agreement, subject to any requirements under the Freedom ofInforrnation Act, 5 U.S,c. 552. XV, USE OF NAME OR ENDORSEMENTS The Town shall not, in any way, state or imply that this agreement is an endorsement by the United States Government of it or any of its products or services, XVI. No BENEFITS No member of, or delegate to the United States Congress, or resident commissioner, shall be admitted to any share or part of this Agreement, nor to any benefit that may arise therefrom. XVII. POINTS OF CONTACT For the Volpe Center: Kcndall Square Cambridge, Massacl1llsetts 02 1 42 Program Manager: Elizabeth Machek 617-494-3442 Financial Information: Maria McCarthy, DTS-821 617 -494-2652 B-mai1: mccarthv(cV,volpe,dot.gov Collection Officer Accounting Bi'anch, RTY-6AI 617-494-2378 Billing Office: 5 For the Town of Soutllllmptoll: Program DJrector: Thomas F. Neely Director of Public Transportation and Traffic Safety Department of Land Management Intermoda] Transportation Division Town of Southampton ] 16 Hampton Road Southampton, NY 11968 Financial/Contract Information: Charlene G. Kagel, CPA, Town Comptroller Bill to: Thomas F. Neely 631-702-1950 ex!. 1949 tneely@southamptontownny.gov Department of Land Management Interrnodal Transportation Division Town of Southampton 116 Hampton Road Southampton, NY 11968 Name: Telephone Number: Email address: Mailing Address:. AUTHORIZED APPROVALS Signatures: ~"-- Pl \ Reimbursing Organization By Title: For: Patrick A. I-leaney. Supervisor Town of Southampton Date: IO,.2~_ 07 J'lk rganization to be Reimbursed Paul R. Brnbaker Administrator Research and 111l10vali ve Technology Administration -S [~! 01 6 " Schedule A: Sllllelllcnl of \\101'1< STATEMENT OF WORK PLANNING AND ASSESSMENT ACTIVITIES FOR A COORDINATED BUS AND RAIL NETWORK ON THE EAST END OF LONG ISLAND, NY 8 I'HOHLEM STATEMENT In curl)' 20U4, cilizens fromlhe five towns thnl comprise Ihe eust end of Long JsJilnd - Soulhold, niverhclld, Sheller Islilnd, Soullllllllplol1, and Eust HllIl1plOIl - joined log~lher to form ~I cOlllitioll called Five Town RlInll Trllllsil, Inc;, (5'1"1\1') 10 uddl'ess locmllnlllsporhllioll issues. 5THT Ims idenlified how exisling trnnsporllllioll sl::I'viues und infnlslrllcture me nol illigned with the Joenl demil1ld. This misllligllll1en( inlransporlllliol1 services Jms been.un issue for over fI decade; the results of one previolls unci two rect:nllocal projt.:cls IUlVC vel'i-fied the problems: o A reporl compleled over len ye.un; ngo nOled the stule of congestion, lack oftJ'llllsil services to lllee! demllnd, 1IllcoonJ-innled schedules, Hncl the impacts afpoplIlatian growth und the prevtlJence of"second home ownership." o The Sustail1uble Eost El1d Developmel11 St1'lltegies (SEEDS) il1iliative more reGel11ly confirmed Ihese older 'timlings lIncl provided more dehdlecl documentation 011 the stule of local transportation needs in the context of Inncluse policies for the ens! end. The pl'eJiminury findings from SEEDS were the impetllsforfoJ'l11ing 5TRTl it 11ot-for-pl'Ofit citizen advocacy group thaI could lake aclion. o Arecenl market reseul'ch survey of the local poPUhltiOIl looked at the residents' understanding oftnmsportation services, improvements thnl could result from implementing a 1110re coordinated network of rail and bus services. find interest and/oJ' commitment in utilizing public tnmspartationns 1II11e~\llS of alleviating congestion 011 the east end of Long island. The survey fOllnd "overwhelming" slIpport for a redesigned public transportation system that better meets local needs, Using the prelimil1ar)' results of the SEEDS initialive, 5TRT proposed an initinl conceptllal deS1b'll for an East End Shultle system (referred to as "The Shuttle"). The Shuttle concept provides a coordinated approach to a rail and bus-network far the Enst End of Long Island. Importantly, The Shuttle concep! needs to be validated ngainst other potential altel11"atives to ensure that the concept is tile most nppropriatc with regElrd to local needsl existing service provisions, institutional and technical issues, and a bast of other considerations that spell long tem1 viability and inlplementation success. As a result, the Town of Southampton. New York, ill cooperation with the fOllr other towns on the East End (Easthamptoll, Shelter Island, Southold, and Riverhead), have requested that I'he Volpe National TI'ansporati011 Systems Center (Volpe Center) undertake a 'set ofplanl1ing al1d assessment activities that would pl'Ovide them with: An evaluatiol1 of the exisling system nl1c1 the proposed changes nssocinted with The Shuttle. A review of alternatives A set of facilitated discussions with stakeholders to identify institutional issues A proposal for u coordinated l'iliJ and bus network and a set of recommendations for the next steps in implementation STATEMENT Of' WOHK The Volpe Center tetll1l1 comprised oftnmspol'tntioll planners, systems analysts, and facilitators, have identified a set of critical tasks thot ure required to deliver n final report that propases a caorclinnted rai 11111d bus network, along with J'ecommendations: 9 .' I. Evuhmlc and Vlllidutf: the exisling datll 1I11c1 concepts (ihcluding The Shuttle) 2. Develop 11 Concepl or Opcnlli OilS a) Identify System Development Issues llnd Opportunities b) Identify System EIlhunccJJ1ell1 Issues tlncl Opportunities 3. Analyze Institutionul lsslIes IIncl COllslnlinls uJ Anulyze und Jdenli!Y Economic Aspects, includin~ MlIl'kel Del",",,1 b) Jdentiry Envirollmenl hnpacls 4. Jdelllif)' Access unci Inlermodal Opportunities 5. Propose!t Coordinated Rnil unci Bus NC1\.\iork unci identify UI1 Operations unci Mmlilgel11ent Structure 6. Anulyze Fillll1lciul Suslaillllbilily These task arcus Hnd intended deliverables ilfe deJim:d below. The end result of the plullning and assessment activities is H report with stlpporlillg datil that will enable the East End Towns to: o Understand the viability of the existing system unci proposed concepts developed to dllte, and understand the comparative viabi lily of ulternmives. o Establish 11 vision f01'1I coordinated ruil and bus network forthe East End. o Understand the commitment (fiiwllcial, institutional, technical) necessary to implement tbe end result. o Pmticipate more fully in the regionfJl transportation planning process with regard to their resulting vision. o Ellact purposeful outreach strategies with local and regional stakeholders. a Engage in the Federal Transit Administl'ation (FTA) process for becoming a grantee agency. The role of the Volpe Center is to provide an operational concept and sUPP01ting data so that thE; East End Towns, baving established consenSllS amongst themselves: a May have future productive interactions with other stakeholders, including local govel'l1lllents, the metropolitan planning organization (MPO), and the FT A. o Are prepared to present their concept to local citizens and engage in a local referendum after the study is complete. o Call carve out next steps in establishing a local coordinated rail and bus network. The following olltline explains general asslltllptionsl llnd then disclIsses each primary task. Given time and budget cOllstraiJlts, it is importmlt to note that the deptb of each task is varied, with the most impOItant tasks receiving the bulk of the time und foclIs. The level of effort for Cllch task needs to be fully discllssed wilh the Towll to ensure that the priorities are in the right areas. Note that Tusks J through 6 occur l1lore-or-lesssequenlially, wbile Tusk 7 (Project M.lllagement) and Task S (Local Liaison) lire ongoing lusks thut span tbe entire project.r 10 GENICIlAL ASSIJMPTIONS I. Existing IDeul iJlSlitutiolls (e.g., lht: (owns, 1I1l MPO, locnl stakeholder groups, etc.) wi II organize lln)' needed public purlicipalion. 2. The Volpe Cenler's task is 10 articulate un l1lternative or sel ofilhcl'Ilutives --llotlO sclecl or decide upon ~I1Y preferred options. 3. Given thaI this is a system eVlIluatiolllllld syslem proposal, the Volpe Center will nol be pI:eparing envirollment assessments (EA), tmvirollmenlaJ impacl SlalemenlS (ElS), comlucling wide stakeholder outreach, or prepl.\l'ing fOl'lluJl grunt flpplicaliolls. 4. To facilitate input ancl identilY C011CeI'l15, each town will provide fl representative to work with the Volpe Center Hnd participate ill meetings. These representatives will ael as liilisOll with their towns to both present infol'J1l11liolll1l1d results 10 the lowns us well ilS comllll1l1icilte concerns und issues to the Volpe Cenler. 5, The end p'rodllct orthi,!; agreement is II report thai describes 1I coordinuted public bus und roil network for the Eilst End of LOllg Islund. Developing full consenSlIS by the lowns and the cltizens ,ill order to move towuJ'c1 n referendulll is not the tesponsibility of the Volpe Center under this agreement. However, every eff0l1 will be made to develop consensus throughout the locnl stnkeholder inpul process. TASI( 1: EVALUATE THEEXISTING SYSTii:M AND CONCEPTS A substantial amoun[ of informntion and local datn has been developed from iI Humber of different sources that appear to stlppOl1 the need for a more coordinated network to directly address local transit needs. This first task will be to examine and evaluate existing data from 'n variety of sources, examine the existing demand and finnncial analyses, nnd review and provide <lltelllalives, An altematives revie\ov is 11 necessary step in evaluating the existing Shuttle concept as one that would produced nn optimal coordinated bus and rail network for the East End; more impOJ1antly, it is a key step ill being able to engflge with the MPO for h'allspOltation planning and with the FTA for future grnnts. It is impOltall1 to establish purpose and need in tenns of existing conditions and problems, nol in lenns of (\ potentia'! solution. IllS also important to demonstrate that the problems in this area nre nmell!:lble 10 a trnnsit solution in the long tenn, To fulfill this task, the following activities will be performed: 1.1 Review of'Existillg Dl1tll find Studies: a) Review and document Cllrrent transit service and ridership in the area. b) Review and assess existing market research datll and infol1natiOll. c) Based on the marl<et research and other available documents, identify community goals. d) Document demogrnphics, including vehicle ownership. e) Document origin-destinntion patterns for work, school, and tourist transportation. f) Review travel demand forecasts from the MPO and (if available) fromloca] . Inl11spOJ1ation agencies (Long Islnnd Rai I RamI (LlRR), Suffolk County Transit, private operators) and local governments (towns, COUllty, Slllte), g) ldentify key system performance mC(lsureslimplications with respecl to community goals lInd objectives. 11) Work with 10cHI experts 10 ullclerslimd the daul from [Ilocul fllld historical perspective, if relevant II 1.2 DClllfllld AllllJ)'SjS: <I) Review experit:nG(:: ill other simillll' sihml;ons (improvclllenls in rural tnlllsll service in 1\ ruml, resort !m::ll). b) Review curren! eslimlltes oJ'deJlllltlCl. c) Develop llnd cloclllllenlmelllOdology 10 eSlimllte demand for all (he Illlern.alives. 1.3 Altcl'IIlIti\'c.s Idcnlificntioll: u) Identify uhernalives, for inslllnce: i) Do nothing ii) Jmprovc existing network withoUI cupitul investmenl iii) Improve existing network with cllpitul investmenl iv) Utilize innovative services IInd technologies b) Pllrliciplllc ill public olltrcllch, tiS required, (0 vulidnle and refine ultcmulives undlor define olhers. c) For each illlernlllive, prepare a system nmp of rOllles, connections, ilnd service intervals illld verjfyslJitnbility ofpl'Oposed locutions d) For each i.llterlllltive, identify suitnble equipment. e) Estimate rough capihll unci operuling cost for e~lch ahernutive ulong with a corresponding estimate of revenue. D Work with local experts, if relcvlllll, who huve historical experience with the exisling transp0l1ntioll (Igencies to undersland the opertltional possibilities, It needs to be noted that thl'ollgllolll fill the Iilsks, one of the Illost important steps in bringing any cOllceplto II poinl where il cflnbe implemented is to communicate regularly with the regiollD I FTA Office (Region 2) and the regional MPO on progress. Task I Deliverobles: o All evaluation of existing daHl Dlld work d011e to date, including the demand estimation methodology o A list offllternatives fllld facilitated discussion for decision making o With the local stakeholders, identification of one alternative for fmther analysis TASK 2: DEVELOP CONCEPT OF OPEllATIONS This task is a more detailed analysis of one alternative tllu! was identified in Task I, This tusk, combined with the results of Task 1, will result in nn operational concept for the Towns to consider for a coordinaled bus and rnil network to move forward (which may OJ' may not be The Shuttle concept, depending on the resnlts of Task J). Included in the operational concept is nn identificiltioll of the system requirements for either enhancements: or new developments, Subtasks include: 2.1 JJemll/ld AJllllysis: Provide a deluiled demand estimate of ramp~up during the initial 5 years of operllllon, 2.2 IJI/"rnstrllcturc Allulysis: u) Idenlify equipmelll needs (//1(1 clwrtlclC!l'isricJ' with regard fo: i, Americuns with Disl.Ibilities Acl (ADA) coi'npliance 12 ii, SteLlr!l)' (vehicle Iuculioll, oll-bml1'(llllOntloi'ing, panic buHall, etc.) HI. Air pollulion IV, Noise v. Rouel cOllslruinls (bus) 1I11e1/or \-\'tlltm.\'u)' COJHHl'aints (bOll!) vi. Fuel requirements (type, consumption) vii. Maintenance needs b) DoclIlllenl ref/uired ruil i1ifi'u,r/l'ucfUl'e, ,/needed L Signul syslem wHI control cellter ii, Sidings: locution, length, cost iii, Gnlde crossings iv, MililllellHnce ulld fuel depots: locution und cost v. Stalions: Platforms, ADA compliallce, secLJrity, lighting, parking, ticketing, passenger infonl1otioll, peclestl'illll uccess VI. Environmental impacts: construction and ongoingl vii. Cost b. Docl/fllent required bus inji-asJrucJLI/'e, i/needed I. Control cenler, coordination with other modes ii. Enhanced stops: ADA compliance, security, Iighling, parking, ticketing, passenger informlltion, pedestrian access III, Environmental impacts: construction and ongoing ]1', Cost c) DocL/ment waJer illfraSlrllCttlre, ifneeded I. Control center, coordination with other modes ii. Docks: ADA compliance, security, lighting, parking, ticketing, passenger information, pedestl'iull access 111.. Environmental impacts: construction and ongoing iv, Cost d) Review with local experts, IfwlIInmled, Task 2 Deliverable: o DocLlmenHltioll of expected demand and required infrastructure, TASK 3: ANALYZE INSTITUTIONAL ISSU.ES AND CONSTRAINTS Evaluation of a concept at a technical transportation level oHen requires 811ll11derstanding of regional processes - political, legal, illstilutiollal- flS these pl'Ocesses may present obstacles to future implementtltion. An analysis ofinstitutionul issues lI11d constl'flints presents the oppoT111llity 10 highlight important steps thaI should 110t be overlooked in implementation. These inclllde dispatching rights, infrastructure ownership, needs assessment methodologies used by other tl'anspOJ1ation agencies 10 determine levels of service (market del11fuld) and likely reaction of other agencies lo u redefinition of service needs, all operational assessment of other agencies I Tin: ,\WIIC 01' lhis pro)cCI precludes )lI'clmmliul1 or Clll'iWllmmllul impllcl sluh:mcllls Ul' f)arlicipilli"!l in nllY NEl'A or SEQltA proccss; howCI'cr, nlIljOI' cnl'irnlllllclllul impacls will Ill! 11lIIcd oml pusscd nlong 10 lht: llppruprinlc Towll plal1ners 11m] llmfl wnlraclurs 13 10 dctermine issues with illlenno,htl/mulli-muchd connecliomi, 1111 .ltllderSlillldillg oflhe regiollul IJ'lI11Sporluliull planning processet;, IUGal legislution, ADA complimlCe, environmental complillllce, illld security. II is expected rim! this lusk will include sHlkehoJder interviews. In additiol1, Iwo inslilLltiollld scenllrios ne<::d 10 be evahllHed thai relale to futLlre openltions- whether II new openlling ugene)' will be nec:essul'Y \0 uchieve utl'llly coordinnled system; or whethel' modifications to existing ugencies' schedules and fleels will generate the system envisioned by the local towns. In eVlIhHlling these scelllll'ios, specific sublllsks include: ],) ArliclIlale the base system eOlleept chosell for f"I'thcI'lllllllysis (I'es"lt orTasl, 2), 3.2 Document the status of ownership issues. 3.3 Develop the two scenurios 1'01' t1l1 operuling entily (or entities). In doing so, c1ruw from besl pructices und case studies or other locales who attempted LO establish or did establish II new entily, including legislulive requirements, cosl/benefits, and pl.anning processes. 3.4 Compare the two scenarios; o lfretainillg existing agencies provides the optimal solution, docllment required modifications to systems und fleets, costs, funding issLJes, and other issues. o If developing a new entily provides the optimCll solution, document roles and responsibilities, funding base, revenue base, cost of systems and fleets, and likely reaction and proposed role orexisling tnlllsit providers (Metropolitan Transp0l1atiol1 ALlthority (MTA), Suffoll< COLlnt)', priv,te bLls companies, elc,) 3.5 For either scenario, articulnte where 'cooperation will be needed among the local coml11unities, and any risks or obstacles. identify where Memoranda of Understanding (MOUs) or f0I111al agreements pLlI into place will f,cihtate operations and decision making in the future. Task J Delivernble: o A documentalion oflhe oplil11l11 solution 1-'01' operating entities and challenges und recommendations for implementation. TASJ< 4: IDENTJl'Y ACCESS AND INTERMODAL Ol'PORTUNITJES A successful ll'Unsil-oriented stnHegy I1lso considers ho,"" people will access the lnlllsil system. This task is un analysis or the vuriolls other forl11s of trallsporlation and their effecls; foJ' instance. iclcnliflcutioJ1 orhow riders will lIccess the new &crvices, how their access can be supported (e.g., sidewalks, bicycle rucks), impJicntions on zoning unci lancluse, nnd how transit allel'llatiyes become 1I parI of transit-supporlive delllilJld rmmngemelll slrnlegies. Specific tasks il1clude: 14 lj.l Jdt:nli(v dt:sired access tv ~HJJi(HlS (Willk, bikt, drive, etc.). 4.2 Identify polcnliul urclI lud!ily unci openlliollld improvements lo SlIppol'llICCeSs o Pedr::sll'i~ln/bjcycJc o Pilrking. , 4.3 Document implicalions for zoning lInd development. 4.4 ldenlify polentiHJ tl'ilnsit~sllpportive denlillld Inullltgcmenl stl'lllegies. Tasl< 4 Oeliverubles: o For each Illltjor pllsscnger SlOP on the proposecl service, iclcntificution of stmlegies for improving accessibility ofrhilt stop to potentifll ridet'sHs well as implications for zOlling and developmelll. TASJ( 5: PROPOSE A COORDINATED RAIL AND Bus NETWORK AND IDENTIFY AN OPERATIONS AND MANAGEMENT STRUCTURE Tasks J-4 result ill a documented sel of so III lions for resolving trnnsportatiml problems within and among the five towns. Based on the operntionul concepl thaI. is the Ol1tcome of Tasks 1-4 and based 011 local support for enucting that concept, the nexl step is to produce an overall operntional and management plan. Task 5 will further develop D concept for system operations, including all analysis of whether agency labor verslIs contract services are needed and/or are Illost practical, requirements for u potential contract, anul1derstanding of ownership options, fare policies, marketing and communityolltreach stnltegies, fill identification cifhigh-Ievel emergency preparedness strategies, and an identification of organizational roles and responsibilities Specific subtasks include: 5.] Detel111ine organizDtioll roles and responsibilities. 5.2 Delermine essential conlHlcl provisions for bus, rail, nncl boat services. 5.3 Detemline options for rail ownership, and dispatching rights. 5.4 Determinea reasonable set of f>lres, f>lre polices, and fare collection methods. 5.5 Outline marketing and community outreach strategies. 5.6 Outline strategies for using the system ill emergencies. Task 5 Deliverable: o An operntions and Il1i1Jlllgel11enl structure for the proposed system. 15 T ASJ( 6: ANALYZE FINANCIAL BUSTA INAIlILlT\' This is II rev;ewofpolenliil! fundJlIg .sources jor sll:lrtup, ongoing opcr.ations, Hnd sllstaini1lg cupital repluctl11enllleeds over II 20-50 yell/" phllllling horizol1. Sub tusks include: 6,1 Identify potentiul sources of en pi In I funding unci associated risks. 6.2 Identify pOlenliul sources of operating Illnding flnd associated risks. TUSK 6 Deliverable; o Reporl outlining polential funding sotll'ces and associated !'isks. TASI< 7: Pno,J~CTMANAGEM~NT I STATUS R~POIlTS A quarlerly status reporl will include the following ilems: o The work ,perfonned during the previous month o A description of the work plullncd for the next month o Identified'issues that could Ilffect the sllccessful completion of the project, along with specific action I'equesledorthe sponsor lo assist in their resolution. o Cost report that lists for euell task: o Budget o Expenditures ill the prio!' month o Total expendilllres to dnte. TASK 8: LIAISON WITH LOCAL STAICEHOLDERS It is anticipated that the Volpe Center will engl:lge (and 1118Y subcontl'acl with) local organizations and experts OJ] the following tasks: J. Assistance illl11eetillg logistics and discussions thnt are needed to gather infol111ation and input from the Towns, the Easl End Snpervisors and Mayors Association (EES&MA), loeal/Slale/Federal stakeholder groups, and local knowledgeable expel1s, 2. Assistance in establishing interviews so that the Volpe Center IS research/analysis team l11ay gain a regional/local perspective in Fulfillment oflheir project responsibilities, acquisition of regional/local data, and other local information as requested by the Volpe Center. 3. Assistance in crellting ongoing communications between local governments and the Volpe Center; prepDrulion Dnd presenlnlion of status reports all project progress to local governments as authoriied by the Volpe Center IInd the TaWil OfSotllhnmplol1. 4. Developlllenl ofcolmmmicatiol1s suitubJe for release to the public and the press regarding Stlldy progress; release ofallmnlerials will be done with the prior npprovnJ of the Volpe Center and the Town of Southlllllpton. 16 COSTS Condtlclillg this planning Ullcl llsseSSllletlt sluely will require the following eslimuled lllbor ,lIld costs; Tasl( Arcn Requll'ed Estimulcd Cosl Lnho,'* ), ElIlI/uateExistif/J! SjlSlem fllld COJJcelJl GOO $G4,800 2. DeJlelol) COllce)! O/"OOl!/'flliolls 328 $35,400 ~i!!.!!!,l'l.e JnstiwlioJ/(l/ Issue.\' (InrI C()JlS(I'lIillls 275 $29,700 4. Iden/ifjl Access OPlJo/'Juuities 200 $21,600 5. Dellelot) O/JtJl'fllitJlIs WIt! A1tl11flF'C1l1ltml Strllcture 375 $40,500 (" Allalvze FilJ{lIlciul Suswinabilill' 100 $10,800 7. o lIeN/II Project M(lI/{/f!eJlJeIlI*>)'* 100 $10,800 8, Local Li(/isOI1~'**~. (COIltI'fICI) $48,000 9, Other Exner! C()1l1raCls~;~"'I."I" (/Jolenti,,1) $20,000 10. Trave/*1! $5,000 CO/ltiJll!ellClI $1,400 Total 2;080 $288,000 , Assumes $1 08/hr. cost, fully loaded. Assumes J 0 trips at $500 per trip - transpOJ1atioll cost, pel' diem, hotel for one night. Yolpe Cenle' requires Ihal5- ] 0% of Iota I project fundiug be set aside for projecl management. The number ill the tDble reflects the 5% level. Note: To put a contract ill place with an expert, we require a clear statement of work with deliverables noted. Each contract involves acquisition overhead of approximately 4%, which must be tflken out of the contract amount. .. *** **** TIMELtNE AND DELIVERADLES The following figure Ilsls the ll111jor (,lsks \-\lith theii' schedules und completion dntes. This schedule llssumes a project stnrl clute in hlle Au.gust 2007 Dncl 11 completion dute in tate May 2008. This project date will be udjusted once this ngrecmcnl is signed. .However, the below stC:1I1 and end datescllll be lIsed to understand the fllllicipuled liming und schedule. 17 ~----- Tusk Dilles MOl1l"b Slarl I. VlllidlllC Enst End Shultlc Concept B/1I7 11/117 2. Develop Concept of' Operations fol' ElIst 8/117 210B End Shull Ie 3_ Anulyze JnsliltuiOllul JSSllC~ and 8/07 2111~ Constnlints 4. Identify Access Opportunities 11/117 3/08 5. Develop Operations llnd MlllIlIgcmcnl PllIn 2/08 5/08 6. Amllyze Financial Susluinability 2/118 5/08 7. Overall Project MUl1ugement*** 8/07 5/08 8. Local Li(lison"'*** (contract) 8/07 5/08 9. Other Expert Contrflcts**** (polential) 8/07 5/08 10. TrnveJ"Jt. 8/07 5/08 The following table lists major deliverabJes, with completion dates. Project initiation OCCLlJ'S when the reimbursable agreement is signed and initial fLlnds are received. 18 Dc/il'enrble" Completion D~lle (months llfler prlljccl illililltiull) - Tusl\ ). 3monlhs - A review of work done 10 dlUC Evuluulion of ex iSljng .SYSI~II1S unci concepts .,"" Lisl ol"ultcrnutivcli, willi'discussion - With slllkeholders, idcnliricalion or OllC 11ltcrmuive for further llllalysis TlIslI 2: Documentation or expecleddcllJuna find reqllired infruslfllchll'C. Ci months TII5k 3: A definition of' cach or lhe pOlcnlitl1 obslllcles ~lnd recol1lJ1lclldulions 6 months for resolving Ihem. Task 4: Identification of strategies for improving f1ccessibilily of SlOpS 10 7 months optimize intermoduly options for pOlenlill! riders, as well ns ill1plicillions for zoning llod development '.' -- Task 5: A proposed rnana~el1lenl and operations structure, 9 months Task 6' Report olltlininl! lJotemial funding sources tllld associaled risks. 9 months Task) Monthly Slatus Reports Ongoing Task 8: Meeting Reports, Monthly SIn IllS Reports, Dnd other deliverables to be Ongoing determined, Final Deliverable: 9 months A report thai incorporates the above deJiverables into a proposed system for the Eas! End of LOJl[! Island. A presentation to the local stakeholders. - All dehve"bles will be illllially furnished In drufr form for review by the sponsoL Document deliverables will be delivered by-e-mail (if less lhan 2 MB) or compact disc containing the following: J) All n(l!iyc files Llsed 10 create the doclIment 2) PorlClbJe document fOl'lllllt (PDF) of the document for prlnl or archival purposes. Olher formals !Inclmediu Ilwy be IIsed upon lllutmllllgrecmcn\ between Volpe Center und sponsor. 19