CITY COUNCIL AGENDA Members Nikuyah Walker, Mayor May 25, 2021 Sena Magill, Vice Mayor Heather D. Hill Michael K. Payne J. Lloyd Snook, III Kyna Thomas, Clerk 3:00 p.m. WORK SESSION Register at www.charlottesville.gov/zoom. Virtual/electronic meeting in accordance with a local ordinance amended and re-enacted April 19, 2021, to ensure continuity of government and prevent the spread of disease during a declared State of Emergency. Individuals with disabilities who require assistance or special arrangements to participate in the public meeting may call the ADA Coordinator at (434) 970-3182 or submit a request via email to ada@charlottesville.gov. The City of Charlottesville requests that you provide a 48 hour notice so that proper arrangements may be made. CALL TO ORDER ROLL CALL REPORTS 1. Report: City/County Court Complex Memorandum of Agreement Review and Project Update: Council Direction Needed 2. Report: Charlottesville Area Transit - Federal Transit Administration required Major Service Change Review PUBLIC COMMENT Page 1 of 72 City Council Work Session May 25, 2021, 3pm Item #1 City/County Court Complex Memorandum of Agreement Review and Project Update: Council Direction Needed Page 2 of 72 7th Street Deck Project Background Material for Work Session, May 25, 2021 Background: On December 17, 2018, the County of Albemarle and the City of Charlottesville executed an inter- governmental memorandum of agreement (MOA) to redevelop the Levy Opera House and site located at 350 Park Street to serve as a co-located Court Complex (Attachment 1). The comprehensive agreement memorializes the commitment of each party to the Court Complex and the associated parking required to support it. The agreement has a number of provisions and specifically requires the City to provide the County with 90 parking spaces for their exclusive use in a new downtown garage to be constructed nearby and in operation by November 30, 2023. Since Spring 2019, a team of staff including representatives from Public Works (Facilities Development, Engineering, Facilities Maintenance, and Environmental), Neighborhood Development Services and the Office of Economic Development have been working in conjunction with the engineering firm of Kimley Horn to plan and develop the parking facility project. On December 2, 2019, the City Council unanimously approved a resolution that directed the following actions: 1) directs the necessary funds for the purchase of the County’s portion of the jointly owned parcel, 2) directs the City Manager to authorize all necessary documents related to the closing and 3) directs staff to commence the project as outlined by Kimley Horn in the conceptual design referenced herein as Option C and dated April 2019. To date the following tasks have been completed: • Feasibility study and proof of concept design • Survey and geotechnical investigation • Appraisal and purchase of the land • Approval by Procurement for use of Design-Build as delivery method for this project • Preliminary discussion with the Board of Architectural Review • Development, issuance and receipt of a Request for Qualifications (RFQ) of prospective Design-Build entities with the assistance of professional services • Review of received of Statements of Qualification with the assistance of professional services resulting in a short list of qualified firms prepared to submit project proposals • 95% of the development and preparation of Request for Proposals (RFP) and associated Owners Criteria with the assistance of professional services Funds expended to date (not including city staff time) on the above referenced items total approximately $1,500,000. Discussion: First, recently several councilors have raised questions about the project and have suggested its Page 3 of 72 scope be altered or delayed. The project is at a critical juncture in the process - the issuance of a Request for Proposals (RFP) from Design-Build firms. Due to the approved funding levels in the FY22 CIP and previous discussions, staff is requesting clarification from City Council on how to proceed. Any significant change to the project scope at this time will result in the City not achieving the completion date required in the MOA. In addition, a delay is likely to result in a loss of pre-qualified teams and the possibility of needing to restart the process from the beginning. Secondly, in terms of funding and schedule, the full project budget is $11,340,240 (this includes funding for land acquisition costs). The FY21 CIP allocated $2M to the project. The approved FY22 CIP adds another $1M with the remaining $7M to be included in the FY23 CIP. The approved FY22 CIP does not facilitate the current project schedule for a design build project. Staff cannot proceed with a contract for design-build (anticipated to be approximately $8.5M) until the full amount of funding is allocated and available. In the above referenced funding sequence this would not occur until the start of FY23 (July 1, 2022). The originally anticipated funding sequence called for full funding by start of FY22; the current funding sequent will likely result in a delay in project delivery of at least a year. As the proof of concept plan and related work had been projected to meet the completion date of the MOA of November 30, 2023, proceeding based on the currently approved funding plan will result in the City not achieving the completion date required in the MOA. The MOA provides the County with two options if a new City-owned parking structure is not completed by the November 30, 2023 completion date. Option 1: The City to provide 100 spaces in the Market Street Parking Garage for the County’s exclusive at or below level 2. Option 2: Reconvey one-half interest in the East Market Street parcel and allow County exclusive control of the lot. As neither option adds any new capacity to the parking inventory; both present a challenge in accommodating expected post-COVID-19 parking demand and have operational consequences that impact business and visitors to downtown. Each option is discussed in detail below. Option 1: The City to provide 100 spaces in the Market Street Parking Garage (MSPG) for the County’s exclusive at or below level 2 of the facility. The MSPG was built in 1975 in anticipation of the creation of the downtown pedestrian mall and the associated loss of parking on Main Street. Since that time, the facility has served as the primary parking option for customers, employees and visitors to the mall area as well as municipal functions such as City Hall and the courts. As such, the facility is managed to balance these needs while also providing for maximum efficiency. During normal pre-COVID operations, the MSPG regularly exceeded 90% occupancy at peak during weekday business hours. On particularly high demand days, the facility reaches capacity and is forced to limit access until spaces become available again. In 2019, the facility reached capacity on 91 occasions and access was limited for periods of time ranging from 30 minutes to 4 hours. In addition, for 15 years prior to the COVID-19 pandemic there was an active waiting list for monthly permits at the MSPG. Given the historically high level of usage at the facility, it seems inconceivable that an additional 100 reserved spaces could be accommodated in the structure. In fact, they could not under the current model of operation. The only practical way to do so would be to Page 4 of 72 disallow transient parking Monday – Friday during business hours. To do so (without an equally accessible and attractive alternative option) is contrary to the original purpose of the facility and would cause significant disruption to the general public and the mall area businesses. Option 2: the City to reconvey one-half interest in the East Market Street parcel and allow County exclusive control of the lot. The parcel at the corner of 7th and Market Street was purchased jointly by the City and the County in 2004 as part of a larger property purchase to facilitate a joint courts project. The parcel is currently a 63 space surface parking lot managed by the City. As part of the MOA and with City Council direction in December 2019, the City purchased the County interest and became full owner in April of 2020. Under this scenario, the County would repurchase one-half of the lot at the current fair market value or the equal amount to what the City paid the County, whichever is less. The County would then have sole use of the lot. The City would continue to own half of the lot but have no ability to use it or generate revenue from it for the duration of the agreement. The 63 monthly parkers currently using the lot would be displaced. In summary, if the City does not construct the new parking facility as contemplated in the MOA, the County has the above options to choose from at their sole discretion. In addition, given the target completion date in the MOA of November 30, 2023, if the design-build process is delayed it greatly increases the chances of the facility not being ready and option 1 or 2 becoming the primary options to satisfy County court parking needs. Alternative Options The City may wish to attempt to renegotiate the MOA with the County to alter the terms of the agreement. This requires both parties to be willing to do so and at this point the County is proceeding per the schedule to design the Court building, and we have no reason to believe they are unsatisfied with the agreement as it stands. Staff have identified two additional alternatives for consideration in this category: East Parcel Facility – The feasibility study did assess using only the easternmost parcel to construct a smaller facility. The facility would be four levels with a small amount of commercial space and yield approximately 140-200 parking spaces. Estimated costs are in the $6-8M range. The benefits of this approach include the addition of parking capacity and the preservation of the existing surface lot at 7th & Market for surface parking and/or future development. The disadvantages include fewer parking spaces and a higher cost per space given the smaller development footprint. East Parcel Surface Lot – Develop a surface parking lot on the east parcel site. A preliminary analysis and layout has been completed by staff and suggests that the lot would yield approximately 38 spaces and cost about $1M. The benefits of this approach include the addition of a small amount of parking capacity and the preservation of the existing surface lot at 7th & Market for surface parking and/or future development. The disadvantages include an inefficient use of the property as well as potential loss of Page 5 of 72 investment to develop the parking lot if use is short-term and a high cost per space for a surface lot. Both alternatives may require amendment to the MOA agreeable to both parties. Additional Considerations It has been suggested that the need for additional new parking capacity is unwarranted and that the obligation to the County could be met with one of the alternative options discussed above provided it was coupled with better transportation demand management (TDM) efforts. The 2015 Parking Study conducted by transportation consultant, Nelson Nygaard, did suggest the City pursue TDM strategies in an effort to try and reduce demand and thus relieve pressure on existing parking facilities. Specifically, the creation of a Transportation Management Association was recommended. TMAs are usually non-profit organizations that focus on expanding knowledge of alternatives to commuting in single occupant vehicles. TMAs are common in large metro areas that experience commuter congestion and have multiple alternative transportation options available. To be successful in reducing single occupant vehicle trips, TMAs require consistent funding, dedicated partners and a considerable amount of time. According to American Community Survey data from 2019, local commuting patterns have changed little in recent years with 72% continuing to occur in single occupant vehicles. In an effort to better maximize the value of the land, the project could be made larger and denser and could include other uses such as residential or office space. While this is certainly possible, it is largely dependent on available resources and it creates a significantly more complex project. It also has significant schedule impacts which cannot meet the deadline in the MOA. The permutations of this approach are considerable and as such are not explored in further detail here. Suffice it to say that staff and the consultant did evaluate this option and given the funding and timing constraints of the project chose to recommend the by-right garage with limited commercial on the ground level as referenced in the December 2, 2019 resolution. Staff Recommendation Staff continues to believe that the plan supported by City Council’s December 2, 2019 resolution is a practical solution that meets the requirements of the MOA with the County and provides some additional parking capacity to meet continued high demand in the vicinity of City Hall. Should City Council agree and wish to proceed as quickly as possible a supplemental appropriation of funds ($7M) would be needed. Alternatively, the project can be paused until such time as full funding is available and/or project objectives are clearly redefined. Staff seeks clarification from City Council as to how to proceed. Attachments: 1. Memorandum of Agreement with County for Court Expansion, December 18, 2018 2. Council Resolution Initiating Property Acquisition and Parking Structure Development, December 2, 2019 Page 6 of 72 Page 7 of 72 Page 8 of 72 Page 9 of 72 Page 10 of 72 Page 11 of 72 Page 12 of 72 Page 13 of 72 Page 14 of 72 Page 15 of 72 Page 16 of 72 Page 17 of 72 Page 18 of 72 Transfer CIP Contingency Account for Acquisition of Land at 701 East Market Street $1,280,000 WHEREAS, on December 17, 2018, Albemarle County and the City ofCharlottesville signed a memorandum of agreement to develop ajoint court complex located at 350 Park Street in downtown Charlottesville; and WHEREAS, the agreement is premised on the City's stated intention to construct a parking structure on property owned jointly by the City and the County and adjacent property owned solely by the City, both on East Market Street; and WHEREAS, the agreement stipulates that the City will purchase the County's one-half interest of the jointly owned property following the completion of a professional appraisal; and WHEREAS, the appraisal indicates the value of the County's one-half ownership to be $1,280,000; NOW, THEREFORE BE IT RESOLVED by the Council of the City of Chariottesville, Virginia that funding for purposes of acquiring parcel #530159000 located at 701 East Market is hereby transferred in the following manner: Transfer From? $1,280,000 Fund: 426 WBS: CP-080 G/L Account: 599999 Transfer To $1,280,000 Fund: 426 WBS: P-01008 G/L Account: 599999 BE IT FURTHER RESOLVED that the City Manager is hereby authorized to execute, on behalf of the City ofCharlottesviile, all necessary documents required in conjunction with the aforementioned purchase of property; and BE IT FURTHER RESOLVED that City staff is directed to proceed immediately with development of a parking structure as presented at this meeting, consisting of approximately 300 spaces and 12,000 square feet of street front commercial space, such that the timelines prescribed in the memorandum of agreement can be met. Approved by Council December 2, 2019 Kf^^^2X?v>i^—' 0' Kyna Thomas, CMC Clerk of Council Page 19 of 72 FY 22 Service Proposals CHARLOT TESVILLE AREA TRANSIT MAY 2021 CAT System Optimization Support Services 1 Page 20 of 72 Existing CAT Network Pre-COVID • 13 routes (including Free Trolley) • Service span generally 6 am to 12 midnight • Limited Sunday service (4 routes) • Accessibility (within ¼ mile of weekday service): • 62,500 population • 19,700 minority population • 4,500 low-income households • 2,850 no-vehicle households COVID • No change in service coverage • Evening service ends by 9 pm • Reduced frequency on select routes • Sunday service eliminated CAT System Optimization Support Services 2 Page 21 of 72 Historical Trends Characteristic 2013 2014 2015 2016 2017 2018 Ann. Ridership 2,405,151 2,275,515 2,423,740 2,337,877 2,189,612 2,052,376 Ann. Rev. Hours 88,895 93,823 104,572 103,199 97,665 103,824 Ann. O&M Cost $6,614,851 $7,125,489 $7,188,657 $6,998,446 $7,421,700 $7,915,506 Riders/Rev. Hr. 27.1 24.3 23.2 22.7 22.4 19.8 Cost/Rev. Hr. $74.41 $75.95 $68.74 $67.82 $75.99 $76.24 Source: National Transit Database Reports CAT System Optimization Support Services 3 Page 22 of 72 Historical Trends • Annual Ridership has been on a downward trajectory (-15% over 5 years) • Annual bus-hours have averaged over 100,000 since 2015 (+17% over 5 years) • Result has been declining service productivity (-27% over 5 years) Annual CAT Ridership Annual CAT Revenue Bus-Hours Pass. Trips / Revenue Bus-Hour 3,000,000 120,000 30.0 27.1 104,572 103,199 103,824 2,405,151 2,423,740 97,665 24.3 2,500,000 2,275,515 2,337,877 100,000 93,823 25.0 23.2 22.7 2,189,612 88,895 22.4 2,052,376 19.8 2,000,000 80,000 20.0 1,500,000 60,000 15.0 1,000,000 40,000 10.0 500,000 20,000 5.0 0 0 0.0 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 2013 2014 2015 2016 2017 2018 CAT System Optimization Support Services 4 Page 23 of 72 Recent Route Trends: Weekday • In 2019, Routes 5, 7 and the Free Average Weekday Ridership Trolley consists of 65-70% of 2,500 weekday system ridership • Fall 2019 weekday ridership 21% 2,000 1,500 higher than Summer 2019, with over 1,000 90% of the increased ridership on 500 Route 7 and the Free Trolley • Summer 2020 weekday ridership is 0 1 2 3 4 5 6 7 8 9 10 11 T 54% lower than Summer 2019 Route • Weekday service hours have been Summer '19 Fall '19 Summer' 20 reduced by 29% in response to • Summer 2019 Ridership = 5,734 ridership loss • Fall 2019 System Ridership = 6,966 • 75% of the weekday ridership loss is • Summer 2020 Ridership = 2,650 on Routes 5, 7 and the Free Trolley Summer 2019 period ridership: 7/22-8/24 Fall 2020 period ridership: 9/29-11/2 Summer 2020 period ridership: 7/20-8/25 CAT System Optimization Support Services 5 Page 24 of 72 Recent Route Trends: Saturday • In 2019, total Saturday ridership was Average Saturday Ridership approx. 75% of weekday ridership 2,000 1,800 1,600 • Routes 5, 7 and the Free Trolley 1,400 1,200 consists of 70-75% of Saturday 1,000 800 system ridership • Fall 2019 Saturday ridership was 17% 600 400 200 0 higher than Summer 2019 • Summer 2020 weekday ridership is 2 3 4 5 6 7 8 9 10 11 T Route Summer '19 Fall '19 Summer' 20 49% lower than Summer 2019 • Saturday service levels have been • Summer 2019 Ridership = 3,122 reduced by 25% in response to • Fall 2019 System Ridership = 3,939 ridership loss • Summer 2020 Ridership = 1,195 • 90% of the Saturday ridership loss is on Routes 5, 7 and the Free Trolley CAT System Optimization Support Services 6 Page 25 of 72 Recent Route Trends: Sunday Average Sunday Ridership 450 400 • In 2019, total Sunday ridership was 13-14% of weekday ridership 350 300 250 200 • Fall 2019 Sunday ridership was 19% higher than Summer 2019 150 100 50 0 • In response to COVID, there is currently no Sunday service 2 9 12 T Route Summer '19 Fall '19 Summer' 20 • Summer 2019 Ridership = 787 • Fall 2019 System Ridership = 940 • Summer 2020 Ridership = 0 CAT System Optimization Support Services 7 Page 26 of 72 Primary Service Objectives • Provide service on South 1st Street South (Route 6) • Provide service to The Center on Rio Road (Route 11) • Restore Sunday service to pre-Pandemic levels or better • Provide consistent 30-minute or better weekday service (all-day) on/along: • US 29 corridor (Routes 5 & 7) • Avon Street (Route 2) • 5th Street (Route 3) • Richmond Road (Route 10) • No route to have frequencies worse than 60 minutes • Improve Trolley service levels back to 15 minutes CAT System Optimization Support Services 8 Page 27 of 72 Proposed Systemwide Changes • Downtown staging location modified during reconstruction of Belmont (9th Street) Bridge • loop via High Street (EB) and Market Street (WB) • Bus staging between 6th Street and 8th Street • Routes from east return (outbound) to High Street via 7th Street • Consistent Weekday and Saturday span of service: • 6:00 am to 11:00 pm for major routes • 6:30 am to 9:00 pm for all other routes • Consistent Sunday span of service • 7:30 am to 9:00 pm for all routes operating on Sunday CAT System Optimization Support Services 9 Page 28 of 72 Proposed Network: Peak Period Existing FY22 Proposed Network Map Network Map Weekday Service Weekday Service Frequencies Frequencies CAT System Optimization Support Services 10 Page 29 of 72 Proposed Network: Midday Period Existing FY22 Proposed Network Map Network Map Weekday Service Weekday Service Frequencies Frequencies CAT System Optimization Support Services 11 Page 30 of 72 Specific Network Improvements  Improved service between UVA campus/Hospital and US 29 corridor (Routes 5 and 7)  New crosstown service from south Charlottesville to US 29 corridor (Route 8)  Proposed routes operating at 30-minute or better all-day weekday service (Routes 2, 3, 5, 7, 10, Trolley)  Additional weekend service coverage (Routes 1, 3, 10)  New coverage in county along Mill Creek Drive and to Monticello High School (Route 2B)  New coverage in city with Route 5 extension to UVA Hospital and 1st Street South CAT System Optimization Support Services 12 Page 31 of 72 Revenue Hours & Costs County City Total Route Route Name Proposal Percentage Hours Cost Percentage Hours Cost Cost 1 PVCC & Woolen Mills 4,900 25% 1,225 $98,012 75% 3,675 $294,037 $392,049 2A Downtown-Fifth St. Station 6,300 35% 2,205 $176,422 65% 4,095 $327,641 $504,063 2B Downtown-PVCC 4,000 64% 2,560 $204,826 36% 1,440 $115,214 $320,040 3 Downtown-Southwood 9,100 39% 3,549 $283,955 61% 5,551 $444,136 $728,091 3E Downtown-Belmont Park 3,700 0% 0 $0 100% 3,700 $296,037 $296,037 4 Downtown-Cherry Ave & Harris Rd 6,100 0% 0 $0 100% 6,100 $488,061 $488,061 5 UVA-Barracks Ctr.-Fashion Sq. Mall 20,800 66% 13,728 $1,098,377 34% 7,072 $565,831 $1,664,208 6 Downtown-Ridge Street 3,500 0% 0 $0 100% 3,500 $280,035 $280,035 7 Emmet Street /Seminole Trail to Walmart 25,000 42% 10,500 $840,105 58% 14,500 $1,160,145 $2,000,250 7S Route 7 Suppl. Peak Service 2,300 0% 0 $0 100% 2,300 $184,023 $184,023 8 Prospect Ave-Barracks Road 4,600 9% 414 $33,124 91% 4,186 $334,922 $368,046 9 Downtown - Fashion Sq. 5,800 18% 1,044 $83,530 82% 4,756 $380,528 $464,058 10 Pantops 9,100 72% 6,552 $524,226 28% 2,548 $203,865 $728,091 11 Downtown-Locust Avenue & Rio Road 4,600 63% 2,898 $231,869 37% 1,702 $136,177 $368,046 T Free Trolley 17,000 0% 0 $0 100% 17,000 $1,360,170 $1,360,170 TOTALS 126,800 35% 44,675 $3,574,447 65% 82,125 $6,570,000 $10,145,268 CAT System Optimization Support Services 13 Page 32 of 72 Transit Network Accessibility • 30-minute or better weekday service • Overall population accessibility = +20.1% • Minority population accessibility = +16.4% • Low-income population accessibility = +15.2% • Population accessibility improvements: • Weekdays = +1.7% • Saturdays = +5.0% • Sundays = +10.4% • Job accessibility improvements • Weekdays = +1.7% • Saturdays = +3.7% • Sundays = No significant change CAT System Optimization Support Services 14 Page 33 of 72 Temporary Downtown Routing • Temporary need to modify routing during portion of FY 22 while Ninth Street Bridge is reconstructed • Buses will travel east on High Street, west on Market Street • Bus staging on Market Street between 6th and 8th Streets CAT System Optimization Support Services 15 Page 34 of 72 Route 1 Existing Proposed (No Alignment Change) Day Span Freq. Day Span Freq. Weekday 6:30-21:30 60 min. Weekday 6:30-21:30 60 min. Saturday 6:30-21:00 60 min. Saturday No Service No Service Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 16 Page 35 of 72 Route 1 Proposed Service Modifications Revenue Hours • No change to alignment (besides downtown for Existing* Proposed bridge reconstruction) Ann. Hours 4,100 4,900 • Weekday frequencies remain at 60-minutes City/County % 75/25 75/25 • Add Saturday service at 60-minute frequencies • No Sunday service Accessibility Metrics Weekday Access Metric Existing* Proposed General Pop. 9,800 9,800 Minority Pop. 2,400 2,400 Low Income 800 800 Pop. Jobs 15,500 15,500 Existing Ridership: Weekday=149 * Pre-pandemic CAT System Optimization Support Services 17 Page 36 of 72 Routes 2A and 2B Existing Proposed Day Span Freq. Day Span Freq. 2A/2B: 60 Weekday 6:30-23:00 30 min.* Weekday 6:00-23:00 min. each Saturday 6:30-23:00 30 min.* 2A/2B: 60 Saturday 6:00-23:00 Sunday 7:30-17:16 30 min.* min. each Sunday 7:30-21:00 2A: 60 min. * One Direction Service CAT System Optimization Support Services 18 Page 37 of 72 Routes 2A and 2B Proposed Service Modifications Revenue Hours • Route 2 modified to operate bi-directional on Avon Existing* Proposed Street Ann. Hours 5,700 9,600 • Two patterns: City/County % 70/30 55/45 • 2A operates to/from Willoughby Square at 60-minute frequencies, seven days a week • 2B operates to/from PVCC at 60-min from 6 am to 7 Accessibility Metrics pm, weekdays and Saturdays Weekday Access Metric • Combined weekday frequency on common trunk = Existing* Proposed 30 minutes General Pop. 11,400 9,600 • Westbound stop needed at 5th Street Station Minority Pop. 4,300 2,600 Low Income 900 700 Pop. Jobs 11,400 13,500 Existing Ridership: Weekday=176, Saturday=171, Sunday=142 * Pre-pandemic CAT System Optimization Support Services 19 Page 38 of 72 Routes 2A and 2B Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 20 Page 39 of 72 Routes 2A and 2B Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 21 Page 40 of 72 Routes 3 and 3E EXISTING Existing Proposed Route 3 Proposed Route 3E Day Span Freq. Day Span Freq. Day Span Freq. Weekday 6:30-23:30 30 min. Weekday 6:00-23:00 30 min. Weekday 6:30-21:00 60 min. Saturday 6:30-23:30 60 min. Saturday 6:00-23:00 60 min. Saturday 6:30-21:00 60 min. Sunday No Service No Service Sunday 7:30-21:00 60 min. Sunday No Service No Service CAT System Optimization Support Services 22 Page 41 of 72 Routes 3 and 3E Proposed Service Modifications Revenue Hours • Route 3 modified to begin/end downtown. Existing* Proposed • Frequencies are improved to 30-minutes weekdays Ann. Hours 7,000 3 = 9,100 until 6 pm. 3E = 3,700 City/County % 75/25 72/28 • Weekday evening, Saturday and Sunday frequencies are 60-minute frequencies (Route 3 currently does not operate on Sundays) Accessibility Metrics • Route 3E (Belmont Park segment) broken into Weekday Access Metric separate route operating at 60-minute frequencies Existing* Proposed weekdays and Saturdays. General Pop. 16,700 16,700 • Route 3 is interlined with Route 10 Minority Pop. 5,600 5,600 • Route 3E is interlined with Route 9 Low Income 1,300 1,300 • May want to consider another Route # for 3E (e.g., 13) Pop. Jobs 14,700 14,700 Existing Ridership: Weekday=288, Saturday=273 * Pre-pandemic CAT System Optimization Support Services 23 Page 42 of 72 Route 4 Existing Proposed (No alignment change) Day Span Freq. Day Span Freq. 23 peak/ Weekday 6:30-21:00 60 min. Weekday 6:30-23:00 70 midday Saturday 6:30-21:00 60 min. Saturday 6:30-23:00 70 min. Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 24 Page 43 of 72 Route 4 Proposed Service Modifications Revenue Hours • Continue pandemic 60-minute service frequencies Existing* Proposed with existing alignment Ann. Hours 8,600 6,100 • Span is 6:30 am to 9:00 pm, weekdays and City/County % 100/0 100/0 Saturdays only • Interline Route 4 with Route 6 at Willoughby Square to provide additional recovery time Accessibility Metrics Weekday Access Metric Existing* Proposed General Pop. 15,400 15,400 Minority Pop. 5,900 5,900 Low Income 1,400 1,400 Pop. Jobs 18,300 18,300 Existing Ridership: Weekday=373, Saturday=102 * Pre-pandemic CAT System Optimization Support Services 25 Page 44 of 72 Route 5 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:15-22:30 30 min. Weekday 6:00-23:00 30 min. Saturday 6:15-22:30 30 min. Saturday 6:00-23:00 30 min. Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 26 Page 45 of 72 Route 5 Proposed Service Modifications Revenue Hours • Terminate north end of Route 5 at Fashion Square Existing* Proposed • Extend south end of alignment to UVA Hospital Ann. Hours 15,200 20,800 • Operate at 30-minute weekday frequencies City/County % 8/92 34/66 • Option: Instead of operating to/from Fashion Square, Route 5 could operate to Walmart with no Accessibility Metrics change in service requirements or costs Weekday Access Metric Existing* Proposed General Pop. 12,100 21,200 Minority Pop. 4,100 7,500 Low Income 800 1,800 Pop. Jobs 18,000 27,500 Existing Ridership: Weekday=725, Saturday=502 * Pre-pandemic CAT System Optimization Support Services 27 Page 46 of 72 Route 5 Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 28 Page 47 of 72 Route 5 Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 29 Page 48 of 72 Route 6 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:30-23:30 60 min. Weekday 6:30-21:00 60 min. Saturday 6:30-23:30 60 min. Saturday 6:30-21:00 60 min. Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 30 Page 49 of 72 Route 6 Proposed Service Modifications Revenue Hours • Modify route alignment to use 1st Street South Existing* Proposed • Eliminate Route 6 SB deviation to UVA Hospital – Ann. Hours 5,500 3,500 all trips operate direction to/from Willoughby City/County % 100/0 100/0 Square Shopping Center • Operate at 60-minute frequencies Accessibility Metrics • Interline with Route 4 at Willoughby Square Weekday Access Metric Existing* Proposed General Pop. 14,900 9,100 Minority Pop. 6,300 3,700 Low Income 1,500 800 Pop. Jobs 18,000 12,300 Existing Ridership: Weekday=296, Saturday=182 * Pre-pandemic CAT System Optimization Support Services 31 Page 50 of 72 Route 6 Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 32 Page 51 of 72 Route 6 Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 33 Page 52 of 72 Route 7 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:30-23:00 20 min. Weekday 6:00-21:00 15/30 min.* Saturday 6:30-23:00 20 min. Saturday 6:00-21:00 30 min. Sunday*00 7:15-16:45 pm 60 min. Sunday 7:30-21:00 60 min. * - Route 12 provides Sunday service * - 15-min. peak period service south of Barracks CAT System Optimization Support Services 34 Page 53 of 72 Route 7 Proposed Service Modifications Revenue Hours • Extend Route 7 to Walmart and operate 7- Existing* Proposed days/week Ann. Hours Rte 7 =24,800 27,300 • Operate at 30-minute frequencies on Rte 12 =1,100 weekdays and Saturdays City/County % 76/24 62/38 • Provide supplemental weekday peak period service between downtown and Barracks Accessibility Metrics Center, resulting in 15-minute peak period Weekday Access service along this segment Metric Existing* Proposed • Operate at 60-minute frequencies on Sundays General Pop. 19,500 18,700 • With extension of Route 7, Route 12 no Minority Pop. 6,600 7,600 longer needs to operate on Sundays Low Income 1,900 1,900 Pop. Jobs 36,800 32,600 Existing Ridership: Weekday=1,944, Saturday=1,468, Sunday (Route 12)=412 * Pre-pandemic CAT System Optimization Support Services 35 Page 54 of 72 Route 7 Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 36 Page 55 of 72 Route 7 Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 37 Page 56 of 72 Route 8 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:30-21:00 60 min. 30 peak/60 Weekday 6:30-18:30 midday Saturday 6:30-21:00 60 min. Saturday 6:30-17:30 60 min. Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 38 Page 57 of 72 Route 8 Proposed Service Modifications Revenue Hours • Modify Route 8 to operate as a new crosstown Existing* Proposed route between Shops at Stonefield and Willoughby Ann. Hours 5,400 4,600 Square City/County % 83/17 91/9 • Route operates weekdays and Saturdays at 60- minute frequencies • Option: Instead of operating to/from Willoughby Accessibility Metrics Square, change alignment to go to/from Weekday Access downtown, and modify Route 9 to go to/from Metric Existing* Proposed Willoughby Square General Pop. 12,000 18,700 Minority Pop. 3,900 7,600 Low Income 1,200 1,900 Pop. Jobs 26,000 20,300 Existing Ridership: Weekday=293, Saturday=150 * Pre-pandemic CAT System Optimization Support Services 39 Page 58 of 72 Route 8 Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 40 Page 59 of 72 Route 8 Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 41 Page 60 of 72 Route 9 Existing Proposed Day Span Freq. Day Span Freq. Weekday 7:00-19:30 70 min. Weekday 6:30-21:00 60 min. Saturday 7:00-19:30 70 min. Saturday 6:30-21:00 60 min. Sunday 10:30-17:30 70 min. Sunday No Service No Service CAT System Optimization Support Services 42 Page 61 of 72 Route 9 Proposed Service Modifications Revenue Hours • Eliminate Greenbrier & UVA Hospital service and Existing* Proposed modify route to serve Fashion Square Mall Ann. Hours 4,500 5,800 • Route continues to deviate to YMCA, with City/County % 100/0 82/18 pedestrian access to Charlottesville High School via pedestrian path from YMCA • Operate at 60-minute frequencies, Monday- Accessibility Metrics Saturday Weekday Access Metric • Option: instead of operating to Fashion Square Existing* Proposed Mall, Route 9 could operate to Shops at Stonefield General Pop. 13,300 10,800 with no change in service hours or costs. Route Minority Pop. 4,300 3,200 could also go to Willoughby Square instead of downtown, in conjunction with Route 8 alignment Low Income 1,400 800 adjustment. Pop. Jobs 21,100 21,500 Existing Ridership: Weekday=50, Saturday=43, Sunday=11 * Pre-pandemic CAT System Optimization Support Services 43 Page 62 of 72 Route 9 Pop. & Empl. Accessibility Existing Proposed CAT System Optimization Support Services 44 Page 63 of 72 Route 9 Minority & Low-Income Pop. Accessibility Existing Proposed CAT System Optimization Support Services 45 Page 64 of 72 Route 10 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:30-23:30 60 min. Weekday 6:00-21:00 30 min. Saturday 6:30-23:30 60 min. Saturday 6:00-21:00 60 min. Sunday No Service No Service Sunday 7:30-21:00 60 min. CAT System Optimization Support Services 46 Page 65 of 72 Route 10 Proposed Service Modifications Revenue Hours • Eliminate Stony Point segment and replace with Existing* Proposed Pantops service in both directions of travel Ann. Hours 5,200 9,100 (shopping center currently only served in the City/County % 50/50 28/72 outbound direction) • Modify east end of route to provide bi-directional service Accessibility Metrics • Improve weekday frequencies Weekday Access Metric • Weekday evening and Saturday frequencies remain Existing* Proposed at 60 minutes General Pop. 5,700 5,500 • Add Sunday service at 60-minute frequencies Minority Pop. 1,300 1,200 • Interline with Route 3 to provide additional Low Income recovery time 400 400 Pop. Jobs 16,700 16,700 Existing Ridership: Weekday=214, Saturday=139 * Pre-pandemic CAT System Optimization Support Services 47 Page 66 of 72 Route 11 Existing Proposed Day Span Freq. Day Span Freq. Weekday 6:00-22:00 60 min. Weekday 6:30-21:00 60 min. Saturday 6:00-17:30 60 min. Saturday 6:30-21:00 60 min. Sunday No Service No Service Sunday No Service No Service CAT System Optimization Support Services 48 Page 67 of 72 Route 11 Proposed Service Modifications Revenue Hours • Add service to the Center on Rio Road – Existing* Proposed northbound only (no signal at Rio Road and Ann. Hours 4,400 4,600 Belvedere Blvd. City/County % 48/52 37/63 • Eliminate Locust/Peartree/St. Clair loop to provide time for new Rio Road service • Continue to operate at 60-minute frequencies, Accessibility Metrics weekdays and Saturdays Weekday Access Metric Existing* Proposed General Pop. 9,700 9,600 Minority Pop. 2,000 2,000 Low Income 600 600 Pop. Jobs 15,500 15,400 Existing Ridership: Weekday=215, Saturday=133 * Pre-pandemic CAT System Optimization Support Services 49 Page 68 of 72 Trolley Existing Proposed (No Alignment Change) Day Span Freq. Day Span Freq. Weekday 6:30-23:30 15 min. Weekday 6:30-23:30 15 min. Saturday 6:30-23:30 15 min. Saturday 6:30-23:30 15 min. Sunday 8:00-17:00 20-23 min. Sunday 7:30-21:00 30 min. CAT System Optimization Support Services 50 Page 69 of 72 Trolley Proposed Service Modifications Revenue Hours • Return route alignment to McCormick Rd. in UVA Existing* Proposed campus Ann. Hours 16,700 17,000 • Return weekday and Saturday service frequencies City/County % 100/0 100/0 to 15 minutes • Sunday service frequencies proposed at 30 minutes Accessibility Metrics Weekday Access Metric Existing* Proposed General Pop. 15,800 15,800 Minority Pop. 5,200 5,200 Low Income 1,600 1,600 Pop. Jobs 22,700 22,700 Existing Ridership: Weekday=2,243, Saturday=1,821, Sunday=375 * Pre-pandemic CAT System Optimization Support Services 51 Page 70 of 72 Service Improvements Not Included • Route 6 • 30-minute weekday frequency (currently planned at 60-minutes) • Route 7 • 15-minute all-day weekday frequency along entire route (currently planned at 15-minutes to Barracks Road in peak periods only) • 30-minute Sunday frequency (currently planned at 60-minutes) • Route 8 • 30-minute weekday frequency (currently planned at 60-minutes) • Route 10 • 30-minute Saturday frequency (currently planned at 60-minutes) CAT System Optimization Support Services 52 Page 71 of 72 Next Steps • Authorization/Approval of Service Improvements by City & County • Conduct Title VI analysis to determine if there are adverse service impacts to minority and low-income populations • Obtain input from public meetings and incorporate into plan (2 to 3 meetings) • Finalization of temporary/permanent downtown routing assumptions • Bus stop location work for roads with new service • Preparation of new schedules, blocking, run cuts CAT System Optimization Support Services 53 Page 72 of 72