1 of 11 Funding Application Competition King Countywide Application Type Regional or Locally Designated Center King County Program Larger Jurisdiction Program Status submitted Submitted: May 4th, 2018 9:49 PM Prepopulated with screening form? Yes Project Information 1. Project Title One Center City Implementation 2. Regional Transportation Plan ID NA 3. Sponsoring Agency Seattle 4. Cosponsors N/A 5. Does the sponsoring agency have "Certification Acceptance" status from WSDOT? Yes 6. If not, which agency will serve as your CA sponsor? N/A 7. Please select the King Countywide funding program you would like this project to compete in: Larger Jurisdiction Program Contact Information 1. Contact name Jim Storment 2. Contact phone 206-684-5013 3. Contact email jim.storment@seattle.gov Project Description 1. Project Scope The City of Seattle and a coalition of 45 partners will establish a comprehensive approach to maximize the capacity and throughput of the downtown transportation network during an exceptionally constrained period from approximately 2019 to 2023. Three core partners (the City of Seattle, Sound Transit, and King County Metro) are each contributing $10 million to fund a wide array of small and mid-size capital projects that will directly improve transit service downtown, and also support transit users with better connections to all other modes. However, to immediately realize the full benefits of these investments, targeted and timely efforts are required in terms of Transportation Demand Management (TDM) and personalized efforts are required in terms of Transportation Demand Management (TDM) and personalized 2 of 11 trip planning, employer outreach, goods delivery programs, etc. Grant funds would support 4 specific elements of this program: expanded TDM, shared mobility hubs, dynamic market management, and streamlined urban goods delivery. 2. Project Justification, Need, or Purpose The City of Seattle is one of the fastest growing cities in the country, with its Center City in particular seeing explosive growth. Roadway capacity in this dense urban center is static. The City and its partners are now preparing for a particularly challenging “period of maximum constraint” [2019 to approximately 2023]. During this time, construction impacts will decrease roadway capacity while the mega-projects intended to accommodate growth are not yet complete. Those mega-projects are regional in scale, yet they feature downtown Seattle as their nexus – including the confluence of East Link Light Rail, Lynnwood Link Light Rail, the SR 99 tunnel, 5 bus rapid transit (BRT) projects, and numerous other large-scale projects. The City, along with approximately 45 partners and active stakeholders, has developed an extensive plan known as One Center City to maximize its limited roadway capacity during this period of maximum constraint – while also laying the foundation for lasting change in our region’s quality of life, economic vitality, and air quality. The primary partners (King County Metro, Sound Transit, and Downtown Seattle Association) have committed to a series of strategic and coordinated spot improvements that will enable large-scale mode shift and more seamless modal integration. These include streamlined connections between bus and bike, train and carpool, etc., as well as expedited parking systems and freight delivery systems that will help unclog key corridors and sites. However, while these changes offer the potential for significant congestion relief, much of their potential must be unlocked by timely outreach and promotions, incentives, and on-going coordination with private service providers such as FedEx, Uber, and Limebike. The city is positioned for success, leveraging a highly engaged and well-resourced partnership, many emerging technologies and other timely new tools, and large new populations and travel markets within the city. While particular challenges face Seattle, the city has long been regarded as a leader in TDM and innovative transportation programming and investment. In particular, its Commute Trip Reduction program, which works primarily with the city’s largest employers, has demonstrated a substantial, regular decrease in the SOV modeshare over the past several years. The 2017 Center City Modesplit Report completed as part of that program indicated that just over 25% of downtown workers commute via SOV, a drop of 10 percentage points since 2010. In the context of falling transit usage nationwide, Seattle shows substantial gains including a 91% jump in ridership on its expanded light rail system since 2015. It is vital to strengthen and even speed this trendline to keep the Center City mobile during the upcoming period of constraints. Our TDM vision for the longer term is that we provide excellent non-drive alone options to commuters and they choose to continue using those options long after this period is over. The lasting effects on Seattle’s mode choices and travel patterns, learned during this period, is expected to help shape future trip choices far beyond the city’s current challenges. Project Location 1. Project Location NA 2. Please identify the county(ies) in which the project is located. King 3. Crossroad/landmark nearest the beginning of the project NA 4. Crossroad/landmark nearest the end of the project NA 5. Map and project graphics OneCenterCityImp.pdf Plan Consistency 1. Is the project specifically identified in a local comprehensive plan? No 2. If yes, please indicate the (1) plan name, (2) relevant section(s), and (3) page number where it can be found. N/A 3. If no, please describe how the project is consistent with the applicable local comprehensive plan, including specific local policies and provisions the project supports. In addition, please describe how the project is consistent with a 3 of 11 supports. In addition, please describe how the project is consistent with a transit agency plan or state plan, if applicable. Seattle’s Comprehensive Plan speaks strongly to the need for strategic investment in Center City’s transportation network: both to maintain mobility for the area’s commuters and businesses, and to ensure livability for those who live, work, and play here. The first goal for this area describes itself as an overarching goal and vision, and it demonstrates Seattle’s commitment to its urban center: • DT-G1 Maintain Downtown Seattle as the most important of the region’s urban centers—a compactly developed area supporting a diversity of uses meeting the employment, residential, shopping, culture, service, and entertainment needs of the broadest range of the region’s population. The City’s planning goals for these RGCs are closely aligned with adopted regional goals. Specifically, the City seeks to use public investment in a way that also spurs private development and investment within our existing centers: • DT-G5 Seek to accommodate the needs of a wide range of office and commercial activities by concentrating the densest office activity in a compactly developed core area bound by the government center, I-5, the retail core, and the lower-intensity areas along First Avenue. Generally maintain areas adjacent to the office core for additional concentrations of office development, along with a mix of other uses, to accommodate office expansion and provide a transition with less intensive development in adjacent areas like Pioneer Square and the Chinatown/International District. Seek to accommodate the largest share of Downtown employment growth in these combined districts. Concentrations of office use should occur: 1. where such concentrations already exist; 2. where existing infrastructure is adequate or can be made adequate; 3. where the existing and planned transportation system has the capacity to handle increased demand. The Comprehensive Plan later details the specific types of investment strategies that will be used to foster compact, urban development (land use patterns that are sustainable and promote livable urban communities): • DT-G9 Support transportation improvements that complement and reinforce desired land use patterns. Strive to accommodate growth in peak hour travel primarily by transit, and encourage transit and pedestrian travel as the primary means of internal circulation. Discourage vehicular traffic passing through Downtown on surface streets with a destination elsewhere. Recognize the importance of the automobile as a means of access to Downtown for nonwork trips. More specifically, Seattle’s Comprehensive Plan speaks to the central role of transit (and the walk/bike trips associated with transit) as a foundation of its growth strategy: • DT-TP1 Recognize the critical role that high-capacity transit corridors play, including the transit tunnel, in supporting the distribution of development density and the movement of goods and people within and through Downtown. Seek to improve the system, through actions by the City, with Sound Transit and King County Metro Transit, and other transit agencies that: 1. provide capacity to meet forecast transit growth; 2. reduce travel time by transit; 3. reduce transit rider crowding on sidewalks; 4. reduce diesel bus noise and odor; and 5. provide an attractive and pleasant street environment for the pedestrian and transit rider. Federal Functional Classification 1. Functional class name 00 Not applicable (transit, enhancements, Etc.) Support for Centers 1. Describe the relationship of the project to the center(s) it is intended to support. For example, is it located within a designated regional, countywide or local center, or is it located along a corridor connecting to one of these areas? Our work will be intensively focused in the Center City area, as defined in the One Center City plan. This area aligns with 4 contiguous Regional Growth Centers (as identified by the Puget Sound Regional Council): the Downtown, South Lake Union, Uptown, and First Hill/Capitol Hill Regional Growth Centers (RGCs). It will exclusively support employers, commuters, and other travelers within these 4 RGCs, which form the hub of economic and cultural activity for the Pacific Northwest. The project will strategically drive growth to the county’s established job centers and activity hubs per regional policy. The following project elements exemplify its sharp focus on urban centers: 4 of 11 sharp focus on urban centers: Expanded TDM Programming and Marketing – The project will offer enhanced TDM programming to new and growing Center City markets. These include job sites near new or significantly expanded transit services, and small to mid-size employers within these centers who don’t currently qualify for state-mandated Commute Trip Reduction services. Past studies have indicated the potential for further mode shift amongst the commuters to smaller employers. TDM programs will also include the launch of a unified marketing campaign and web portal for Center City TDM programs, and initiating an “employer challenge” that will add an element of competition and more publicity to the efforts of businesses downtown. Finally, they will expand ORCA LIFT outreach and the suite of commute planning tools. Shared Mobility Hubs – One Center City will invest in a network of integrated transportation hubs: sites where a variety of transportation modes are carefully coordinated to produce seamless integration between disparate modes that often require long waits and difficult transitions. These sites will smoothly synchronize modes such as public transit, private ridehail services, personal bikes and bike shares, etc. At these sites, the project will include a range of physical spot improvements, interagency coordination, and public outreach to maximize the use of the spaces. Dynamic Market Management – The One Center City program will enable and support an open marketplace of mobility solution applications, and provide targeted incentives to influence people’s travel behavior during peak travel times. Specifically, grant funds will help to develop technology solutions and provide incentives for people to choose travel options that respond to real-time travel conditions. Streamlined Urban Goods Delivery – The City and its partners will streamline the commercial parking permit program, as well as studying and designing pilot projects for e-bike delivery, off-hours delivery, and common goods delivery. When appropriate, the City will designate specific zones for truck delivery or e-bike delivery. Criteria: Center Development 1. Describe how the project will support the existing and planned housing/employment densities in the center. In late 2016 and 2017, Seattle had more than 65 buildings under construction, 10,000 residential units under construction or recently completed, and 11 million square feet of new commercial space in Center City. This new growth is equivalent to the total downtown commercial area in many mid-sized U.S. cities, such as Indianapolis or Milwaukee. However, in our region, this amount of infill growth is being added to 4 RGCs that were already the densest and most active centers in the region, and where many transportation facilities were already strained to their limits. This growth rate will continue for decades to come, according to regional projections. Specifically, Seattle is preparing for 42% growth in housing and 23% growth in employment by 2035. (That’s approximately 28,000 new residents and 55,000 new jobs, in addition to 24,000 residents and 45,000 jobs that were already added between 2010 and 2016). While these estimates may seem aggressive, current vacancy and lease rates show that the city is on pace to exceed even these impressive forecasts. The apartment vacancy rate in the Center City area is approximately 4% (considered a bare minimum for the high-turnover apartment market). Most of the 2+ million square feet of office space that came online in 2015 and 2016 was leased immediately (or even pre-leased). This level of growth is not viable without sustained and focused investment in the downtown core. 2. Describe how the project will support the development/redevelopment plans and activities (objectives and aims) of the center. Please provide a citation of the corresponding policies and/or specific project references in a subarea plan or in the comprehensive plan. Seattle’s Comprehensive Plan speaks strongly to the need for investment in Center City: both to maintain mobility for the area’s commuters and businesses, and to ensure livability for those who live, work, and play here. The first goal for this area describes itself as an overarching goal and vision, and it demonstrates Seattle’s commitment to its urban center: DT-G1 Maintain Downtown Seattle as the most important of the region’s urban centers—a compactly developed area supporting a diversity of uses meeting the employment, residential, shopping, culture, service, and entertainment needs of the broadest range of the region’s population. The City’s planning goals for these RGCs are closely aligned with adopted regional goals. Specifically, the City seeks to use public investment in a way that also spurs private development and investment within our existing centers: DT-G5 Seek to accommodate the needs of a wide range of office and commercial activities by concentrating the densest office activity in a compactly developed core area bound by the government center, I-5, the retail core, and the lower-intensity areas along First Avenue. Generally maintain areas adjacent to the office core for additional concentrations of office development, along with a mix of other uses, to accommodate office expansion and provide a transition with less intensive development in adjacent areas like Pioneer Square and the Chinatown/International District. Seek to accommodate the largest share of Downtown employment growth in these combined districts. Concentrations of office use should occur: 1. where such concentrations already exist; 1. where such concentrations already exist; 2. where existing infrastructure is adequate or can be made adequate; 3. where the existing and planned transportation system has the capacity to handle increased demand. The Comprehensive Plan later details the specific types of investment strategies that will be used to foster compact, urban development (land use patterns that are sustainable and promote livable urban communities): DT-G9 Support transportation improvements that complement and reinforce desired land use patterns. Strive to accommodate growth in peak hour travel primarily by transit, and encourage transit and pedestrian travel as the primary means of internal circulation. Discourage vehicular traffic passing through Downtown on surface streets with a destination elsewhere. Recognize the importance of the automobile as a means of access to Downtown for nonwork trips. More specifically, Seattle’s Comprehensive Plan speaks to the central role of transit (and the walk/bike trips associated with transit) as a foundation of its growth strategy: DT-TP1 Recognize the critical role that high-capacity transit corridors play, including the transit tunnel, in supporting the distribution of development density and the movement of goods and people within and through Downtown. Seek to improve the system, through actions by the City, with Sound Transit and King County Metro Transit, and other transit agencies that: 1. provide capacity to meet forecast transit growth; 2. reduce travel time by transit; 3. reduce transit rider crowding on sidewalks; 4. reduce diesel bus noise and odor; and 5. provide an attractive and pleasant street environment for the pedestrian and transit rider. 3. Describe how the project will support the establishment of new jobs/businesses or the retention of existing jobs/businesses including those in the industry clusters identified in the adopted Regional Economic Strategy. Center City is home to many of the region’s largest employers, as well as other regional and national destinations such as large hospitals, colleges, sports venues, tourism sites, and major shopping and entertainment centers. These include the Downtown and South Lake Union job centers, Seattle University, Seattle Center, the Washington State Convention and Trade Center, and many more. Each of the industry clusters identified in the Regional Economic Strategy is represented in the Regional Economic Strategy. As the region's largest and densest employment cluster, downtown Seattle is unique in terms of its significant impact on all of the region's major industries. The growth and vitality of these major employers and industry clusters is dependent upon the effective use of very constrained rights-of-way, especially during the period of maximum constraint from approximately 2019-2023. As new facilities and travel options come online, utilization typically increases incrementally over approximately 5 years. People slowly become aware of their new options, and they take time to break old habits and form new ones. As major capital projects lag behind the city's rapid growth in travel demand, Seattle and the Puget Sound region cannot wait for this slow, incremental process. Timely investments are needed to quickly adjust travel patterns and quickly take advantage of new opportunities. Criteria: Benefit to the Center 1. Describe how the project remedies a current or anticipated problem (e.g. congestion, incomplete sidewalk system, inadequate transit service/facilities, modal conflicts and/or the preservation of essential freight movement)? In light of downtown Seattle’s explosive growth rates, the “do nothing” approach is not an option for the Center City. Buses along Seattle’s downtown transit arterials would slow to a crawl, with travel speeds dropping by approximately 26% on 2nd Ave and 43% on 4th Ave in the PM peak period. On many core routes, buses would slow to walking speeds during commute periods. Transit agencies would be forced to direct more of their limited operating funds to maintaining current levels of service: 15+ new vehicles, and an annual increase of $7 million in operating costs. Bus riders would waste an additional 2,500 hours of travel time each weekday. The end of bus operations in the Downtown Seattle Transit Tunnel in 2019 alone would shift more than 22,000 daily bus boardings to 2nd, 4th and 5th Avenues. Movement of goods would slow similarly, at a time when thousands of downtown residents are becoming more reliant than ever on delivery trucks reaching their doorstep on schedule. The City and its partners require a strategic plan that focuses intensively on mode shift and smart use of its limited capacity, both to address short-term challenges and to set the stage for a very different Seattle of the future. Seattle and its transit partners have established a track record of success in this regard, and proven the city’s potential for on-going, large-scale mode shift. Supported by strong state and regional policy, strategic and thoughtful investments, and a progressive and tech-savvy population, the city has set a strong foundation for sustainable growth and prosperity. For example, transit ridership fell last year in 31 of the country’s 35 major metropolitan areas – 5 of 11 6 of 11 example, transit ridership fell last year in 31 of the country’s 35 major metropolitan areas – including the 7 cities that serve the majority of riders. However, ridership and market share both grew in Seattle, in sharp contrast to national trends. While Seattle has gained about 60,000 jobs since 2010, there are approximately 4,500 fewer single-occupancy vehicles. This reality stands in sharp contrast to a common criticism of transit investments: the perception that it’s hard to keep increasing the market share of transit in an area where ridership is already high. In fact, as urban regions densify rapidly, it’s typical that most of the new demand is absorbed by transit or other high-efficiency travel modes. Downtown Seattle currently enjoys very high rates of transit ridership, but the City also expects intensive, on-going growth in transit ridership – roughly mirroring the city’s rapid growth rates in households, businesses, and other visitors. To realize the potential of large-scale mode shift, 3 elements are critical: public outreach and education on travel options, seamless multimodal integration, and focused spot improvement programs that keep the system moving. New arrivals commonly aren’t aware of all their travel options, and established residents and commuters often are hesitant to try something new. This is especially true when the optimal trip could require transitioning between several modes, and some of those modes are entirely new or rapidly evolving. When people do try something new, and they find it difficult or unappealing, they often won’t try again. By contrast, if new travel options are surprisingly convenient, intuitive, and comfortable, people begin to optimize their travel choices and adopt new habits again and again. Thus comes Seattle’s commitment to wisely use its this time of great growth and transformation: integrate bus, bike, and walk trips, and educate people on the smartest ways to plan and use these combinations of modes, but also fully integrate those trips that can’t be accommodated by low-impact modes (supporting freight and parking needs). Highlights are our strategies to: • Communicate, promote, incentivize, and leverage new options as they come online. In the CTR program we have weekly communications and regular events and programming to promote non -drive alone modes and new options (such as when light rail opens, bus service is improved, new carpool app arrives, etc) • Practice TDM best practices that uses key levers to influence trip choice (behavior change). Provide information to people when they move into a new residence or start a new job as this is a key point where a new commute option and travel pattern is set • Incentivize change to established trip patterns by using promotions and marketing our improvements in the system • Make improvements to provide a seamless experience and provide a better option than driving alone – whether it’s less expensive, less stressful, or less time intensive. • Work with the business community as partners and provide a business friendly approach. Our CTR program moved from being a regulatory program to instead providing an amenity for those doing business in Seattle, by supporting better commutes and consultations on how employers can maximize the investments they make and the benefits they provide. Seattle has a uniquely rich dataset regarding commuting patterns, in particular for the Center City. We survey thousands of downtown commuters at least every two years. This enables us to provide TDM in a strongly performance-based context: we can set targets and track progress towards them at a considerable level of detail. The outcomes of this project will be represented in the travel choices demonstrated in our future surveys. 2. Describe how the project will benefit a variety of user groups, including commuters, residents, and/or commercial users. Travelers to and through the downtown area are an exceptionally diverse cross-section of our region’s population, with hundreds of thousands traveling here each day for jobs, services (including several major regional hospitals and dozens of large social service agencies), education (including several colleges and universities), and restaurants and entertainment (including large, nationally recognized sports venues on the perimeter of the Center City). In terms of travel modes, Center City is also a place where diversity thrives. This is a rare area where single-occupant vehicles are a minority. In 2017, approximately 25% of people arrived in downtown as lone drivers while 48% arrived by transit, 10% arrived by ride share, 8% arrived on foot, 3% arrived on a bike, and 6% arrived by other modes. The intermingling of different vehicle types, each with very different needs, is a highly visible issue. 3. Describe how the project will benefit minority and low-income populations as identified in the President’s Order for Environmental Justice, seniors, people with disabilities, those located in highly impacted communities, and/or areas experiencing high levels of unemployment or chronic underemployment; please be specific and provide data where applicable. The Center City is within the region’s highest categories for concentration of disabled populations (21%-34%) and elderly populations (over 20%). Poverty rates are very high at approximately 21%-33%. It is also labeled as a highly impacted community (a measure of risk associated with low air quality, toxic chemicals, and climate change), and it has moderate to high proportions of minority populations (29%-41% and 42%-58% in various census tracts). Improvements to the Center City streetscape are critical for these populations to reach jobs and services safely, and to minimize the costs of travel for populations of limited means. Specifically, many elderly, disabled, and very low-income populations require an ability to move around downtown without the cost to own (and the requirement to drive) a personal move around downtown without the cost to own (and the requirement to drive) a personal car. Criteria: Circulation Within the Center 1. Describe how the project improves safe & convenient access to major destinations within the center, such as by completing a physical gap or providing an essential link in the transportation network for people and/or goods, or providing a range of travel modes or a missing mode. Safety was a top priority for the One Center City partner agencies, the Advisory Group, and other stakeholders. Given the number of people using Center City streets, it is not surprising the area has the highest concentration of total collisions in the region, and especially collisions involving vulnerable users (people on foot or on bikes). Safety improvements associated with One Center City implementation are estimated at a 7% decrease in total collisions, an 18% decrease in bicycle collisions (including a 38% reduction in serious and fatal crashes for people on bikes), and a 10% decrease in reported pedestrian collisions (based on Seattle-specific before-and-after safety data from implementation of protected bike lanes, leading pedestrian intervals, new signal installations, and other similar actions). 2. Describe how the project will improve circulation within the center and enhance opportunities for active transportation that can provide public health benefits through the following relevant areas: walkability, public transit access, public transit speed and reliability, bicycle mobility, bicycle facilities, streetscape improvements, traffic calming, etc.. The One Center City agency partners place priority on ensuring that travel times for transit customers are maintained or improved, preventing the travel time degradation that’s projected as a result of inaction. The partners also recognize that the Center City street network is the primary conveyance for goods delivery and service vehicle access to thousands of businesses in the Center City. Keeping goods moving and providing more efficient loading zone access will support Seattle’s healthy and growing business sector. When compared with the No Action scenario, the Near-Term Action Plan will save bus passengers 2.5 million hours of transit travel time each year on buses traveling north and south through downtown. Daily aggregate transit customer travel time will increase slightly, but much less than the 64% increase we face if no action is taken. Transit operating cost in downtown area during peak periods. Transit operating costs will increase by only 7%, as opposed to increasing by 55% if nothing is done. Near-term actions allow 8,000 more people to move through downtown during the afternoon peak hour than no action. The plan also describes a variety of benefits to the pedestrian realm: upgrades that improve people’s sense of security and make our public spaces more vibrant, comfortable, and inviting for a wide variety of users. These include benches and pedestrian-scale lighting, new curb ramps, various improvements to transit stops, and bike lanes that will lead to an estimated 50% reduction in bike trips on sidewalks. 3. Describe how the project addresses safety and security. Encouraging transit use and activating the public realm are both very effective ways to reduce crash rates and to improve people’s sense of personal security. Streetscapes feel safe and inviting when they hum with human-scale activities, and host a wide variety of busy, active people including commuters, shoppers, families and children, elderly, etc. Risk rates from using transit are also significant. Researchers reviewing national crash data from 2000 to 2009 reported that drivers or passengers in personal vehicles faced a fatality risk of 7.3 per billion passenger-miles, while the fatality rate per billion passenger-miles for buses was 0.11. Operating a personal vehicle increased risk by more than 60-fold compared to riding transit. Of course, these national data don't tell the reader about the specific conditions that would be present on urban roads, but a variety of reports tell essentially the same story: transferring trips from SOVs to transit is one of the greatest safety improvements a city can make. 4. If the project has a parking component, describe how it has been designed to be compatible with a pedestrian oriented environment, including any innovative parking management tools. Several key elements of the project address downtown parking and curb space management issues. First, elimination of on-street parking in some areas, and expansions of e-Park facilities in these corridors, will reduce cruising for parking. Second, the project will identify locations (and designate such locations when appropriate) to allow more efficient use of valuable curb space. These techniques include on-street and off-street TNC/ride-pool staging areas, delivery staging, etc. As parking supply decreases in certain corridors or sub-areas, TNCs like Uber and delivery companies like FedEx increasingly struggle to find safe places to stop. In some congested areas, up to 1/3 of traffic involves vehicles circulating to find a parking place. Air Quality and Climate Change: Element Selection 1. Please select one or more elements in the list below that are included in the project’s scope of work, and provide the requested information in the pages to 7 of 11 project’s scope of work, and provide the requested information in the pages to follow. Transportation Demand Management, Other Air Quality and Climate Change: Transportation Demand Management 1. How many employees or potential users will be targeted? Approximately 245,000 current employees in the downtown area 2. What percentage of the targeted population is expected to shift from driving to transit, bicycling, or other alternative mode? Recent TDM projects in King County, jointly administered by King County and the City of Seattle, show that approximately 4% of the targeted population typically shift from driving alone to high-efficiency modes of transportation such as transit, walking, and biking. We consider this a baseline estimate, considering that these previous TDM programs were typically administered while the range of travel options were fairly stagnant. By contrast, the range of travel options in downtown Seattle is growing very rapidly at the same time as these TDM programs will be underway. Population in this area is also growing much more quickly than before. Based on conservative estimates, approximately 9,800 people would transfer from SOV to high-efficiency travel modes each day (245,000 X 0.04 = 9,800). Using a more realistic estimate of jobs in the downtown area between 2020 and 2023, and a more likely rate of effectiveness from the new TDM programs, we would estimate that 13,350 people would choose transit or other high-efficiency travel modes due to this project (245,000 X 1.09 X 0.05 = 13,350). 3. What is the average commute trip length in the project area? 14.5 miles 4. How many new vanpools will be formed? NA 5. What is the average vanpool trip length? NA 6. What is the vanpool occupancy? NA 7. Please describe the source of the project data provided above (e.g., Environmental Impact Statement, EPA/DOE data, traffic study, survey, previous projects, etc.) King County’s commute benchmarking report Air Quality and Climate Change: Other 1. You selected “other” as an emissions-related element in your project’s scope of work. Please describe the improvements expected to result in emissions reduction and the sources used to determine expected results. These could include technology implementation, anti-idling programs, and any other project types that do not fit the options provided in this form. One distinct element of this project, which has a unique type of air quality impact, is the implementation of new best practices in urban goods delivery. Specifically, UPS and other deliverers are currently working with the City of Seattle and University of Washington (UW)to test alternative methods of delivering products to commercial and residential towers downtown. These methods generally include parking large trucks on the perimeter of downtown, or at strategic locations in downtown, and then using e-bikes to complete the delivery. Based on UPS's calculations for the UW Freight Lab project, these techniques would eliminate 25 miles of truck travel (diesel-burning engines) per day in an area of 4 blocks by 8 blocks. Deploying these tactics through the greater downtown area could eliminate approximately 250 to 375 miles per day of truck travel (25 X 10 on the low end or 25 X 15 on the high end). 2. For CMAQ projects, PSRC will utilize the “Useful Life” table included in the “Air Quality Guidance” document contained in the Call for Projects. If you have an alternate useful life figure for your project, please explain and provide the appropriate documentation supporting the deviation from the approved Useful Life table. The useful life of these techniques is not yet known. We expect that new best practices will continue to be used long after the life of this CMAQ project, but market forces will dictate the actual useful life, in contrast to capital projects that are limited by the physical lifespan of infrastructure. 3. Useful life document N/A 8 of 11 9 of 11 PSRC Funding Request 1. What is the PSRC funding source being requested? CMAQ 2. Has this project received PSRC funds previously? No 3. If yes, please provide the project's PSRC TIP ID N/A 4. Do you wish this project to be scored for both STP and CMAQ? Yes Phase other Year 2021 Alternate Year 2022 Amount $3,500,000.00 Total Request: $3,500,000.00 Total Estimated Project Cost and Schedule Other Funding Source Secured/Unsecured Amount Local Secured $3,755,500.00 CMAQ Unsecured $3,500,000.00 $7,255,500.00 Expected year of completion for this phase: 2024 Summary 1. Estimated project completion date 2024 2. Total project cost $7,255,500.00 Funding Documentation 1. Documents Transit_Corridor_Budget.pdf, Freight_Budget.pdf 2. 2. Please describe the secure or reasonably expected funds identified in the supporting documentation. For funds that are reasonably expected, an explanation of procedural steps with milestone dates for completion which will be taken to secure the funds for the project or program should also be included. The One Center City Implementation Plan will be jointly delivered by 3 agencies (the City of Seattle, King County Metro, and Sound Transit). The 3 agencies are each committing $10,000,000 to One Center City through an interagency agreement. At the time of this application, Sound Transit's board has authorized its director to sign the agreement, and King County Metro and the Seattle Department of Transportation have determined that their directors have pre-existing authority to sign. All signatures are expected by May 11. While the majority of the costs for the project will come from small capital projects that improve transit operations downtown, this $30,000,000 also will be used as needed to provide the local match for this federal grant. All funds are secured. The local revenues to be used by the City of Seattle are currently programmed into two budgets: Transit Corridor Improvements and Freight Spot Improvements. Project Readiness: PE 1. Are you requesting funds for ONLY a planning study or preliminary engineering? No 2. Is preliminary engineering complete? 10 of 11 No 3. What was the date of completion (month and year)? N/A 4. Have preliminary plans been submitted to WSDOT for approval? No 5. Are there any other PE/Design milestones associated with the project? Please identify and provide dates of completion. You may also use this space to explain any dates above. N/A 6. When are preliminary plans expected to be complete? NA Project Readiness: NEPA 1. What is the current or anticipated level of environmental documentation under the National Environmental Policy Act (NEPA) for this project? Categorical Exclusion (CE) 2. Has the NEPA documentation been approved? No 3. Please provide the date of NEPA approval, or the anticipated date of completion (month and year). March 2019 Project Readiness: Right of Way 1. Will Right of Way be required for this project? No 2. How many parcels do you need? N/A 3. What is the zoning in the project area? N/A 4. Discuss the extent to which your schedule reflects the possibility of condemnation and the actions needed to pursue this. N/A 5. Does your agency have experience in conducting right of way acquisitions of similar size and complexity? N/A 6. If not, when do you expect a consultant to be selected, under contract, and ready to start (month and year)? N/A 7. In the box below, please identify all relevant right of way milestones, including the current status and estimated completion date of each. N/A Project Readiness: Construction 1. Are funds being requested for construction? No 2. Do you have an engineer's estimate? N/A 3. Engineers estimate document N/A 4. Identify the environmental permits needed for the project and when they are scheduled to be acquired. N/A 5. Are Plans, Specifications & Estimates (PS&E) approved? N/A 11 of 11 6. Please provide the date of approval, or the date when PS&E is scheduled to be submitted for approval (month and year). N/A 7. When is the project scheduled to go to ad (month and year)? N/A Other Considerations 1. Describe any additional aspects of your project not requested in the evaluation criteria that could be relevant to the final project recommendation and decisionmaking process. NA 2. Describe any innovative components included in your project: these could include design elements, cost saving measures, or other innovations. NA 3. Describe the process that your agency uses to determine the benefits of projects; this could include formal cost-benefit analysis, practical design, or some other process by which the benefits of projects are determined. NA 4. Final documents N/A 4 ! 5 ! ! 6 " 7 # 8 $ 9 ! % : ? 5 & 5 ! ! A ' % ; # % ( < E ) * ' ( = F G H ) I J K L M N * O * P Q " U ! - _ S H N H ' ` M H N P * J P O c P H P O Z ` ! ! % R J * J O ` * ` P ` * * ' Z ; K H U % N * T ' Y ! Z M F c Z Y N P P U ' H ` O : ? ) M d G 9 ! G O J _ J K ( ` ' ' a J M W ) J M G P H V ` _ ) X \ ` P * W 5 * J c A M ` ' * F J d P F _ G O H O ` ) ` * J H O M N H Z I F J J G F * O * O J Q ) ' N ' P _ ` * J H M d * M q Y J v P ' P P Z - " O ' M ! H G P O 5 \ - ) H J P { P I ! * ' [ 8 \ . \ 9 Z v F Z - h Z S M c Z F Z S c v Z S M H L M " ' • ` * 5 — A 5 B > ? @ 6 A 5 B P N * M I ( a ' ) J H N M I M ( J K P F ` P J i J d Q P j Y k m * G ) * H ` Z ` * P K J K ' ' P ` ' J l 7 C t u C / D ) N J P J J K ) H * M O C d x ` I { P 5 ! U * J c H r ) [ N ) P N H O P c M Z H K J * P ( * ` Z _ H P P \ b J ' Y + ! 5 % B C % H ` D H J M K P * P P * ' ` _ Z M Q J ` P M * ` H ) P J J ( K a ' F * Z ` P ) ' ` M P ' K * V P * O J R Z O P * G O J G ( P J H H _ ` P ) I V d H * G N Q _ K M J M N . * P M O J G F T K * * 3 Q P * O O O ' M * Z _ J Q 1 / S P 2 R O F 1 3 ) ) M 0 3 * % J d / R % P J ` ! ` ` J U A ( K 5 ` ` * ) \ Q ' ' U U P * 9 . : ^ . Z % \ 8 J S J 8 U 5 _ O 8 X P * U ? . ` M I ' J ) Q ' H ' ` J ` ' P O P J J * g ) N F M P ` P d * P * ' ' ) J ) M ` K P _ J ' J G ( H M K J ` i j k n i j k o i j i j i j i k i j i i i j i p " ! 5 \ ^ 3 3 3 3 3 3 3 / 3 3 3 3 3 3 3 3 3 3 3 3 3 u x 3 3 3 3 3 3 2 / 3 3 3 3 3 3 3 3 3 3 3 3 3 x 0 3 C t u t x / 0 3 3 x u 2 3 u 2 / 3 2 D t C d C 2 D t d t x 0 d 2 3 D u C d u d u 1 x C d 1 3 3 x C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C t d 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C 0 d 3 3 3 t t P 8 H ' ` J P Y ! t " [ i : 5 \ C j Y k m l 7 i j k t d n i C j k o i j i j i j i k i j i i i j i p " C ! 5 \ ^ 6 J M P J r s N * ` C t u C / D 3 3 3 3 3 3 3 / 3 3 3 3 3 3 C t u x / J P J J I ` Z J P J O q v ' H C 3 K ` M J Z U J J N T q q * H P I J w M N M P * ) C 3 t ' P M P * ) ' & G J H M P * ' ( % ™ š ™  ! - 5 % 6 } J S ) G \ ˜ — I K N ) H Q 3 H R { $ Y T M H * G O , / d 1 x t t d 0 C 3 C d 1 3 3 t d C 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C 1 d / d 2 3 D t d u C x C d 1 3 3 t d C 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C d 1 3 3 C 0 d u 1 / t t K ! – O ' N ' Z P Z Z \ ` ) ' T 8 K v Z v - E M ' E $ U O Z s . $ ! 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No warranties of any sort,including accuracy, fitness or merchantability, accompany this product. Coordinate System: State Plane, NAD83-91, Washington, North Zone One Center City Implementation 24TH AVE S KING ST 23RD AVE S 7TH AVE S 8TH AVE S 5TH AVE S 23rd & Union-Jackson S JACKSON ST IN RA Legend 22ND AVE E FIR ST E YESLER WAY S DEARBOR N ST Greater Duwamish 23RD AVE E SPRUCE ST YESLER WAY Pioneer Square 20TH AVE 15TH AVE 12th Avenue E JEFFERSON ST 20TH AVE S E AV E AV T YS RR E CH E COLUM BIA ST 21ST AVE EN H 5T RN R BO E ST T NS E SPRING ST 12TH AVE First Hill E PIKE ST E UNION ST BROADWAY ST LE ST T S ITY R S ECA E IV N SE UN WE RIO MA AD EM Pike/Pine Commercial Core PRING ST S 20TH AVE E 21ST AVE E 22ND AVE E 23RD AVE E 17TH AVE E 18TH AVE E 15TH AVE E 12TH AVE E BELMONT AVE E BELLEVUE AVE E T ST L MadisonST Miller ON IS E PINE ST E AV VE HA 6T AV E VE HA 4T VE DA 3R E AV D 2N 1S T 24TH AVE E AVE E N I5 EXPRESS YALE AVE N ST Capitol Hill E JOHN ST E OLIVE ST H 8T NO RA BE L Belltown E ROY ST AR AL AV E E MERCER ST E ALOHA ST W Denny Triangle L ST DENNY WAY W TT E PROSPECT ST ST E AD IO PONTIUS AVE N South Lake Union JOHN ST ST W EL L E GALER ST AV E IE W RV MERCER ST 8TH AVE N 9TH AVE N E AV BR O FA I ALOHA ST VALLEY ST 5TH AVE N Uptown 1ST AVE N T OT LI EL 3RD AVE W ROY ST EA STLAKE AUROR A AVE N DEXTER AVE N WESTLAK E AVE N TAYLOR AVE N 16TH AVE W L DR E BAY TR E HOWE ST KEN OTT ST RLA INTE EL L I E E NEWTON ST 5 HIGHLAND DR PROSPECT ST WARD ST WARD UPPER ST DR E BOSTON NEWTON ST Regional Map AR E LYNN ST E LOUISA ST E MILLER ST E CALHOUN ST E YALE AVE E M E AV LYNN ST BOSTON ST 520 ER MCGRAW ST T S Y BO 4TH AVE N E HAMLIN ST PLOT DATE : 4/25/2018 AUTHOR: P&P GIS J:/GIS/GIS Projects/Grants 2 3 ! 4 5 " 6 # 7 $ 8 = % 3 3 ? $ & 9 " $ ' : C ( ) & ' ; D E F ( G H I J K L ) M ) N O ! 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