12-14-2020 GIAMPO - Technical Advisory Committee Regular Meeting PacketGIAMPO – Technical Advisory Committee
Monday, December 14, 2020
10:00 am @ City Hall- Community Meeting Room
100 E 1st Street, Grand Island, NE 68801
AGENDA
1.Call to Order
This is a public meeting subject to the open meetings laws of the State of Nebraska.
The requirements for an open meeting are posted on the wall in this room and anyone
that wants to find out what those are is welcome to read through them.
2.Roll Call
3.Zoom Call Information
4.Approval of Minutes from the October 19, 2020 Technical Advisory Committee Meeting
5.Approval Recommendation of Final Draft Long Range Transportation Plan
6.CRANE Transit Safety Plan Targets
7.Next Meeting
8.Adjournment
Special Accommodations: Please notify the City of Grand Island at 308-385-5444 if you require special
accommodations to attend this meeting (i.e., interpreter services, large print, reader, hearing assistance).
Grand Island Regular Session - 12/14/2020 Page 1 / 180
Technical Advisory Committee
Monday, December 14, 2020
Regular Session
Item GEN1
Zoom Call Information
Due to COVID-19 this meeting will be held via Zoom for the general public, if they so choose. Directions
for joining via Zoom are on the next page.
Staff Contact: Andres Gomez, MPO Program Manager
Grand Island Regular Session - 12/14/2020 Page 2 / 180
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Grand Island Regular Session - 12/14/2020 Page 3 / 180
Technical Advisory Committee
Monday, December 14, 2020
Regular Session
Item C1
Approval of Minutes from the October 19, 2020 Technical Advisory
Committee Meeting
Staff Contact: Chad Nabity, Regional Planning Director
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GRAND ISLAND AREA METROPOLITAN PLANNING ORGANIZATION (GIAMPO)
TECHNICAL ADVISORY COMMITTEE (TAC) MINUTES
October 19, 2020 at 10:00 am
Grand Island City Hall – Council Chambers
100 E 1st Street, Grand Island, NE 68801
Voting Members in Attendance:
Keith Kurz, City of Grand Island, Assistant Public Works Director Present
John Collins, City of Grand Island, Public Works Director Present
Jerry Janulewicz, City of Grand Island, City Administrator Present
Chad Nabity, Hall County Regional Planning Director Present
Steve Riehle, Hall County Public Works Director Present
Mike Meyer, Merrick County Hwy Superintendent Absent
Wes Wahlgren, NDOT District 4 Engineer Present
Craig Wacker, NDOT Highway Planning Manager Present
Ramona Schafer, Village of Alda Absent
Mike Olson, Central Nebraska Regional Airport Present via Zoom
Charley Falmlen, City of Grand Island Transit Program Manager Present
Non-Voting Members in Attendance:
Andres Gomez, City of Grand Island, MPO Program Manager Present
Shannon Callahan, City of Grand Island, Street Superintendent Present
Patrick Brown, City of Grand Island, Finance Director Present
Brian Schultz, City of Grand Island, Asst. Finance Director Present
Catrina DeLosh, City of Grand Island, Public Works Admin Coordinator Present
Tim Golka, City of Grand Island, Project Manager Absent
Stacy Nonhof, City of Grand Island, City Attorney (interim) Present
Cindy Johnson, Grand Island Area Chamber of Commerce Absent
Mary Berlie, Grand Island Area Economic Development Corp. Absent
Justin Luther, FHWA, Transportation Planner, Realty, Civil Rights Present
Mark Bechtel, FTA, Community Planner Absent
Logan Daniels, FTA, Region VII Absent
Eva Steinman, FTA, Region VII Community Planner Absent
Gerri Doyle, FTA, Region VII Planner Present
Kaine McClelland, NDOT, State Modeler Present
Jeff Soula, NDOT, Local Projects Urban Engineer Absent
Ryan Huff, NDOT, Planning and Project Development Engineer Absent
Mark Fischer, NDOT, Assistant Planning Engineer Absent
Tomlin Bentley, Burlington Northern Santa Fe Railroad Absent
Kyle Nodgaard, Union Pacific Railroad Absent
Sara Thompson-Kassidy, Union Pacific Railroad Absent
Call to Order
Nabity called the meeting to order at 10:02 am. The Nebraska Open Meetings Act was
acknowledged. The attendance of Jason Carbee of HDR, Inc. was recognized.
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2020/2/10 TAC Meeting Minutes
Roll Call
Roll call was taken.
Approval of Minutes from the August 10, 2020 Technical Advisory Committee Meeting
Motion by Riehle to approve the minutes of the August 10, 2020 meeting, seconded by Wahlgren.
Upon voice vote, all voted aye. Motion adopted.
Approval Recommendation of Final Draft TIP Amendment No. 1 to FY 2021- 2025 TIP
Gomez informed the Committee that proposed Amendment No. 1 includes changes to one (1) Transit
and seven (7) roadway projects. The Transit project change includes using CARES Act funding in
addition to state and local funds to plan and purchase the transit facility in FY2021. The roadway
project changes are a combination of updates to expenditures both in FY and dollars. Motion by
Falmlen and second by Riehle to approve the Recommendation of Final Draft TIP Amendment No. 1
to FY 2021-2025 TIP. Upon voice vote, all voted aye. Motion adopted.
Approval Recommendation of MPO Targets for Safety Performance Measures
Gomez recommended supporting the Nebraska Department of Transportation (NDOT) 2020 safety
performance targets as the most prudent and feasible alternative. With supporting the statewide
2021 targets, GIAMPO is agreeing to plan and program projects in a manner that contributes towards
the accomplishment of the NDOT safety targets. These targets will ultimately be integrated into the
GIAMPO Long Range Transportation Plan and Transportation Improvement Program. Motion by
Wahlgren and seconded by Riehle to approve the Recommendation of MPO Targets for Safety
Performance Measures. Upon voice vote, all voted aye. Motion adopted.
Approval Recommendation of MPO Targets for Pavement and Bridge Condition Performance
Measures
Gomez recommended supporting the NDOT NHS Pavement and Bridge Condition performance
targets as the most prudent alternative. With supporting the statewide targets, GIAMPO is agreeing
to plan and program projects in a manner that contributes towards the accomplishments of the
NDOT NHS Pavement and Bridge Condition performance targets. These targets will ultimately be
integrated into the GIAMPO Long Range Transportation Plan and Transportation Improvement
Program. Motion by Riehle, second by Janulewicz to approve Recommendation of MPO Targets for
Pavement and Bridge Condition Performance Measures. Upon voice vote, all voted aye. Motion
adopted.
Approval Recommendation of MPO Targets for NHS Travel Time Reliability and Freight Reliability
Performance Measures
Gomez recommended supporting the NDOT NHS Travel Time Reliability and Freight Reliability
performance targets as the most prudent alternative. In supporting the statewide targets, GIMAPO is
agreeing to plan and program projects in a manner that contributes towards the accomplishment of
the NDOT NHS Travel Time Reliability and Freight Reliability performance targets. These targets will
ultimately be integrated into the GIAMPO Long Range Transportation Plan and Transportation
Improvement Program. Motion by Janulewicz, seconded by Walgren to approve Recommendation of
MPO Targets for NHS Travel Time Reliability and Freight Reliability Performance Measures. Upon
voice vote, all vote aye. Motion adopted.
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2020/2/10 TAC Meeting Minutes
Long Range Transportation Plan Project Priorities
Jason Carbee of HDR, Inc. presented results from the public priority exercise, working draft of plan
projects, and the next steps involved with Long Range Transportation Plan 2045. There will be a
public meeting on November 12, 2020 for citizens to provide feedback on the project lists.
Next Meeting Date
The next meeting of the TAC will be on December 14, 2020 at 10:00 am.
Adjournment
There being no further business, Nabity adjourned the meeting at 11:01 am.
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Technical Advisory Committee
Monday, December 14, 2020
Regular Session
Item H1
Approval Recommendation of Final Draft Long Range Transportation
Plan
Staff Contact: Andres Gomez, MPO Program Manager
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2045 Long Range Transportation Plan
December 2020
DRAF
T
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i GIAMPO 2045 Long-Range Transportation Plan – DRAFT
Contents
Chapter 1 Who We Are ............................................................................................................. 1
Chapter 2 Community Engagement .......................................................................................... 5
Chapter 3 Regional Profile ........................................................................................................ 9
Chapter 4 Goals, Objectives, and Performance Measures .......................................................14
Chapter 5 Existing System Performance ..................................................................................22
Chapter 6 Future System Performance ....................................................................................44
Chapter 7 Future Transportation Revenues .............................................................................53
Chapter 8 Project Alternatives and Strategies Development ....................................................63
Chapter 9 Fiscally Constrained Plan ........................................................................................68
Chapter 10 Environmental Review and Mitigation ......................................................................80
Chapter 11 FAST Act Compliance .............................................................................................94
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ii GIAMPO 2045 Long-Range Transportation Plan – DRAFT
List of Figures
Figure 1-1: GIAMPO Study Area ................................................................................................ 1
Figure 3-1: 10 Year Population Levels for Hall County and Grand Island, 1990-2018 ................ 9
Figure 3-2: Hall County and Grand Island Population by Age and Gender ................................10
Figure 3-3: Transportation Modes Used for Work Commutes, Hall County and Grand Island
................................................................................................................................12
Figure 5-1: Fatal and Serious Crashes and Crash Rates for the GIAMPO Region, 2014-2018
................................................................................................................................22
Figure 5-2: Nonmotorized Fatal and Serious Injury Crashes in the GIAMPO Region, 2014-2018
................................................................................................................................23
Figure 5-3: Comparison of the Hourly Percentage of Daily Traffic in the Grand Island Area and
the National Average ...............................................................................................24
Figure 5-4: Level of Service Descriptions ..................................................................................25
Figure 5-5: Estimated Peak Period Traffic Operations...............................................................26
Figure 5-6: Level of Travel Time Reliability (LOTTR) for the Grand Island Area MPO, 2018 .....28
Figure 5-7: Truck Travel Time Reliability (TTTR) for the Interstate System within the Grand
Island Area MPO Boundary .....................................................................................29
Figure 5-8: Bridge Conditions within the Grand Island Area MPO Boundary .............................32
Figure 5-9: Pavement Conditions within the Grand Island Area MPO Boundary .......................33
Figure 5-10: Highway Freight Network within the GIAMPO Region ...........................................35
Figure 5-11: GIAMPO Bicycle and Pedestrian Facilities ............................................................38
Figure 5-12: Annual Enplanements for the Central Nebraska Regional Airport, 2009-2019 ......39
Figure 6-1: 2018-2045 Household Growth by TAZ ....................................................................46
Figure 6-2: 2018-2045 Employment Growth by TAZ .................................................................47
Figure 6-3: 2045 E+C Scenario Traffic Forecasts .....................................................................49
Figure 6-4: 2045 E+C Scenario Peak Period Traffic Operations................................................50
Figure 8-1: Alternate Roadway Projects Scoring Results ..........................................................66
Figure 8-2: Alternative Bike and Pedestrian Project Scoring Results .........................................67
Figure 9-1: Fiscally Constrained and High Priority Vision Roadway Projects .............................73
Figure 9-2: Fiscally Constrained Bike and Ped Projects ............................................................75
Figure 9-3: Roadway and Bicycle and Pedestrian Vision Plan ..................................................77
Figure 10-1: Physical Environmental Constraints ......................................................................81
Figure 10-2: Human Environmental Constraints ........................................................................82
Figure 10-3: Preliminary Identified Environmental Justice Populations ......................................90
Figure 10-4: Fiscally Constrained Roadway and Bike and Ped Project Proximity to EJ
Populations ..............................................................................................................93
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iii GIAMPO 2045 Long-Range Transportation Plan – DRAFT
List of Tables
Table 3-1: Race and Ethnicity of Hall County and Grand Island Residents ...............................11
Table 3-2: Daily Travel Times for Hall County and Grand Island Residents ..............................13
Table 3-3: Inflow/Outflow Analysis for Hall County and Grand Island, 2017 ..............................13
Table 4-1: 2045 LRTP Goals and Objectives ............................................................................14
Table 4-2: 2045 LRTP Goals and Objectives Support of Federal Planning Factors ...................16
Table 4-3: Project Prioritization Metrics by Goal Area ...............................................................19
Table 5-1: NBI Ratings of Bridges within the Grand Island MPO Boundary ...............................30
Table 5-2: Ratings of Grand Island NHS Bridges by Deck Area ................................................30
Table 5-3: Summary of Pavement Ratings for NHS Roads .......................................................31
Table 5-4: Projected Growth in Daily Truck Traffic on Interstate and NHS Routes ....................34
Table 5-5: Non-Private Vehicle Means to Work .........................................................................37
Table 5-6: Statewide Safety Performance Targets and GIAMPO Progress ...............................41
Table 5-7: Statewide Infrastructure Performance Targets and GIAMPO Progress ....................41
Table 5-8: Statewide System Operations Performance Targets and GIAMPO Progress ...........42
Table 5-9: Transit Asset Management Performance Targets ....................................................42
Table 5-10: Public Transportation Agency Safety Plan Performance Targets for CRANE Public
Transit ....................................................................................................................43
Table 6-1: GIAMPO Population, Household, and Employment Projections through 2045 .........44
Table 6-2: Grand Island Area System Performance Statistics ...................................................51
Table 7-1: Historical Funding Levels for NHPP Projects ............................................................54
Table 7-2: Projected Grand Island Area STBG-TA and HSIP Budget (YOE $) ..........................55
Table 7-3: Historical Funding Levels for FTA Programs ............................................................56
Table 7-4: State Highway Trust Fund, Nebraska BUILD Act, and Motor Vehicle Fee Amounts
Allocated to GIAMPO Member Jurisdictions, 2016-2019 ........................................57
Table 7-5: Historical and Projected Funding Levels of the STBG Federal Funds Purchasing
Program .................................................................................................................58
Table 7-6: Historical and Projected Funding Levels of the HBP Federal Fund Purchasing
Program .................................................................................................................58
Table 7-7: Historical City Funding Levels for Non-Transit Transportation Projects ....................59
Table 7-8: Historical City and County Funding Levels for Transit Projects.................................59
Table 7-9: Projected Grand Island O&M Budget .......................................................................60
Table 7-10. Projected CRANE O&M and Capital Budget ..........................................................60
Table 7-11: Projected Federal Program Revenues for GIAMPO, Year of Expenditure ..............61
Table 7-12: Projected Grand Island Transportation Revenues, Year of Expenditure .................62
Table 9-1: Committed Roadway Projects ..................................................................................69
Table 9-2: Committed Transit Projects ......................................................................................69
Table 9-3: Fiscally Constrained Roadway Projects ...................................................................72
Table 9-4: Fiscally Constrained Bicycle and Pedestrian Projects ..............................................74
Table 9-5: High Priority Vision Projects .....................................................................................76
Table 9-6: Fiscally Constrained Transit Projects .......................................................................78
Table 9-7: Comparison of Grand Island Area Existing and Future System Performance Statistics
...............................................................................................................................79
Table 10-1: Fiscally Constrained Plan Potential Impacts on Wetlands and Floodplains in the
GIAMPO Region ....................................................................................................87
Table 10-2: Benefits and Impacts of Fiscally Constrained Projects on EJ Populations ..............92
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iv GIAMPO 2045 Long-Range Transportation Plan – DRAFT
Abbreviations and Acronyms
AADT Average Annual Daily Traffic
ACS American Community Survey
ADT Average Daily Traffic
CFR Code of Federal Regulations
E+C Existing plus Committed
EA Environmental Assessments
EIS Environmental Impact Statement
EJ Environmental Justice
ESA Endangered Species Act
FAST Act Fixing America’s Surface Transportation
FEMA Federal Emergency Management Agency
FFPP Federal Funds Purchase Program
FHWA Federal Highway Administration
FIS Flood Insurance Study
FTA Federal Transit Administration
GIAMPO Grand Island Area Metropolitan Planning Organization
GIS Geographic Information System
HCS Highway Capacity Software
HSIP Highway Safety Improvement Program
LEHD Longitudinal Employer-Household Dynamics
LRTP Long Range Transportation Plan
LOS Level of Service
LOTTR Level of Travel Time Reliability
LWCF Land and Water Conservation Fund
MAP-21 Moving Ahead for Progress in the 21st Century Act
MPH Miles per Hour
MPO Metropolitan Planning Organization
MSA Metropolitan Statistical Area
MTP Metropolitan Transportation Plan
NDOT Nebraska Department of Transportation
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NHPA National Historic Preservation Act
NHPP National Highway Performance Program
NHS National Highway System
NPDRMS National Performance Management Research Data Set
NRHP National Register of Historic Places
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v GIAMPO 2045 Long-Range Transportation Plan – DRAFT
Abbreviations and Acronyms (continued)
NWI National Wetlands Inventory
O&M Operations and Maintenance
PCI Pavement Condition Index
PHED Peak Hour Excessive Delay
PM Performance Measure
ROW Right-of-Way
SHPO State Historic Preservation Office
SOV Single Occupant Vehicle
STBG Surface Transportation Block Grant Program
STBG-TA Surface Transportation Block Grant Program for Transportation Alternatives
TA Transportation Alternatives
TAZ Transportation Analysis Zone
TAC Technical Advisory Committee
TDM Travel Demand Model
TIP Transportation Improvement Program
TMC Turning Movement Count
TWSC Two Way Stop Control
TrAMS Transit Award Management System
TSMO` Transportation Systems Management and Operations
U.S. United States
USDOT United States Department of Transportation
USFWS U.S. Fish and Wildlife Service
VHT Vehicle Hours Traveled
VMT Vehicle Miles Traveled
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1 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Who We Are Chapter 1 Who We Are
Federal law requires any Urbanized Area population exceeding 50,000 persons to create a
Metropolitan Planning Organization (MPO). The MPO is designated to carry out the multimodal
transportation planning for the metropolitan area. The Grand Island Urbanized Area officially
exceeded this population threshold in the 2010 Census, and in 2013 the Governor of Nebraska
designated the Grand Island Area MPO (GIAMPO) as the official MPO for the Grand Island
Urbanized Area. GIAMPO serves as the formal transportation planning body for the greater
Grand Island, Nebraska metropolitan area. GIAMPO includes the areas shown in Figure 1-1.
Figure 1-1: GIAMPO Study Area
The state and local jurisdictions that lie within the GIAMPO planning boundary are considered
voting members of the MPO. GIAMPO maintains two groups whose voting members consist of
local policymakers, including city council members, as well as city and county staff members.
Non-voting members include other transportation professionals from Federal, state, and local
agencies. The two groups are:
• GIAMPO Policy Board: The Policy Board is responsible for the preparation and
adoption of planning studies, review transportation projects to align with regional
transportation goals, adopt a four-year Transportation Improvement Program (TIP) and
review Federal and state funding available for local transportation projects, oversee
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2 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Who We Are updates to the Long-Range Transportation Plan (LRTP), adopt an annual Unified
Planning Work Program (UPWP), and implement a Public Participation Process (PPP).
The board consists of eight voting members.
• GIAMPO Technical Advisory Committee (TAC): The TAC is responsible for
overseeing and advising the Policy Board on the technical matters related to their duties
discussed above. The TAC provides oversight in the development and review of the
LRTP in addition to other work products developed by the MPO. The TAC is comprised
of 11 voting members.
GIAMPO creates additional subcommittees, working groups, and roundtables to address
transportation-related issues in the region. The MPO regularly seeks participation from
stakeholder groups and residents to serve on these committees and groups outlined in the
MPO’s Public Participation Plan (PPP). The voting members of the GIAMPO include:
• City of Grand Island: TAC and Policy Board voting
• Village of Alda: TAC voting
• Hall County: TAC and Policy Board voting
• Merrick County: TAC voting
• Nebraska Department of Transportation (NDOT): TAC and Policy Board voting
• Central Nebraska Airport: TAC voting
Long-Range Transportation Planning Process
One of the key duties of GIAMPO is to maintain an LRTP and update the plan every 5 years.
The LRTP formalizes the vision for the regional transportation system for the next 25 years
through establishing a series of transportation goals and objectives. A second critical aspect of
the LRTP is the identification of transportation projects to be implemented over this 25-year
timeframe as well as the demonstration that enough Federal, state, and local funding will be
available to implement them.
The LRTP is developed through a multimodal lens and draws on public input to create goals,
objectives, and strategies that provide improvements for the roadway, bicycle and pedestrian,
and transit systems.
Performance-Based Planning
The LRTP uses a performance-based planning approach that applies the Federal Highway
Administration’s (FHWA) performance management techniques that tie together national, state,
and local transportation goals. The key to performance-based planning is ongoing monitoring of
the regional transportation system, which allows for GIAMPO to continually assess progress
made towards the vision articulated in the plan. Performance-based planning effectively links
GIAMPO’s existing system performance to Federal and state transportation planning
requirements.
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3 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Who We Are
LRTP Elements
MPO’s are required to incorporate three elements into their LRTP process. In addition to using
the performance-based planning approach outlined in this section and demonstration of fiscal
constraint, MPOs are required to incorporate the following in their LRTP1:
1. Include current and projected transportation demand of persons and goods in the
MPO area over the 25-year planning horizon.
2. Identify existing and proposed transportation facilities.
3. Describe performance measures and performance targets used to assess
performance of the transportation system.
4. Include a system performance report that evaluates the condition and
performance of the transportation system with regard to the current performance
targets.
5. Assess capital investments and other financial strategies that preserve the
existing and projected transportation infrastructure.
6. Describe transportation and transit enhancements.
7. Describe all proposed transportation projects in detail so cost elements may be
developed.
8. Discuss environmental mitigation activities and potential areas to carry these
activities out.
9. Include a financial plan that demonstrates how the LRTP can be implemented.
10. Include planning for pedestrian walkway and bicycle transportation facilities.
11. Consultation with State and local agencies responsible for land use
management, natural resources, environmental protection, conservation, and
historic preservation.
12. Integrate priorities, goals, countermeasures, strategies, or projects contained in
related State and local plans.
13. Provide the public and Plan stakeholders with a reasonable opportunity to
comment on the LRTP.
14. Publish the LRTP for public review in electronically-available formats.
1 23 CRF § 450.324, https://www.ecfr.gov/cgi-bin/retrieveECFR?gp=&SID=9e40e7025806cfe86f291f431b536814&mc=true&n=sp23.1.450.c&r=SUBPART&ty=HTML#se23.1.450_1324
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4 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Who We Are
Related Planning Efforts
• Vision 2032: Vision 2032 is Nebraska’s long-range transportation plan. This LRTP
describes the existing conditions of the state’s multimodal transportation system while
reporting statewide performance measures and targets. Included in the plan is a
discussion of the state’s transportation needs.
• Nebraska Strategic Highway Safety Plan (SHSP): Published in 2017, the Nebraska
SHSP discusses current safety trends on Nebraska highways and presents a series of
goals and objectives for future highway safety. The SHSP concludes with a discussion of
strategies the state will take to achieve these goals.
• Nebraska Freight Plan: The Nebraska Freight Plan outlines the existing freight
infrastructure across the state while emphasizing the economic impacts related to freight
in Nebraska. In addition to the description of the existing system, including routes
defined as “Critical Freight Corridors,” the plan presents needs and opportunities of the
system as well as financial investment strategies.
• Grand Island Area MPO Bicycle and Pedestrian Master Plan: The 2017 GIAMPO
Bicycle and Pedestrian Master Plan assesses the condition of the existing bicycle and
pedestrian network and identified opportunities for future improvements. The Plan also
provided recommendations for the sequencing of future bicycle and pedestrian projects.
• Regional Transit Needs Assessment and Feasibility Study: GIAMPO published the
Regional Transit Needs Assessment and Feasibility Study in 2017. This Study provides
an overview of existing transit services in the GIAMPO region, analyzes transit demand,
develops short-term public transit opportunities, and presents a 3- to 5-year budget and
implementation plan for regional transit improvements.
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5 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Community Engagement
Chapter 2 Community Engagement
Community engagement is a central element of GIAMPO’s transportation planning process. The
2045 LRTP has been developed to reflect this element, and to seek input from a broad range of
residents and stakeholders. The engagement activities included two open houses, a workshop,
an online workshop, as well as focus group meetings with LRTP stakeholders. All public
engagement activities were in accordance with GIAMPO’s PPP2.
Public Engagement Events
Four public engagement events were held throughout the 2045 LRTP effort. To see meeting
materials and the results of the public input received during the open house events, see
Appendix A.
Public Visioning Open House
The Public Visioning Open House was held on February 4, 2020 at the Grand Island Public
Library. The purpose of the open house was to solicit input and feedback from the public to help
the project team identify LRTP goals and objectives, as well as transportation issues and
potential strategies for the team to consider in the Grand Island area. Four stations were set up:
roadway, bike and pedestrian, transit, and overall transportation system priorities—and
GIAMPO staff and project team members spoke with attendees about their ideas and vision for
the future of the transportation system as they visited each station.
2 The GIAMPO PPP is available at: www.grand-island.com/departments/public-works/metropolitan-planning-organization/public-participation-plan
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6 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Community Engagement Supplementing the open house was a transportation issues survey that was available to the
public on the project website. The survey was open from February 3, 2020 through February 24,
2020 and received 547 responses.
Public Prioritization Workshop
A second open house was held from June 1, 2020 through June 17, 2020 to solicit public
feedback on priorities regarding potential projects for inclusion in the 2045 LRTP. Due to the
COVID-19 Pandemic, the open house was held virtually. This Public Prioritization Open House
was available in both English and Spanish and had 256 unique users who submitted just over
500 unique comments.
Project Prioritization Online Exercise
An additional public engagement event was held virtually from September 14 through
September 28. The purpose of this exercise was to gather input on the fiscally constrained
roadway, bicycle and pedestrian, and transit projects included in the LRTP. This exercise
received 669 responses during the two-week period it was open.
Draft LRTP Open House
The final open house event, held on November 12, 2020 at the Grand Island City Hall, asked
attendees to provide input on the draft LRTP project list. Attendees were also given a brief
overview of the LRTP process, goals and objectives, and the technical analyses that were
conducted during the Plan’s development. For those unable to attend the open house event,
there was Facebook Live broadcast and an online comment form available on the project
website.
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7 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Community Engagement
Focus Group Meetings
Focus group meetings were held for stakeholders with the intent to provide similar information
and meeting materials as the February 2020 Public Visioning Workshop. These focus groups
were hosted in one-hour sessions during the day to be more convenient for participants and to
facilitate deeper conversations between project team members and major employers,
transportation providers, educational institutions, elected officials, bike and pedestrian users,
nonprofits, and emergency responders. Below is the list of stakeholders invited to participate in
the focus group meetings.
• Grand Island Convention & Visitors Bureau • Grow Grand Island - Livable Community • Heartland Lutheran Schools
• Grand Island Area Chamber of Commerce • Multicultural Coalition • Merrick County
• Grand Island Economic
Development Corporation • CNHD Walk/Bike Initiative • Hall County
• Doniphan Economic Development Corporation
• Grand Island Public
Schools • City of Grand Island
• Nebraska State Fair • Grand Island Northwest Public Schools • Village of Cairo
• Hornaday Manufacturing • Doniphan-Trumball Public Schools • City of Wood River
• Grand Island Express - Trucking and Shipping • Centura Public Schools • Village of Doniphan
• Sunrise Express • Wood River Public Schools • Village of Alda
• Devall Trucking, Inc. • Central Community College of Nebraska • City of Grand Island - Police Department
• JBS S.A. • UNL Extension • AARP (Tri-City Rural Mobility Study)
• Central Nebraska Transload • Doane College • 5307/5310/5311 Committee
• Wood River Economic Development Corporation • Grand Island Central Catholic School • Nebraska Transit
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8 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Community Engagement
Community Youth Council
Two meetings were held with the Grand Island Community Youth Council (CYC). The CYC
members are sophomores, juniors, and seniors from area high schools.
• The first CYC meeting was held on Monday, February 10, 2020 at the Grand Island City
Hall Community Meeting Room so that perspectives from younger members of the
GIAMPO community regarding the transportation system could be shared. During this
meeting, a member of the 2045 LRTP planning team gave a brief presentation outlining
an overview of transportation planning, the role of GIAMPO, the LRTP process, and
initial technical analysis results. After the presentation, members of the CYC were invited
to provide their insight into the issues and opportunities facing the GIAMPO
transportation system, like the activities held during the focus group meetings.
• A second meeting with the CYC was held on Thursday, November 12, 2020 at the at the
Grand Island City Hall Community Meeting Room. During this meeting, a member of the
2045 LRTP planning team gave a brief presentation providing an overview and update
for the 2045 LRTP, described transportation issues and goals, and presented the draft
plan project list.
After the presentation, the members of the CYC were invited to choose their favorite
roadway, and bicycle and pedestrian, projects using a survey tool. The CYC members
selected the Broadwell Avenue / UPRR grade separation project (project 7) as their top
roadway project, and Capital Ave Trail to Eagle Scout Park Connection (project 3) as
their top bicycle and pedestrian project.
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9 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Regional Profile
Chapter 3 Regional Profile
As part of planning for an effective transportation system, it is important to understand the
current trends and makeup of the region.
Population Trends
The GIAMPO area has grown steadily over recent history, with much of that growth driven by
the expansion of the city of Grand Island. As shown in Figure 3-1, the current Hall County
population is nearly 62,000 people, with over 51,000, or nearly 85%, residing within Grand
Island city limits. As shown in the figure, Hall County’s population has grown 20.3% over the
past 28 years, while Grand Island’s population has grown 23.5% during this same period.
Source: United States Census Bureau
49,118 53,534
58,814 61,607
39,386 43,628 48,520 51,478
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
1990 2000 2010 2018
Hall County Grand Island
Figure 3-1: 10 Year Population Levels for Hall County and
Grand Island, 1990-2018
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10 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Regional Profile
Current Demographics
Figure 3-2 displays population pyramids for the City of Grand Island and Hall County. Key findings of current area population are:
• The median age of Grand Island residents is 34.7 years, while the median age of Hall
County residents is 35.8 years of age. The median age of all United States population
residents is 37.8.
• The gender breakdown for Hall County residents is 50.4% male, 49.6% female; for
Grand Island residents it is 50.2% male, 49.8% female.
Figure 3-2: Hall County and Grand Island Population by Age and Gender
Source: 2013-2017 ACS 5-Year Estimates
-6%-4%-2%0%2%4%6%
0-55-910-1415-1920-2425-2930-3435-3940-4445-4950-5455-5960-6465-6970-7475-7980-8485 and over
Hall County
% Female % Male
-6.0%-4.0%-2.0%0.0%2.0%4.0%6.0%
0-55-910-1415-1920-2425-2930-3435-3940-4445-4950-5455-5960-6465-6970-7475-7980-8485 and over
City of Grand Island
% Female % Male
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Regional Profile Table 3-1 presents Hall County and Grand Island’s population by race and ethnicity.
Table 3-1: Race and Ethnicity of Hall County and Grand Island Residents
Hall County Percent of Population Grand Island Percent of Population
White 41,644 68.01% 32,660 63.99%
Black or African American 1,337 2.18% 1,330 2.61%
American Indian and Alaska Native 202 0.33% 183 0.36%
Asian 718 1.17% 684 1.34%
Hispanic or Latino 16,384 26.76% 15,393 30.16%
Native Hawaiian and Other Pacific Islander 146 0.24% 141 0.28%
Some other race 169 0.28% 145 0.28%
Two or more races 633 1.03% 506 0.99%
Two races including Some other race 17 0.03% 17 0.03%
Two races excluding Some other race, and three or more races 616 1.01% 489 0.96%
Source: 2013-2017 ACS 5-Year Estimates
Income and Employment
The 2017 unemployment rate in the Grand Island metropolitan statistical area (MSA) averaged 3.2%3. In the same year, the labor force included approximately 43,400 residents4. The 2017 median household income in Hall County was $53,807 and for Grand Island households was
$51,627. Per capita incomes for Hall County and the City of Grand Island are $26,419 and $25,411, respectively. The percentage of Hall County residents living at or below the poverty level was 13.5%. For the City Grand Island, this number was slightly higher at 14.9%.5
Housing Characteristics
The number of occupied housing units in Hall County is 22,817, with 62% owner-occupied and the remaining 38% renter occupied. Occupied housing units in Grand Island are 58% owner-occupied and 42% renter occupied. The Hall County vacancy rate is 6.5% of units. The Grand Island vacancy rate is 6.6% of units. 6
Commuting Characteristics
The majority of Hall County and Grand Island residents drive alone to work in a private vehicle. This trend holds true for the City of Grand Island as well, with carpooling being the next largest
commute mode. Walking is the least utilized mode for work commutes in Hall County and the City of Grand Island. Figure 3-3 summarize total modal splits for work commutes.
3 U.S. Bureau of Labor Statistics, 2017
4 U.S. Bureau of Labor Statistics, 2017
5 ACS 2017 5-year estimates
6 ACS 2017 5-year estimates
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12 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Regional Profile
Source: 2013-2017 ACS 5-Year Estimates
81.22%
12.22%
1.20%
1.61%2.87%
Modal Share for Work Commutes,
Hall County
Drive Alone Carpool Walk Taxi, Motorcycle, Bike Work from home
80.96%
12.86%
1.24%
1.83%2.38%
Modal Share for Work Commutes,Grand Island, NE
Drive Alone Carpool Walk Taxi, Motorcycle, Bike Work from home
Figure 3-3: Transportation Modes Used for Work Commutes, Hall County and
Grand Island
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13 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Regional Profile The majority of residents in both Hall County and the City of Grand Island recorded work
commutes below the average US commute time of 26.4 minutes as indicated in Table 3-2.
Table 3-2: Daily Travel Times for Hall County and Grand Island Residents
Travel Time Hall County Grand Island Less than 5 minutes 4.79% 4.96%
5-9 minutes 20.88% 22.83%
10-14 minutes 26.56% 28.70%
15-19 minutes 22.36% 22.48%
20-24 minutes 9.59% 6.98%
25-29 minutes 2.78% 2.02%
30-34 minutes 5.13% 4.34%
35-39 minutes 0.81% 0.76%
40-44 minutes 1.10% 1.13%
45-59 minutes 2.75% 2.67%
60-89 minutes 1.80% 1.63%
90 or more minutes 1.46% 1.52%
Source: 2013-2017 ACS 5-Year Estimates
A commute analysis of inflow and outflow trips was conducted for Hall County. As indicated in Table 3-3, the Grand Island area attracts more commute trips than it produces to other markets.
This means that approximately 14,000 individuals traveled from outside the Grand Island MPO area to work within it, compared to 8,600 residents who live in the MPO region commute out for their primary job. In addition to commutes into and out of the area, roughly 19,000 residents live
and work within the MPO boundary.
Table 3-3: Inflow/Outflow Analysis for Hall County and Grand Island, 2017
Source: U.S. Census Bureau LEHD Program, 2017
2017 Count Share
Employed in the Selection Area 32,964 100.0%
Living in the Selection Area 27,637 97.7%
Net Job Inflow (+) or Outflow (-) 5,327 +
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14 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Goals, Objectives, and Performance Measures
Chapter 4 Goals, Objectives, and Performance
Measures
2045 LRTP Goals and Objectives
The Grand Island area’s goals and objectives provide direction for the vision of how the
multimodal transportation system should operate. These goals and objectives are considered a
reflection of the community’s values and have framed the development of the 2045 LRTP
update. The goals and objectives were developed through a combination of public and
stakeholder input, national planning factors as outlined in CFR 450.306, and the Nebraska State
Transportation Plan. The major goal areas and associated draft objectives identified through this
process are shown in Table 4-1.
Table 4-1: 2045 LRTP Goals and Objectives
System Safety • Reduce the incidence and rate of crashes
• Reduce severe injury and fatal crashes
• Reduce bicycle and pedestrian crashes
Multimodal Connectivity and Accessibility
• Provide improved connections to key destinations across the
community
• Reduce regional freight impediments
• Increase the connectivity of the bicycle and pedestrian system
• Continue to provide quality public transit services.
Economic Development
• Identify transportation strategies that support economic development projects
• Identify transportation strategies that provide enhanced access to jobs for low income residents
• Provide active transportation options that promote the health
and well-being of residents
System Preservation • Identify sufficient financial resources to maintain all Federal-Aid streets and bridges in fair or good condition
Environment and System Resiliency
• Promotes energy conservation, especially for non-renewable energy sources
• Transportation projects should limit impacts to the natural and
build environment
• Invest in alternative and renewable fuel infrastructure when practical
• Identify strategies to make transportation infrastructure more resilient to natural and manmade events
Traffic Operations
and System Reliability
• Limit the emergence of recurring congestion
• Improve travel reliability on arterial roadways
• Support high levels of freight reliability on the state highway
system
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15 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Goals, Objectives, and Performance Measures
Federal Planning Factors
The LRTP update process uses a performance-driven and outcome-based approach for
achieving the goals and objectives presented in Table 4-1. Under the Fixing America’s Surface
Transportation (FAST) Act, the LRTP process is required to be integrated into the GIAMPO’s
overall continuous, cooperative, and comprehensive planning process, while addressing the
following factors:7
1. Support the economic vitality of the metropolitan area, especially by enabling global
competitiveness, productivity, and efficiency.
2. Increase the safety of the transportation system for motorized and non-motorized users.
3. Increase the security of the transportation system for motorized and non-motorized
users.
4. Increase accessibility and mobility of people and freight.
5. Protect and enhance the environment, promote energy conservation, improve the quality
of life, and promote consistency between transportation improvements and State and
local planned growth and economic development patterns.
6. Enhance the integration and connectivity of the transportation system, across and
between modes, for people and freight.
7. Promote efficient system management and operation.
8. Emphasize the preservation of the existing transportation system.
9. Improve the resiliency and reliability of the transportation system and reduce or mitigate
stormwater impacts of surface transportation.
10. Enhance travel and tourism.
To illustrate how the goals and objectives of this LRTP align with the planning factors listed
above, the matrix shown in Table 4-2 was developed.
7 23 CFR § 450.306 - Scope of the metropolitan transportation planning process.
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Goals, Objectives, and Performance Measures Table 4-2: 2045 LRTP Goals and Objectives Support of Federal Planning Factors
Goal Objectives 1 - Economic Vitality 2 - Safety 3 - Security 4 - Accessibility and Mobility for People and Freight 5 - Environment and Energy Conservation, Quality of Life, Economic Development 6 - System Integration and Connectivity for People and Freight 7 - Efficient Operation and Management 8 - Preserve the existing transportation system 9 - System Resiliency and Reliability; reduce or mitigate stormwater impacts 10 - Enhance Travel and Tourism Goal 1: System Safety
Reduce the incidence and rate of crashes
Reduce severe injury and fatal crashes
Reduce bicycle and pedestrian crashes
Maintain safety on transit vehicles
Goal 2: Multimodal Connectivity and Accessibility
Provide improved connections to key destinations across the community
Reduce regional freight impediments
Increase the connectivity of the bicycle and
pedestrian system
Continue to provide quality public transit services.
Goal 3: Economic Vitality
Identify transportation strategies that support economic development projects
Identify transportation strategies that provide enhanced access to jobs for low income residents
Provide active transportation options that promote the health and well-being of residents
Provide access to tourist destinations
Identify how transportation can support affordable housing
Promote freight connectivity and access
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Goals, Objectives, and Performance Measures Table 4 2: 2045 LRTP Goals and Objectives Support of Federal Planning Factors (continued)
Goal Objectives 1 - Economic Vitality 2 - Safety 3 - Security 4 - Accessibility and Mobility for People and Freight 5 - Environment and Energy Conservation, Quality of Life, Economic Development 6 - System Integration and Connectivity for People and Freight 7 - Efficient Operation and Management 8 - Preserve the existing transportation system 9 - System Resiliency and Reliability; reduce or mitigate stormwater impacts 10 - Enhance Travel and Tourism Goal 4: System Preservation
Identify sufficient financial resources to maintain all Federal-Aid streets and bridges in fair or good condition
Goal 5: Environment and System Resiliency
Promotes energy conservation, especially for non-
renewable energy sources
Transportation projects should limit impacts to the natural and build environment
Invest in alternative and renewable fuel infrastructure when practical
Identify strategies to make transportation infrastructure more resilient to natural and
manmade events
Goal 6: Traffic Operations and System Resiliency
Limit the emergence of recurring congestion
Improve travel reliability on arterial roadways
Support high levels of freight reliability on the state highway system
Promote development outside of flood prone areas
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18 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Goals, Objectives, and Performance Measures
Project Prioritization and Performance Measures
Transportation objectives were developed to be specific, measurable actions whose progress
could be monitored by the MPO. These objectives play a central role in the LRTP project
selection process, in which potential roadway, bicycle and pedestrian, and transit projects are
identified then evaluated against a series of project prioritization metrics based on the
objectives. Projects with the highest scores are those that meet the most prioritization metrics,
and thus align with the highest number of Plan objectives. These project scores were a general
guide to a performance-based project evaluation. However, some projects were developed to
be more focused on a single element, like safety. These single-factor projects might be very
important in addressing that single element but may not receive high scores across all objective
categories. In these cases, more discretion is applied in the prioritization process. Table 4-3
presents the prioritization metrics by goal area.
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Goals, Objectives, and Performance Measures Table 4-3: Project Prioritization Metrics by Goal Area
Goal Area Objectives
Prioritization
Measure
Project Scoring Method
+2 +1 0 -2
System Safety
• Reduce the incidence and rate of crashes
• Reduce severe injury and fatal crashes
Vehicular Safety
Assessment
Has the potential to improve safety at top crash frequency or crash rate intersection
Has the potential to improve safety at any intersection
Does not impact safety at top crash frequency or crash rate intersection
Has the potential to negatively impact safety
• Reduce bicycle and pedestrian crashes Non-motorized Safety Assessment
Has the potential to improve non-motorized safety at top crash frequency or crash rate intersection
Has the potential to improve non-motorized safety at any intersection
Does not impact non-motorized safety at top crash frequency or crash rate intersection
Has the potential to negatively impact non-motorized safety
• Maintain safety on transit vehicles Policy Objective – Identify Strategies to Improve Transit Safety through Public Transportation Agency Safety Plans
Multimodal
Connectivity and Accessibility
• Provide improved
connections to key destinations across the community
Connection to Dense Development Nodes
Creates new, multimodal connection between highest density tier of land uses and mixed uses
Creates new, multimodal connection between 2nd highest density tier land uses and mixed uses
Does not create new, multimodal connection to dense / diverse land uses and mixed uses
Removes multimodal connection to dense / diverse land uses and mixed uses
• Increase the connectivity of the bicycle and pedestrian system Multimodal Connectivity
Enhances connection between two or more modes or connects two existing facilities
Enhances connection for non-motorized or transit modes
No impact on multimodal connectivity for non-motorized or transit modes
Non-motorized or transit connection is removed, or barrier to non-motorized or transit modes is created
• Continue to provide quality public transit services Transit Operations and State of Good Repair
Supports existing transit services and operations or helps preserve transit capital; or provides enhanced transit services.
No impact transit services and operations or helps preserve transit capital.
Negatively impacts existing transit services and operations or helps preserve transit capital.
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Goals, Objectives, and Performance Measures
Goal Area Objectives
Prioritization
Measure
Project Scoring Method
+2 +1 0 -2
Economic Vitality
• Identify transportation strategies that support economic development projects
Economic Development Priorities
Project supports access to regional economic development priority site
No impact on access to economic development priority sites
Project negatively impacts access to regional economic development priority site
• Identify transportation strategies that provide
enhanced access to jobs for low income residents
Equity Access to Jobs
Directly supports enhanced multimodal access to lower-income jobs or EJ residential areas
No impact on access to lower-income jobs or EJ residential areas
Negatively impacts access to lower-income jobs or EJ residential areas
• Provide active transportation
options that promote the health and well-being of residents
Active Transportation Elements Project would encourage walking or biking Project would have no significant impact on walking or biking
• Provide access to tourist destinations Enhanced Tourism Access
Enhances multimodal access to identified tourist destinations No access impact to identified tourist destinations
Negatively impacts multimodal access to identified tourist destinations
• Identify how transportation can support affordable housing
Access to Affordable
Housing
Provides enhanced transit, bicycle, or pedestrian access to identified affordable housing area
No impact to access to identified affordable housing area
Removes transit, bicycle, or pedestrian access to identified affordable housing area
• Promote freight connectivity and access Access to Freight Generators
Has potential to improve freight access to highest density tier of industrial employment
No expected impact on freight access
Has potential to degrade freight access to highest density tier of industrial employment
System Preservation
• Identify sufficient financial
resources to maintain all Federal-Aid streets and bridges in fair or good condition
Project Enhances
Pavement or Bridge Condition
Enhances pavement or bridge condition of asset in poor conditions
Enhances pavement or bridge condition of asset that will require reconstruction by 2045
No impact to pavement or bridge condition
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Goals, Objectives, and Performance Measures
Goal Area Objectives
Prioritization
Measure
Project Scoring Method
+2 +1 0 -2
Environment and System
Resiliency
• Promotes energy conservation, especially for non-renewable energy sources
Vehicular Travel Reduction
Anticipated to have a measurable reduction in vehicle-miles traveled and vehicle-hours traveled
Anticipated to have a measurable reduction in vehicle-miles traveled or vehicle-hours traveled
Anticipated to have limited impact to vehicle-miles traveled and vehicle-hours traveled
Anticipated to have a measurable reduction in vehicle-miles traveled and vehicle-hours traveled
• Transportation projects
should limit impacts to the natural and build environment
Project Impact Screening
Anticipated project or strategy would reduce existing natural and built environment impacts
Anticipated project alignment would have no impact to environmental resources of right-of-way
Anticipated project alignment would impact environmental resources, or would require significant right-of-way acquisition
• Invest in alternative and renewable fuel infrastructure when practical Policy Objective – LRTP may identify strategies to improve renewable energy infrastructure
• Identify strategies to make transportation infrastructure more resilient to natural and
manmade events
Infrastructure Resiliency
Improves resiliency to natural events or improves security against manmade events.
No impact to resiliency or security.
Reduces resiliency to natural events or reduces security against manmade events.
Traffic Operations and
System Reliability
• Limit the emergence of recurring congestion Corridor Level of Service
Improves traffic operations for a location operating at LOS D or worse in 2045
Improves traffic operations No impact on traffic operations Degrades traffic operations
• Improve travel reliability on arterial roadways Corridor Reliability LOTTR
Improves reliability on a corridor identified as having reliability issues
Improves reliability on an NHS or Interstate route No impact on reliability
Negatively impacts reliability on a corridor identified as having reliability issues
• Support high levels of freight reliability on the state highway system Freight Reliability TTTR
Improves freight reliability on state highway or Interstate Corridor
No impact on freight reliability
Negatively impacts freight reliability on a state highway or Interstate Corridor
• Promote development outside of flood prone areas Policy Objective – LRTP may identify strategies to promote development outside of flood prone areas
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22 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Existing System Performance
Chapter 5 Existing System Performance
This chapter describes the performance of the existing transportation system. Performance
refers to roadway and nonmotorized safety, traffic operations, and infrastructure (bridge and
pavement) conditions. Also described are the existing freight, bicycle and pedestrian, transit
systems as well as other surface transportation modes operating in the GIAMPO region. Some
of the performance measures reflected in this chapter are Federally reported. Summary tables
for each of those Federal performance measures are provided at the end of this chapter.
System Safety
System safety is evaluated based on observed regional crash patterns and trends. Crash data provided by Nebraska DOT for the years 2014-2018 were reviewed and analyzed to support system safety analysis. The data reported in this section are for the GIAMPO planning area,
which included 7,650 reported crashes over that five-year period.
Fatal and Serious Injury Crash Frequency and Rates
Safety performance is measured in terms of both the number of crashes (frequency) and in terms of crash rates (number per 100 million vehicle miles traveled - VMT).
• Crash Frequency: There were 189 fatal or serious injuries as a result of vehicular crashes between 2014 and 2018. During the same time, there were 17 fatalities resulting
from vehicular crashes.
• Crash Rates: The five-year average for fatal crashes was 0.73 fatal crashes per 100 million VMT. The five-year serious crash rate was 7.40 per 100 million VMT during this period.
Figure 5-1 shows the annual totals and trends for fatal and serious injury crashes and crash
rates in the GIAMPO region between 2014 and 2018.
1 3 2
8 3
35
27
38 35 37
0.22 0.65 0.43
1.71
0.64
7.65
5.86
8.18 7.47 7.84
0
1
2
3
4
5
6
7
8
9
10
0
5
10
15
20
25
30
35
40
45
50
2014 2015 2016 2017 2018
Fatal Crashes Serious Injury Crashes
Figure 5-1: Fatal and Serious Crashes and Crash Rates for the GIAMPO Region,
2014-2018
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Existing System Performance
Nonmotorized Crashes
Safety performance is also measured in terms of number of fatal and serious injury
nonmotorized crashes. There were 18 total fatal and serious injury nonmotorized crashes that
occurred in the GIAMPO region between 2014 and 2018 totaled 18. Of those 18, 2 were fatal
and 16 resulted in serious injuries. Figure 5-2 shows the annual totals and trends for fatal and
serious injury nonmotorized crashes in the GIAMPO region between 2014 and 2018.
Figure 5-2: Nonmotorized Fatal and Serious Injury Crashes in the GIAMPO
Region, 2014-2018
Traffic Operations
Traffic flows on the existing roadway system were evaluated to identify issues related to regional traffic operations in the GIAMPO region. Traffic operations were reviewed from two different perspectives:
• Peak period travel conditions
• Passenger and Freight Travel reliability
Peak Period Travel Conditions
The traffic operations analysis focused on evaluating congestion levels during typical peak period (“rush hour”) conditions. For the GIAMPO area, the peak period of travel is weekdays
between 4 and 6 PM, when the highest percent of daily traffic for any given time is on the road. This is shown in Figure 5-3, which compares the hourly percentage of daily traffic in the Grand Island area over the course of a typical weekday to the national average.
0 0 0
2
0
5
3
2
3 3
0
1
2
3
4
5
6
2014 2015 2016 2017 2018
Fatal Crashes Serious Injury Crashes
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Existing System Performance
Gradations of traffic congestion are communicated in terms of level of service (LOS), which is presented using letter grades ranging from A through F. Figure 5-4 below provides a graphical description of the LOS grading system. The traffic operations analysis indicates limited peak period congestion in Grand Island. Most of the roads in within the GIAMPO area experience LOS A or B conditions, with a few corridors experiencing LOS C or D.
Figure 5-3: Comparison of the Hourly Percentage of Daily Traffic in the
Grand Island Area and the National Average
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Existing System Performance
Figure 5-5 illustrates the results of the current peak period traffic conditions analysis, which
looks at the ratio of daily traffic volumes to the designed capacity of each functionally classified
roadway. This approach is termed “Volume over Capacity” (V/C).
Figure 5-4: Level of Service Descriptions
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Existing System Performance
Figure 5-5: Estimated Peak Period Traffic Operations
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Existing System Performance
Travel Reliability
Passenger Travel Reliability
Travel reliability is another method for evaluating traffic operations. Travel reliability evaluates
how predictable travel times along corridors are for both passenger and freight traffic.
Passenger vehicle travel reliability is assessed using the Level of Travel Time Reliability
(LOTTR) metric. This metric uses a standardized approach to compare a corridor’s travel time
on a higher delay day (80th percentile travel time) to the same corridor’s travel time on an
average day. The LOTTR reflects how predictable daily travel is along that corridor and is only
applied to the Interstate and non-Interstate NHS corridors.
Within GIAMPO, the LOTTR along the interstate is considered reliable. The only corridors
experiencing reliability issues are at small segments of:
• US Highway 281 and US Highway 34.
• US Highway 34 and Locust Street. Figure 5-6 illustrates the LOTTR for the reliability results for the worst period (AM or PM) for each segment in 2018.
Freight Reliability
Truck travel reliability is assessed using the Truck Travel Time Reliability (TTTR) metric. This metric also uses standard approach to compare truck travel times in a corridor on a higher delay day (95th percentile travel time) to the corridor’s truck travel time on an average day. Like the LOTTR, the TTTR reflects how predictable truck travel is along a corridor. One difference
between these two metrics is that TTTR is only applied to the Interstate system whereas LOTTR is applied to both Interstate and non-Interstate NHS routes.
The TTTR analysis for the Interstate system in the Grand Island Area MPO shows that much of
Interstate 80 (I-80) was classified as “unreliable” for freight traffic during the reporting period.
Figure 5-7 illustrates reported TTTR. It should be noted that during this reporting period, there
was construction on I-80 for several months which likely made these segments less reliable for
freight travel than during typical conditions. These segments should be monitored in future
years for TTTR performance.
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Existing System Performance
Figure 5-6: Level of Travel Time Reliability (LOTTR) for the Grand Island Area MPO, 2018
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Existing System Performance
Figure 5-7: Truck Travel Time Reliability (TTTR) for the Interstate System within the Grand Island Area
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Existing System Performance
Bridge Conditions
Grand Island Area Bridges
There are 99 bridges within the Grand Island MPO area, and 35 of these structures are located on the NHS. The conditions of these bridges, as well as all 99 bridges within the MPO boundary, are presented in Table 5-1.
Table 5-1: NBI Ratings of Bridges within the Grand Island MPO Boundary
Bridge Ratings NHS Bridges
All Bridges (NHS and Non-NHS)
Good 16 58
Fair 19 41
Poor 0 0 Source: National Bridge Inventory As shown in Table 5-1 there are:
• 16 NHS bridges in good condition.
• 19 NHS bridges in fair condition.
• No NHS bridges in poor condition.
The NHS bridges were further analyzed to calculate the bridge condition by deck area. Table 5-2 presents the total deck area of NHS bridges by condition rating.
Table 5-2: Ratings of Grand Island NHS Bridges by Deck Area
Bridge Rating NHS Bridge Deck Area*
% of Total Deck Area* Good 14,692 36%
Fair 25,993 64%
Poor - 0%
Total 40,685 100%
* Deck area is reported in square meters
For Grand Island area bridges on the NHS, 36% of the total deck area is rated in Good condition while the remaining 64% is rated in Fair condition. Figure 5-8 shows the condition of all bridges in the MPO study area.
Bridge Performance Measures
Nebraska DOT has requested that MPOs support these two state targets:
• Keep at least 95% State-Owned Bridges in Good or Fair Condition.
• Keep less than 10% state system of total deck area on NHS classified as Structurally
Deficient.
As noted, no bridges on the NHS are in poor condition in the GIAMPO area and are thus
supporting the State performance measure targets.
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31 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Existing System Performance
Pavement Conditions
Pavement conditions for the NHS were analyzed based on 2019 data obtained from the NDOT.
Pavement ratings were determined based on a series of indicators such as pavement rutting,
faulting, and cracking and then organized into the following categories:
• Good: Pavement exhibiting minimal rutting, faulting, and/or cracking.
• Fair: Pavement has some rutting, faulting, and/or cracking.
• Poor: Pavement has significant rutting, faulting, and/or cracking.
Of the 101 miles analyzed, over 75% is rated in Good condition. The next largest proportion of
NHS pavement is rated as being in Fair condition while less than 1% is considered in Poor
condition.
Table 5-3 summarizes the ratings for all 101 miles.
Table 5-3: Summary of Pavement Ratings for NHS Roads
Source: Nebraska Department of Transportation
The condition of pavement in the MPO study is shown Figure 5-9.
Pavement Condition Length (miles) System Miles Percentage
Good 78.5 77.4%
Fair 22.5 22.2%
Poor 0.5 0.4%
Total 101.5 100%
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Figure 5-8: Bridge Conditions within the Grand Island Area MPO Boundary
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Figure 5-9: Pavement Conditions within the Grand Island Area MPO Boundary
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Freight System
Trade has historically been, and will continue to be, an integral part of the Nebraska and Grand Island area economy. As the original transcontinental railroad developed westward in the mid-1860’s, Grand Island developed as a change point for Union Pacific Railroad engines and crews. During the late nineteenth century, the city emerged as a hub for rail traffic and connected to rail lines throughout the American west, cementing Grand Island as a center for
regional rail freight activity.
Today, the GIAMPO area continues its role as a major multimodal freight center served by highway, rail, air, and pipeline freight carriers. Notable modal freight facilities include:
• Federal and state highway system facilities: Interstate 80, US Highways 30, 34, and 281, and Nebraska Highway 2.
• Air freight services: Central Nebraska Regional Airport.
• Rail freight services: Union Pacific (UP) and Burlington Northern-Santa Fe (BNSF).
• Natural gas pipeline: Tallgrass Interstate Gas Transmission.
Highway Freight
Regional Freight Movements
Highway freight facilities within the GIAMPO area include Interstate 80, U.S. Highway 30, U.S. Highway 34, U.S. Highway 281, and Nebraska Highway 2. Additionally, several non-
Highway roads in the City of Grand Island are utilized by trucks, including Locust Street, 1st Street, 2nd Street, Eddy Street, and Broadwell Avenue. Figure 5-10 illustrates the current highway freight network in the GIAMPO region.
Grand Island Area Freight Movements
A corridor-level analysis was also conducted for the major NHS freight routes contained within the boundary of the GIAMPO planning area. Table 5-4 presents the resulting projections for
growth in daily truck traffic (referred to as Average Annual Daily Truck Traffic or AADTT) for these corridors through the plan horizon.
Table 5-4: Projected Growth in Daily Truck Traffic on Interstate and NHS Routes
Source: Federal Highway Administration, Freight Analysis Framework
These large future increases in truck volumes can lead to the potential for significant impacts on GIAMPO highway facilities. The needs for public expenditures on roadway maintenance and the potential for highway capital improvements could increase, while the operations and reliability of the highway system for both trucks and passenger vehicles could decrease due to these trends.
Highway Facility 2012 AADTT 2045 AADTT % Change
Interstate 80 7,775 26,200 236%
US Highway 281/34 1,750 3,952 122%
US Highway
30 994 1,731 74%
Nebraska Highway 2 315 835 161%
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Figure 5-10: Highway Freight Network within the GIAMPO Region
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Air Freight
The Central Nebraska Regional Airport (KGRI) is the major aviation facility in the GIAMPO area.
This facility is owned by the Hall County Airport Authority and maintains four runways that
service an average of 69 aircraft per day. In terms of operations, the Central Nebraska Regional
Airport has 35 aircraft based at the field. At the airport, 41% of operations are associated with
transient general aviation, 26% are local general aviation, 26% are commercial aviation, and the
remaining 7% are for military aviation purposes.8 A discussion of commercial air service at the
Central Nebraska Regional Airport is provided later in this document.
While the Central Nebraska Regional Airport mainly serves non-freight needs, a 2016 study
conducted by the University of Nebraska estimated that this facility receives approximately
1,144 tons in total annual operations each year, making it number two behind Omaha’s Eppley
Airfield in terms of air cargo operations in the State.9
Rail Freight
Rail freight plays a significant role in the local economy of the GIAMPO region as evidenced by
the 140 trains that pass through every day.10 There are three railroads operating in the region:
• Union Pacific has a main line route traveling through Grand Island.
• Burlington Northern Santa Fe has a main line route traveling through Grand Island.
• Nebraska Central Railroad Company, owned by Rio Grande Pacific Railroad, also
operates a rail line that connects with UP in the northern part of the City of Grand Island.
In addition to the rail lines found within the GIAMPO boundary, there are a number of rail
facilities and crossings throughout the GIAMPO area, including “The Diamond”, where
Burlington Northern-Santa Fe track passes over a Union Pacific main line and serves as a
notable tourist attraction for railroad enthusiasts.11 The Federal Railroad Administration’s
Highway-Rail Crossing Inventory indicates that there are 87 rail crossings within the GIAMPO
boundary, and 65 of these crossings are at-grade and public.
Pipelines
Freight movements via pipeline accounted for 11% of total freight movement by weight in
Nebraska during the year 2015. This important freight mode is utilized mainly for the
transmission of energy products, such as petroleum, natural gas, crude oil, and hydrocarbon
gas liquids. Within the GIAMPO planning area, a natural gas pipeline operated by Tallgrass
Interstate Gas Transmission is the only pipeline currently in operation.
8 Central Nebraska Regional Airport FAA Information, https://www.airnav.com/airport/KGRI.
9 Nebraska State Freight Plan, 2017. https://dot.nebraska.gov/media/10761/nebraska-freight-plan.pdf.
10 Grand Island, Railroad Hot Spot. https://visitgrandisland.com/visitors/
11 Grand Island Tourism, https://visitgrandisland.com/visitors/attractions/railroad.html#targetText=Grand%20Island's%20hotspot%20is%20known,along%20the%20original%20transcontinental%20mainline.
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Existing Bicycle and Pedestrian System
Walking and Biking in Grand Island
Walking and biking are a relatively small portion of commute trips, with 1.2% of Grand Island
workers walking to work and 0.7% of Grand Island workers using a bicycle for work trips12. The
walk share is lower than the state of Nebraska as a whole, as 2.7% of commuters statewide
walk. However, Grand Island’s share of bicycle commuters is higher than Nebraska as a whole,
as only 0.4% of statewide commuters bike. Table 5-5 presents a comparison of non-private
vehicle commuting habits for the City of Grand Island, Hall County, the state of Nebraska, and
the United States.
Table 5-5: Non-Private Vehicle Means to Work
Means to Work City of Grand Island Hall County, NE State of Nebraska United States Bicycle 0.7% 0.6% 0.4% 0.6% Walk 1.2% 1.2% 2.7% 2.7% Public transit 0.7% 0.9% 0.7% 5.1% Taxi, motorcycle, or other means 1.1% 1.0% 0.9% 1.2%
Source: American Community Survey, 2017 5-Year Estimates
Figure 5-11 shows the locations of the on-street and off-street bicycle and pedestrian facilities
within the GIAMPO boundary.
Transit System
Public transit for the City of Grand Island and Hall County is provided by the Central Ride Agency of Nebraska (CRANE), which operates a demand-response service open to the public. In addition to serving the City of Grand Island and Hall County, CRANE provides service to residents of Alda, Wood River, Cairo, and Doniphan.13
CRANE operates Monday through Friday from 6:00 AM to 5:00 PM, and charges $2.00 per boarding. Since CRANE is a demand-response service, users must schedule their rides a minimum of 24 hours in advance.
According to the National Transit Database (NTD) agency profile for CRANE, the total area
served by this organization is 546 square miles. The number of vehicles operated at maximum service is 11, and the average age of the fleet vehicles is 5.2 years.
In addition to CRANE, public transit service within the portion of the GIAMPO region that falls within Merrick County is served by Central City Mini Bus out of Central City, NE. Central City Mini Bus is similar to CRANE in that it is a demand response service available to the public with a 24-hour advance reservation. Central City Mini Bus charges a flat, round-trip rate of $10 for
service to the City of Grand Island. For rides to destinations within Central City, the cost of a one-way trip is $0.50.
12 American Community Survey (ACS) 2017 5-Year Estimates
13 City of Grand Island Public Works, Transit. https://www.grand-island.com/departments/public-works/transit
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Figure 5-11: GIAMPO Bicycle and Pedestrian Facilities
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Other Regional Connections
The availability of other transportation modes allows for individuals to travel without relying on a private automobile, and the efficiency of these alternate modes is contingent upon their ability to effectively connect to regional destinations. For the GIAMPO area, the existing regional connections include commercial air services, intercity bus service, and passenger rail service.
Commercial Air Service
The Central Nebraska Regional Airport offers commercial air service within the GIAMPO area. Two airlines currently operate commercial service at the Central Nebraska Regional Airport:
• Allegiant Air: currently offers non-stop flights to the Phoenix-Mesa Gateway Airport and
the McCarran International Airport in Las Vegas.
• American Eagle: offers non-stop service to the Dallas-Fort Worth Airport.
In addition to Allegiant Air and American Eagle, flights to Wendover, Utah and Laughlin, Nevada can be chartered throughout the year.
Since the year 2009, the number of annual enplanements has increased from 20,136 to 63,298 in 2018. During this ten-year period, annual enplanements peaked at 68,879 in 2016 then saw slight declines in both 2017 and 2018. Figure 5-12 presents the annual enplanement figures from the Federal Aviation Administration for the ten-year period of 2009-2018.
Figure 5-12: Annual Enplanements for the Central Nebraska Regional Airport,
2009-2019
Source: Federal Aviation Administration, Air Carrier Activity Information System14
14 2019 Enplanement data was sourced from the Grand Island Independent, Jan. 7, 2020 https://www.theindependent.com/news/local/central-nebraska-regional-airport-sets-passenger-record-in/article_2eb58eaa-319d-11ea-980c-5717d3da75d9.html.
20,136
37,101
47,167
56,138 57,16561,400 64,602
68,879 66,842
63,298
71,207
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2008 2010 2012 2014 2016 2018 2020
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Intercity Bus Service
Several intercity bus service options exist in the GIAMPO region.
• Greyhound Bus: offers intercity bus services to a variety of locations across the U.S.
Travelers are picked up and dropped off at the Greyhound Bus Depot located just south
of downtown Grand Island, near the junction of NE Highway 2 and U.S Highway 34.
• Arrow Stage Lines: offers charter bus rental services and has a facility in northern
Grand Island, near the Central Nebraska Regional Airport.
• The Navigator Airport Express: offers 6 airport shuttle trips per week and serves the
Nebraska communities of Kearney, Grand Island, Hastings, York, Lincoln, and Omaha.
Passenger Rail Service
Passenger rail service is currently not offered in the GIAMPO area. The nearest passenger rail facility is the Amtrak station located 25 miles south of the City of Grand Island, in the City of Hastings.
Additional Mobility Providers
Alternate mobility options for travelers in the GIAMPO region includes the ridehailing services
Uber and Lyft, which have been operating in Grand Island since 2016. There are also several
traditional taxi services operating throughout the region, serving the GIAMPO area along with
the communities of Hastings, York, and Kearney. Ridesharing and carsharing services, such as
Zipcar and Getaround, that allow members to use a personal automobile through a membership
and hourly fee structure, are not currently available in the GIAMPO region. For individuals who
wish to rent a personal vehicle, there are traditional car rental agencies.
System Performance and Progress Towards Targets
As part of the MAP-21 federal legislation, all State transportation agencies and MPO’s were
required to adopt transportation system performance and report annual progress made towards
them. MPO’s have the option to adopt statewide targets or adopt their own.
GIAMPO has chosen to support Nebraska DOT’s adopted targets, which are concerned with
safety, infrastructure condition, system operations performance, and transit asset management.
Below is a summary of the statewide performance targets the MPO aims to meet, the baseline
target calculated the year prior to the establishment of the statewide performance target, and
the actual performance outcome for each measure. Note that performance results shown for the
GIAMPO region are for illustrative purposes.
Safety
The safety performance measures adopted by the Nebraska DOT and supported by GIAMPO
relate to the number and rate of fatal and serious injury crashes as well as the frequency of non-
motorized crashes. Table 5-6 shows the 2021 safety targets and GIAMPO’s performance, in
terms of 5-year averages, based on the 2014-2018 crash data.
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Table 5-6: Statewide Safety Performance Targets and GIAMPO Progress
Performance Measure
Statewide Target (2016-2021)
Statewide Baseline (2014-2019)
Statewide Performance (2017-2021)* GIAMPO Performance
Number of Fatalities 241 234.0 243.3 3.4
Rate of Fatalities per 100 million VMT 1.13 1.126 1.138 0.73
Number of Serious Injuries 1,408 1,476 1,408.1 34.4
Rate of Serious Injuries per 100 million VMT 6.507 7.102 6.502 7.4
Number of Non-motorized Fatalities and Serious Injuries 126.6 134.2 126.6 3.6
*Statewide performance is recorded as a 5-year rolling average
Source: Nebraska DOT, Hall County, Merrick County
Infrastructure Condition
Infrastructure condition is concerned with existing pavement and bridge conditions in the
GIAMPO area. Table 5-7 contains the 2020 statewide targets and GIAMPO performance.
Table 5-7: Statewide Infrastructure Performance Targets and GIAMPO Progress
Performance Measure
Statewide Target (2016-2021)
Statewide Baseline (2014-2019)
Statewide Performance (2017-2021) GIAMPO Performance % of Interstate pavements in Good condition 50% N/A 80.0% 10.60%
% of Interstate pavements in Poor condition 5% N/A 0.1% 0%
% of non-Interstate NHS pavements in Good condition 40% 63.4% 63.0% 82.40%
% of non-Interstate NHS pavements in Poor condition 10% 11.5% 12.2% 0.50%
% of NHS bridges by deck area classified as in Good condition 55% 61.0% 56.5% 34%
% of NHS bridges by deck area classified as in Poor condition 10% 1.9% 1.9% 0%
Source: Nebraska DOT, National Bridge Inventory
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System Operations Performance
Travel reliability is used as the main performance measure for assessing system operations
performance. Table 5-8 presents the 2021 targets adopted by the Nebraska DOT and
supported by GIAMPO, as well as the passenger and freight reliability based on 2019 data.
Table 5-8: Statewide System Operations Performance Targets and GIAMPO
Progress
Performance Measure
Statewide Target (2016-2021)
Statewide Baseline (2014-2019)
Statewide Performance (2017-2021) GIAMPO Performance % of Person-Miles Traveled on the Interstate that are Reliable 94.0% 98.9% 97.5% 100%
% of Person-Miles Traveled on the non-Interstate NHS that are Reliable 88.0% N/A 91.3% 99.7
Freight Reliability 1.25 1.10 1.15 1.21
Source: Nebraska DOT, National Performance Management Research Dataset
Transit Asset Management
Transit asset management (TAM) seeks to ensure that public capital assets are maintained in
good condition and proactive steps are taken in managing them. Hall County Public Transit
along with the City of Grand Island have elected to participate in group TAM planning in which
performance targets are developed based on the transit equipment’s Useful Life Benchmark
(ULB). Table 5-9 below shows the group TAM performance targets that were adopted in 2018.
Table 5-9: Transit Asset Management Performance Targets
Category Class Default ULB Performance Target
Rolling Stock Cutaway Bus 10 years 50% of fleet exceeds default ULB
Minivan 8 years 50% of fleet exceeds default ULB Van 8 years 50% of fleet exceeds default ULB
Equipment Automobile 8 years 75% of fleet exceeds default ULB
Facilities Admin/Storage 40 years 70% of facilities rated under 3.0 on TERM scale
Source: Nebraska DOT
Transit Safety
Under the Federal Public Transportation Agency Safety Plan (PTASP) rule, public transit
agencies receiving Federal funding under the FTA’s Urbanized Area Formula Grants are
required to publish safety plans that include processes and procedures to implement Safety
Management Systems.15 As part of these PTASP plans, public transit agencies must publish
safety performance targets for their operations. The PTASP safety targets for CRANE are
shown in Table 5-10.
15Federal Transit Administration, https://www.transit.dot.gov/PTASP
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Table 5-10: Public Transportation Agency Safety Plan Performance Targets for
CRANE Public Transit
Category Performance Target 2021 Baseline Target
Fatalities Total 0 0
Rate per 100,000 VRM* 0 0
Injuries (Major/Minor) Total TBD** Reduction from 2024 Baseline
Rate per 100,000 VRM TBD Reduction from 2024 Baseline
Safety Events (Minor/Major)
Total TBD Reduction from 2024 Baseline
Rate per 100,00 VRM TBD Reduction from 2024 Baseline
System Reliability (Minor/Major) VRM Between Failures TBD Reduction from 2024 Baseline
Source: CRANE Public Transportation Agency Safety Plan, 2020 *VRM is Vehicle Revenue Mile
**TBD-To be determined in 2024 as GIAMPO will not publish a 2021 baseline for these measures
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Chapter 6 Future System Performance
Regional Growth Overview
Several sources of data were evaluated for identifying growth trends and reasonable forecasts
of future population, household, and employment levels. Data from the Center for Public Affairs
Research (CPAR) at University of Nebraska Omaha, Woods and Poole economics16, and
historical population data from the US Census Bureau were all reviewed. The study team
considered the planning impacts of each dataset and decided that for planning purposes, a
combination of US Census historical trends and Woods and Poole Economics was the preferred
source of projection data.
• Population Projections: Historical trend analysis for US Census data for Grand Island
indicated very steady population growth between the years 1980 to 2017. This trend was
combined with estimates of MPO areas not in Grand Island MPO areas to develop an
overall MPO area population growth projection of 24% growth between 2017 and 2045.
• Employment Projections: Woods and Poole data for Hall County were used as the
basis for the employment projections, with adjustments made to the MPO-level
employment projections for population growth, and accounting for MPO areas not in Hall
County. Based on this methodology, job growth by sector was projected through 2045
for the following sectors: Service, Government, Basic sector, and Retail.
• Household Projections: Woods and Poole data also include projections of age cohorts,
birth rates, and household formation. The data for Woods and Poole for Hall County
indicated that the average household size (persons per household) would increase by
1.4% through 2045.
The resulting population, household, and employment projections are shown in Table 6-1.
Table 6-1: GIAMPO Population, Household, and Employment Projections through
2045 2017 2045 Change
Population 58,756 72,772 +24% Households 21,769 26,588 +22%
Employment Totals 32,590 41,715 +28%
Retail Sector Jobs 4,801 4,829 +1% Service Sector Jobs 14,752 21,562 +46%
Basic Sector Jobs 12,011 14,050 +17%
Government Sector Jobs 1,026 1,274 +24%
Average Household Size 2.70 2.74
Population-Jobs Ratio 1.80 1.74
Sources: Grand Island MPO, US Census Bureau, Woods and Poole Economics
16 Woods and Poole is an economics firm specializing in national and regional models for long-term county economic and demographic data projections. These data provide insights into employment trends within industry sectors.
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Allocation of Growth
The purpose of development allocation was to identify the location of the new jobs and housing
associated with the future development anticipated in Table 6-1. For the purposes of use in the
GIAMPO Travel Demand Model (TDM), this growth needed to be allocated to the transportation
analysis zone (TAZ) structure of the model for the 2045 planning horizon. The allocation was
developed on input from local planning and engineering staffs, and rooted in their understanding
of current development densities (jobs per acre, housing units per acre), local planning and
development expertise related to the market, and an understanding of which areas have or are
anticipated for urban services (water, sewer, etc.).
The resulting growth by TAZ is shown in Figure 6-1 and Figure 6-2. Each figure displays the
net growth in number of households and net growth in number of jobs for each respective TAZ.
GIAMPO Travel Demand Model
As a part of the LRTP update, the TDM was updated to reflect conditions representative of a
base year 2017. The TDM is a computer simulation that evaluates the interaction of land
development and the transportation system that allows for testing of various projects and growth
scenarios. It is the primary tool for forecasting future traffic conditions in the GIAMPO area. It
does not currently have the capability to model transit, walking, or biking trips. More information
on the TDM is provided in the GIAMPO 2045 Travel Demand Model Validation Report.
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Figure 6-1: 2018-2045 Household Growth by TAZ
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Figure 6-2: 2018-2045 Employment Growth by TAZ
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2045 Existing Plus Committed Future Baseline
The baseline future year TDM scenario used as a starting point for the 2045 LRTP is the
“existing-plus-committed” (E+C) roadway network scenario. The 2045 E+C scenario represents
no improvements to the current roadway network beyond those projects currently under
construction, included in GIAMPO’s Transportation Improvement Program (TIP), or in a member
jurisdiction’s Capital Improvement Program (CIP). These projects are considered “committed”
as project funding is anticipated to be available for implementation over the next four years. The
projects that are considered “committed” and included in the E+C scenario are:
• Old Potash Highway reconstruction and widening between North Road and Old Fair
Road.
• North Road reconstruction to 3-lanes between Highway 30 and Highway 2.
• Claude Road construction between Old Potash Highway and Faidley Avenue.
• Reconstruction of Broadwell Avenue-State Street-Eddy Street intersection as a
roundabout.
• Highway 30 realignment and reconstruction from west of Monitor Road to Claude Road.
• Capital Avenue widening to 3-lanes from Morrows Creek to North Road.
There are other roadway projects included in current TIP and CIPs that are not included on this
list, since those other projects are maintenance projects, such as a road resurfacing, that do not
impact roadway capacity and would have no impact on model forecasts.
Using the housing and employment data reflected in Figure 6-1 and Figure 6-2, traffic volume
forecasts were developed by comparing output from the 2015 base travel model and 2045 E+C
network scenario travel model. The resulting traffic forecast operations for peak conditions in
2045 is shown in Figure 6-3.
Future traffic operational issues were assessed using a Level of Service approach like the
existing conditions traffic operations analysis.
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Figure 6-3: 2045 E+C Scenario Traffic Forecasts
The resulting analysis indicates a limited set of future corridors with anticipated peak period
congestion in Grand Island. This analysis found that after the committed projects have been
implemented, there are some future areas of congestion expected to emerge:
• US 281 between US 34 and Faidley (LOS D/E).
• Capital Ave between Broadwell and St Paul Rd (LOS D/E).
• Broadwell Ave between Faidley and 3rd (LOS D).
• Anna St between Broadwell and Adams (LOS D).
Figure 6-4 shows the level of service results for the 2045 E+C scenario.
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Figure 6-4: 2045 E+C Scenario Peak Period Traffic Operations
Future System Performance
In addition to identifying corridor-level traffic operations, the TDM can be used to evaluate
overall system performance and regional travel characteristics between today and 2045. Table
6-2 shows a summary of the growth. The highlights of this regional travel changes include:
• Total System Trips: Daily trips represent the number of vehicle trips estimated by the
TDM. Trips are a function of households and employment and were estimated to
increase by 21% during the 28-year forecast period.
• Vehicle Miles Traveled (VMT) Growth: VMT represents the total distance people drive
in the Grand Island Area. VMT is a calculation of the number of study area trips
multiplied by each trip’s length in miles. VMT is forecasted to grow by 25%, more than
trip growth. This means in the future the average trip will be longer distance than it is
today.
o Average trip lengths, which are estimated by comparing VMT to total trips for
2018 and 2045, are forecasted to increase by 3%.
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• Vehicle Hours Traveled (VHT) Growth: VHT represents the total time spent driving in
vehicles across the Grand Island Area. VHT is a calculation of the number of study area
trips multiplied by each trip’s time duration. VHT is forecasted to grow by 25%, more
than trip growth. This means in the future the average trip will take more time than it
does today.
o Average travel speeds, which are estimated by comparing VMT to VHT for 2017
and 2045, are forecasted to decrease slightly by less than 1%.
Table 6-2: Grand Island Area System Performance Statistics 2017 2045 E+C Growth
Households 21,769 26,588 22%
Employment 31,009 40,134 29%
Balanced Trips 309,974 375,619 21%
Daily VMT (Miles)* 1,283,168 1,603,418 25%
Daily VHT (Hours)* 28,419 35,566 25%
Average Trip Length (Miles) 4.14 4.27 3%
Average Travel Speed (MPH) 45.15 45.08 <-1%
*Centroid Connectors not included
Multimodal System Opportunities
The future growth estimated for the GIAMPO planning area has several implications for the
multimodal system. As population and employment levels in the region grow, investment in the
bicycle and pedestrian and transit systems can improve regional multimodal opportunities and
connectivity while helping the MPO make further progress towards the LRTP goals. The
multimodal system opportunities within the GIAMPO region are discussed below.
Bicycle and Pedestrian System Opportunities
The 2018 Bicycle and Pedestrian Master Plan provided detailed strategies for improving the
regional bicycle and pedestrian system. Building off these strategies, the analysis completed,
and input received during the 2045 LRTP, the major bicycle and pedestrian system strategies
being considered are:
• Off-Street Facilities: Pursue further development of the regional trail system and create
connections to existing and future trails. This includes incorporating trail
accommodations into future roadway improvement projects and identifying key corridors
not adjacent to streets that will improve overall regional trail system connections.
• On-Street Facilities: Identify potential on-street corridors where bicycle and pedestrian
facilities could be sited on low-volume and low-speed streets. Specific on-street
treatments might include bicycle boulevards, separated bicycle lanes, or similar facilities.
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Transit System Opportunities
The major public transit opportunity presented by future development and regional growth is to
identify future development areas whose design and density could support expanded transit
service. Some of the major residential and employment growth areas include:
• Northwest and southwest Grand Island are anticipated to see the highest residential
growth
• Southern Grand Island, along the U.S. 281 and U.S. 34 corridors, as well as northern
Grand Island around Highway 2 and N Webb Road are anticipated to see the highest
employment growth.
Areas with dense, walkable development patterns and a diversity of land use types are often the
most conducive to supporting effective transit service. As development occurs over the planning
horizon, development patterns that emerge will be the key to whether transit services can
effectively serve those areas.
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Future Transportation Revenues
Chapter 7 Future Transportation Revenues
MPO Funding
An important aspect of LRTPs is the identification of potential transportation projects and their
associated funding mechanisms. The LRTP must be fiscally constrained and demonstrate the
MPO and local jurisdictions’ capability to implement planned projects using committed or
reasonably assumed future revenue sources while ensuring the Federal-aid transportation
system is still in adequate operation and is well-maintained.17 This section of the report will
summarize:
• Current and potential Federal, State, and local revenue sources for the Grand Island
Area Metropolitan Planning Organization (GIAMPO)
• Historical funding trends
• Projected future revenues
Federal Revenue Sources
Overview of Federal Funding Programs
Multiple Federal programs have been used to fund past transportation projects in the GIAMPO
region. These Federal funding programs include:
• Surface Transportation Block Grant Program (STBG): The STBG program allocates
funds to States and Localities for projects that improve the performance and/or condition
of the Federal-aid highway system, bridges, tunnels, pedestrian, bicycle, and transit
capital projects. GIAMPO does not receive any STBG funding directly.
• Surface Transportation Block Grant Program funding for Transportation
Alternatives (STBG-TA): The STBG-TA program provides funding for a range of
smaller-scale projects such as pedestrian and bicycle facilities, recreational trails, safe
routes to school, historic preservation, vegetation management, and environmental
mitigation. A portion of STBG-TA funds are awarded by NDOT to local jurisdictions for
eligible projects on a competitive basis.
• National Highway Performance Program (NHPP): The NHPP provides funds for
projects that support the condition and performance of the National Highway System,
such as new NHS facilities, that support progress towards performance measure targets.
All NHPP funding in the GIAMPO area is directed by NDOT.
• Highway Safety Improvement Program (HSIP): The HSIP provides funds for highway
safety projects that achieve significant reductions in traffic fatalities and serious injuries.
Non-State-owned roads and tribal roads are eligible for HSIP funds. A portion of HSIP
projects are awarded by the state on a competitive basis.
• National Highway Freight Program (NHFP): The NHFP provides funds for projects that
improve the efficient movement of freight on the National Highway Freight Network
(NHFN). State DOT’s receive apportionments of Federal NHFP funds then distribute the
17 Federal Highway Administration, Financial Planning & Fiscal Constraint. https://www.transit.dot.gov/regulations-and-guidance/transportation-planning/financial-planning-fiscal-constraint.
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funds for state and local projects. The only GIAMPO corridor that is part of the NHFN is
Interstate 80.
• FTA Section 5307 Urbanized Area Formula Program: Section 5307 funds are available
to urbanized areas to support transit capital investments and operating assistance.
• FTA Section 5339 Bus and Bus Related Facilities: Section 5339 funds are available to
States and direct recipients to replace, rehabilitate, and purchase transit buses, and
equipment as well as to construct bus facilities that incorporate innovative technologies.
• FTA Section 5311 Formula Grant for Rural Areas: Section 5311 is a formula-based
funding program designed to support the mobility needs of rural communities through
funding for capital, planning, and operating assistance for public transit agencies in rural
areas with populations below 50,000.
Historic Federal Funding Levels
Historic Federal funding levels for the Grand Island Area MPO were identified through the
review of past years Transportation Improvement Programs (TIPs) and interviews with MPO
and Nebraska DOT staff. In addition to presenting historic funding levels by year, average yearly
funding values are given in:
• Year of Expenditure (YOE): Value in the given year’s dollars.18
• 2020 Dollars: Value in 2020 dollars.19
NHPP Funding
Historical NHPP funding levels are presented in Table 7-1. Current funding for the STBG and
STBG-TA programs is discussed below.
Table 7-1: Historical Funding Levels for NHPP Projects
Year NHPP
2016 $998,000
2017 $11,396,000
2018 $14,684,000
2019 $0
2020 $0
Average (YOE $) $5,415,600
Average (2020 $) $5,830,850
Source: Grand Island Area MPO, Transportation Improvement Program
It should be noted that NHPP funds are directed by Nebraska DOT for projects as needed on
the NHS state routes. No NHPP funding levels beyond currently programmed projects will be
shown in the fiscally constrained portions of the LRTP.
STBG Funding
Jurisdictions in the GIAMPO area have opted to forgo STBG funding in favor of receiving
Federal Fund Purchase Program (FFPP) buyout funds. For areas of Nebraska outside of
Lincoln and Omaha that receive FFPP funding, the STBG dollars are used by Nebraska DOT
18 Year of Expenditure assumptions are: 3% budget growth, 4% project cost growth.
19 Based on assumed 3% budget growth, directed by NDOT staff.
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for state highway projects.20 District Engineers coordinate with Local Public Agency (LPA)
officials to identify state highway projects within their jurisdictions and allocate STBG funds for
them. More discussion of FFPP funding is provided later in this chapter.
STBG-TA Competitive Funding
LPAs within the State of Nebraska compete annually for the STBG-TA funds allocated to the
Nebraska DOT from the Federal government. These funds are eligible for the same small-scale
transportation projects that are eligible under the Federal STBG-TA program. Estimates of
current funding levels are that approximately $3.4 million in STBG-TA dollars are distributed
each year; approximately $500,000 annually is allocated to first class cities and the remaining
$2.9 million is allocated statewide. While no allocations of this funding are guaranteed, based on
population it is estimated that in a typical year the Grand Island area could reasonably secure
4.2% of this statewide share, or $143,000 annually in 2020 dollars.21 Table 7-2 shows the
projected STBG-TA funding levels by future year time band, in year of expenditure dollars. The
time bands for the plan include 20-years beyond the current GIAMPO 2021-2025 TIP:
• Short Term: 2026-2030
• Mid-Term: 2031-2037
• Long Term: 2038-2045
Highway Safety Improvement Program
Similar to STBG-TA funds, local jurisdictions are eligible to compete for HSIP funding for safety
projects. Estimates of current funding levels are that approximately $16 million in HSIP dollars
are distributed each year; approximately $5 million annually is allocated to state projects and the
remaining $11 million is allocated to jurisdictions statewide. While no allocations of this funding
source are guaranteed, based on population it is estimated that in a typical year the Grand
Island area could reasonably secure 3.1% of the statewide jurisdiction portion, or $340,000
annually in 2020 dollars. Table 7-2 shows the projected HSIP funding levels by future year time
band, in year of expenditure dollars.
Table 7-2: Projected Grand Island Area STBG-TA and HSIP Budget (YOE $)
Time Band Years HSIP Funds STBG-TA Funds
Short Term 2026-2030 $2,154,900 $906,700
Mid-Term 2031-2037 $2,497,800 $1,516,900 Long Term 2038-2045 $6,253,400 $2,164,900 Total $10,906,100 $4,588,500
Source: City of Grand Island 2020 Adopted Budget
Federal Transit Funding
Review of past years TIP documents identified the historical funding levels for the regional
transit system, which are shown in Table 7-3.
20 For STBG-eligible project categories described in this document.
21 Estimate based on GIAMPO study area having 10.9% of first class cities population and 3.1% of statewide population. This is not a guaranteed level of funding. GIAMPO will not receive funds every year.
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Table 7-3: Historical Funding Levels for FTA Programs
Year Section 5307 Section 5311 Section 5339
2016 $183,000 $18,000 $-
2017 $414,920 $- $104,000
2018 $459,000 $19,000 $104,000
2019 $408,000 $18,000 $-
2020 $498,000 $21,000 $-
Average (YOE $) $392,580 $15,200 $41,600
Average (2020 $) $412,910 $15,990 $44,800
Source: Grand Island Area MPO, Transportation Improvement Program
State Revenue Sources
Overview of State Funding Programs
The Nebraska DOT allocates additional transportation funds to localities across a series of
different programs. These State programs include:
• State Highway Trust Fund: The main transportation funding program for the State of
Nebraska. This funding source draws from several local and Federal sources that are
then allocated to Nebraska counties and municipalities.
• Build Nebraska Act: Enacted by the State Legislature in 2011, the Build Nebraska Act is
a 20-year funding program that captures one-quarter (1/4th) of one cent of the existing
state sales tax to fund improvements to state and local highways, roads, and streets.
85% of the receipts are designated to the NDOT for expansion and construction of the
State expressway and High Priority Corridors. The remaining 15% is allocated to
counties and municipalities on a formula basis. The portion of the Build Nebraska Act
dedicated to specific highway projects includes these two projects in:
o Construction of the US 30 / US 281 realignment and 4-lane widening just west of
Grand Island in the GIAMPO area (anticipated for construction between fiscal
years 2020 - 2023).
o Design of the Grand Island East Bypass (anticipated for planning and design
between fiscal years 2024 – 2033). This does not include construction of the
bypass.
• Motor Vehicle Fees: Motor vehicle fees collected by each of Nebraska’s counties are
distributed as 50% to the county treasurer of each county as a proportion of the most
recent amount paid by that county into the Highway Allocation fund, and 50% to the
treasurer of each municipality as a proportion of the most recent amount paid by that
municipality into the Highway Allocation Fund.
• Federal Funds Purchase Program (FFPP): NDOT began the FFPP in 2013 as means of
providing localities with more flexible funds to meet their transportation needs. Counties
and municipalities can trade their STBG and Highway Bridge Program funds to NDOT in
exchange for state funding for highway and bridge projects.
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Past Funding Levels
State Highway Trust Fund, Nebraska Build Act, and Motor Vehicle Fees
Each year, Nebraska DOT publishes a Highway User Revenue Distribution Report that
discloses the amount of State Highway Trust Fund, Nebraska Build Act, and Motor Vehicle Fee
monies that are disbursed to the counties and municipalities of the Nebraska. The amount of
funds distributed to Hall and Merrick Counties, and the Cities of Grand Island and Alda since
2016 were reviewed and presented in Table 7-4.
Table 7-4: State Highway Trust Fund, Nebraska BUILD Act, and Motor Vehicle Fee
Amounts Allocated to GIAMPO Member Jurisdictions, 2016-2019
Year Municipal Highway Allocation* Nebraska Build Act Motor Vehicle Fee
2016 $8,380,080 $346,690 $702,900
2017 $8,844,630 $349,450 $720,590
2018 $9,235,140 $365,550 $741,820
2019 $9,849,230 $373,060 $758,160
Average (YOE $) $9,077,270 $358,690 $730,870
Average (2020 $) $9,759,720 $386,030 $786,610
Source: Nebraska Department of Transportation.
*Municipal Highway Allocation includes Nebraska Build Act funds allocated in that year.
Federal Funds Purchase Program
State legislation passed in 2011 authorized the Nebraska DOT to enter annual purchase
agreements for federal aid transportation funds from LPA’s at discount rates. The purpose of the
FFPP is to grant LPA’s more flexibility in disbursing their monies to projects that better suit their
immediate needs and remove some of the rigidity associated with federal aid funds. While the
FFPP requires state funds be used for roadway and/or bridge projects, many of the federal
requirements and much of the federal oversight is removed and LPA’s can pursue a broader
range of transportation projects.
The specific federal funds and agencies that qualify under the FFPP are:
• STBG: All Nebraska Counties, Cities, and First Class outside of the Omaha and Lincoln
Metropolitan Areas.
• Highway Bridge Program (HBP): Counties and Cities of the First Class with deficient
bridges.
The eligible activities under the FFPP are:
• Road Projects: Construction, reconstruction, maintenance, or repair of public highways,
streets, roads, bridges, facilities, appurtenances, and roadway structures.
• Bridges: construction, reconstruction, improvements, repair, or maintenance of LPA
public road bridges.
• Other eligible activities: erosion protection, sidewalks, ADA ramps, curb and gutter
repair, and storm sewer repair.
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Past and Projected FFPP Amounts for Jurisdictions in the GIAMPO Area
The City of Grand Island, with a population of more than 5,000 and less than 100,000, is defined as a First Class City which makes it eligible for the STBG FFPP. The city has been eligible since 2015 while Hall and Merrick Counties have been eligible for the program since it began in FY
2013. All three LPA’s have been eligible for the HBP FFFP program since FY 2013.
Table 7-5 presents the previous seven years of FFPP for the STBG program funds allocated to the City of Grand Island, Hall County and Merrick County. Table 7-6 presents the same data for
the HBP program buy outs.
Table 7-5: Historical and Projected Funding Levels of the STBG Federal Funds
Purchasing Program
Fiscal Year (FY) City of Grand Island* Hall County Merrick County
Past Funding
2013 $0 $110,950 $96,280
2014 $0 $109,950 $95,490
2015 $866,750 $121,630 $106,170
2016 $904,530 $127,190 $110,930
2017 $918,400 $129,320 $113,070
2018 $946,600 $143,950 $115,900
2019 $970,020 $137,370 $121,200
*City of Grand Island was eligible for STBG FFFP beginning FY2015
Source: Nebraska Department of Transportation
Table 7-6: Historical and Projected Funding Levels of the HBP Federal Fund
Purchasing Program
Fiscal Year (FY) City of Grand Island Hall County Merrick County22
Past Funding
2013 $14,340 $39,460 $72,280
2014 $21,560 $49,270 $94,260
2015 $24,770 $43,690 $102,820
2016 $19,420 $66,640 $109,050
2017 $19,440 $63,970 $100,000
2018 $20,130 $66,250 $103,570
2019 $21,410 $50,190 $106,060
Source: Nebraska Department of Transportation
Local Revenue Sources
Overview of Local Funding Programs
While the Grand Island Area MPO receives Federal monies to fund local transportation projects,
Federal funds normally do not cover the entire cost of a project. Localities are typically required
to match a portion of total costs with their own monies; for most Federal programs, the match is
22 The majority of Merrick County is outside of the MPO area, thus most of this funding will be spent outside of the MPO area.
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80% of total project cost sourced from the Federal program and the remaining 20% from local
funds.
GIAMPO relies on several local funding sources to provide revenues for various transportation
projects, including public transit. Per the City of Grand Island’s Budget Book, the Capital
Improvements fund draws from the City’s General fund, Cemetery fund, State Gas Tax fund,
Keno fund, and Special Assessment fund.23 These funding sources are grouped into the
category “City funds”. Hall and Merrick Counties also provide annual funding for projects in the
GIAMPO area and are categorized as “County funds”. Table 7-7 displays the historical funding
levels from City and County sources for non-transit transportation projects, while Table 7-8
contains local funding levels for transit projects. As shown in Table 7-7, there has been
significant “banking” of funds over several years to complete several projects in 2019. The City
of Grand Island estimates that after paying for maintenance activities, that the future city
transportation funding levels will be approximately $2.5M per year.
Table 7-7: Historical City Funding Levels for Non-Transit Transportation Projects
Year City Funds
2016 $125,000
2017 $-
2018 $168,000
2019 $26,686,000
2020 $2,372,000
Average (YOE $) $5,870,200
Average (2020 $) $6,035,500
Source: Grand Island Area MPO, Transportation Improvement Program
Table 7-8: Historical City and County Funding Levels for Transit Projects
Year City Funds County Funds
2016 $60,000 $6,000
2017 $- $-
2018 $343,000 $6,000
2019 $286,000 $7,000
2020 $360,000 $9,000
Average (YOE $) $209,800 $5,600
Average (2020 $) $217,200 $5,870
Source: Grand Island Area MPO, Transportation Improvement Program
23 City of Grand Island, 2019 Budget Book. https://www.grand-island.com/home/showdocument?id=23101.
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Local Operations and Maintenance
The City of Grand Island maintains most of the local street system. Part of demonstrating fiscal
constraint within the LRTP is providing an understanding of operations and maintenance (O&M)
requirements for the GIAMPO study area. Based on a review of the most recent City of Grand
Island budgets, there is $6,438,000 spent on O&M for streets. Based on current budgeted O&M
costs, Table 7-9 provides projections on the future O&M levels.
Table 7-9: Projected Grand Island O&M Budget
Time Band Years O&M Spending
Short Term 2026-2030 $40,810,000
Mid-Term 2031-2037 $68,290,000
Long Term 2038-2045 $97,460,000 Total $206,560,000
Source: City of Grand Island 2020 Adopted Budget
Transit Operations and Maintenance
The transit system allocates sufficient funds to operated and maintain bus service. CRANE budgets in three categories for the Transit Award Management System (TrAMS) system. These three categories are:
• Operations
• Other Capital Items such as preventative maintenance and City administration costs
• Equipment for bus support and facilities
O&M costs are included in the “Operating” category, and partially in the “Other Capital Items”
category. Table 7-10 illustrates the funding levels allocated to each of these three categories for
the current TIP period.
Table 7-10. Projected CRANE O&M and Capital Budget
Year Funding Source Operating
Other Capital Items
Bus Support Equipment / Facilities Total Budget
2021 FTA 5307 $304,000 $157,000 $36,000 $497,000
Grand Island $304,000 $61,000 $9,000 $374,000
2022 FTA 5307 $313,000 $249,000 $37,000 $599,000
Grand Island $313,000 $62,000 $9,000 $385,000
2023 FTA 5307 $323,000 $177,000 $38,000 $538,000
Grand Island $323,000 $44,000 $10,000 $376,000
2024 FTA 5307 $348,000 $167,000 $39,000 $554,000
Grand Island $336,000 $42,000 $10,000 $388,000
Source: Grand Island Area MPO, Transportation Improvement Program
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Future Transportation Funding Levels
Future anticipated funding levels were developed for the LRTP, based on the financial analysis
completed in this chapter, and budget assumptions provided by Nebraska DOT program
management staff. The key assumption was a 3% annual budget growth, and 4% annual cost
growth (discussed in more detail in Chapter 9).
Future Federal Program Funding Levels
Future funding levels for Federal programs are shown in Table 7-11.
Table 7-11: Projected Federal Program Revenues for GIAMPO, Year of
Expenditure
Time Band Years STBG-TA HSIP FTA 5307 FTA 5311
Annual Level 2020 $151,000 $340,000 $497,000 $20,000 Short Term 2026-2030 $957,700 $2,154,900 $3,312,000 $131,000 Mid-Term 2031-2037 $1,603,000 $3,605,000 $5,865,000 $233,000
Long Term 2038-2045 $2,289,000 $5,146,200 $8,996,000 $358,000
2026-2045 Total $4,849,700 $10,906,100 $18,173,000 $722,000
There are potential NHPP and Congestion Mitigation and Air Quality (CMAQ) funding that might
become available for future use within the GIAMPO area, but the use of these funds are state-
directed and no revenue estimates were developed for these programs could reasonably be developed for the LRTP.
Additional Transit Fund
CRANE received an award of $2.2 million in additional funds through the Coronavirus Aid,
Relief, and Economic Security (CARES) Act in March 2020. CRANE is planning to use the
money for service expansion and to address facility needs.
Future Local Program Funding Levels
Future funding levels for locally directed programs are shown in Table 7-12. Note that this
analysis focuses on funding for Grand Island, as all of the city is within the GIAMPO area, and
the majority of the other two large jurisdictions (Hall County and Merrick County) lie outside of
the GIAMPO study area. The table also shows anticipated outlays for operations and
maintenance budgets for each time band.
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Table 7-12: Projected Grand Island Transportation Revenues, Year of Expenditure
Time Band Years
Grand Island FFPP Funds
Grand Island Local Funding
Grand Island Municipal Highway Funds
Total City Funds for Transportation O&M Budget
Remaining Local Funds for Projects Annual Level 2020 $999,125 $2,500,000 $5,124,050 $8,623,175
Short Term 2026-2030 $6,333,841 $15,848,465 $32,483,330 $54,665,636 $40,810,000 $13,855,636
Mid-
Term
2031-
2037 $10,597,363 $26,516,599 $54,348,952 $91,462,914 $68,290,000 $23,172,914
Long Term 2038-2045 $15,125,367 $37,846,517 $77,570,979 $130,542,862 $97,460,000 $33,082,862
2026-2045 Total $32,056,571 $80,211,581 $164,403,260 $276,671,413 $206,560,000 $70,111,413
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Project Alternatives and Strategies Development
Chapter 8 Project Alternatives and Strategies
Development
Project and policy alternatives that were considered during development of the 2045 LRTP
came through a range of avenues. This includes input received during the Plan’s public
engagement activities, alternatives developed through the technical analysis process, and from
previous plans and studies in the area. These plans and studies include:
• Journey 2040 Long-Range Transportation Plan
• 2018 Bicycle and Pedestrian Master Plan
• 2017 Grand Island Transit Needs Assessment and Feasibility Study
The projects that were screened were categorized by mode, then evaluated based on how well
they aligned with the goals and objectives of the 2045 LRTP. The roadway and bicycle and
pedestrian projects were then assessed based on how well they fit into the project scoring
metrics shown in Chapter 4.
The process includes both quantitative and qualitative elements when identifying which projects
should be implementation priorities. The project metrics provide a quantitative-based approach
to assessing project alternatives and how well they fit with the multiple project goals. Qualitative
elements include considering project context, or how well a project fits into the surrounding
environment. Furthermore, some projects address a critical need in one goal area (like safety)
and might not receive as many project scoring points since that project is singularly-focused and
would potentially meet a smaller number of project metrics.
Alternative Strategies
For each of the transportation modes assessed in the alternatives development process, a
range of different project types were considered.
Roadway Strategies
Different roadway project types include:
• New Corridor: A new roadway.
• Bypass: A high-speed regional route with
limited access.
• Roadway Widening: Adding new travel
lanes to an existing roadway. For instance, an
existing two-lane road is widened to a three-
lane road (center turn lane is added).
• Access Management: Construction of
medians and other geometric changes to
restrict critical vehicular movements to
manage roadway access and improve safety.
• Intersection Control: Changes to how an
intersection is operating, such as improved
signal technologies or new designs such as roundabouts.
Road Construction at Faidley Ave and Claude Road, 2020
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Project Alternatives and Strategies Development
Transit Strategies
• Transit Operations: These strategies would continue investing in operations and
maintenance of the current bus fleet and continue vehicle replacements as older
vehicles reach the end of their serviceable life.
• Transit Development Plan: Complete a study that looks ahead and identifies services
the agency can provide based on funding and the needs of Grand Island area users.
• Transit Facility Improvements: Build a transit operations facility for CRANE, the
Grand Island area transit service
provider. The building will allow
for improved transit operations,
preventative maintenance,
system communications, and
route planning for the system.
• Transit Service Expansion:
Expand the services offered by
CRANE to include options such
as limited fixed route or flexible
fixed route services. Other
service expansions might include
longer hours of operation.
Any future strategies that expand
service to include permanent
transit stations should consider
how access to stations can be
enhanced through the bicycle
and pedestrian strategies outlined in this document. CRANE has researched needs
related to these potential future stations and is prepared to pursue FTA section 5339
funding to connect trails to these potential future stops if established.
Potential Bicycle and Pedestrian Strategies
On-Street Facilities
• Shared Lanes: Use markings on street pavement that indicate a shared lane
environment for road users. Commonly referred to as “sharrows” that offer proper
positioning and directional guidance for cyclists.
• Bicycle Boulevards: Improvements that prioritize bicycle usage on roads that have low
motorized vehicle traffic and low speeds. Vehicle volumes and speeds are managed
through signage, pavement markings, sometimes vehicular access control
improvements, and speed and volume management designs.
Crane Bus
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• Multi-Use Shoulders: Roadway shoulder designed to serve bicycle traffic and parking.
The roadway shoulder should be sufficiently wide and surface condition good enough to
support bicycles.
• Advisory Bike Lanes: Marked bicycle lanes within vehicular travel lanes with low
vehicular traffic. Includes advisory signage of cycling activity.
• Protected Bike Lanes: Bicycle lane separated from vehicular traffic by a physical
barrier, i.e. a raised curb, vehicle parking, concrete barrier, etc.
• Pedestrian Crossing Improvements: Improved
intersection crossing infrastructure for
pedestrians, including curb extensions and
enhanced median crossings.
Off-Street Facilities
• Multi-Use Trail: Bicycle and pedestrian trail
separated from vehicle traffic. These facilities are
commonly used for recreational purposes but can
provide some transportation connections.
• Sidepaths: A bicycle and pedestrian path
separated from vehicular traffic. These facilities
are typically located parallel to a street and
function similarly to a sidewalk, but typically
wider.
Alternative Strategy Scoring Results
The resulting scores for the roadway and bicycle and
pedestrian projects screened in the alternatives
development were categorized into the tiers “High,
Medium, and Low” based on their resulting scores, with roughly 1/3rd of projects falling into each
of the tiers. These tiers guided the development of the Fiscally Constrained Plan of the LRTP,
as projects receiving “High” and “Medium” scores were considered as top candidates for the
Fiscally Constrained Plan. For more information on the scoring methodology and to see a
complete list of the scoring results, see Appendix E.
Figure 8-1 shows the roadway projects by scoring tier while Figure 8-2 shows the bicycle and
pedestrian projects by scoring tier.
Beltline Trail, Grand Island
Curb Extensions, 3rd and Wheeler. Source: Google StreetView
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Project Alternatives and Strategies Development
Figure 8-1: Alternate Roadway Projects Scoring Results
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Project Alternatives and Strategies Development
Figure 8-2: Alternative Bike and Pedestrian Project Scoring Results
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68 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
Fiscally Constrained Plan
Chapter 9 Fiscally Constrained Plan
LRTPs are required to be fiscally constrained, meaning the MPO should demonstrate that the
plan’s project costs can be reasonably funded by future transportation revenues. For the
GIAMPO 2045 LRTP, this was accomplished by developing future budgets based on the
funding analysis documented in Chapter 7.
2021-2045 Fiscally Constrained Plan
The projects selected for the Fiscally Constrained Plan were chosen based on their scoring
results from the alternatives development process described in Chapter 8 as well as how their
costs fit with anticipated future transportation revenue levels. Some of the high scoring projects
that could not fit within the funding projections of the Fiscally Constrained Plan have been
identified as High Priority Vision Projects. These projects are considered as regional priorities
that will be the first projects implemented should the required funding levels become available in
the future.
Fiscally Constrained projects are grouped by time band and include two costs—2020 dollars
and Year-of-Expenditure (YOE) dollars. The YOE costs were projected using the mid-point year
of each time band and applying a 4% annual cost inflation factor to the 2020 project cost.
Additional project information shown in the table is potential funding source and potential project sponsor.
Committed Projects
GIAMPO’s current TIP spans the years 2021-2025. All transportation projects programmed in
this document are considered committed for the purposes of fiscal constraint. All projects in the
fiscally constrained plan are considered candidates for implementation beyond the current TIP
period, beginning in 2026. Table 9-1 shows the projects included in GIAMPO’s 2021-2025 TIP.
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Fiscally Constrained Plan
Table 9-1: Committed Roadway Projects
Project Number Project Description Cost (YOE $)
S‐30‐4(1046) US‐30 West, 4-lane divided roadway on
new alignment $31,966,000
NH‐30‐4(162) Bridge rehabilitation on 3 bridges on US-30 in Grand Island $5,490,000
NH‐2‐4(112) Highway 2 resurfacing from Cairo to US-281 in Grand Island $15,668,000
NH‐34‐4(134) US-34 resurfacing from 2.2 miles south of Grand Island to US-281 $5,506,000
MISC‐40(65) District 4 Wetland Bank survey, design, and construction $1,128,000
ELEC‐80‐6(1047) West Grand Island Interchange build new lighting towers, install cable and control boxes $1,045,000
HSIP‐80‐7(170) Grand Island Area Bridges add High Friction Surface Treatment to bridges and horizontal curves on I-80 $1,770,000
HSIP‐5409(3) 5-Points Intersection Improvements-
roundabout $3,420,000
Capital Avenue from North Road to Moore’s Creek $2,375,000
North Road from Old Potash Highway to US-30 $2,821,000 Old Potash Highway Improvements, widen and extend Claude Road $17,930,000 Broadwell and UPPR Planning & Environmental Linkage Study $412,000 North Road Improvements from Highway
2 to Capital Avenue $4,188,000 North Road Improvements from Capital Avenue to 13th Street $6,724,000 North Road Improvements from 13th Street to Old Potash Highway $6,158,000
Source: GIAMPO Transportation Improvement Program, 2021-2025
Table 9-2: Committed Transit Projects
Project Description Cost (YOE $)
Urban Transit Operations $3,711,000
Rural Transit Operations $164,000
Transit Planning $100,000
Transit Capital Acquisition $1,608,000
Transit Development Plan $150,000
Source: GIAMPO Transportation Improvement Program, 2021-2025
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Fiscally Constrained Projects
The fiscally constrained roadway projects for 2026 through 2045 are presented in Table 9-3.
The location and implementation time band for each fiscally constrained roadway project is
shown in Figure 9-1. High Priority Vision roadway projects are
included in this figure while Table 9-5 summarizes them.
The fiscally constrained bicycle and pedestrian projects are
presented in Table 9-4. The location and implementation time band
for each fiscally constrained bicycle and pedestrian project is shown
in Figure 9-2. High Priority Vision bicycle and pedestrian projects
are included in this figure while Table 9-5 summarizes them.
The next three sub-sections address the LRTP’s fiscal constraint by
describing the anticipated budget, projects costs, and budget
balance by major funding category: HSIP, STBG-TA, and local
funding.
HSIP Fiscal Constraint
As outlined in Chapter 7, HSIP funds are not directly allocated to GIAMPO on an annual basis
but are reasonably expected to be awarded in proportion to regional needs for eligible projects.
Based on the project funding assumptions in Table 9-3, the following summarizes HSIP
budgets, project costs, and balances:
• HSIP Budget: $10,573,000 in year-of-expenditure HSIP funds are projected for the
GIAMPO area for the years 2026-2045.
• HSIP Project Costs: $10,488,000 in year-of-expenditure HSIP project funding for the
2026-2045 period. This specifically includes:
o $2,488,000 in Short-term (2026-2030) HSIP project funding
o $7,960,000 in Mid-term (2031-2037) HSIP project funding
• Remaining HSIP Budget Balance: $125,000 balance in HSIP funds between 2026-
204524.
STBG-TA Fiscal Constraint
As with HSIP funds, STBG-TA funds are not directly allocated to GIAMPO annually. The
reasonably-expected funding levels were evaluated against eligible project costs. Based on the
project funding assumptions in Table 9-4, the following summarizes STBG-TA budgets, project
costs, and balances:
24 Note these are not actual remaining funds but illustrate that assumed HSIP funding contributions are below the anticipated regional HSIP funding budget.
High Priority Vision projects are
transportation investments that
do not fit within the current fiscally
constrained budget but would be
the first projects that GIAMPO
and member jurisdictions would
promote into the Transportation
Improvement Program should
additional future funding become
available.
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• STBG-TA Budget: $4,849,700 in year-of-expenditure STBG-TA funds are projected for
the GIAMPO area for the years 2026-2045.
• STBG-TA Project Costs: $4,837,500 in year-of-expenditure STBG-TA project funding
for the 2026-2045 period. This specifically includes:
o $952,000 in Short-term (2026-2030) STBG-TA project funding
o $1,605,500 in Mid-term (2031-2037) STBG-TA project funding
o $2,280,000 in Long-term (2038-2045) STBG-TA project funding
• Remaining STBG-TA Budget Balance: $12,200 balance in STBG-TA funds between
2026-204525.
Local Fiscal Constraint
As outlined in Chapter 7, there are several local transportation funding sources used by the City
of Grand Island. The reasonably expected local transportation funding levels were evaluated
against eligible project costs. Based on the project funding assumptions in Table 9-3 and Table
9-4, the following summarizes local transportation funding budgets, project costs, and balances:
• Local Transportation Budget: $70,111,400 in year-of-expenditure local funds are
projected for the GIAMPO area, after anticipated required operations and maintenance
investments, for the years 2026-2045.
• Local Transportation Project Costs: $64,466,500 in year-of-expenditure local
transportation project costs for the 2026-2045 period. This specifically includes:
o $21,243,000 in short term (2026-2030) local roadway project funding and
$448,000 in STBG-TA local funds matching.
o $13,966,000 in mid term (2031-2037) local roadway project funding and
$742,000 in STBG-TA local funds matching.
o $27,540,000 in long term (2038-2045) local roadway project funding and
$527,500 in STBG-TA local funds matching.
• Remaining Local Transportation Budget Balance: $5,645,500 balance in local
transportation funds between 2026-2045.
25 Note these are not actual remaining funds but illustrate that assumed STBG-TA funding contributions are below the anticipated regional STBG-TA funding budget.
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Table 9-3: Fiscally Constrained Roadway Projects
Time Frame Project ID Project Description Improvement Type Cost (2020 $) Cost (YOE $) Potential Local Share
Potential Funding Sources Potential Sponsor(s)
Short-Term (2026-2030)
4 Claude Rd, Faidley to State New Corridor $5,950,000 $8,140,000 $8,140,000 Developer / Local City of Grand Island
7 Broadwell Ave at UP railroad Grade
Separation $25,000,000 $34,210,000 $3,421,000 Local /
State
City of Grand
Island
9 Locust St, Walnut to Fonner Park
Reconstruction and Intersection Improvement
$6,620,000 $9,060,000 $9,060,000 City City of Grand Island
10 State St west of US 281 Access Management $750,000 $1,030,000 $206,000 HSIP / City City of Grand Island
11 13th St west of US 281 Access Management $760,000 $1,040,000 $208,000 HSIP / City City of Grand Island
12 Faidley Ave west of US 281 Access
Management $760,000 $1,040,000 $208,000 HSIP /
City
City of Grand
Island
Mid-Term (2031-2037)
1 US 281, US 34 to Capital Ave Intersection Improvements $11,800,000 $20,430,000 $4,086,000
City / STBG / HSIP /
CMAQ
City of Grand Island
16a Capital Ave, Broadwell to St Paul Widen $5,150,000 $8,920,000 $8,920,000 City City of Grand Island
22 State St, Lafayette to Broadwell Widen $1,400,000 $1,920,000 $960,000 HSIP / City City of Grand Island
Long-Term
(2038-2045)
2 13th St, North Ave to
Independence Ave Widen $3,850,000 $8,950,000 $8,950,000 City City of Grand
Island
25 Old Potash, Engelman to North Widen $5,000,000 $11,620,000 $11,620,000 City City of Grand Island
27 Stolley Park Road widening to 3 lanes between Kingswood Dr and Stuhr Rd Widen $3,000,000 $6,970,000 $6,970,000 City City of Grand Island
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Figure 9-1: Fiscally Constrained and High Priority Vision Roadway Projects
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Table 9-4: Fiscally Constrained Bicycle and Pedestrian Projects
Time Frame Project ID Project Description Cost (2020 $) Cost (YOE $)
Potential Federal Share Potential Local Share
Potential Funding Sources Potential Sponsor(s)
Short-Term (2026-2030)
3 Capital Ave Trail to Eagle Scout Park
Connection $300,000 $410,000 $278,800 $131,200 STBG-TA City of
Grand Island
41 Trail between Cedar Hills Park and the new medical center, Stuhr Trail and Riverway Trail. $720,000 $990,000 $673,200 $316,800 STBG-TA City of Grand Island
Mid-Term
(2031-2037)
4 Connection between Shoemaker Trail and Cedar Hills Park. $980,000 $1,700,000 $1,105,000 $595,000 STBG-TA City of Grand Island
44 State Fair Boulevard / Bellwood Drive
Trails $240,000 $420,000 $273,000 $147,000 STBG-TA City of
Grand Island
29 Oak Street Bike Boulevard $200,000 $350,000 $227,500 $122,500 STBG-TA City of Grand Island
Long-Term (2038-2045)
12 NW High School to State Street Trail Connection $400,000 $930,000 $697,500 $232,500 STBG-TA City of Grand Island
25 Stolley Park to LE Ray Park Trail $500,000 $1,160,000 $870,000 $290,000 STBG-TA City of Grand Island
32 South Locust Street Trails $410,000 $950,000 $712,500 $237,500 STBG-TA City of Grand Island
Trail Funded by Roadway Projects
19 Claude Avenue Trail from Faidley Ave to Capital Street
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Figure 9-2: Fiscally Constrained Bike and Ped Projects
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Table 9-5: High Priority Vision Projects
Project ID Project Description Improvement Type Cost (2020 $) Roadway
16b Capital Ave, St Paul to Sky Park Reconstruct and Widen $5,150,000
23 East Bypass New Expressway $60,000,000
24 Capital Ave, Engelman to North Widen $5,000,000
Bike and Pedestrian
8 Downtown curb extensions with major redevelopment projects Pedestrian Crossings $750,000
9 Independence to Northwest High Trail Trail $400,000
24 Stolley Park Trail Trail $1,100,000
26 LE Ray to Riverway Trail
Connection via Blaine Ave Trail $200,000
30 Independence Avenue Trails Trail $550,000
Roadway and Bicycle / Pedestrian Vision Plan
The Vision Plan are the remaining projects that recorded Medium and Low priority scores during
the alternatives screening process and were not included in the Fiscally Constrained or High
Priority Vision Plans. If sufficient future funding becomes available, these projects could be
implemented; however, this would require an amendment to the LRTP.
Figure 9-3 shows the roadway and bicycle and pedestrian Vision Plan projects.
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Figure 9-3: Roadway and Bicycle and Pedestrian Vision Plan
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Fiscally Constrained Transit Plan
As noted in Chapter 7 and Table 9-2, the CARES Act funding will allow CRANE to complete
some service expansion and addressing facility needs by 2025. Future service changes are
accounted for by the funding analysis included in the LRTP, but the exact nature of the future
service is not yet determined. The “Transit Planning” and “Transit Development Plan” costs
shown in Table 9-2, are anticipated to be completed by 2022 that will identify the preferred
concept for future transit service and facility needs in the Grand Island area.
Future fiscally constrained transit program funding levels by time band are shown in Table 9-6.
Table 9-6: Fiscally Constrained Transit Projects
Time Frame Project Description Cost (2020 $) Cost (YOE $)
Potential Federal Share
Potential Local Share
Potential State Share
Potential Funding Sources
Short-Term (2026-2030)
Transit Operations $4,245,000 $5,810,000 $3,312,000 $2,498,000 FTA 5307 / City of Grand
Island
Rural Transit Operations $185,000 $253,000 $131,000 $61,000 $61,000 FTA 5311 / Hall County / NDOT Mid-Term (2031-2037)
Transit Operations $5,942,000 $10,290,000 $5,865,000 $4,425,000 FTA 5307 / City of Grand
Island
Rural Transit Operations $259,000 $449,000 $233,000 $108,000 $108,000 FTA 5311 / Hall County / NDOT
Long-Term (2038-2045)
Transit
Operations $6,791,000 $15,782,000 $8,996,000 $6,786,000 FTA 5307 / City of Grand Island
Rural Transit Operations $296,000 $688,000 $358,000 $165,000 $165,000 FTA 5311 / Hall County / NDOT
Future Planned System Performance
The fiscally constrained projects discussed in this chapter were analyzed in the TDM along with
the E+C scenario described in Chapter 6. The plan network scenario, also called the “existing
plus committed plus planned” (E+C+P), yielded the systemwide statistics shown in Table 9-7.
The table also contains the results of the E+C scenario for comparison.
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Table 9-7: Comparison of Grand Island Area Existing and Future System
Performance Statistics
2017 2045 E+C
2045 Planned Network 2017-2045 E+C Change 2017-2045 E+C+P Change
Households 21,769 26,588 26,588 22% 22%
Employment 31,009 40,134 40,134 29% 29%
Balanced Trips 309,974 375,619 375,619 21% 21%
Daily VMT (Miles)* 1,283,168 1,603,418 1,602,947 25% 25%
Daily VHT (Hours)* 28,419 35,566 35,462 25% 25%
Average Trip Length (Miles) 4.14 4.27 4.27 3% 3%
Average Travel Speed (MPH) 45.15 45.08 45.20 <-1% <1%
*Centroid Connectors not included
As shown in Table 9-7:
• Daily VMT for the 2045 planned network scenario is anticipated to increase by 25% over
the 2017 baseline scenario.
o Compared to the E+C scenario, the planned network scenario reduces daily VMT
by 500 miles.
• Daily VHT for the 2045 planned network scenario is anticipated to increase by 25% over
the 2017 baseline scenario.
o Compared to the E+C scenario, the planned network scenario reduces daily VHT
by 100 hours.
• Average Trip Length for the 2045 planned network scenario is anticipated to increase
by 3% over the 2017 baseline scenario.
o Average Trip Length for both the 2045 E+C and 2045 planned network scenarios
is 4.27 miles.
• Average Travel Speed for the 2045 planned network scenario is anticipated to increase
by less than 1% over the 2017 baseline scenario.
o Compared to the E+C scenario, the planned network scenario has average travel
speeds that are slightly higher than the 2045 E+C scenario.
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Environmental Review and Mitigation
Chapter 10 Environmental Review and Mitigation
Environmental Analysis
The transportation alternatives, particularly the candidate roadway projects, in the 2045 LRTP
were evaluated as a part of the alternatives assessment process to gauge how well they fit
within the natural and built environment. State and local agencies responsible for land use
management, natural resources, environmental protection, conservation, and historic
preservation were consulted via letter during the alternatives assessment and draft plan phases
of the LRTP.
Environmental Screening / Considerations
Environmental resources that could potentially be affected by transportation projects identified in
the 2045 Long Range Transportation Plan are discussed in this section. The LRTP process
included the screening of environmental characteristics for each alternative. The 2045 LRTP is
a regional-scale assessment, and projects included in the LRTP would require additional project
development prior to implementation. As those project details are developed, more detailed
environmental review would be conducted in the future phases of study.
Figure 10-1 and Figure 10-2 show some of the environmentally sensitive natural and human-
built areas in the study area. Discussion regarding the resources shown in the figures, such as
historic resources and waters of the United States, are detailed below.
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Figure 10-1: Physical Environmental Constraints
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Figure 10-2: Human Environmental Constraints
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Environmental Review and Mitigation
Archaeological and Historical Resources
The consideration of impacts on cultural resources is subject to several federal laws, regulations
and guidelines. Principal among these are the National Environmental Protection Act (NEPA)
and Section 106 of the National Historic Preservation Act26. Section 106 requires federal
agencies (and agencies receiving federal assistance for projects) to take into account the
effects of their undertakings on historic properties (any prehistoric or historic district, site,
building, structure, or object listed on or eligible for listing on the National Register of Historic
Places). Through the consultation process among agency officials and other parties, the effects
of the undertaking on historic properties are considered, beginning with the earliest stages of
project planning. The goal is to identify historic properties within the area of potential effect
(APE) as early as possible in project development, evaluate the historic significance of the
properties, assess the expected project impacts, and seek ways to avoid, minimize, or mitigate
any adverse effects.
The National Register of Historic Places was used to identify listed historic properties within the
Grand Island area. As roadway alternatives continue to evolve throughout the project
development process, an APE for the project would be proposed by sponsoring agencies
(NDOT and local governments). Coordination with the Nebraska State Historic Preservation
Office (SHPO) would confirm the APE. Records of known historic sites would be searched to
determine the presence of historic resources within the APE. The potential for unknown
archaeological sites would be determined through site specific cultural resource surveys.
Through consultation with Nebraska SHPO, the potential for projects to affect historic resources
would be determined – No Historic Properties Affected, No Adverse Effect on Historic
Properties, or an Adverse Effect on Historic Properties (when a historic resource cannot be
avoided). In the event of an adverse effect on historic properties, FHWA must contact the
Advisory Council to advise it of the situation, and offer an opportunity for participation in the
consultation with SHPO and others to plan measures to minimize harm and, ultimately, to
mitigate the adverse effects. The agency sponsoring the project would consult with SHPO and
other interested parties to formulate a mitigation plan which would become the basis for a
Memorandum of Agreement (MOA) drawn up and executed between FHWA, SHPO, and the
DOT or local agency. Execution of the MOA completes consultation under Section 106 unless
there are changes or additions to the project.
Section 4(f) and Section 6(f) Resources
The Department of Transportation Act (DOT Act) of 1966 included a provision – Section 4(f) –
which is intended to protect any publicly-owned land of a public park, recreation area, or wildlife
and waterfowl refuge of national, state or local significance or any land of an historic site of
national, state, or local significance (as determined by the federal, state, or local officials having
jurisdiction over the park, area, refuge, or site). U.S. Department of Transportation (USDOT)
agencies, including FHWA, cannot approve any program or project which requires the use these
lands unless:
26 36 CFR PART 800 -- Protection of Historic Properties
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• There is no feasible and prudent alternative to the use of such land, and the program or
project includes all possible planning to minimize harm to such park, recreational area,
wildlife and waterfowl refuge, or historic site resulting from such use; or
• FHWA determines that the use of the property, including any measures to minimize
harm (such as avoidance, minimization, mitigation, or enhancement measures), would
have a de minimis impact (a determination that the project would not adversely affect the
activities, features, or attributes qualifying a park, recreation area, or refuge for
protection under Section 4(f) or a Section 106 finding of no adverse effect or no historic
properties affected on a historic property).
There are three types of Section 4(f) impacts: direct use, temporary occupancy, and
constructive use. A direct use would be the conversion of public park land into a transportation
use and may include de minimis impacts. Temporary occupancy is the temporary use of Section
4(f) land for construction operations. Constructive use is proximity impacts, such as noise, of a
proposed project that is adjacent, or nearby, to a Section 4(f) property resulting in a substantial
impairment to the property’s activities, features, or attributes that qualify the property for
protection under Section 4(f). Several roadway alternatives are located near parks and other
Section 4(f)-protected properties. These alternatives would be further evaluated in the project
planning phase.
Section 6(f), which was created as a part of the Land and Water Conservation Act, protects
state and locally sponsored projects that were funded as part of the Land and Water
Conservation Fund (LWCF). These lands cannot be converted to non-park/recreation use
without the approval of the National Park Service. Conversion of these lands is allowed if it is
determined that there are no practicable alternatives to the conversion and that there would be
provision of replacement property.
Mitigation for Section 6(f) lands impacted by
a project must include replacement with
land of at least the same fair market value,
and reasonably equivalent usefulness and
location relative to the impacted land. The
potential for roadway alternatives to impact
Section 6(f) lands was evaluated by
determining the proximity of alternatives to
public parks, recreation areas, and refuges
using GIS data from the City of Grand
Island and Nebraska DNR. A few
alternatives may be located near Section
6(f)-protected lands; further evaluation
would be needed in the project planning
phase.
Regulated Material Sites
Regulated materials are hazardous substances that are regulated by federal, state, or local
entities based on their potential to result in environmental contamination and potentially affect
public health. The purpose of an initial regulated materials review is to identify properties that
are, or may be, contaminated with regulated materials along the alternatives within the corridor
Veterans Memorial Park
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study area so that the presence of these properties may be factored into subsequent alternative
selection and design considerations. It is preferable to avoid highly contaminated sites in order
to minimize potential additional costs, liability, or schedule delays due to site remediation.
Roadway alternatives were evaluated using GIS data from the U.S. Environmental Protection
Agency (EPA) to determine the proximity of any contaminated sites as defined by U.S. EPA.
Several roadway alternatives are located near regulated material sites. More detailed
assessments of projects moving forward in the planning process would be needed in future
environmental reviews.
Wetlands and Waters of the United States
For purposes of the Clean Water Act (CWA) and its implementing regulations, the term ‘‘waters
of the United States’’ means: all waters which are currently used, were used in the past, or may
be susceptible to use in interstate or foreign commerce, including all waters which are subject to
the ebb and flow of the tide; all interstate waters, including interstate wetlands; the territorial
seas; all impoundments of waters otherwise identified as waters of the United States (U.S.) in
the CWA; and all tributaries, as defined in the CWA. Waters of the U.S. are subject to the CWA
and are under the jurisdiction of the United States Corps of Engineers (USACE)27. A permit from
USACE is necessary for all projects that would discharge dredged or fill material into waters of
the U.S., including wetlands.
For the 2045 LRTP, the National Wetlands Inventory (NWI) and aerial photography were
reviewed within the Grand Island MPO study area to determine potential project impacts on
wetlands and other waters of the U.S. Several roadway alternatives would potentially affect
wetlands and other waters of the U.S. Wetland delineations are recommended in the initial
stages of these roadway improvement project to determine the boundaries of wetlands and
other waters of the U.S. within the project area and to coordinate with USACE to determine if
USACE has jurisdiction over these areas.
Floodplains and Levees
Development in floodplains is regulated by the Federal Emergency Management Agency
(FEMA) and the Nebraska Department of Natural Resources. A floodplain permit from the city or
county is required for most projects within a floodplain. A hydraulic review must be completed
for projects within floodplains to determine the effect of the project on the water surface
elevation of the 100-year flood. FEMA regulations prohibit encroachments in regulated
floodways unless it is accompanied by a no-rise analysis that demonstrates the project would
cause no increase in the 100-year flood level. Civil Works projects such as levees, floodwalls,
dams, and reservoir are regulated by the USACE as part of Section 14 of the Rivers and
Harbors Act (33 USC 408). The Wood River levees, located adjacent to Wood River throughout
Grand Island, were constructed as part of a Civil Works project to protect the City of Grand
Island from floods. Modification or alteration of these levees would require clearance from the
USACE to help ensure that modifications would not reduce the intended benefits to the public.
27 33 U.S.C. § 1251. The CWA regulations are in 40 CFR parts 104-108, 110-117, 122-140, 230-233, 401-471, and 501-503
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Roadway alternatives for the 2045 LRTP were reviewed to determine the extent that they would
occur within the 100-year floodplain using
the latest Flood Insurance Rate Maps
showing the extent of the 100-year
floodplain in Hall County. Roadway
alternatives were also reviewed to
determine the extent that they would
potentially alter the Wood River levees.
Several alternatives are located adjacent
to the levees and would need to be further
evaluated.
Threatened and Endangered Species
Threatened and endangered species listed
under the federal Endangered Species Act
(ESA) would need to be considered for
each project. The State of Nebraska
maintains a list of state-listed threatened
and endangered species, as well as species of special concern. Federally listed species are
outlined below. Consultation with U.S. Fish and Wildlife Service (USFWS) and Nebraska Game
and Parks would be required to determine which listed species have the potential to occur within
each project area and the potential for the project to affect each species present.
• Whooping crane (Grus americana)
• Piping Plover (Charadrius melodus)
• Least tern (Sterna antillarum)
• Western prairie fringed Orchid (Platanthera praeclara)
• Northern Long-Eared Bat (Myotis septentrionalis)
Roadway alternatives were reviewed for their potential to affect protected species by assessing
the potential habitat affected by each alternative. Potential habitat does exist along various
alternatives. Projects moving forward in the planning process would need further review for their
potential to affect species by completing habitat surveys and potential consultation with the U.S.
Fish and Wildlife Service and Nebraska Game and Parks Commission.
Fiscally Constrained Plan Impact on Environmental Resources
The fiscally constrained roadway and bicycle and pedestrian projects were screened to
determine which projects could potentially impact sensitive environmental resources of wetlands
and floodplains. The projects were mapped for proximity to resources, with proximity defined as
being located within 500 feet. This is a conservative approach to screening for potential impacts
and found 74% of the fiscally constrained projects are located within proximity of an identified
wetland while 47% of the projects are within proximity of an identified floodplain. Table 10-1 lists
each project and whether they are in proximity to potentially impact an identified wetland or
floodplain.
Elm Street in Alda
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Table 10-1: Fiscally Constrained Plan Potential Impacts on Wetlands and
Floodplains in the GIAMPO Region
Time Frame Project ID Project Description Project Type Wetlands Floodplain
Roadway Projects
Short-Term (2026-2030)
4 Claude Rd, Faidley to State New Corridor
7 Broadwell Ave at UP railroad Grade Separation
9 Locust St, Walnut to Fonner Park
Reconstruction and Intersection Improvement
10 State St west of US 281 Access Management
11 13th St west of US 281 Access Management
12 Faidley Ave west of US 281 Access Management
Mid-Term (2031-2037)
1 US 281, US 34 to Capital Ave Intersection Improvements
16a Capital Ave, Broadwell to St Paul Widen
22 State St, Lafayette to Broadwell Widen
Long-Term (2038-2045)
2 13th St, North Ave to Independence Ave Widen
25 Old Potash, Engelman to North Widen
27 Stolley Park Road widening to 3 lanes between Kingswood Dr and Stuhr Rd Widen
Bicycle and Pedestrian Projects
Short-Term (2026-2030)
3 Capital Ave Trail to Eagle Scout Park Connection Trail
41 Trail between Cedar Hills Park and the new medical center, Stuhr Trail and Riverway Trail. Trail
Mid-Term (2031-2037)
4 Connection between Shoemaker Trail and Cedar Hills Park. Trail
29 Oak Street Bike Boulevard Bike Boulevard
44 State Fair Boulevard / Bellwood Drive Trails Trail
Long-Term (2038-2045)
12 NW High School to State Street Trail Connection Trail
25 Stolley Park to LE Ray Park Trail Trail
32 South Locust Street Trails Trail
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Environmental Justice Assessment
Executive Order 12898 requires federal agencies to achieve environmental justice by identifying
and addressing disproportionately high and adverse human health or environmental effects,
including the interrelated social and economic effects of their programs, policies, and activities
on minority populations and low-income populations in the United States. USDOT Order
5610.2(A) and FHWA Order 6640.23A define an adverse effect as the totality of significant
individual or cumulative human health or environmental effects, including interrelated social and
economic effects, which may include, but are not limited to:
• Bodily impairment, infirmity, illness or death;
• Air, noise, and water pollution and soil contamination;
• Destruction or disruption of human-made or natural resources;
• Destruction or diminution of aesthetic values;
• Destruction or disruption of community cohesion or a community's economic vitality;
• Destruction or disruption of the availability of public and private facilities and services;
• Vibration;
• Adverse employment effects;
• Displacement of persons, businesses, farms, or nonprofit organizations;
• Increased traffic congestion, isolation, exclusion or separation of minority or low-income
individuals within a given community or from the broader community; and
• The denial of, reduction in, or significant delay in the receipt of, benefits of FHWA
programs, policies, or activities.
In accordance with FHWA Order 6640.23A, FHWA Actions to Address Environmental Justice in
Minority Populations and Low-Income Populations, minority and low-income populations were
identified in the area affected by the LRTP. Projects identified as part of the 2045 Long Range
Transportation Plan were analyzed to determine if they would potentially disproportionately
highly and adversely affect minority and low-income populations in the Grand Island area. The
City would engage all populations, including minority and low-income populations, in the LRTP
public involvement process to obtain public comments during the planning process. The Grand
Island MPO’s Public Participation Plan is the basis for the public engagement efforts for the
Long Range Transportation Plan update and provides the direction with the intent of involving all
populations within the community.
NEPA documentation for the LRTP projects would analyze these populations at a more detailed
level, address potential disproportionate impacts to these populations, document efforts to
inform minority and low-income populations of proposed road improvement activities and
engage them in the public involvement process, and document efforts to minimize and avoid
environmental impacts on the environmental justice populations.
Minority Populations
FHWA defines a minority population as any readily identifiable groups of minority persons who
live in geographic proximity, and if circumstances warrant, geographically dispersed/transient
persons (such as migrant workers or Native Americans) who would be similarly affected by a
proposed FHWA program, policy, or activity. FHWA defines a minority as:
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• Black: a person having origins in any of the black racial groups of Africa
• Hispanic or Latino: a person of Mexican, Puerto Rican, Cuban, Central or South
American, or other Spanish culture or origin, regardless of race
• Asian American: a person having origins in any of the original peoples of the Far East,
Southeast Asia, or the Indian subcontinent
• American Indian and Alaskan Native: a person having origins in any of the original
people of North America, South America (including Central America), and who maintains
cultural identification through tribal affiliation or community recognition
• Native Hawaiian and Other Pacific Islander: a person having origins in any of the
original peoples of Hawaii, Guam, Samoa, or other Pacific Islands.
The 2045 LRTP utilized the 2014-2018 ACS to determine the number and percentage of
minority populations in Grand Island Area MPO. The 2020 decennial census is currently
underway and data for 2020 is not available. Per FHWA guidance, readily identifiable groups of
minority persons of minority populations were identified. A group of minority persons was
identified as any census block group28 with a substantial minority population: where the
percentage of minority population was at least one standard deviation (11%) higher than the
mean of a typical normal data distribution curve as compared to the percentage of the minority
population within the Grand Island MPO boundary. The minority population of the Grand Island
MPO area is 13% of the total population; the threshold value used to determine a substantial
minority population is 15% (13% multiplied by 1.17). Figure 10-3 shows the Environmental
Justice populations identified.
Low-Income Populations
FHWA defines a low-income population as any readily identifiable group of low-income persons
who live in geographic proximity, and, if circumstances warrant, geographically
dispersed/transient persons (such as migrant workers or Native Americans) who would be
similarly affected by a proposed FHWA program, policy, or activity. FHWA defines low-income
as a person whose median household income is at or below the Department of Health and
Human Services (DHSS) poverty guidelines. The best approximation for the number of people
below the DHHS poverty guidelines in a particular area is the number of persons below the
Census Bureau poverty thresholds in that area. In this analysis, 2014-2018 ACS was used to
determine low-income data for the Grand Island MPO area. Similar to the minority population, a
readily identifiable group of low-income population was identified as any census block group
with a substantial low-income population: where the percentage of low-income population was
at least one standard deviation (34%) higher than the mean of a typical normal data distribution
curve as compared to the Grand Island MPO area percentage of the low-income population.
The low-income population of the Grand Island MPO area is 26% of the total population; the
threshold value used to determine a substantial low-income population is 35%. Figure 10-3
shows the Environmental Justice populations identified.
28 Block Groups (BGs) are statistical divisions of census tracts and are generally defined to contain between 600 and 3,000 people. A block group consists of clusters of blocks within the same census tract that have the same first digit of their four-digit census block number.
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Figure 10-3: Preliminary Identified Environmental Justice Populations
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Fiscally Constrained Plan Impact on Environmental Justice Populations
Projects included in the Fiscally Constrained Plan (documented in Chapter 9) were evaluated
for their proximity to the identified environmental justice populations shown in Figure 10-3. This
evaluation provides an assessment the proportion of roadway and bicycle and pedestrian
projects that could potentially benefit or impact EJ populations. The analysis used in this
process considers a project to have potential benefits or impacts on EJ populations if that
project is within a quarter mile of a low-income and/or minority population group. For the
purpose of this analysis, project benefits and impacts are defined as:
• Benefits: Projects assumed to provide benefits are those that improve mobility and
accessibility in EJ neighborhoods through the construction of new trails, pedestrian
facilities, and roadway rehabilitation and system management projects with limited
impacts to adjacent residents.
• Impacts: Projects assumed to have impacts are those with the potential for negative
outcomes for adjacent EJ populations. The construction of new roadways and roadway
widenings are examples of projects that could impact adjacent residents through
increased travel speeds and neighborhood noise, property acquisitions, and discourage
bicycle and pedestrian activity and/or degrade environmental resources.
• Mixed: Some projects have the potential for significant impacts and benefits to the
surrounding community and were placed in the mixed category. The specific example of
this mixed project type is railroad grade separation. This type of improvement provides
the neighborhood with improved access reliability and emergency response times
without train interruptions, but also has the potential for some property impacts.
Proportion of Regional Households Located in EJ Areas
This analysis compares the distribution of planned projects for both EJ and non-EJ populations.
The EJ populations were defined based on the number of regional households located within a
transportation analysis zone (TAZ) located within identified EJ areas. This analysis has
identified 10,823 households within EJ areas, or 49.7% of the total 21,768 households in the
region. This does not mean that 49.7% of the regional households contain EJ populations but
means that they are within the areas designated as containing EJ populations.
Accessibility of Fiscally Constrained Projects to Environmental Justice Areas
There are 12 roadway projects and 8 bicycle and pedestrian projects in the Fiscally Constrained
Plan. The resulting proximity analysis shows:
• 67% of fiscally constrained roadway projects (8 of 12) are accessible, or within a quarter
mile of an identified EJ area.
• 100% of fiscally constrained bicycle and pedestrian projects (8 of 8) are accessible, or
within a quarter mile of an identified EJ area.
Potential Benefits and Impacts of Fiscally Constrained Projects on Environmental Justice
Areas
The summary of potential project benefits and impacts in relationship to EJ accessibility is
shown in Table 10-2.
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Table 10-2: Benefits and Impacts of Fiscally Constrained Projects on EJ
Populations
Project Category
EJ Accessible Projects Total Projects (EJ and Non-EJ)
Number Percentage Number Percentage Bicycle and Pedestrian Projects with Potential Benefits 8 100% 8 100%
Roadway Projects with Potential Benefits 4 80% 5 100%
Roadway Projects with Potential Impacts 3 50% 6 100%
Roadway Projects - Mixed Benefits and Impacts 1 100% 1 100%
The following bullets summarize the relationship between EJ populations and planned project
impacts and benefits:
• Bicycle and Pedestrian Projects with Potential Benefits: All eight, or 100% of bicycle
and pedestrian projects included in the fiscally constrained plan were accessible to EJ
populations. This is significantly higher than the 49.7% of the population located within
EJ areas.
• Roadway Projects with Potential Benefits: Four of the five, or 80% of roadway
projects with potential benefits included in the fiscally constrained plan were accessible
to EJ populations. This is significantly higher than the 49.7% of the population located
within EJ areas.
• Roadway Projects with Potential Impacts: Three of the six, or 50% of roadway
projects with potential impacts included in the fiscally constrained plan were adjacent to
EJ populations. This is approximately equivalent with the 49.7% of the population
located within EJ areas.
• Roadway Projects with Mixed Potential Benefits and Impacts: The one project
(100%) with a mix of potential benefits and impacts was adjacent to EJ populations.
While only one project, this percentage is significantly higher than the 49.7% of the
population located within EJ areas.
Figure 10-4 shows fiscally constrained roadway and bicycle and pedestrian projects, and their
adjacency to EJ populations in the GIAMPO region.
MORE EJ PROJECT
BENEFITS THAN
REGIONAL AVERAGE
SIMILAR EJ PROJECT
IMPACTS AS
REGIONAL AVERAGE
MORE EJ PROJECTS WITH
MIXED BENEFITS AND IMPACTS
THAN REGIONAL AVERAGE
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Figure 10-4: Fiscally Constrained Roadway and Bike and Ped Project Proximity to EJ Populations
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The Role of Transit in Environmental Justice
Transit can play a key role in providing benefits to Environmental Justice populations. Transit
services provide a key linkage between low income and minority communities to jobs and
services, particularly for households with limited automobile availability. Thus, transit services
need to be tailored with low-income and mobility-challenged households in mind. CRANE and
GIAMPO are committed to effective transit service for environmental justice populations, and in
2019 included an environmental justice analysis as a part of local planning for future service and
facility needs.
Chapter 9 outlined the fiscally constrained transit plan, and how potential future service
expansions will be developed through more detailed transit planning studies in the next two
years. One of the factors that will go into any future transit service changes in Grand Island is
how those service changes can be equitable and provide transit access to low-income
neighborhoods and communities of color.
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95 GIAMPO 2045 Long-Range Transportation Plan - DRAFT
FAST Act Compliance
Chapter 11 FAST Act Compliance
Metropolitan long-range transportation plans must be performance-driven and outcome-based.
The GIAMPO 2045 LRTP addresses these Federal requirements with a performance-driven
approach that combines Federal, state, and local goals, objectives, planning factors, and
performance measures. Table 4-2 previously showed how the goals and objectives fit with the
national planning factors. This chapter demonstrates how the LRTP is compliant with the
Federal performance requirements contained in the FAST Act.
Below is a summary of how each GIAMPO 2045 LRTP goal area ties into the Federal
metropolitan planning factors, Federal performance measures, and LRTP project scoring
metrics outlined in Chapter 4. In this section, each of the Federal performance measures are
listed, and how they line up with the three major performance measure categories:
• Safety Performance (PM 1)
• Pavement and Bridge Condition Performance (PM 2)
• NHS System Performance/Freight on Interstates/CMAQ Performance (PM 3)
System Safety
Safety
Objectives
Reduce the incidence and rate of crashes
Reduce severe injury and fatal crashes
Reduce bicycle and pedestrian crashes
Federal Performance Measures Fatal and Serious Crash Rates (PM 1)
Nonmotorized Fatal and Serious Crash Rates (PM 1)
Project Scoring Metrics Vehicular Safety Assessment
Non-motorized Safety Assessment
National Planning Factors Safety
Security
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Multimodal Connectivity and Accessibility
Multimodal Connectivity and
Accessibility
Objectives
Provide improved connections to key destinations across the community
Reduce regional freight impediments
Increase the connectivity of the bicycle and pedestrian system
Continue to provide quality public transit services.
Federal Performance Measures Freight Reliability (PM 3)
Project Scoring Metrics
Connection to Dense Development Nodes
Multimodal Connectivity
Transit Operations and State of Good Repair
National Planning Factors
Economic Vitality
Accessibility and Mobility for People and Freight
Environment and Energy Conservation, Quality of Life, and
Economic Development
System Integration and Connectivity for People and Freight
Efficient Operations and Management
System Resiliency and Reliability; Reduce or Mitigate Stormwater Impacts
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Economic Vitality
Economic Vitality
Objectives
Identify transportation strategies that support economic development projects
Identify transportation strategies that provide enhanced access to jobs for low income residents
Provide active transportation options that promote the health and well-being of residents
Provide access to tourist destinations
Identify how transportation can support affordable housing
Promote freight connectivity and access
Federal Performance Measures No Direct Federal Performance Measures
Project Scoring Metrics
Identify transportation strategies that support economic
development projects
Identify transportation strategies that provide enhanced access to jobs for low income residents
Provide active transportation options that promote the health and well-being of residents
Provide access to tourist destinations
Identify how transportation can support affordable housing
Promote freight connectivity and access
National Planning Factors
Economic Vitality
Accessibility and Mobility for People and Freight
Environment and Energy Conservation, Quality of Life, and
Economic Development
System Integration and Connectivity for People and Freight
Enhance Travel and Tourism
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FAST Act Compliance
System Preservation
System Preservation
Objectives Identify sufficient financial resources to maintain all Federal-Aid streets and bridges in fair or good condition
Federal Performance Measures Pavement and Bridge Condition (PM 2)
Project Scoring Metrics Project Enhances Pavement or Bridge Condition
National Planning Factors
Economic Vitality
Efficient Operation and Management
Preserve the Existing Transportation System
Environment and System Resiliency
Environment and System
Resiliency
Objectives
Promotes energy conservation, especially for non-renewable energy sources
Transportation projects should limit impacts to the natural and build environment
Invest in alternative and renewable fuel infrastructure when practical Identify strategies to make transportation infrastructure more resilient to natural and manmade events
Federal Performance Measures No Direct Federal Performance Measures
Project Scoring Metrics
Vehicular Travel Reduction
Project Impact Screening
Infrastructure Resiliency
National Planning Factors
Security
Environment and Energy Conservation, Quality of Life, and Economic Development
System Resiliency and Reliability; Reduce or Mitigate Stormwater Impacts
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Traffic Operations and System Reliability
Traffic Operations and System
Reliability
Objectives
Limit the emergence of recurring congestion
Improve travel reliability on arterial roadways
Support high levels of freight reliability on the state highway system
Promote development outside of flood prone areas
Federal Performance Measures Passenger Reliability (PM 3)
Freight Reliability (PM 3)
Project Scoring Metrics
Corridor Level of Service
Corridor Reliability LOTTR
Freight Reliability TTTR
National Planning Factors
Economic Vitality
Accessibility and Mobility for People and Freight
Efficient Operation and Management
System Resiliency and Reliability; Reduce or Mitigate Stormwater Impacts
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Technical Advisory Committee
Monday, December 14, 2020
Regular Session
Item H2
CRANE Transit Safety Plan Targets
Staff Contact: Andres Gomez, MPO Program Manager
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Pub l i c Transpor tatio n A gency Sa fet y Plan
Grand Island, Nebraska CRANE PUBLIC TRANSIT
D e c e m b e r 2 0 2 0
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Agency Safety Plan
Grand Island CRANE Public Transit, §673.11(b)
Nebraska Department of Transportation
Adopted Date:
Revised Date:
Accountable Executive: Charley Falmlen, Transit Program Manager
Prepared by:
Date: December 2020
SRF No. 12996-00
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Table of Contents
List of Figures .................................................................................................................................................... iii
List of Tables ..................................................................................................................................................... iii
Introduction ............................................................................................................................. 1
Document Organization ................................................................................................................................... 1
Plan Development ............................................................................................................................................. 1
About CRANE Public Transit ......................................................................................................................... 3
The CRANE ASP and Safety Management Systems ................................................................................... 3
Existing CRANE Public Transit Policy and Protocol ........................................................................... 4
1. Transit Agency Information ............................................................................................. 5
2. Plan Development, Approval, and Updates.................................................................. 6
Annual Review and Update of the Agency Safety Plan ............................................................................... 7
3. Safety Performance Targets ........................................................................................... 8
Safety Goals and Objectives ............................................................................................................................. 8
Safety Performance Targets .............................................................................................................................. 9
Major and Minor Events .......................................................................................................................... 11
Safety Performance Target Coordination ..................................................................................................... 12
4. Safety Management Policy ........................................................................................... 13
Safety Management Policy Statement ........................................................................................................... 13
Safety Management Policy Communication ................................................................................................ 14
Authorities, Accountabilities, and Responsibilities ..................................................................................... 14
Safety Reporting-Response Opportunities ................................................................................................... 16
CRANE Public Transit Safety Committee (Action Item for 2021) ......................................................... 17
5. Safety Risk Management .............................................................................................. 19
Hazard Identification....................................................................................................................................... 19
Risk Assessment ............................................................................................................................................... 20
Rating System ............................................................................................................................................ 22
Risk Mitigation ................................................................................................................................................. 24
Hazard Tracking and Recordkeeping ..................................................................................................... 24
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Mitigation Actions ..................................................................................................................................... 24
Documentation and Reporting ...................................................................................................................... 25
6. Safety Assurance ............................................................................................................ 26
Compliance Monitoring .................................................................................................................................. 26
Mitigation Monitoring ..................................................................................................................................... 27
Investigations .................................................................................................................................................... 27
Internal Reporting ............................................................................................................................................ 27
7. Safety Promotion ............................................................................................................ 29
Culture ............................................................................................................................................................... 29
Competencies and Training ............................................................................................................................ 30
Hiring and New Employee Orientation ................................................................................................ 30
Operator/Driver Training ....................................................................................................................... 30
Maintenance Training ............................................................................................................................... 31
Management Training ............................................................................................................................... 31
Training Documentation.......................................................................................................................... 32
Training Program Evaluation .................................................................................................................. 32
Safety Communication .................................................................................................................................... 32
Sustaining a Safety Management System ...................................................................................................... 33
CRANE Public Transit Agency Safety Plan: Appendix
CRANE PTASP Workshop Records
SMS Safety Roles and Responsibilities
Safety Forms
Training Record Template
New Employee Orientation Checklist
Safety Assessment and System Review
Facility Assessment Review
Hazard Identification and Risk Assessment Log
Definitions
Acronyms
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List of Figures
Figure 1. SMS Elements ............................................................................................................... 4
Figure 2. Hazard Assessment Feedback Loop ........................................................................ 19
Figure 3. Employee Reporting Feedback Loop ...................................................................... 28
List of Tables
Table 1. Table 1. Plan Comparison Matrix .............................................................................. 2
Table 2. Transit Agency Information ....................................................................................... 5
Table 3. Plan Development, Approval, and Updates ............................................................. 6
Table 4. Version Number and Updates .................................................................................... 6
Table 5. CRANE Safety Goals and Objectives ....................................................................... 8
Table 6. Performance Target Timeline and Milestones ........................................................ 10
Table 7. Demand Response (Paratransit) 2020-2024 Safety Performance Targets .......... 10
Table 8. Safety Performance Target Coordination ............................................................... 12
Table 9. ASP SMS Staff Tasks and Responsibilities ............................................................. 15
Table 10. Hazard Identification Sources .................................................................................. 20
Table 11. Hazard Identification and Risk Assessment Log (Part 1) ..................................... 21
Table 12. Hazard Identification and Risk Assessment Log (Part 2) ..................................... 21
Table 13. Risk Assessment Matrix ............................................................................................. 24
Table 14. Safety Performance Monitoring Sources ................................................................. 26
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Introduction
Document Organization
CRANE Public Transit is committed to providing a safe work environment for employees and
visitors and a safe operating environment for customers and travelers throughout Grand Island and
Hall County who interact with CRANE Public Transit. To ensure the plan complies with 40 U.S.C
5329 and 40 Code of Federal Regulations (CFR) 673, sections following this introduction adhere to
the sample structure provided by the Federal Transit Administration (FTA) in Public Transportation
Agency Safety Plan Template for Bus Transit (December 31, 2019). The Appendix contains definitions,
background, process, and supplementary documents.
This plan complements the Local Emergency Operations Plan (LEOP) created and maintained by
Hall County Emergency Management. The current LEOP overlaps in many of the topic areas
identified through the federal guidance to be addressed in the Public Transportation Agency Safety
Plan (PTASP). Thus, to reduce duplication of effort in future updates and use application of actions
from the plans, each of the planning and operations documents addressing safety were reviewed and
the logical primary source for information and direction was documented. The PTASP addresses
hazards that arise during day-to-day operations, while the LEOP addresses the agency’s response to
external threats, such as extreme weather and intentional attacks. A third plan, the Regional Transit
Needs Assessment and Feasibility Study, contains up-to-date information about the size, service
schedule, and other characteristics of the CRANE transit system. Table 1 provides a quick guide to
the contents of each document.
Plan Development
The City of Grand Island (as the designated public transit provider for the city) and the Nebraska
Department of Transportation (NDOT) drafted the CRANE Public Transit Agency Safety Plan
(PTASP), with the assistance of SRF Consulting Group, Inc. During this process, a series of three
workshops and a pre-workshop/conference call provided opportunities for input and collaboration
with the City of Grand Island staff and its current transit service contractor Senior Citizens
Industries, Inc. (SCI). Workshop participants included Charley Falmlen, Transit Program Manager
(City of Grand Island); Cecelia Grotz, Director of Compliance and Transit Relations (SCI), Bob
McFarland, Interim Executive Director (SCI), Kari Ruse, Transit Director (NDOT) and Andres
Gomez, Program Manager (Grand Island Area MPO).
Topics covered in each workshop are provided below:
• Pre-Workshop Meeting. Discussed the Public Transportation Agency Safety Plan (PTASP)
and Safety Management Systems (SMS) process, identified the roles and responsibilities of the
Accountable Executive and the Chief Safety Officer, discussed revisions to a previous draft
PTASP plan for CRANE Public Transit and included a discussion on the desired deliverables.
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• Workshop 1. Covered the current safety practices at CRANE Public Transit and the revisions
necessary to move towards a SMS approach, established the safety culture, set seven safety
performance targets, and introduced the hazard risk matrix as a framework for discussion of
hazards in Workshop 2.
• Workshop 2. Focused on risk management through assigning hazards to the hazard risk matrix.
This workshop assessed the likelihood and severity of identified hazards and discussed concepts
for mitigation for the hazards. By running through examples encountered over the past five
years, personnel gained practice at identifying and mitigating hazards in the future.
• Workshop 3. Synthesized the input received during the first two workshops by presenting the
draft safety plan for comments and revisions.
The planning process ran from September 2020 through the approval of the plan by the City of
Grand Island and certification by the NDOT in November 2020.
Table 1. Table 1. Plan Comparison Matrix
Element Descriptions
Resident Document PTASP Hall County LEOP Regional Transit Needs Assessment Goals/Objectives/Targets
Safety
Security
Transit System Description
Roles and Responsibilities
Safety
Security
Safety Management Policy
Safety Risk Management
Threat and Vulnerability Identification/ Resolution
Safety Assurance
Safety Promotion
Outcomes from the workshops are reflected throughout the plan in call-out boxes, with full meeting
records included in the Appendix. This plan is a “living document,” tested and reaffirmed through
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daily executed processes and with annual reporting and updates to the plan to be recorded as
revisions.
About CRANE Public Transit
Information outlining CRANE Public Transit operations and its organization is provided in the
Regional Transit Needs Assessment and Feasibility Study (December 2017). A summary of their
service is generally described as demand response, urban-rural bus service, currently operated under
contract with Senior Citizens Industries, Inc. Future contracts/contractors will be determined based
upon a competitive procurement process; however, the safety policies, practices and procedures are
reflective of the requirements that are placed on a contractor that “stands in the shoes” of the City
of Grand Island (urban service) and its local government co-funder Hall County (rural service).
CRANE Public Transit service is open for both the general public and elderly/disabled individuals.
SCI employs approximately 22 staff members in its provision of CRANE Public Transit service,
with a majority in safety-sensitive positions(drivers/dispatchers). In addition, two City of Grand
Island’s employees have responsibility for the CRANE Public Transit service as an FTA designated
recipient. As this service provides demand response service within the community, this is the single
transportation mode included in the CRANE PTASP.
Division of responsibilities between the City of Grand Island and SCI, its current contractor, are
generally described as follows:
• City of Grand Island: Plans, administers and monitors efficiency and effectiveness of CRANE
Public Transit services for the residents of Grand Island and Hall County, Nebraska.
• SCI (Contractor): Delivers and monitors daily CRANE Public Transit service; is responsible
for the upkeep of facilities housing its operations; maintains the CRANE Public Transit fleet
either through the City of Grand Island’s Fleet Maintenance or contracted to independent
businesses.
The CRANE ASP and Safety Management Systems
Moving Ahead for Progress in the 21st Century (MAP-21) granted the FTA the authority to
establish and enforce a comprehensive framework to oversee the safety of public transportation
throughout the United States. It provided an opportunity for FTA to assist transit agencies in
moving towards a more holistic, performance-based approach known as the Safety Management
System (SMS) as illustrated in Figure 1.
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Figure 1. SMS Elements
SMS is a formal, top-down, organization-wide approach to
managing safety risk and assuring the effectiveness of a transit
agency’s safety risk mitigation. It includes systematic procedures,
practices, and policies for managing risks and hazards, and
consists of four primary elements:
• Safety Management Policy: A transit agency’s documented
commitment to safety, which defines the transit agency’s safety
objectives and the accountabilities and responsibilities of its
employees regarding safe practices.
• Safety Risk Management: A process within a transit
agency’s Agency Safety Plan for identifying hazards and
analyzing, assessing, and mitigating safety risk.
• Safety Assurance: A process within a transit agency’s Safety Management System that functions
to ensure the implementation and effectiveness of safety risk mitigation, and to ensure that the
transit agency meets or exceeds its safety objectives through the collection, analysis, and
assessment of information.
• Safety Promotion: A combination of training and communication of safety information to
support SMS as applied to the transit agency’s public transportation system.
Existing CRANE Public Transit Policy and Protocol
CRANE Public Transit has other plans and policies that complement the PTASP by elaborating on
detailed aspects of day-to-day operations and other policies applicable to their operation. They
include but are not limited to the following plans/safety documents are available in the office of the
Transit Program Manager. Once the new website is completed, the document will be included on its
website.
• Nebraska Vehicle Program Management Manual (August 2016) - State to Designated Recipient
requirements
• Vehicle Equipment Maintenance Plan (2019) - Designated Recipient to Contractor requirements
• 2019 Facility Maintenance Plan (2019) – Designated Recipient to Contractor requirements
• CRANE Public Transit Vehicle Maintenance Manual (July 2019) – Contractor document
• Drug and Alcohol Testing Program and Policy (July 2014)
• Passenger Handbook (August 2019)
• Personnel Policies – Employee Handbook (October 2019)
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1. Transit Agency Information
Table 2 provides an overview of CRANE Public Transit’s contact persons and other information of
immediate relevance to the FTA.
Table 2. Transit Agency Information
Transit Agency Name CRANE Public Transit
Transit Agency Address 1016 Diers Avenue, Suite 119, Grand Island, Nebraska, 68803
Name and Title of Accountable Executive Charley Falmlen, Transit Program Manager
Name of Chief Safety Officer or SMS Executive Cecelia Grotz, Director of Compliance and Transit Relations
Modes of Service Covered by This Plan Demand Response (Paratransit)
All FTA Funding Types 5307 and 5311
Modes of Service Directly Provided by the
Transit Agency Demand Response (Paratransit)
Does the agency provide transit services on
behalf of another transit agency or entity? No
Description of Arrangement(s) N/A
Name and Address of Transit Agency(ies) or
Entity(ies) for Which Service is Provided N/A
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2. Plan Development, Approval, and Updates
The Agency Safety Plan for CRANE Public Transit is a “living document.” As major revisions
occur, the entire plan will be reproduced and distributed. For minor revisions, only the affected
pages will be issued. As new sections/documents are received, previous revisions of the document
shall be retained in an archive for future reference. Table 3 documents the most recent approvals of
this plan, and Table 4 records the complete history of successive versions.
Table 3. Plan Development, Approval, and Updates
Name of Entity That Drafted This Plan Nebraska Department of Transportation
Signature by the Accountable Executive
December 15, 2020
Charley Falmlen, Transit Program Manager Date of Signature
Approval by the Board of Directors or an Equivalent Authority
December 15, 2020
John Collins, Public Works Director Date of Approval
Review by the Chief Safety Officer/SMS
Executive
December 15, 2020
Cecelia Grotz, Director of Compliance and Transit
Relations, Senior Citizen’s Industries, Inc. Date of Approval
Certification of Compliance
December 15, 2020
Kari Ruse, Transit Manager
Nebraska Department of Transportation Date of Certification
Table 4. Version Number and Updates
Version Number Section/Pages Affected Reason for Change Date Issued
Rev. 0 Full Document Initial PTASP developed November 2020 by NDOT and SRF Consulting Group, Inc., in consultation with
CRANE Public Transit/SCI management.
Dec. 30, 2020
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Annual Review and Update of the Agency Safety Plan
The Crane Public Transit PTASP, including the Safety Management Policy Statement, is reviewed
annually (October/November of each year) to ensure it remains relevant and appropriate to the
agency’s safety objectives and safety performance targets, per § 673.11(a)(5). Following review and
updating as warranted, the plan is certified by the Transit Program Manager and approved by the
Public Works Director, as well as the Nebraska Department of Transportation (NDOT) Transit
Manager and the current contractor’s SMS Executive/Chief Safety Officer.
As a component of the annual PTASP review process completed in October/November of each
calendar year, CRANE Public Transit will communicate updated safety performance indicators to
the NDOT and the Grand Island Area Metropolitan Planning Organization (GIAMPO), to aid in
their planning processes. In coordination with the state and GIAMPO, CRANE Public Transit may
adjust its safety performance targets or develop new safety performance measurement areas for
tracking and monitoring by the agency.
Updates to the PTASP are recorded in the Version Number and Updates, including a version
history. All documentation shall be retained for a minimum of three years after completion of the
service contract.
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3. Safety Performance Targets
Clearly defined safety goals, objectives, and targets are key elements of CRANE Public Transit’s
safety program and strategic planning process; however, until recently the agency was subject to
rural transit safety reporting for its Section 5311 program only, which requires fewer safety metrics
than is required by the PTASP. Additionally, the City of Grand Island was designated a 5307 FTA
recipient in 2019. Transit system staff have been working diligently with FTA’s Region 7 office to
align its policies, programs and plans with its new designation and funding. As a result, CRANE
Public Transit is in the process of revising its safety program, starting with overarching goals and
objectives and specifically identifying a new monitoring/tracking system for safety data. This section
of the PTASP will describe the changes made to-date and its plan for further modifications.
Safety Goals and Objectives
Safety program goals and objectives are the first step toward a comprehensive safety program.
Table 5 details CRANE Public Transit’s high-level goals and objectives, with goals being the general
description of desirable long-term impacts and objectives being specific statements that define
measurable results of working towards goal attainment.
Table 5. CRANE Safety Goals and Objectives
Goal 1: CRANE Public Transit promotes a culture that supports employee safety and security and safe system
operation (during normal and emergency conditions). The culture is established through motivated compliance, rules
and procedures, the appropriate use and operation of equipment, and an active safety promoting role for everyone in
the organization
Objectives
Establish, as part of the duties of the Transit Program Manager, oversight of the agency’s transit safety program
Develop a Safety Committee
Establish regular safety committee meetings to address training needs, review events/incidents and develop safety
awareness activities and programs
In the first year of the CRANE PTASP, develop a safety performance target monitoring/tracking system
Enhance safety input and feedback processes
Expand employee safety training opportunities
Goal 2: CRANE Public Transit encourages safe system operation through identifying hazards, mitigating risk, and
promoting methods/practices to reduce occurrences
Objectives
Implement and maintain a hazard identification and risk assessment program, and based on the results of this program, establish a course of action for improving safety and reducing hazards
Achieve a level of safety performance that meets or exceeds the agency’s established performance targets
These goals and objectives will be the cornerstone of its new safety program as a combined 5307
and 5311 funding designee.
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Safety Performance Targets
Setting safety performance targets, based upon the above goals and objectives, is a key element of
the agency’s safety program. These targets will align with the National Public Transportation Safety
Plan and include the following data reporting:
• Crashes by severity
• Safety events (use the NTD’s S and S-40/50 Forms) or record:
─ Fatalities
─ Injuries requiring transport
─ Incidents resulting in >$25,00 in damage
─ Incidents that require towing a CRANE vehicle
─ Incidents/conditions requiring evacuation of a CRANE Public Transit facility/vehicle for
life safety reasons
• Vehicle service failures that result in that vehicle not starting or completing the assigned trip
As stated as a safety objective, CRANE Public Transit will develop a safety monitoring/tracking
program for each of the target areas. With the exception of fatalities, the targets will reflect CRANE
improving each year from the three-year baseline condition for the target area. For the injury, safety
event and system reliability categories, CRANE Public Transit will use the following safety
performance target policy:
• Using data reported for the previous three-year period, establish an annual average number of
and rate of occurrence for incidents observed in each category.
• Going forward from the established baseline, CRANE Public Transit strives to improve on
conditions observed in the current baseline period.
• Every three-years, CRANE Public Transit will recalculate the baseline levels for the target
categories.
No fatalities have occurred in the transit system’s history; therefore, the CRANE Public Transit
believes it has sufficient data to establish fatality targets of zero for the absolute number per year and
zero for the rate per revenue mile.
Table 6 illustrates the agency’s timeline and milestones for establishing a baseline and safety
performance targets for the remaining five targets required in the PTASP using the following
definitions:
• Fatalities: Total number of reportable fatalities and rate per 100,000 vehicle revenue miles
• Injuries: Total number of reportable injuries and rate per 100,000 vehicle revenue miles
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• Safety Events: Total number of reportable events and rate per 100,000 vehicle revenue miles
(event, as defined in § 673.5)
• System Reliability: Mean (or average) revenue miles of service between major mechanical
failures
Table 6. Performance Target Timeline and Milestones
Date Milestone
June 30, 2021 Develop a monitoring/tracking system for safety data, with assistance
from the newly-created Safety Committee
June 30, 2022 Year 1 data completed
June 30, 2023 Year 2 data completed
June 30, 2024 Year 3 data completed
October 31, 2024
Establish a three-year baseline and first safety performance targets;
Review/Modify the baseline and safety performance targets annually
from this date forward
Table 7 illustrates the current status and target of the seven performance measures. In a plan such as
the PTASP, it is critical to demonstrate a connection between the performance measures and system
goals. Therefore, the table also details which safety goals is/will be supported by the performance
target.
Table 7. Demand Response (Paratransit) 2020-2024 Safety Performance Targets
Safety Performance Category 2021 Baseline Target Goal Supported
Fatalities Total 0 0 1 2
Rate per 100,000 VRM 0 0 1 2
Injuries (Minor/Major)
Total TBD Reduction from 2024 baseline 1 2
Rate per 100,000 VRM TBD Reduction from 2024
baseline 1 2
Safety Events (Minor/Major)
Total TBD Reduction from 2024
baseline 1 2
Rate per 100,000 VRM TBD Reduction from 2024
baseline 1 2
System Reliability
(Minor/Major)
VRM Between Failures
(Total) TBD Increase from 2024
baseline 1 2
TBD – To be determined in 2024
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Major and Minor Events
In describing these categories, the definitions for “major” and “minor” from the National Transit
Database (NTD) are as follows:
• Reportable Event (Major):
A safety event occurring on transit right-of-way or infrastructure, at a transit revenue facility, or
at a transit maintenance facility during a transit-related maintenance activity or involving a transit
revenue vehicle that results in one or more of the following conditions:
─ A fatality confirmed within 30 days of the event.
─ An injury requiring immediate medical attention away from the scene for one or more
person.
─ Property damage equal to or exceeding $25,000.
─ Collisions involving transit revenue vehicles that require towing away from the scene for a
transit roadway vehicle or other non-transit roadway vehicle.
─ An evacuation for life safety reasons.
• Non-Major Summary Incident/Event (Minor) are less severe incidents or events that do not
meet the requirements of Reportable Events:
─ Other safety occurrences not otherwise classified (injuries).
─ Fire.
• Major mechanical system failures, as defined by the NTD, are those that limit actual vehicle
movement or create safety issues. This includes but is not limited to failures involving:
─ Brakes
─ Doors
─ Engine cooling systems
─ Steering, axles, and suspension
• Minor mechanical system failures are failures of some
other mechanical element of the revenue vehicle not caused
by a collision, natural disaster, or vandalism, but that, because
of local agency policy, prevent the revenue vehicle from
completing a scheduled revenue trip or from starting the next
scheduled revenue trip even though the vehicle is physically
able to continue in revenue service. They include but are not
limited to issues involving:
─ Fareboxes
─ Wheelchair lifts
─ Heating, ventilation, and air conditioning systems
ESTABLISHING TARGET
METRICS
Introduced in Workshop 1, the
process to establish the seven safety
targets involved a discussion on how
to determine a baseline without prior
collection of PTASP data based on
FTA definitions. While a future
process was developed, all participants
also agreed to strive for an
improvement over current
performance and a three-year baseline
for initial data collection to establish
the targets.
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Safety Performance Target Coordination
CRANE Public Transit provides up-to-date editions of this plan, including safety performance
targets, to the Grand Island Area MPO and the NDOT, in accordance with § 673.15(a) and
§ 673.15(b). The most recent dates of transmission are shown in Table 8.
Table 8. Safety Performance Target Coordination
Targets Transmitted to the
State
State Entity Name Date Targets Transmitted
Nebraska Department of Transportation November 15, 2020
Targets Transmitted to the MPO
MPO Name Date Targets Transmitted
Grand Island Area Metropolitan Planning
Organization December 14, 2020
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4. Safety Management Policy
Safety Management Policy Statement
CRANE Public Transit prioritizes safety as the positive effects influence every aspect of service.
Identifying and addressing potential threats and hazards can save lives, reduce injuries, improve
service and help manage costs.
CRANE Public Transit uses the Safety Management Systems (SMS) framework to make informed
decisions appropriate for operations, passengers, employees and how we interact with the
community. As an agency we are committed to the following objectives:
• Support safety management through the provision of appropriate resources to meet our
established safety goals, objectives and performance targets.
• Establish and communicate safety management responsibilities among CRANE Public Transit
managers and employees, as well as City of Grand Island’s employees responsible for managing
the service.
• Establish and actively participate in Safety Committee meetings/discussions.
• Establish regular transit safety meetings to address training needs, review events, and develop
safety awareness activities and programs.
• Enhance safety input and feedback processes.
• Expand employee safety training opportunities.
• Implement and maintain a hazard identification and risk assessment program, and based on the
results of this program, establish a course of action for improving safety and reducing hazards.
• Achieve a level of safety performance that meets or exceeds the agency’s established
performance targets.
Promoting a non-punitive safety culture is a critical element of the SMS framework. CRANE Public
Transit management is fully committed to ensuring that the employee safety reporting processes
established within this plan allow employees/customers/visitors opportunities to report safety
hazards without concern of retribution. Except in the instance of willful safety rule violations,
CRANE Public Transit employees reporting safety hazards shall not be subject to disciplinary
action.
____________________________________ ____________
Transit Program Manager/Accountable Executive Date
_____________________________________ ____________
Director, Public Works Date
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Safety Management Policy Communication
The Transportation Program Manager and Director of Compliance and Transit Relations will
initially introduce CRANE Public Transit staff to SMS principals and the Safety Management Policy
contained in this PTASP at division meetings (drivers/dispatch, small group meeting for CRANE
Maintenance Technician, etc.) held in the first quarter of 2021. At these meetings, senior CRANE
staff will discuss the importance of safety within the agency, the PTASP
safety goals and objectives, share the PTASP safety policy statement,
discuss ways each employee can contribute to a safety culture within
CRANE Public Transit and new initiatives that have resulted from its
initial safety review (new Safety Committee, development of safety
monitoring/tracking methodologies, etc.)
CRANE Public Transit will continue to communicate this PTASP and
the SMS principles within the organization to new and current employees
in the following three ways:
1.Safety posters from the Nebraska Safety Center placed
within the CRANE Public Transit office.
2.Weekly “Bus Stop Talks” provided by the Safety Center
and placed throughout the agency.
3.Monthly vehicle operator/dispatcher meetings to discuss
recent, relevant topics. These meetings are in addition to
the quarterly driver safety meetings.
Authorities, Accountabilities, and
Responsibilities
The City of Grand Island’s Transit Program Manager serves as
the agency’s Accountable Executive and has the authority to
develop and execute the CRANE Public Transit PTASP. The Transit Program Manager is
accountable for the agency's overall safety and the maintenance of the SMS program and operations.
SCI’s Director of Compliance and Transit Relations currently serves as CRANE Public Transit’s
SMS Executive/Chief Safety Officer responsible for day-to-day implementation and management
of the PTASP and the SMS process. The Director of Compliance and Transit Relations reports
directly to the Transit Program Manager for safety-related issues, and they will meet regularly to
discuss the agency’s safety performance and advancement of the SMS within CRANE Public
Transit, in accordance with § 673.23(d)(2). The Director of Compliance and Transit Relations will
also discuss safety issues with the remaining CRANE employees (Dispatchers, drivers, and
Maintenance Technician) on an ongoing and as needed basis to ensure a successful SMS process and
safety culture.
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Other staff/groups within the City of Grand Island and SCI hold important roles in PTASP’s
development, implementation, and management. Table 9 gives an overview of these roles and
responsibilities based upon three categories of responsibility: primary, secondary and input as
defined below:
• Primary Responsibility: Role is to author and approve content or actions associated with a
particular plan element, either Plan Development or Implementation.
• Secondary Responsibility: Role is to provide advise as to content incorporated into the
PTASP Plan; review activities associated with Implementation of the Plan; conduct day-to-day
CRANE Public Transit service utilizing SMS policies and procedures as a tool to meet the transit
systems goals, objectives and safety performance targets.
• Input Responsibility: Provide critical base data to PTASP Plan development, on-going activity
data for updates and/or disseminate information from the Plan to staff throughout the life of
the Plan.
Table 9. ASP SMS Staff Tasks and Responsibilities
Legend
P – Primary or Lead Responsibility
S - Secondary Responsibility
I – Input Responsibility
Task Transit Program Manager (City) Director of Compliance and Transit Relations (SCI) Transit Maintenance Technician (SCI) CRANE Safety Committee Plan Development Establish PTASP policy P S I I
Establish PTASP goals, objectives P S I I
Establish PTASP organizational levels P S I I
Establish PTASP roles and responsibilities P S I I
Establish a PTASP review and renewal schedule P P I I
Develop and track PTASP targets P P I S
Conduct preliminary Hazard and Threat and Vulnerability Assessment S P I P
Assess and resolve identified risks P P I S Plan Implementation and Management Document serious and/or repeated safety violation I P I S
Conduct or monitor incident/mishap response and investigation (assess
trends) I P I S
Provide safety and security related training S P I I
Develop annual safety and security report P I I S
Develop standard operating procedures related to employee safety duties S P I S
Develop an effective incident notification and reporting system S P I S
Support and communicate safety as the top priority to all employees P P I S
Develop relations with outside organizations that may participate in and
contribute to the PTASP, including local public safety and emergency planning
agencies
P P I I
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Safety Reporting-Response Opportunities
CRANE Public Transit is committed to providing a safe work environment for employees and
visitors and for responsible operations throughout Grand Island and Hall County. Thus, it is
imperative that CRANE Public Transit employees and stakeholders have convenient and available
means to report incidents and occurrences which may compromise the safe conduct of CRANE
Public Transit’s operations. CRANE Public Transit encourages employees, customers and
community stakeholders to report activities/conditions that may affect the integrity of transit safety.
Such communication is completely free of any form of reprisal, per § 673.23(b) and § 673.23(c).
SCI’s Personnel Policies-Employee Handbook (applicable to CRANE Public Transit employees), as
well as the CRANE Public Transit Vehicle Operator’s Manual, outline the reporting methods
available to employees. CRANE Public Transit will not take disciplinary action against any employee
who discloses a safety incident or action involving transit personnel/assets. This policy shall not
apply to information received by CRANE Public Transit from a source other than the employee, or
which involves an illegal act or a deliberate or willful disregard of CRANE Public Transit regulations
or procedures.
The Director of Compliance and Transit Relations will be responsible for reviewing reported events
and addressing events consistent with the Safety Risk Management process. The reporting and
response process encompasses a three-pronged detection approach and a reporting component in
addressing events, ensuring a safety culture is achieved. Each multi-level approach is outlined below:
• Detection and reporting. CRANE Public Transit provides a range of methods for employees,
customers and/or others to report incidents/events covered in the safety program, including:
─ Employees: As described in the Employee Handbook and Operator’s Manual, CRANE
Public Transit has developed a Safety Suggestion/Near Miss incident reporting form
through which employees can, and are required to report an event that has occurred or a
condition of concern that could result in a safety event. Specifically, employees are required
to report accidents and/or injuries that involve operations, maintenance, or vehicles to the
Director of Compliance and Transit Relations. At present, the Director reports rural
situations to the Nebraska DOT via the manager’s portal to their website, as well as the
Transit Program Manager, and urban incidents to the Transit Program Manager. SCI’s
Executive Director is also notified. However, the rural and urban reporting structure will be
reviewed in the next year to ensure that appropriate personnel are notified.
─ Customers: Operators are instructed to contact the CRANE Public Transit Director of
Compliance and Transit Relations in the event of a customer reported incident/event.
Reporting to the CRANE Public Transit Director of Compliance and Transit Relations
initiates the incident/event review process. Additionally, the CRANE Public Transit
webpage will be modified in the first quarter of 2021 to provide a convenient format to relay
important operational/safety concerns. Input directly received from customers relative to
safety incidents/concerns is forwarded to the Director of Compliance and Transit Relations.
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─ Stakeholders: Persons coming in contact with CRANE Public Transit through operations,
meetings or a visit to its facility can report incidents directly to the Director of Compliance
and Transit Relations or (in the future) through the CRANE Public Transit website.
• Response. CRANE Public Transit is committed to open communication regarding employee,
customer and stakeholder safety. Presently, there is not a formal program for wide dissemination
of the outcome and/or actions associated with addressing safety hazards or events reported
through the range of means available. The Director of Compliance and Transit Relations
responsibilities will include developing a new safety monitoring/tracking system over the course
of 2021 and establishing a range of digital, print and verbal methods through which actions
taken to address hazards or events reported to CRANE Public Transit are communicated
internally and externally.
If the reporting employee provide their name during the reporting process, the CRANE Public
Transit Director of Compliance and Transit Relations ensures feedback regarding any actions taken
in response to their report. The identity of the reporting employee is protected to the extent
permissible by law when CRANE Public Transit collects, records, or disseminates information
obtained from transit safety reports.
CRANE Public Transit Safety Committee (Action Item for 2021)
Through CRANE Public Transit’s PTASP’s original development and review of current practices, it
was determined that, to comply with 40 U.S.C 5329 and 40 Code of Federal Regulations (CFR) 673,
a new safety committee will be established in 2021 for the purposes of:
• Incident/Event Review - Reviewing incidents/events involving work-related fatalities, injuries,
or near misses related to hazards management and recommending policy or procedural
modifications to improve CRANE’s safety culture.
• Policy/Procedure Review - Reviewing established safety policies and procedures established by
the agency pertaining to hazards management and recommending policy or procedural
modifications.
• Annual Hazard Identification - Assisting the Director of Compliance and Transit Relations in
the annual PTASP hazard identification and risk assessment.
• Safety Monitoring/Tracking System - Assisting the Director of Compliance and Transit
Relations in developing a monitoring/tracking system to assess hazards and the transit systems
progress toward its safety performance goals, objective and safety performance targets.
• Safety Communications/Training Opportunities - Assisting the Director of Compliance and
Transit Relations with safety communications/identifying training opportunities for all CRANE
employees.
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This safety committee will be comprised of individuals from from various departments and
employee categories and will include administration, operations and maintenance personnel.
CRANE Public Transit Agency’s Safety Committee will meet quarterly to discuss the previous time
period’s safety data, review policies, procedures, communications and discuss training opportunities.
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5. Safety Risk Management
The Safety Risk Management process applies to all elements of the system, including operations,
maintenance (facilities and vehicles) and administration. CRANE Public Transit’s risk management
process begins with hazard identification, both internal and external to the CRANE facility. CRANE
Public Transit’s approach focuses on prevention and/or control of hazards in a systematic manner
to reduce the risk of identified hazards to the lowest practical level through effective use of
resources. The hazard analysis process includes a feedback loop that re-incorporates lessons learned
(Figure 2) through earlier assessments.
Figure 2. Hazard Assessment Feedback Loop
In carrying out the Safety Risk Management process, CRANE Public Transit uses the following
terms:
• Event – Any accident, incident, or occurrence
•Hazard – Means any actual or potential condition that can cause injury, illness, or death;
damage to or loss of the facilities, equipment, rolling stock, or infrastructure of a public
transportation system; or damage to the environment
• Risk – Composite of predicted severity and likelihood of the potential effect of a hazard.
• Risk Mitigation – Method(s) to eliminate or reduce the effects of hazards
• Consequence – Means the potential outcome(s) of a hazard
Hazard Identification
CRANE Public Transit has established formal requirements for proactive identification of hazards,
per § 673.25(b). The primary methods used to identify hazards and threats to the transit system are
input submitted to drivers or to customer service by riders or interested stakeholder and incident
reports by employees. (See CRANE Public Transit’s Passenger and Public Incident Report form
included in the Appendix).
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Employees are encouraged to report near-miss incidents, known as precursors (see Incident/Near
Miss/Safety Suggestion form in the Appendix). These incidents are more numerous than accidents
and including them in the process can help identify effective mitigation and avoid more serious
events.
Potential sources regularly reviewed for hazard information include, but are not limited to, the list in
Table 10.
Table 10. Hazard Identification Sources
Hazard Information Source Responsibility Review Frequency
Markout list Maintenance Technician Daily
Dispatcher Daily Log Director of Compliance and Transit Relations Daily
Internal employee comment box Director of Compliance and Transit Relations Weekly
Public emails Director of Compliance and Transit Relations Daily
Incident/Near Miss/Safety Suggestion Form Director of Compliance and Transit Relations Daily
Facility inspection or walkaround reports Director of Compliance and Transit Relations,
Transit Maintenance Technician Annually
Statistical reports/historical data Director of Compliance and Transit Relations Monthly
Safety Assessment and System Review Director of Compliance and Transit Relations, Safety Committee Annually
Facility Safety and Security Assessment Director of Compliance and Transit Relations Annually
Internal and external audits and inspections
(including FTA and NDOT audits and inspections) Transit Program Manager As needed
Vehicle Camera Footage Director of Compliance and Transit Relations As needed
Incident/Accident reports Director of Compliance and Transit Relations As needed
Information from public safety officials, local
governments, and other major CRANE Public
Transit stakeholders
Transit Program Manager, Director of Compliance
and Transit Relations As needed
CRANE Public Transit’s Director of Compliance and Transit Relations and its Safety Committee
are directly involved in hazard review, identifying mitigation techniques and documentation.
Risk Assessment
With implementation of the initial PTASP in 2020, CRANE Public Transit is committed to
conducting a formal analysis and evaluation process of reported hazards to ensure they are
addressed. The steps CRANE Public Transit employs to assess risk are outlined in the bullet points
below and are recorded in Table 11:
• Step 1: Document/Report the Risk or Event. Sources of risks or events addressed through
the assessment process include complaints received from customers/visitors/stakeholders,
incident reports submitted by employees, and observations recorded by employees and
submitted to the Director of Compliance and Transit Relations. These risks/events are then
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reported to the City of Grand Island/Nebraska DOT as detailed in the “Safety Reporting-
Response Opportunities” section of this document.
Table 11. Hazard Identification and Risk Assessment Log (Part 1)
Identification
Initial Safety Risk
Rating
Hazard Hazard Type ID Date ID Source Analysis Date Consequences Existing Mitigation Severity of Consequences Likelihood of Consequences Safety Risk Index
Table 12. Hazard Identification and Risk Assessment Log (Part 2)
Mitigation Identification and Implementation Monitoring/Reporting
Further
Mitigation Action
Revised
Safety Risk Index
Revised
Safety
Risk
Index Date
Department
Responsible for Mitigation Estimated Implementation Date Contact Person Mitigation Effectiveness
•Step 2: Characterize the risk.Consistent with the FTA Safety Risk Assessment Matrices for
Bus Transit Agencies (September 2019), CRANE Public Transit identifies the likelihood and
potential severity of consequences associated with each identified risk or event. CRANE Public
Transit employs a “worst credible consequences” definition to characterization of risks, meaning
the outcome is realistic and imaginable in day-to-day operations, but is not the worst possible
consequence. Definitions applied in the process are provided in the next section.
• Step 3: Describe the current actions to reduce risk. CRANE Public Transit employs a range
of practices promoted to employees through pre-employment training in their profession, on-
going safe operating and/or practices training, distributing operating manuals, etc. Applicable
actions currently being deployed are documented in the risk assessment process.
Continue to Part 2
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• Step 4: Assess current practices. Understanding new or modified methods for safe operations
and maintenance practice are continuously being developed, CRANE Public Transit
acknowledges the need to periodically assess current practices and safety events to determine the
need to revise promoted practices when identified as a safety risk or when new practices/policies
are introduced to the agency. Through regular application and documentation of the Risk
Assessment process, CRANE Public Transit staff included in risk evaluation discussions
consider and discuss other actions to better address observed or anticipated events.
• Step 5: Added Mitigation Assessment and Implementation. CRANE Public Transit has
developed programs and procedures that actively address many of the events that could occur
through operations and maintenance, continued education and event review to identify added
reasonable actions may be needed. The purpose of step 5 is to review current procedures and
discuss whether added action is needed to enhance safety. If actions are identified, staff
responsibilities and timelines for implementing are documented.
To assess the risk level of a given hazard, experienced personnel responsible for CRANE Public
Transit service use a standardized Risk Assessment Matrix. Results of the risk assessment process
will help determine whether the risk is being appropriately managed or controlled. If the risk is
acceptable, the hazard will simply need monitoring. If the risk is unacceptable, CRANE Public
Transit will take steps aimed at lowering risk to an acceptable level, or to remove or avoid the
hazard.
The Transit Program Manager will be responsible for coordinating the risk assessment process,
consulting with external subject matter experts, and federal and state bodies as necessary to ensure
the procedures are current and applicable. The goal is to consider all human factors, environmental
factors, supervision elements, and organizational elements in assessing risk potential and actions to
mitigate risk.
CRANE Public Transit’s Director of Compliance and Transit Relations along with its Safety
Committee reviews all hazards, with the exception of those that have been immediately mitigated by
frontline employees or minor disciplinary actions in response to rule violations not constituting
systematic, widespread issues.
Rating System
To organize and prioritize identified hazards, CRANE Public Transit defines severity according to
the following scale:
• Catastrophic – A: Conditions are such that human error, environment, design deficiencies,
element, subsystem or component failure, or procedural deficiencies may commonly cause death
or major system loss and require immediate termination of the unsafe activity or operation.
• Critical – B: Conditions are such that human error, environment, design deficiencies, element,
subsystem or component failure or procedural deficiencies may commonly cause severe injury or
illness or major system damage and require immediate corrective action.
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• Marginal – C: Conditions may commonly cause minor injury or illness or minor systems
damage such that human error, environment, design deficiencies, subsystem or component
failure or procedural deficiencies can be counteracted or controlled without severe injury, illness
or major system damage.
• Negligible – D: Conditions are such that personnel error, environment, design deficiencies,
subsystem or component failure or procedural deficiencies will result in no, or less than minor,
illness, injury or system damage.
CRANE Public Transit has reviewed the generalized definitions of probability of an event occurring
and have refined the operating hours between occurrences to reflect local conditions. Listed below
are the CRANE Public Transit’s probability of occurrence definitions:
• Frequent – 1: Continuously experienced; mean time between events (MTBE) is less than 3,000
operating hours.
• Probable – 2: Will occur frequently; MTBE is between 3,000 and 15,000 operating hours.
• Occasional – 3: Will occur several times; MTBE is between 15,000 and 60,000 operating hours.
• Remote – 4: Unlikely but can reasonably be expected to occur; MTBE between 60,000 and 1
million operating hours.
• Improbable – 5: So unlikely, it can be assumed occurrence may not be experienced; more than
1 million operating hours between events.
CRANE Public Transit determines the overall risk presented by each hazard using a composite
measurement of the hazard severity and probability according to the risk assessment matrix shown
in Table 13. The matrix is broken down into the categories of High, Moderate, and Low. This
standardized hazard analysis matrix helps staff to focus first on the most serious safety hazards
requiring resolution. Hazards identified as “High” will require CRANE Public Transit to further
evaluate the potential consequence/condition and identify a mitigation strategy. A “Moderate” rating
in the matrix indicates that countermeasures should be implemented, within fiscal constraints of the
agency. A “Low” rating means that CRANE Public Transit may accept the risk without providing
any countermeasures.
Once a hazard analysis is performed to define its potential severity and probability of occurrence,
the project team must work to address, or resolve, such hazards. Hazard resolution is defined as the
analysis and subsequent actions taken to reduce to the lowest level practical the risk associated with
an identified hazard.
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Table 13. Risk Assessment Matrix
Frequency of
Occurrence
Hazard Categories
A
Catastrophic
B
Critical
C
Marginal
D
Negligible
(1) Frequent 1A 1B 1C 1D
(2) Probable 2A 2B 2C 2D
(3) Occasional 3A 3B 3C 3D
(4) Remote 4A 4B 4C 4D
(5) Improbable 5A 5B 5C 5D
Hazard Risk Index Risk Decision Criteria
1A, 1B, 1C, 2A, 2B, 3A High (H) Must be mitigated.
1D, 2C, 2D, 3B, 3C, 4A, 4B, 5A Medium (M) Should be mitigated.
3D, 4C, 4D, 5B, 5C, 5D Low (L) Acceptable (Supported by Management).
Risk Mitigation
If the assessment process indicates a need for mitigation, then the Director of Compliance and
Transit Relations develops corrective actions, in consultation with the Safety Committee, and subject
matter experts as necessary.
Hazard Tracking and Recordkeeping
The Director of Compliance and Transit Relations will be tasked with maintaining a record of
current and past risk assessment reviews using the Hazard Identification and Risk Assessment Log.
This document serves as a unified repository for data and information related to the proactive and
reactive identification of hazards, as well as the results of the CRANE Public Transit’s hazard
analysis process and any corrective actions developed under the safety risk mitigation process.
Mitigation Actions
Mitigation can take a wide variety of forms, some of them standard and some creative. Actions fall
into the following categories:
• Physical Defenses: These include objects and technologies that are engineered to discourage,
or warn against, or prevent inappropriate action or mitigate the consequences of events (e.g.
traffic control devices, fences, safety restraining systems, transit monitoring systems, etc.).
• Administrative Defenses: These include procedures and practices that mitigate the likelihood
of accidents/incidents (e.g. safety regulations, standard operating procedures, personnel
proficiency, supervision inspection, training, etc.).
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• Behavioral Defenses: These include behavioral interventions through education and public
awareness campaigns aimed at reducing risky and reckless behavior of motorists, passengers and
pedestrians – factors outside the control of the agency.
Documentation and Reporting
CRANE Public Transit will incorporate the risk
assessments completed within the period between
PTASP re-certifications. An updated risk matrix will
be incorporated into the appendix of the re-certified
document.
CRANE Public Transit will provide updated re-
certified versions of the PTASP to the Safety
Committee for their information.
TRAINING QUALITY CONTROL
During Workshop 2, participants discussed the
safety event in which a customer is unsteady
on a bus lift. They rated it as 2B – critical and
probable – because injuries can be serious and
it occurs multiple times a year. Drivers are
currently trained on lift safety during their
initial training and then receive annual
refresher training, as well as hold discussions
during driver meetings on this issue. The
group suggested investigating several possible
additional defenses: new signage, customer
waiver and optional vehicle safety equipment
to reduce occurrences. These actions would
fall to the Operations, legal and newly-formed
Safety Committee to investigate.
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6. Safety Assurance
Safety assurance processes clarify how safety performance is evaluated and how lessons learned will
inform and improve the organizational culture. They provide the necessary feedback to ensure that
the SMS is functioning effectively, and that CRANE Public Transit is meeting or exceeding its safety
goals and objectives.
Compliance Monitoring
The Director Compliance and Transit Relations and Dispatchers, as well as the Maintenance
Technician, directly monitor compliance with safety procedures. For example, facility walkarounds
include an inspection of interior and exterior building components (see the SMS Inspection
Checklist located in the Appendix). This inspection checklist includes heating, air conditioning,
plumbing systems etc. in all shop areas, parts storage, and vehicle storage to evaluate compliance
with safety rules and shop safety practices. Operators complete pre-service checks daily, reporting
concerns to the CRANE Public Transit Maintenance Technician for action via the Pre-Trip
Inspection Form. Bus drivers are observed on periodic ride-alongs (as needed by the Director of
Compliance and Transit Relations and annually by the Transit Program Manager) and camera video
is viewed as needed. A full list of safety performance monitoring activities, responsibilities and
frequencies are included in Table 14.
If a supervisor or other employee observes questionable actions that reasonably could lead to a
potential hazard, they are encouraged to report the condition and it will be tracked and addressed
through the mechanisms described in Chapter 5, Safety Risk Management.
Table 14. Safety Performance Monitoring Sources
Performance Monitoring
Information Source Source Description Responsibility Frequency
Employee safety
reporting program
Verbal and Written Communication
(Incident/Safety/Near Miss form,
Pre-Trip Inspection)
Director of Compliance and
Transit Relations Ongoing
Service delivery
monitoring
Ride-A-Longs, Discipline, Driver
Retraining
Director of Compliance and
Transit Relations Monthly
Operational data Operational Statistics (i.e. ridership,
rides/hour, etc.)
Director of Compliance and
Transit Relations Monthly
Maintenance data
Roadcalls, Repair Trends Transit Maintenance Technician,
Director of Compliance and
Transit Relations
Monthly
Safety audits, studies,
reviews and inspections
TSI Audit, Federal Reviews, OSHA,
Internal reviews Transit Program Manager Annually
Safety investigations Accidents, Investigations from
Employees/Customers
Director of Compliance and
Transit Relations Ongoing
External Agency TAC, First Responders, GIAMPO, etc. Transit Program Manager Bi -
Monthly
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Mitigation Monitoring
During the annual PTASP review and update, the Transit Program Manager and Director of
Compliance and Transit Relations, with assistance from the Safety Committee, will review records
produced during Safety Risk Management activities and discuss the results of the program over the
year to evaluate the effectiveness of the agency’s Safety Risk Management process and discuss
possible mitigation solutions. This review process will extend to available safety risk evaluation
records, hazard identification and analysis practices, the corrective action plan process, and reviews
of the Hazard Identification and Risk Assessment Log.
As part of the Transit Program Manager’s responsibilities for oversight of the CRANE Public
Transit Program, the manager completes an annual comprehensive review of all FTA and City
requirements as documented in the “Transit Provider Monitoring Guide” (see list of “Links to
Other CRANE plans/documents” in the Appendix). This guide will be revised to include a review
of the CRANE Public Transit’s SMS process, PTASP, and safety program.
Additionally, CRANE Public Transit will be developing and implementing a new measurement,
monitoring and tracking system to gather data to measure the seven safety performance targets
within the first year of the PTASP. The Director of Compliance and Transit Relations, with
assistance from the newly-formed Safety Committee, will develop this monitoring program and
begin reviewing data as a result of its implementation. This will be a cornerstone of CRANE Public
Transit’s SMS program.
Investigations
Safety events are investigated either formally or informally to identify causal factors. The Director of
Compliance and Transit Relations has responsibility for this investigation. The Director uses the
accident or Incident/Near Miss/Safety Suggestion reports, as well as observations and any employee
statements to determine whether an accident/incident was preventable and what safety
recommendations it may yield. The Director also reviews incident trends and near miss information
to determine systemic solutions and consults with the new Safety Committee on opportunities for
improvement based upon their experience and perspectives.
Internal Reporting
Many of the hazards reported to the Director of Compliance and Transit Relations arrive via internal
safety reporting programs. CRANE Public Transit does not differentiate between internal and
external reports for most purposes. Information shared through internal safety reporting programs
is reviewed, investigated, and addressed.
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CRANE Public Transit informs employees of safety actions taken in response to the information
they report (see Figure 3). Actions can take the form of a direct conversation with the Director of
Compliance and Transit Relations; a memo to CRANE employees; an update to the training
program, policy or procedure; or another method, as appropriate to the nature of the report.
Figure 3. Employee Reporting Feedback Loop
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7. Safety Promotion
Culture
CRANE Public Transit believes safety promotion is critical to the success of SMS by ensuring that
the entire organization fully understands and trusts the SMS policies, procedures, and structure. It
involves establishing a culture that recognizes safety as a core value, training employees in safety
principles, and allowing open communications of safety issues.
Positive safety culture must be generated from the top-down. The actions, attitudes, and decisions at
the policy-making level must demonstrate a genuine commitment to safety. Safety must be
recognized as the responsibility of each employee with the ultimate responsibility for safety resting
with the Transit Program Manager, with day-to-day responsibility of safety by the Director of
Compliance and Transit Relations. Employees must trust that they will have management support
for decisions made in the interest of safety while recognizing that intentional breaches of safety will
not be tolerated.
A positive safety culture at CRANE Public Transit is defined as one which is:
An Informed Culture
• Employees understand the hazards and risks involved in their areas of operation
• Employees are provided with the necessary knowledge, training and resources
• Employees work continuously to identify and overcome threats to safety
A Just/Reporting Culture
• Employees know and agree on what is acceptable and unacceptable behavior
• Human errors must be understood but negligence and willful violations are not tolerated
• Employees are encouraged to voice safety concerns and to share critical safety information
without the threat of punitive action
• When safety concerns are reported, appropriate action is taken
A Learning Culture
• Learning is valued as a lifetime process
• Employees are encouraged to develop and apply their own skills and knowledge to enhance
safety
• Employees are updated on safety issues and informed of actions through feedback
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Competencies and Training
CRANE Public Transit maintains and implements a safety management training program to ensure
employees are trained and competent to perform their SMS duties, per § 673.29(a).
All frontline employees will focus on safety reporting competencies, such as formal training on
safety reporting expectations and reporting procedures. For the management level, safety focus will
be on development and evaluation of safety data, such as how to analyze the data into meaningful
results that lead to analysis and action, as well as developing safety policies, procedures and
programs that will provide a strong safety culture within the agency.
Additionally, training at all levels of the organization will be incorporated into the following
activities: pre-employment screening of job-related skills for certain positions, new employee
orientation, on-the-job training (OJT), and an annual, ongoing process of refresher and
refamiliarization training for current employees.
All staff training is designed to be consistent with SMS principles. The Director of Compliance and
Transit Relations, with oversight from the Transit Program Manager, will provide a corporate
perspective on SMS and the agency’s safety culture.
Hiring and New Employee Orientation
CRANE Public Transit uses pre-employment screening of job-related skills for certain positions in
order to ensure new employees begin their employment with a minimum awareness and competency
in core job duties and responsibilities. The City of Grand Island and Senior Citizen’s Inc. (SCI)
include minimum skills for new employees in job descriptions and postings.
New employee orientation represents CRANE Public Transit’s primary opportunity for delivery of
one-on-one or small group training. Training on key safety-related topics, including the drug and
alcohol program, is delivered through new employee orientation programs. A checklist of the topics
addressed in the agency’s orientation programs is included in the Appendix.
CRANE Public Transit’s Personnel Policies – Employee Handbook and Vehicle Operator’s Manual
available to all employees contain information on the employee safety reporting program, which
encourages employees to report safety hazards, near misses, concerns, and issues. CRANE Public
Transit also includes discussion of the employee safety reporting program as a formalized
component of new employee orientation/training, specifically as part of the Vehicle Operator
Manual, and in its driver meetings.
Operator/Driver Training
Drivers demonstrate skill and performance competency in the type of vehicle to which they are
assigned as a part of training requirements. CRANE Public Transit provides ongoing/recurring
training necessary to reinforce policies and procedures, as well as to provide a mechanism to brief
drivers on new policies, procedures and/or regulations. Annual refresher training is a part of this
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safety program. Additionally, retraining is a part of the discipline program for drivers involved in
incidents and is used before other types of discipline are taken, such as suspension or termination.
Specifically, CRANE Public Transit’s drivers training program is provided through the State of
Nebraska consisting of the following:
• Initial Training – Two, 8-hour sessions consisting of PASS Training, Defensive Driving,
Bloodborne Pathogen Training and Busing on the Lookout Certification Training
• Additional/Refresher Training – Four hours per year consisting of instructional training on:
First Aid/CPR, Distracted Driving, Advanced Wheelchair Securement, Child Passenger Safety,
Busing on the Lookout Certification Training, Exceptional Customer Service Across
Generations/Putting Riders First, Dealing with Difficult Passengers, Refresher PASS and
Refresher Defensive Driving.
Each employee’s progress through these courses is monitored and recorded on a training template
(see form in Appendix).
Some training on new policies and procedures is delivered directly to drivers by the Director of
Compliance and Transit Relations or Dispatchers on an individual basis or through memos, driver’s
meetings and handouts.
Maintenance Training
Maintenance is provided by either the City of Grand Island’s Fleet Maintenance Department or
contracted to a private business. In either case, each entity provides a basic level of maintenance
and safety training for its employees, such as a requirement for knowledge in the tools, equipment
and procedures used in the overhaul, repair and adjustment of gas/diesel vehicles and equipment.
In addition, the Transit Program Manager is responsible for identifying transit specific safety
requirements and including these required in its contracts for service. Under its current contract, the
Director of Compliance and Transit Relations is responsible for ensuring that all requirements,
including safety, are adhered to and documenting that these requirements have been accomplished.
For example, an additional maintenance requirement to annually inspect bus lifts was required to be
completed. The Director of Compliance and Transit Relations ensures it is scheduled for each
vehicle and any repairs made in a timely manner.
SCI’s Maintenance Technician is responsible for the day-to-day needs of ensuring a safely operating
fleet. In addition to the above initial training and annual refresher/additional training, this position
receives specialized training through the State of Nebraska such as, “Maintaining and
Troubleshooting Your Braun Lift.”
Management Training
Two CRANE Public Transit managers oversee the administrative and operational functions of the
organization and receive appropriate safety training to ensure a compliant and safe transit service.
Specifically, the Accountable Executive has received safety training in FTA’s Grantee Oversight
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Workshops, which address safety requirements and best practices. Additionally, the Accountable
Executive attends two regional conferences/workshops each year (Nebraska Association of Transit
Providers and the Midwest/SW Regional Transit Conference) both of which consist of large group
and smaller breakout sessions on relevant topics, such as transit safety.
The Director of Compliance and Transit Relations has received operational safety training in:
Human Trafficking, Drug and Alcohol Reasonable Suspicion, Bloodborne Pathogen, and TSA
Suspicious package training. Both managers are interested in, and
will explore the opportunity for, additional safety training options,
such as TSI courses available to transit managers. The Director
also attends the two regional conferences/workshops and has
indicated an interest in exploring additional opportunities to
strengthen her safety knowledge, such as TSI safety training
courses.
Training Documentation
The Director of Compliance and Transit Relations maintains
complete records of all personnel training and certification
activities through the State of Nebraska’s website and internally
through an Excel spreadsheet that not only records when training
it is completed, but can identify when training is needed for an
individual (see attached Training Template form).
Training Program Evaluation
In order to address safety-related job functions of operations and maintenance positions and ensure
that training gaps are addressed as necessary, the Director of Compliance and Transit Relations, with
assistance from the Safety Committee, will periodically conduct informal analyses to determine
whether there are gaps, safety opportunities or threats in its daily operations. Once an opportunity
or threat is identified, the Director of Compliance and Transit Relations will then complete research
on the issue and/or attend training on the topic, ultimately culminating in a modification(s) to the
training curriculum, typically through driver meetings, to address the issue.
The goal of these periodic analyses and assessments is to ensure that the agency has identified and
provided all necessary skill training related to safe job performance for all job functions, to the level
that all employees are competent to perform their safety-related duties.
Safety Communication
CRANE Public Transit uses a variety of means to formally communicate safety policies, processes,
activities, and tools to all employees. Regular communication from management to agency
employees includes hazard and safety risk information of direct relevance to employees’
responsibilities. The agency’s Safety Management Policy and other SMS-related processes, activities,
and tools relevant to employee job responsibilities are provided to all CRANE Public Transit
WHAT IS TRAINING?
During Workshop 2, participants
explored the effectiveness of
various types of training in
reducing safety risks, such as a
driver’s accident while backing up
their vehicle. Possible additional
methods to strengthen existing
training were identified and
participants committed to
exploring these options further to
determine solutions that could be
more effective in the future.
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employees through two documents - Vehicle Operator Manual and Personnel Policies – Employee
Handbook. Key agency safety-related plans, including the PTASP and Hall County LEOP, are
retained digitally (bookmarked on the computer desktop shared by all employees) and in hard copy,
accessible to all CRANE Public Transit employees in the Director of Compliance and Transit
Relation’s office.
The Director of Compliance and Transit Relations posts safety-related memos/posters and other
messages in areas visible to frontline operations and its maintenance employee, including
breakrooms and adjacent to time clocks, and occasionally distributes memos and memoranda
directly to individual employees via their personal mailboxes.
The Director of Compliance and Transit Relations will be responsible to ensure numerical
objectives, targets, and indicators are posted along with memos or other internal media to report on
progress toward achievement of targets and indicators. Individual achievement is also recognized
formally or informally.
Sustaining a Safety Management System
To sustain a safety management system, CRANE Public Transit will ensure that processes are
employed to build an organizational foundation. Actions taken to sustain SMS include:
• Create a measurement-friendly culture: All CRANE Public Transit staff should be actively
engaged in creating measurement-friendly culture by promoting performance measurement as a
means of continuous improvement. The Transit Program Manager and Director of Compliance
and Transit Relations will also lead by example and utilize performance metrics in decision
making processes.
• Build organizational capacity: Investment in developing skilled human resources capacity is
essential to sustaining an SMS. Both technical and managerial skills will be needed for data
collection and analysis and setting goals. Managing staff and developing an annual budget
containing sufficient safety funding will commit the financial resources required for
organizational capacity and maintaining an SMS on a continuous basis.
• Reliability and transparency of performance results: The SMS will be able to produce and
report its results, both good and bad. Performance information should be transparent and made
available to all stakeholders. Messengers should be protected to preserve the integrity of the
measurement system. The focus should be on opportunities for improvement rather than
allocating blame.
• Demonstrate continuous commitment to measurement: Visible commitment to using
metrics is a long-term initiative. CRANE Public Transit will demonstrate a commitment to
performance measurement by establishing a formal process of reporting performance results,
such as including transit safety and performance measurement as a standing agenda item at its
Safety Committee meetings, as well as providing relevant information to the GIAMPO.
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CRANE Public Transit Agency Safety Plan: Appendix
CRANE PTASP Workshop Records
SMS Safety Roles and Responsibilities
Safety Forms
Training Record Template
New Employee Orientation Checklist
Safety Assessment and System Review
Facility Assessment Review
Hazard Identification and Risk Assessment Log
Definitions
Acronyms
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CRANE PTASP Workshop Records
Record of Meeting
SRF No.12996.00
Location: ZOOM Conference Call
Client: Nebraska DOT and CRANE Public Transit
Date: Thursday, October 15, 2020
Subject: Public Transit Agency Safety Plan (PTASP) Workshop #1
Attendees: City of Grand Island; Senior Citizens, Inc; SRF; GIAMPO
From: Sheri Kyras
Copy:
Purpose of Meeting
This was the first of three workshops for the CRANE Public Transit Agency Safety Plan (PTASP).
The meeting covered the purpose of the plan; SMS process; safety policies, procedures,
responsibilities; and safety targets/approach.
Summary of Meeting
The intention of this plan is to approach safety from a holistic perspective moving along the safety
continuum, further from a reactive focus to a proactive, preventative hazard mitigation/accident
prevention approach. Further, to establish a safety culture through establishment of goals and
objectives, as well as safety targets to measure the transit systems progress in safely operating its
transit services.
Safety Target Incorporation Into MPO Documents
Participants discussed the CRANE Public Transit Agency Safety Plan (PTASP) timeframe and
opportunities for the GIAMPO to review and incorporate its safety targets, established in the plan,
into the MPO documents. The following schedule was generally discussed on the next page:
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• November – CRANE PTASP Completed
• December – Background and targets presented to MPO TAC Committee
• February – Incorporation of safety targets into LRTP
Participants discussed the need for the annual PTASP review to be in October/November of each
year for inclusion in MPO documents.
Safety Plan Responsibilities and Procedures
Participants decided that John Collins, Public Works Director would be the approval body
responsible for overall safety within the CRANE transit system; Charley Falmlen, Transit Program
Manager would be the Accountable Executive and Cecelia Grotz, Director of Compliance and
Transit Relations would be the Chief Safety Officer.
Participants then discussed the current safety policies and protocols that are in place at CRANE
Public Transit and where its transit service fell along the safety continuum between traditional and
an SMS safety culture. Participants directed SRF staff to the Vehicle Operator Manual for a
description of current safety procedures and generally discussed who, when and how safety issues
were addressed within the organization. The Director of Compliance and Transit Relations is the
focal point within the CRANE Public Transit system for these issues.
It was decided that CRANE Public Transit, as part of this plan, would establish a new Safety
Committee to move it closer to the SMS safety culture. SRF will provide general guidelines for a
Safety Committee.
Safety Communication and Training
Participants discussed ways it communicated safety issues, policies and procedures to CRANE
employees. The primary method is through monthly driver meetings where one, timely topic is
chosen, such as winter driving. Additionally, monthly safety posters, provided by the Safety Center,
are displayed throughout the building, as well as weekly issues of its “Bus Stop Talks” are displayed
for educational purposes.
Participants described the safety training requirement for drivers:
• Initial Training – 2 – 8 hr. sessions on passenger safety and defensive driving
• Continuing Education – 4 hrs. per year, ½ in person and online
Participation in this training is monitored on a State website and CRANE Public Transit also tracks
this training internally, so that drivers do not miss their training and to ensure it is completed.
Safety Roles and Responsibilities
Participants decided that four individuals/group would be responsible for safety within CRANE
Public Transit - Transit Program Manager, Director of Compliance and Transit Relations,
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Maintenance Technician and the new Safety Committee. SRF will develop a draft list of specific
responsibilities for each of the four individuals/group.
Safety Targets
SRF described the methodology that had worked well for other Nebraska transit systems in
establishing baseline safety target data, and safety targets within the FTA-required seven
performance targets; however, indicated that NTD data (used for the baseline) was not available for
the CRANE system. Participants discussed the availability of current data and safety reporting
procedures. SRF will contact the NDOT to determine if three years of data is available to establish
a baseline for the seven performance targets required and then provide a recommendation on the
PTASP’s new targets.
Participants agreed that targets would be set to show an incremental improvement and would be
established every five years, based upon the results achieved in the previous five-year period.
Further, participants decided that over the next year, a new safety objective would be established to
create/develop a safety reporting system to track data for these performance targets.
Risk Matrix
This meeting introduced the risk assessment methodology and participants were asked to identify
five common safety risks to discuss at the next meeting.
Next Meeting
The next workshop will run through the risk assessment and analysis process using internal and
external examples provided by the agency. Examining five examples together will prepare CRANE
Public Transit to carry the process forward for all hazards.
It will be held on Thursday, October 29, 2020 from 10:30 AM to Noon.
Actions Needed
Actions Needed Responsibility
Draft Safety Roles and Responsibilities Sheri Kyras
Draft PTASP Plan Goals and Objectives Sheri Kyras
Draft Safety Performance Targets Bill Troe
Identify Five Common Safety Issues Cecelia Grotz
Safety Committee Guidelines Bill Troe
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Meeting Sign-In (Verbal)
Name Agency/Title
Bill Troe SRF Principal
Sheri Kyras SRF Planner
Charley Falmlen City of Grand Island Transit Program Manager
Cecelia Grotz SCI Director of Compliance and Transit Relations
Andres Gomez GIAMPO Manager
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CRANE PTASP Workshop Records
Record of Meeting
SRF No.12996.00
Location: ZOOM Conference Call
Client: Nebraska DOT and CRANE Public Transit
Date: Thursday, October 29, 2020
Subject: Public Transit Agency Safety Plan (PTASP) Workshop #2
Attendees: City of Grand Island; Senior Citizens, Inc; SRF; GIAMPO, Nebraska DOT
From: Sheri Kyras
Copy:
Purpose of Meeting
This was the second of three workshops for the CRANE Public Transit Agency Safety Plan
(PTASP). The purpose of the meeting was to educate/train CRANE managers in the safety risk
assessment process; introduce/refine the FTA methodology recommended; and identify, rate and
assess two common safety hazards experienced in daily operation of CRANE Public Transit service.
Summary of Meeting
The meeting was designed to assist CRANE Public Transit managers in developing a stronger safety
culture by utilizing “real-life” situations to discuss: hazard information sources, assignment of a risk
index, existing and future mitigation efforts and who/how to implement any recommended
modifications to move from a reactive safety approach to a preventative hazard mitigation/accident
prevention approach.
Risk Assessment Process
Participants discussed the proposed risk assessment methodology for identifying hazards, indicating
that steps of defining hazards, assigning severity and probability factors, identifying the harm that
could be experienced, actions (current or new) that could be taken to address the hazard and then
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developing an implementation plan, if the assessment deemed it appropriate. Participants were
provided information on the Risk Analysis Worksheet with an explanation of each element of the
assessment process, as well as the Risk Assessment Matrix (Table 1), which assigns a rating to the
impact (severity and frequency) of a hazard. Participants modified the FTA definition of frequency
based on an average of 15,000 operating hours provided annually within the CRANE Public Transit
system and agreed upon the following system for use in their risk assessments:
• Frequent: 3,000 operating hours (experienced quarterly)
• Probable: >/= 3,000 to 15,000 operating hours (experienced 1-4 times per year)
• Occasional: >/= 15,000 to 60,000 operating hours (experienced every 1-4 years)
• Remote: >/= 60,000 to 1,000,000 operating hours (experienced every 4-67 years)
• Improbable: >1,000,000 operating hours (experienced once in more than 67 years)
Participants agreed that the use of the Risk Assessment and Matrix system was new to the transit
system; however, they had currently begun incorporating elements of these into their safety process.
Participants indicated that this methodology would be able to allow their safety program to achieve a
higher level.
Participants reviewed the FTA’s definition of “Severity” and agreed to use the federal definitions in
their assessments.
Table 1: Risk Assessment Matrix
Risk Probability
Risk Severity
A Catastrophic B Critical C Marginal D Negligible
(1) Frequent 1A 1B 1C 1D
(2) Probable 2A 2B 2C 2D
(3) Occasional 3A 3B 3C 3D
(4) Remote 4A 4B 4C 4D
(5) Improbable 5A 5B 5C 5D
Hazard Risk Index Risk Decision Criteria
1A, 2A, 3A, 1B, 2B, 1C High (H) Must be mitigated.
4A, 5A, 3B, 4B, 2C, 3C, 1D, 2D Medium (M) Should be mitigated.
5B, 4C, 5C, 3D, 4D, 5D Low (L) Acceptable (Supported by Management).
Risk Assessment
Participants previously identified five “Incidents” and five “Near Misses” to evaluate as part of
CRANE Public Transit’s Safety Risk Assessment; however, time permitted only two assessments to
be completed during this meeting. The remaining Incidents/Near Misses will be evaluated by the
Transit Program Manager and Director of Compliance and Transit Relations, or through the new
Safety Committee once it is formed.
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Hazard 1: Unsteady Customers on Lift
Participants explained that drivers were reporting (through Incident Reports) that customers were
unsteady on the bus lifts. The consequences of this hazard could include injury or death to a
passenger, service interruption, negative media coverage and potential lawsuits. This is becoming a
more common occurrence – occurring approximately four times per year. As such, it was rated as
“Probable” risk (2) with a “Critical” severity (B) due to its possibility of passenger injury, making its
“Safety Risk Index” a 2B. This places the hazard in the “High” category where mitigations efforts
are required. Currently, CRANE Public Transit provides initial and refresher
wheelchair/securement/lift training and has held discussions with drivers on trends experienced in
this area. Participants decided that additional study was needed to determine future mitigation
actions such as signage, waivers or additional optional safety equipment. The Director of
Compliance and Transit Relations, along with assistance from the new Safety Committee, will be
responsible for this evaluation. The implementation date will depend upon when the new
Committee can be formed and begin working on safety issues; possible 3 – 6 months in the future.
It was also stated that the City Attorney would need to review any possible waivers.
Hazard 2: Crash While Backing
Participants indicated that identification of this hazard begins with the drivers through verbal
communication of the accident and/or through an “Incident Report” form. The consequences of
this hazard include: a vehicle out-of-service, repair costs, damage to property, injury to a person or
possibly even death. Therefore, the severity was assigned a “Marginal” (C) rating, with a “Probable”
(2) frequency rating, as it occurs several times per year. The overall “Safety Risk Index” was a 2C,
which is a “Moderate” risk level, which should include mitigation efforts. Current efforts/policies
are documented in the Vehicle Operator’s Manual, which includes: prohibiting backing up unless a
spotter is called; exiting the bus to view the area prior to backing up, etc. Additionally, copies of
safety information regarding this topic have been placed in driver’s internal mailboxes and new
buses have been equipped with backup cameras. Participants indicated that further mitigations
efforts to reduce these occurrences should include equipping all new buses with back up cameras
and revamping the training program to strengthen safety in this area, with the assistance of the new
Safety Committee. The implementation date will depend upon when the new Committee can be
formed and begin working on safety issues; possible 3 – 6 months in the future.
Next Steps
SRF staff indicated that there were two sections of the PTASP document where additional
discussion/questions remained – Safety Assurance (Monitoring/Measurement) and Safety
Promotion (Education/Communication). It was decided that SRF staff would send questions to the
Transit Program Manager and Director of Compliance and Transit Relations for responses in order
to keep the process moving forward due to the short timeframe. A draft of the full document will
be presented at the next meeting in two weeks. The following deadlines were discussed.
• November 12, 2020 – Draft document
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• November 30, 2020 – Comments Received
• December 15, 2020 – Final Document
Participants also discussed timing for the GIAMPO TAC committee to review the performance
targets. It was decided that SRF staff will provide draft targets to the Transit Program Manager and
Director of Compliance and Transit Relations within the next week and then provide the reviewed
target to the GIAMPO no later than November 9, 2020.
Next Meeting
The draft plan will be discussed at the final workshop, which will be scheduled at the next meeting.
It will be held on Thursday, November 12, 2020 from 10:30 AM to Noon.
Actions Needed
Actions Needed Responsibility
Risk Assessment of Remaining Incidents/Near Misses Identified Charley Falmlen and Cecelia Grotz
Safety Assurance and Promotion Questions Sheri Kyras
Respond to Questions Charley Falmlen and Cecelia Grotz
Draft Safety Performance Targets to CRANE and GIAMPO Bill Troe
Meeting Sign-In (Verbal)
Name Agency/Title
Bill Troe SRF Principal
Sheri Kyras SRF Planner
Charley Falmlen City of Grand Island Transit Program Manager
Cecelia Grotz SCI Director of Compliance and Transit Relations
Andres Gomez GIAMPO Manager
Kari Ruse NDOT Transit Manager
Bob McFarland SCI Interim Executive Director
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CRANE PTASP Workshop Records
Record of Meeting
SRF No.12996.00
Location: ZOOM Conference Call
Client: Nebraska DOT and CRANE Public Transit
Date: Thursday, November 12, 2020
Subject: Public Transit Agency Safety Plan (PTASP) Workshop #3
Attendees: City of Grand Island; Senior Citizens, Inc; SRF; GIAMPO, Nebraska DOT
From: Sheri Kyras
Copy:
Purpose of Meeting
This was the last of three workshops for the CRANE Public Transit Agency Safety Plan (PTASP).
The purpose of the meeting was to review the draft PTASP for CRANE Public Transit with the
participants, focusing specifically on the last two sections of the document – Safety Assurance and
Promotion.
Summary of Meeting
The workshop objective was to ensure that the document was accurate and reflective of CRANE
Public Transit agency’s safety program, as well as, to ensure that the plan was compliant with the
Federal Transit Administration’s 40 U.S.C. 5329 and 40 Code of Federal Regulations (CFR) 673.
Therefore, the workshop was designed to briefly summarize the overall document, with more
detailed discussion of the last two sections of the document, as participants had not had the
opportunity to discuss information contained in these sections as a group. The intent of these
discussions was to gain participant comments regarding additions, modifications and/or eliminations
to the draft document text.
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PTASP Plan Overview
SRF staff briefly explained the overall format of the document and asked if participants had, had
time to review the document prior to the workshop meeting. Some participants had reviewed the
entire document, while others had reviewed sections of the document. As a result, it was agreed that
the participants would provide a “marked-up” copy to SRF for editing into the final PTASP. The
remainder of the meeting was focused on the last two sections – Safety Assurance and Promotion.
Safety Assurance
Participant discussion on this section of the plan centered on Table 14 – Safety Performance
Monitoring Sources. Three suggestions were offered by participants as follows:
• Description: Add a new column to provide a description of each performance monitoring
information source
• Frequency – Two changes were made to the “Frequency” column, based on further
discussion of the information source (service delivery monitoring and external agency)
• Performance Monitoring Information Source: “Peer reviews” was eliminated from the
table
Participants then reviewed the remaining topics in this section of the document, with no substantial
changes made beyond what participants will provide in writing regarding the entire draft document.
Safety Promotion
SRF staff briefly explained the components of a safety culture and then discussed each of the topics
in this section of the document, with the purpose of ensuring that the information was accurate and
reflective of CRANE Public Transit’s agency and its safety procedure/policies as it relates to safety
promotion.
Participants requested an addition to the “Maintenance and Training” topic to reflect that its Transit
Maintenance Technician receives the same initial and refresher training as its drivers.
Participants also indicated that there were modifications to the driver training courses and would
reflect these changes in their written edits to be provided to SRF staff.
Participants discussed the Callout Box entitled, “What is Training” regarding whether this reflected
CRANE Public Transit’s training philosophy and process. It was agreed that it did and would be
kept in the document.
The last discussion regarding Safety Promotion was on safety communication. Participants
indicated that the draft reflected their safety communication program.
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Appendix
SRF staff briefly discussed the elements that will be included in the Appendix. A discussion was
held regarding the SMS and Facility Assessment checklists. A discussion pursued regarding the
Lincoln, Nebraska version of these two checklists and it was agreed that SRF staff would send a
Word-document version of Lincoln’s two checklists for participant modification to reflect CRANE
agency procedures.
Clarification of participants at Workshop #2, to reflect Bob McFarland was present, was provided
for correction to this workshop’s meeting record.
Next Steps
Participants discussed the next steps to completing the PTASP document. SRF will:
• Incorporate comments from Workshop #3
• Incorporate written PTASP edits submitted by participants
Participants will:
• Provide written PTASP comments
• Modify sample SMS and Facility Assessment checklists (to reflect CRANE agency
procedures) and provide new checklists to SRF staff
Deadlines were established for the remaining items to complete the plan as follows:
• November 25, 2020 – Participants written PTASP comments to SRF
• December 1-4, 2020 – SRF completion of final document and submission to Nebraska
DOT, CRANE Public Transit and GIAMPO (for safety performance target review –
Section 3)
• December 15, 2020 – Approvals completed and document signed
Next Meeting
No meeting is planned.
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Actions Needed
Actions Needed Responsibility
Workshop Comments Incorporated into Document Sheri Kyras
Written Comments Incorporated into Document Sheri Kyras
Complete Appendix Bill Troe and Sheri Kyras
SMS and Facility Assessment Checklists Charley Falmlen
Final CRANE Public Transit PTASP Submitted to NDOT, CRANE, GIAMPO Bill Troe
Meeting Sign-In (Verbal)
Name Agency/Title
Bill Troe SRF Principal
Sheri Kyras SRF Planner
Charley Falmlen City of Grand Island Transit Program Manager
Cecelia Grotz SCI Director of Compliance and Transit Relations
Andres Gomez GIAMPO Manager
Kari Ruse NDOT Transit Manager
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SMS Safety Roles and Responsibilities
Completed By: ______________________________________________ Date: _____________
Position Title Position Description Primary Safety Responsibilities
Transit Program
Manager
(Accountable
Executive)
Oversee and take ultimate responsibility for development and
implementation of the
PTASP
• Establish PTASP policy
• Establish PTASP policies, goals, objectives
• Establish PTASP organizational level
• Establish PTASP roles and responsibilities
• Assess and resolve unidentified risks
• Establish a PTASP review and renewal schedule
• Develop and track PTASP targets
• Develop annual safety and security report
• Support and communicate safety as the top priority to all
employees
• Develop relations with outside organizations that may participate in and contribute to the PTASP, including local public safety and emergency planning agencies
Director of
Compliance and Transit Relations (Chief
Safety Officer)
Ensure coordinated development and
implementation of the
PTASP
• Establish a PTASP review and renewal schedule
• Develop and track PTASP targets
• Conduct preliminary Hazard and Threat and Vulnerability Assessment
• Assess and resolve identified risks
• Document serious and/or repeated safety violation
• Conduct or monitor incident/mishap response and investigation (assess trends)
• Provide safety and security related training
• Develop standard operating procedures related to employee
safety duties
• Develop an effective incident notification and reporting system
• Support and communicate safety as the top priority to all
employees
• Develop relations with outside organizations that may participate
in and contribute to the PTASP, including local public safety and emergency planning agencies
Maintenance
Technician
Ensure safe daily
operation of the fleet
• Support the Transit Program Manager and Director of
Compliance and Transit Relations with their safety roles and
responsibilities
Safety
Committee
Assist Director of
Compliance and Transit
Relations in safety assessments, training and communication
• Conduct preliminary Hazard and Threat and Vulnerability
Assessment
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Safety Forms
Incident/Near Miss/Safety Suggestion Form
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Passenger/Public Incident Report
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Training Record Template
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New Employee Orientation Checklist
Name_________________________________ Date of Hire __________________________
New Driver Training
Check when Completed/Received
____________ New Transit Driver Training (Online) (1.5 hrs.)
____________ Bloodborne Pathogen Training (20 minutes)
____________ FTA Drug Abuse and Awareness Video (1.25 hrs.)
____________ Integrated Seats and 86Y Child Harness
____________ Vehicle Operator’s Manual
____________ Drug and Alcohol Policy
____________ Employee Handbook
____________ Passenger Manual
____________ Daily Vehicle Condition Report
____________ Interior bus cleaning
____________ Customer Service PPT (15 minutes)
____________ Tablet 101 Training
____________ Daily Tablet Operations (incl. start route, arrivals, departures, end route, and logging off)
____________ Location of safety items on bus (First aid kit, fire extinguisher, seat belt cutter, etc.)
____________ Pre-trip inspection – including cycling the lift
____________ Locations to drop off/pick up passengers
____________ Awnings
____________ Backing up – including back up exceptions list (provided)
____________ AMR sheet
____________ Emergency windows
____________ Switches on dash
____________ Gas card
____________ Securing wheelchairs
____________ Will calls
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Safety Assessment and System Review
Complete the Safety Assessment and System Review (annually) to identify potential safety hazards.
It is imperative that the individual/group completing this review is honest and assures that all
information is accurate and correct. Data collected from this assessment will guide resource
allocation and focus priority needs appropriately. Not all questions will apply.
Completed By: ___________________________ Date: _____________
Section Review Questions Yes No
In
Process
Safety Policies
Are all safety policies up to date and reviewed?
Is a Public Transit Agency Safety Plan (PTASP) or any other System Safety Plan written for the transit system?
Is the Drug and Alcohol Policy current and up to date?
New Hire Employee
Files
Was there a structured interview conducted and documented?
Is the applicant asked the questions relating to previous experience with drug and alcohol testing?
Is the offer of employment documented in writing?
Is there a pre-employment drug screen?
Is there a pre-employment physical exam?
Are safety sensitive responsibilities outlined in the job description?
Is there a completed Substance Abuse Policy and Drug Free Workplace Policy Acknowledgement form?
Is there a Current Policies and Procedures Acknowledgement Form?
Post Hire Employee
Files
Is a current employee roster available?
Are the employee files maintained by the transit system?
Do existing employee files contain:
- Background check?
- Previous employer request form?
- Verification of current driver’s license and CDL, if applicable?
- Current Motor Vehicle Record report?
- Current copy of physical exam certificate?
- Signed Substance Abuse Policy Acknowledgement?
- Drug and Alcohol Testing Record?
- Record of initial trainings complete?
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Section Review Questions Yes No In Process
Education and
Training
Are operator certifications current and up to date?
Have managers completed Safety Management Systems (SMS) training?
Are employees familiar with OSHA topics, including:
- Hazard Communication?
- Emergency Procedures?
- Bloodborne Pathogens?
- Personal Protective Equipment (PPE)?
- Injury Prevention Planning?
Have all safety sensitive employees received Drug and Alcohol Training?
Does the maintenance provider require new mechanics receive classroom training?
Does the maintenance provider require existing mechanics receive ongoing training?
Safety Meetings
Is there an active Safety Committee at the transit agency?
Are safety meetings held on a regular basis?
Are safety meetings and sign in sheets documented, with publicly posted agendas and minutes?
Do Safety Committee members regularly attend meetings?
Incident and Accident
Investigation
Procedures
Are policies in place dictating which incidents are reported and which are not?
Are incident report forms kept on board the vehicle?
Are accident reports completed for all situations?
Are incident/accident reports used as pre-accident training material?
Are incident/accident reports used as post-accident training material?
Are incident/accident reports used to identify potential hazards and analyzed in a Risk Assessment Matrix (RAM)?
Are complaint forms kept on all vehicles?
Is all required Safety Equipment (flashlights, vests, cones, etc.) on the vehicles?
Are incident/accident photos taken?
Substance Abuse
Is there a current and updated Drug and Alcohol Policy?
Do all staff members understand the Drug and Alcohol Policy?
Is random testing being completed?
Is reasonable suspicion testing being completed?
Facility and Shop
Inspections
Are annual facility inspections conducted as scheduled?
Are facility inspection forms completed properly?
Are unsafe conditions or acts, regarding the facility corrected and documented?
Are fire extinguishers up to date with annual servicing requirements?
Are fire extinguishers inspected on a monthly basis?
Are routing inspections of the fire extinguishers documented?
Are eye wash stations available with unobstructed access?
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Section Review Questions Yes No In Process
Facility and Shop
Inspections (Cont.)
Are eye wash stations inspected on a scheduled basis?
Are batteries stored safely?
Are all containers marked with the contents clearly identified?
Are floors clear of tripping hazards?
Are hazardous materials stored safely?
Are emergency exits clearly marked?
Are lights out?
Asset Management
(Vehicles)
Is a current and updated list of vehicles readily available?
Is all maintenance activity completed on vehicles tracked?
Is a regular maintenance schedule written and followed?
Are work order forms, service order forms and parts requested documented?
Are vehicle inspection forms completed on a regular basis and available?
Are habitual maintenance issues reported to NDOT and City?
Are maintenance issues analyzed and used to forecast future vehicle needs?
Are maintenance issues analyzed and used to identify potential hazards and evaluated in a Risk Assessment Matrix (RAM)?
Are pre-trip inspection forms completed daily?
Are post-trip inspection forms completed daily?
Comments:
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Facility Safety and Security Assessment
Complete the Facility Safety and Security Assessment (annually) to identify potential safety hazards.
It is imperative that the individual completing this review is honest and assures that all information
is accurate and correct. Data collected from this assessment will guide resource allocation and focus
priority needs appropriately. Not all questions will apply.
Completed By: ___________________ Date: _______________
Section Review Questions Yes No N/A
Buildings and Facility Grounds
Are facility grounds randomly and frequently patrolled?
Are daily security sweeps conducted?
Are smoke/fire/carbon monoxide detectors provided and working?
Are distribution and number of keys known and controlled?
Are all keys labeled as “DO NOT DUPLICATE”?
Are all unoccupied areas locked and secured?
Lighting
Is entire perimeter of facility properly illuminated?
Is lighting mounted at approximately second story level?
Are lights provided over all entrance doors?
Is lighting provided in staff parking areas?
Entrance Doors and
Windows
Are all doors:
- Built of commercial grade with metal framing?
- Outside hinges hidden and protected from vandalism?
- Provided with a commercial grade, one-sided lock?
- Provided with push “panic” bar releases?
Electronic Surveillance
Is the entire perimeter of facility protected by a CCTV system?
Is this system monitored by management and/or a security company?
Is this system always on or activated by motion sensors?
Non-Employee
Access
Is access restricted to persons without proper credentials and clearance?
Are supply deliverers required to show proper I.D. and sign-in a logbook?
Are all non-employees accompanied and/or observable at all times?
Surrounding
Environment
Are there other non-City/County buildings connected to the facility that may be vulnerable to unauthorized entry to City/County property?
Are all utility components (power transformers, back-up generators) protected and secured from vandalism or attack?
Are all outdoor storage areas adequately lighted and secured?
Material Storage Are all hazardous and flammable materials properly identified?
Are all materials properly labeled, stored, and secured?
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Section Review Questions Yes No N/A
Forms and Written Plans
Are emergency numbers (police, fire, ambulance, FBI) current and prominently displayed at each phone?
Is a Chain of Command and emergency call list prominently displayed?
Are employees trained and checklists provided on how to handle a physical threat or incident called in on the phone?
Evacuation Plan/Procedures
Are there evacuation plans for this facility?
Are staff members trained on this plan?
Are assembly areas and alternate assembly areas identified, validated and coordinated with Hall County Emergency Management?
Have the primary and alternate assembly areas, evacuation sites, and evacuation routes been verified and coordinated with all appropriate agencies?
Has the Emergency Evacuation Plan been reviewed, coordinated, and briefed to staff as appropriate?
Training
Is an orientation program in place for each new staff member?
Do all staff members receive safety and security training appropriate to their position and level of responsibility?
Are periodic safety and security training and briefings completed with staff?
Do all new staff members receive briefings on the Local Emergency Operations Plan, and other security policies and procedures?
Administrative
Procedures
Is a record of emergency data on file for each staff?
Have incident reporting format and procedures been established and staff briefed on them?
Are all incident reports treated with confidentiality and transmitted by secure means to the appropriate City/State department?
Are background checks conducted and verified on all prospective new hires?
Cash Handling and Transfer
Has a secure method for receipt, transfer and storage of cash been established and have appropriate staff members been trained on them?
Is cash transported by at least two individuals with cash divided between them?
Do all staff members understand that in the event of a robbery they should never risk their lives to protect cash or other valuables?
Fire and Electrical
Safety
Are fire extinguishers installed in all appropriate locations?
Are smoke and heat detectors installed, at least one on each floor?
Is a first aid kit present and maintained?
Are all electrical devices, outlets, circuit breakers and cords free of damage that may pose a shock hazard?
Are all electrical circuit, gas, and telephone boxes, if accessible from the outside, locked to prevent tampering?
Do any non-employees have access from outside the building to any fire escapes, stairways, and/or the roof?
Are all outdoor trash containers and storage bins located away from the building in the event of a fire?
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E X A M P L E
Hazard Identification and Risk Assessment Log
The Hazard Identification and Risk Assessment Log shown can be used to provide a record of the identified hazards and the actions that
should be taken. The recommended action must be addressed by a specified individual, typically the appropriate person responsible for
addressing that particular risk, and a target date for completion must be given. Entries in the log should not be cleared until the required
action is completed. The hazard log and action completion records should be retained permanently by the Chief Safety Officer.
Risk
Type
Risk Description Current Measures to
Reduce Risk
Risk
Likelihood
Risk Rating
Severity
Hazard Risk
Index Value
Further Action Required to
Reduce Risk
Staff
Responsibility
Human Error Non-compliance with agency maintenance
protocol
Minimum competency requirements
Effective safety culture in
agency (maintenance
department)
Effective task planning
Availability of procedures
Procedure reviews and
simplification into tasks
Recurrent training
Frequent Critical II-A: Hazard must be
mitigated
Introduce compliance monitoring
Effective supervision
including work compliance
assessment
Competency assessments
Maintenance policy to
reinforce need for
compliance
Safety Officer
Maintenance
Supervisor
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Definitions
Accountable Executive means a single, identifiable person who has ultimate responsibility for
carrying out the Agency Safety Plan of a public transportation agency; responsibility for carrying out
the agency’s Transit Asset Management Plan; and control or direction over the human and capital
resources needed to develop and maintain both the Agency Safety Plan, in accordance with 49
U.S.C. 5329(d), and the agency’s Transit Asset Management Plan in accordance with 49 U.S.C. 5326.
The Transit Program Manager is the CRANE Public Transit Accountable Executive.
Chief Safety Officer means an adequately trained individual who has responsibility for safety and
reports directly to a transit agency’s chief executive officer, general manager, president, or equivalent
officer. The Contactor’s Director of Compliance and Transit Relations is the Chief Safety Officer.
Consequence means the potential outcome(s) of a hazard.
Employee Safety Reporting Program means the implementation of a process that allows all
employees to report safety conditions to senior management.
Equivalent Authority means an entity that carries out duties similar to that of a Board of Directors,
for a recipient or subrecipient of FTA funds under 49 U.S.C. Chapter 53, including sufficient
authority to review and approve a recipient or subrecipient’s Public Transportation Agency Safety
Plan.
Event means any Accident, Incident, or Occurrence.
Frontline Employee means an employee who is a transit vehicle driver or operator, dispatcher,
maintenance and maintenance support employee, station attendant, customer service employee,
security employee, or transit police, or any other employee who has direct contact with riders on a
regular basis.
FTA means the Federal Transit Administration, an operating administration within the United
States Department of Transportation.
Hazard means any real or potential condition that can cause injury, illness, or death; damage to or
loss of the facilities, equipment, rolling stock, or infrastructure of a public transportation system; or
damage to the environment.
Investigation means the process of determining the causal and contributing factors of an accident,
incident, or hazard, for the purpose of preventing recurrence and mitigating risk.
National Public Transportation Safety Plan means the FTA plan to improve the safety of all
public transportation systems that receive federal financial assistance under 49 U.S.C. Chapter 53.
Operator of a Public Transportation System means a provider of public transportation as
defined under 49 U.S.C. 5302(14).
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Performance Measure means an expression based on a quantifiable indicator of performance or
condition that is used to establish targets and to assess progress toward meeting the established
targets.
Performance Target means a quantifiable level of performance or condition, expressed as a value
for the measure, to be achieved within a time period required by the Federal Transit Administration.
Probability means the likelihood that hazard consequences might occur, considering the worst
foreseeable condition.
Public Transportation Agency Safety Plan means the documented comprehensive agency safety
plan for a transit agency that is required by 49 U.S.C. 5329.
Risk means the composite of predicted severity and likelihood of the potential effect of a hazard.
Risk Mitigation means a method or methods to eliminate or reduce the effects of hazards.
Safety Assurance means processes within a transit agency’s Safety Management System that
functions to ensure the implementation and effectiveness of safety risk mitigation, and to ensure that
the transit agency meets or exceeds its safety objectives through the collection, analysis, and
assessment of information.
Safety Management Policy means a transit agency’s documented commitment to safety, which
defines the transit agency’s safety objectives and the accountabilities and responsibilities of its
employees in regard to safety.
Safety Management System (SMS) means the formal, top-down, organization-wide approach to
managing safety risk and assuring the effectiveness of a transit agency’s safety risk mitigation. SMS
includes systematic procedures, practices, and policies for managing risks and hazards.
Safety Management System (SMS) Executive means a Chief Safety Officer or an equivalent.
Safety Performance Target means a Performance Target related to safety management activities.
Safety Promotion means a combination of training and communication of safety information to
support SMS as applied to the transit agency’s public transportation system.
Safety Risk Assessment means the formal activity whereby a transit agency determines Safety Risk
Management priorities by establishing the significance or value of its safety risks.
Safety Risk Management means a process within a transit agency’s Public Transportation Agency
Safety Plan for identifying hazards and analyzing, assessing, and mitigating safety risk.
Severity means the anticipated effects of a consequence, should it materialize, considering the worst
credible condition.
Small Public Transportation Provider means a recipient or subrecipient of federal financial
assistance under 49 U.S.C. 5307 that has 100 or fewer vehicles in peak revenue service and does not
operate a rail fixed guideway public transportation system.
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State of Good Repair means the condition in which a capital asset is able to operate at a full level
of performance.
Transit Agency means an operator of a public transportation system.
Transit Asset Management Plan means the strategic and systematic practice of procuring,
operating, inspecting, maintaining, rehabilitating, and replacing transit capital assets to manage their
performance, risks, and costs over their life cycles, for the purpose of providing safe, cost effective,
and reliable public transportation, as required by 49 U.S.C. 5326 and 49 CFR part 625.
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Acronyms
ASP Agency Safety Plan
CFR Code of Federal Regulations
FTA Federal Transit Administration
ICS Incident Command System
MPO Metropolitan Planning Organization
NIMS National Incident Management System
NDOT Nebraska Department of Transportation
NTD National Transit Database
OJT On-The-Job Training
PTASP Public Transportation Agency Safety Plan
SMS Safety Management System
SSEPP System Safety/Security and Emergency Preparedness Plan
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