12-12-2022 GIAMPO - Technical Advisory Committee Regular Meeting PacketGIAMPO – Technical Advisory Committee
Monday, December 12, 2022
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.Approval of Minutes from the October 17, 2022 Technical Advisory Committee Meeting
4.Approval Recommendation of Draft Final Transit Development Plan
5.Discussion on the Next Potential Amendment to the Long Range Transportation Plan
6.Report on the Comprehensive Plan Update
7.Next Meeting
8.Adjournment
Special Accommodations: Please notify the City of Grand Island at 308-385-5455 if you require special
accommodations to attend this meeting (i.e., interpreter services, large print, reader, hearing assistance). Para
asistencia en español, por favor enviar un correo electrónico a giampo@grand-island.com.”
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Technical Advisory Committee
Monday, December 12, 2022
Regular Session
Item C1
Approval of Minutes from the October 17, 2022 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 17, 2022 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, Interim Public Works Director Present
VACANT, City of Grand Island, Public Works Director Absent
Jerry Janulewicz, City of Grand Island, City Administrator Absent
Chad Nabity, Hall County Regional Planning Director Present
Don Robb, Hall County Public Works Director Absent
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 Present
Mike Olson, Central Nebraska Regional Airport Present
Charley Falmlen, City of Grand Island Transit Program Manager Present
Non-Voting Members in Attendance:
Allan Zafft, City of Grand Island, MPO Program Manager Present
Shannon Callahan, City of Grand Island, Street Superintendent Absent
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 Present
Laura McAloon, City of Grand Island, City Attorney Absent
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 Absent
Mark Bechtel, FTA, Community Planner Absent
Logan Daniels, FTA, Region VII Absent
Daniel Nguyen, FTA, Region VII Community Planner Absent
Gerri Doyle, FTA, Region VII Planner Absent
Kaine McClelland, NDOT, State Modeler Absent
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 10:00 am. The Nebraska Open Meetings Act was
acknowledged.
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2 | Page
2022/10/17 TAC Meeting Minutes
Roll Call
Roll call was taken.
Approval of Minutes from the August 8, 2022 Technical Advisory Committee Meeting
Motion by Falmlen to approve the minutes of the August 8, 2022 meeting, seconded by Wahlgren.
Upon voice vote, all voted aye. Motion adopted.
Approval Recommendation of Final Draft Amendment No. 1 to FY 2023-2027 Transportation
Improvement Program
Zafft informed the Committee that Amendment No. 1 to the Transportation Improvement Program is
to add the Broadwell Avenue Viaduct project and program federal funding. The Broadwell Avenue
Viaduct project is financially constrained and is consistent with the proposed Amendment No. 4 to
the Long Range Transportation Plan. This amendment will be released for public review and
comment prior Policy Board adoption.
Motion by Wahlgren to approve recommendation of Final Draft Amendment No. 1 to 2023-2027
Transportation Improvement Program, seconded by Olson. Upon voice vote, all voted aye. Motion
adopted.
Approval Recommendation of Final Draft Amendment No. 4 to Long Range Transportation Plan
Zafft notified TAC that Amendment No. 4 modifies the potential funding source for the Broadwell
Avenue Viaduct project and adjusts the fiscally constrained plan to include additional anticipated
federal revenue. The funding sources are modified from “Local/State” to “Local/Other/Federal” of
the LRTP. The funding amount from the railroad (OTHER) hasn’t been determined at this time.
Motion by Falmlen to approve recommendation of Final Draft Amendment No. 4 to Long Range
Transportation Plan, seconded by Kurz. Upon voice vote, all voted aye. Motion adopted.
Report on the Transit Development Plan
Falmlen provided an update on the Transit Development Plan, GO GI Transit, which will help the City
of Grand Island plan for the future of public transit in the Grand Island/Hall County area. The study
process began in October 2021 and is estimated to be completed in February 2023.
Report on the Comprehensive Plan
Nabity reported on the Comprehensive Plan, which will take place over the course of FY 2022, 2023,
and 2024. The plan process is expected to take place between 18 to 24 months from the time it
began in April 2022. A kickoff meeting was held in June and a series of open house meetings are
planned for October 25, 26, and 27 later this month.
Next Meeting Date
The next meeting of the TAC will be on December 12, 2022 at 10:00 am.
Adjournment
There being no further business, Nabity adjourned the meeting at 10:52 am.
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Technical Advisory Committee
Monday, December 12, 2022
Regular Session
Item H1
Approval Recommendation of Draft Final Transit Development Plan
Staff Contact: Allan Zafft, MPO Program Manager
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Transit Development Plan
TAC Agenda Report | 1
TAC Agenda Report Agenda Item No. H1
December 12, 2022
ISSUE
VOTE: Draft Transit Development Plan
BACKGROUND
The City of Grand Island (GI) is leading the development of the GI Transit
Development Plan (TDP) initiative, known as GO GI Transit, in coordination with
GIAMPO. This study will help the City of Grand Island plan for the future of public
transit in the Grand Island area. The TDP process began in October 2021 and is
scheduled to be completed in February 2023.
The TDP process began first with data collection on Grand Island’s transit system,
CRANE, to evaluate the existing system and establish the baseline conditions for use
in later portions of the TDP. The data collected was used to establish a variety of
scenarios for potential future use. The scenarios were compared to the baseline
scenario to evaluate their potential effectiveness. The final step in the TDP process
was development of an implementation plan for the preferred scenario and a financial
analysis of this scenario to capture both funded and unmet needs. Throughout the
TDP planning process, three phases of public and stakeholder outreach were
conducted to collect stakeholder and public feedback and guide the TDP vision. Each
phase of engagement targeted different segments including existing riders, potential
riders, and key area stakeholders.
In early December 2022, the consultant for GO GI Transit (HDR Inc.) completed a
Draft Transit Development Plan. This document is a planning and development
guidance document encompassing the years 2023 through 2045. The year 2045 is
used to align the goals of this TDP with the goals and objectives presented in the
GIAMPO 2045 Long Range Transportation Plan (LRTP). The TDP addresses transit
and mobility needs, cost and revenue projections, community transit goals and
objectives, and potential future scenarios. The plan develops 10-year and 20-year
elements that fall within that 2045-time horizon.
The Draft Transit Development Plan is enclosed in the December 12 Technical
Advisory Committee meeting packet.
POLICY CONSIDERATIONS/DISCUSSION
The GIAMPO Public Participation Plan specifies that other reports/documents will
have a public comment period of least 15 days prior to approval by the Policy Board.
The Draft Transit Development Plan will be made available for a 30-day public
comment period.
After GIAMPO has approved the Transit Development Plan, the 2045 Long Range
Transportation Plan may need to be amended to reflect the TDP recommendations.
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Transit Development Plan
TAC Agenda Report | 2
BUDGET CONSIDERATIONS
None.
COMMITTEE ACTION
None.
RECOMMENDATION
Approve Draft Transit Development Plan and release this document for public review
and comment.
STAFF CONTACT
Allan Zafft
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2045
Transit Development Plan
GO Grand Island Transit
Draft Final Report
December 2022
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i GO GI Transit
Contents
Chapter 1 – Introduction ............................................................................................................................. 1
Chapter 2 – Baseline Conditions ................................................................................................................ 3
Chapter 3 – Existing Transit Service ........................................................................................................ 36
Chapter 4 – Peer Review .......................................................................................................................... 37
Chapter 5 – Situational Appraisal ............................................................................................................ 46
Chapter 6 – Goals and Objectives ........................................................................................................... 51
Chapter 7 – Public Involvement ............................................................................................................... 53
Chapter 8 – Scenario Evaluation ............................................................................................................. 64
Chapter 9 – Financial and Implementation Plan .................................................................................... 76
Conclusion ................................................................................................................................................. 85
Appendix A .................................................................................................................................................... A
Appendix B .................................................................................................................................................... B
Appendix C .................................................................................................................................................... C
Appendix D .................................................................................................................................................. D
Figures
Figure 1: CRANE Service Area ..................................................................................................................... 4
Figure 2: Existing Land Use ......................................................................................................................... 5
Figure 3: Future Land Use ........................................................................................................................... 6
Figure 4: Activity Centers ............................................................................................................................. 8
Figure 5: Affordable Housing Subdivisions.............................................................................................. 10
Figure 6: Existing Population Density ...................................................................................................... 12
Figure 7: Future Population Density ........................................................................................................ 13
Figure 8: Major Employers ........................................................................................................................ 15
Figure 9: Existing Employment Density ................................................................................................... 16
Figure 10: Future Employment Density ................................................................................................... 17
Figure 11: Commute Mode Share for Grand Island Workers ................................................................. 18
Figure 12: Length of Commute for Grand Island Workers ..................................................................... 19
Figure 13: Time of Commute Departure for Grand Island Workers ....................................................... 19
Figure 14: Trip Origins Density ................................................................................................................. 21
Figure 15: Trip Destinations Density ....................................................................................................... 22
Figure 16: Inflow and Outflow Commuting for Grand Island .................................................................. 23
Figure 17: Educational Attainment for Grand Island, the State of Nebraska, and the United States . 24
Figure 18: Age Distribution for Grand Island ........................................................................................... 25
Figure 19: Population Under 18 Years of Age ......................................................................................... 27
Figure 20: Population Over 65 Years of Age ........................................................................................... 28
Figure 21: Population with a Disability .................................................................................................... 29
Figure 22: Minority Population ................................................................................................................. 31
Figure 23: Population Living Below the Poverty Line .............................................................................. 32
Figure 24: Zero Car Households .............................................................................................................. 33
Figure 25: Transit Propensity Index ......................................................................................................... 35
Figure 26: CRANE Annual Ridership, 2015-2021 .................................................................................. 37
Figure 27: RIDE Service Area ................................................................................................................... 41
Figure 28: Guiding Principles ................................................................................................................... 51
Figure 29: Focus Group Responses to Constituents Use of CRANE ...................................................... 54
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Figure 30: Key Stakeholder Preferences for GO GI Transit Scenarios .................................................. 59
Figure 31: CRANE Bus .............................................................................................................................. 67
Figure 32: Mobility on Demand Software ................................................................................................ 68
Figure 33: Potential Fixed Route Service Map ........................................................................................ 70
Figure 34: Annual Operating Costs (Millions) .......................................................................................... 71
Figure 35: Annual Ridership (Passenger Trips) ....................................................................................... 72
Figure 36: Operating Cost per Passenger Trip ........................................................................................ 72
Figure 37: Proposed Grand Island/Hastings/Kearney Intercity Bus Routes ........................................ 79
Figure 38: Proposed Intercity Bus Service Routes for Grand Island ..................................................... 80
Figure 39: Additional State and Local Funding Needs for the Baseline and Enhanced Service
Scenarios ................................................................................................................................................... 85
Tables
Table 1: Report Organization ....................................................................................................................... 2
Table 2: Example Major Activity Centers .................................................................................................... 7
Table 3: Population Projects for Grand Island and Hall County ............................................................. 11
Table 4: Major Employers in Grand Island .............................................................................................. 14
Table 5: Employment Projections for Grand Island and Hall County ..................................................... 14
Table 6: Minority Populations in Grand Island ........................................................................................ 30
Table 7: CRANE Fare Structure ................................................................................................................ 36
Table 8: Peer Transit Systems .................................................................................................................. 38
Table 9: Summary of Peer Review Performance Measures ................................................................... 42
Table 10: Summary of Peer Review Effectiveness Measures ................................................................ 43
Table 11: Summary of Peer Review Efficiency Measures ...................................................................... 43
Table 12: Peer Review Summary ............................................................................................................. 45
Table 13: Federal, State, and Local Plans Reviewed ............................................................................. 46
Table 14: Regional Transit Needs Assessment and Feasibility Study Implementation Plan ............... 48
Table 15: LRTP Goals and Objectives ...................................................................................................... 49
Table 16: Goals and Objectives ............................................................................................................... 52
Table 17: Grouping of Key Stakeholders for the GO GI Transit Plan Focus Group Meetings .............. 53
Table 18: Barriers Identification Activity Comments .............................................................................. 55
Table 19: MOD Activity Comments .......................................................................................................... 58
Table 20: Scenario Description ................................................................................................................ 64
Table 21: General Growth Assumptions .................................................................................................. 65
Table 22: 2019 Performance Metrics ..................................................................................................... 65
Table 23: 2022 Forecasted Ridership ..................................................................................................... 65
Table 24: Baseline Service Characteristics ............................................................................................. 66
Table 25: Scenario 1: Enhanced Service Elements ................................................................................ 66
Table 26: Scenario 3: Fixed Route Service Characteristics ................................................................... 69
Table 27: Performance Measures ........................................................................................................... 71
Table 28: Scenario Evaluation ................................................................................................................. 75
Table 29: Total Revenues and Costs for FY2022 ................................................................................... 77
Table 30: Future Funding for the Baseline Scenario .............................................................................. 83
Table 31: Future Funding for the Enhanced Service Scenario .............................................................. 84
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Chapter 1 – Introduction
The Transit Development Plan (TDP) is a planning and development guidance document
encompassing the years 2023 through 2045. The year 2045 is used to align the goals of this TDP with
the goals and objectives presented in the Grand Island Area Metropolitan Planning Organization
(GIAMPO) 2045 Long Range Transportation Plan (LRTP). The TDP addresses transit and mobility
needs, cost and revenue projections, community transit goals and objectives, and potential future
scenarios. The plan will develop 10-year and 20-year elements that fall within that 2045-time horizon.
The TDP will be adopted by the City of Grand Island.
Grand Island GO Transit
The City of Grand Island (GI) is leading the development of the GI TDP initiative, known as GO GI Transit.
The GO GI Transit initiative launched in October 2021 and was completed in early 2023.
Data was first collected on Grand Island’s transit system, CRANE, to evaluate the existing system and
establish the baseline conditions for use in later portions of the TDP. The data collected was used to
establish a variety of scenarios for potential future use. The scenarios were compared to the baseline
scenario to evaluate their potential effectiveness. The final step in the TDP process was development
of an implementation plan for the preferred scenario and a financial analysis of this scenario to
capture both funded and unmet needs. Throughout the TDP planning process, three phases of public
and stakeholder outreach were conducted to collect stakeholder and public feedback and guide the
TDP vision. Each phase of engagement targeted different segments including existing riders, potential
riders, and key area stakeholders.
Background and History
In 2013, the City of Grand Island became a provider of transit services for the Urbanized Area of Grand
Island, allowing the service to receive urban transportation funds (Federal Transit Administration
Section 5307 funding). Prior to 2013, public transportation was administered by Hall County.
A rebranding of the Hall County Public Transportation service was completed in February of 2019 when
the service was renamed Central Ride Agency of Nebraska (CRANE) in an effort to promote transit
service improvements. The name change was initiated as part of the 2017 needs analysis conducted
through coordinated efforts between the City, Hall County and the Grand Island Area Metropolitan
Planning Organization (GIAMPO). Today, CRANE provides demand-response service within the Grand
Island city limits and to other areas of Hall County, including Alda, Wood River, Cairo, and Doniphan.
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Report Organization
The TDP final report is organized into nine chapters. A brief description of these chapters can be
found in Table 1.
Table 1: Report Organization
CHAPTER 1 |INTRODUCTION
•Introduction provides background on the TDP process and brief history on CRANE service.
CHAPTER 2 |BASELINE CONDITIONS
•Baseline Conditions discusses local physical, economic, and demographic conditions related to CRANE"s existing transit service.
CHAPTER 3 |EXISTING TRANSIT SERVICE
•Existing Transit Service includes the span of service, service description, and an assessment of current performance of the system.
CHAPTER 4 |PEER REVIEW
•Peer Review provides a comparison of CRANE with peer transit agencies.
CHAPTER 5 | SITUATIONAL APPRAISAL
•Situational Appraisal reviews the existing Federal, state, and local policies, procedures, and studies relevant to the Transit Development Plan.
CHAPTER 6 |GOALS AND OBJECTIVES
•Goals and Objectives presents the community vision that was identified and vetted by CRANE partners and the general public.
CHAPTER 7 |PUBLIC INVOLVEMENT
•Public Involvement provides a summary of the public engagment activities and results and summarizes public outreach events and surveys conducted.
CHAPTER 8 |SCENARIO EVALUATION
•Scenario Evaluation describes the process used to conduct a thorough and objective evaluation of the range of alternatives, and a comparison of each scenario’s performance relative to the baseline scenario.
CHAPTER 9 |FINANCIAL AND IMPLEMENTATION PLAN
•Financial and Implementation Plan discusses historic revenue trends and the process used to forecast future revenues which forms the basis of the implementation plan that provides guidance for implementing future transit improvements.
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Chapter 2 – Baseline Conditions
This chapter of the TDP, outlines the physical, economic, and demographic setting in which CRANE is
currently operating. The Baseline Conditions provide context for the assessment of existing services
and sets the groundwork for the scenarios presented in later chapters of this report. These baseline
conditions, serve as a starting point for gauging the potential effectiveness of these scenarios.
Study Area
The City of Grand Island is in central Nebraska, accessible to Interstate 80, US Highways 281, 30, and
34, and Nebraska Highway 2, as well as the Central Nebraska Regional Airport. Access to these major
highways has allowed Grand Island to become a hub for Central Nebraska. The area offers extensive
commercial, entertainment, and recreational spaces for residents and provides critical services, such
as health and other medical services, to the 30-plus rural communities within a 90-mile surrounding
area.
For this TDP, the study area includes the City of Grand Island boundaries to align with the CRANE
service area for urban service. The Urbanized Area, based on the 2010 Census, and the City
Boundaries are presented in Figure 1.
Existing and Future Land Use
Analysis of current land uses and trends in public transportation indicate that the two are
interconnected and should be considered in the development of future transportation networks. The
greater the density of compatible land uses, the greater the propensity of non-auto modes like transit,
walking, and biking. An adequate mix of residential, retail, mixed-use, commercial/office, and
recreational land uses, creates a synergy of places where people originate from and go to.
Figure 2 shows the existing land uses (ELUs) in the study area. A large portion of land is public or
agricultural. The Grand Island Central Regional Airport is located on over 1,800 acres of public land in
the northeast portion of the service area. Agricultural uses are also prominent in Grand Island.
Commercial land use is highly concentrated along Highway 281 and along south Locust Street.
Figure 3 presents the future land uses (FLUs) for the study area. The FLUs building on existing uses,
with the land uses being predominantly agricultural and recreational/public with clusters of
commercial and residential. However, the future land use does indicate increased residential,
commercial, and manufacturing areas throughout Grand Island. This indicates an anticipation in
population and job growth as new businesses move into the area while inducing the construction of
dwelling units.
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Source: City of Grand Island
Figure 1: CRANE Service Area
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Source: City of Grand Island
Figure 2: Existing Land Use
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Source: City of Grand Island
Figure 3: Future Land Use
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Major Activity Centers
Major travel attractors and generators in Grand Island include activity centers that act as common
origins and destinations for transportation and transit trips. In addition to work places and residences,
Activity centers are some of the highest transit trip generators in Grand Island. These include medical
centers, recreation, shopping, or government facilities. Table 2 presents examples of each of these
major Activity Centers by type within the City of Grand Island. The location of these and other activity
centers within the City Limits are presented in Figure 4. As seen in the figure, these activity centers
are distributed throughout the city limits, but many are clustered in central and southeastern Grand
Island.
Table 2: Example Major Activity Centers
Activity Center Type Activity Centers
Airport • Central Nebraska Regional Airport
Government Facilities • Hall County Courthouse
• City Hall
Recreation • Island Oasis Water Park
• Fonner Park
• Stuhr Museum
• Ryder Park
• Eagle Scout Park
• George Park
• Lions Park
• Stolley Park
• Pier Park
• Hall County Park
Medical Centers/Hospital • VA Nebraska Hospital
• St. Francis Medical Center
• St. Francis Memorial Health Center
• Grand Island Surgery Center
• Grand Island Regional Medical Center
Grocery • Sam’s Club
• Walmart Supercenter
• Hy-Vee Grocery
• Super Saver
Retail • Conestoga Mall
• Northwest Commons
• Downtown Grand Island
Education • Career Pathways Institute
• Central Community College
• Grand Island Public Schools
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Source: City of Grand Island
Figure 4: Activity Centers
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Affordable Housing
Affordable housing allows for families to incur a reasonable cost of living while still having money left
over for other activities. The U.S. Department of Housing and Urban Development defines housing as
affordable when it consumes no more than 30 percent of a household’s income. For this analysis,
affordable housing refers to housing units that are affordable by those populations whose income is
below the median household income. When considering the transportation network and future
connections, populations below the median household income and who reside in low-income
neighborhoods are more likely to need public transportation than those who do not.
Figure 5 presents the affordable housing locations for the service area, which were identified through
interviews with city staff during the development of the 2045 LRTP. The service area has four
subdivisions meeting this criterion. The Orchard, Lassonde, and Fifth St. subdivisions are in the
Northeast region of Grand Island near the airport while Copper Creek is an affordable housing
subdivision located on the western portion of the city. While not necessarily open to the public, the
Veterans Home Liberty Campus also offers affordable housing through the Veterans Legacy Program.
Hall County Housing Authority
Hall County Housing Authority (HCHA) manages and operates federally subsidized public housing
programs. HCHA currently manages 394 one-, two-, and three-bedroom apartments and site homes
throughout the County; rent is generally based upon 30 percent of the family’s adjusted income
(restrictions apply).1
Liberty Campus
Liberty Campus, which is the site of the former Grand Island Veterans Home that relocated to Kearney,
Nebraska in 2018, is currently being redeveloped to serve as senior and low-income housing, as well
as rental properties. Plans for the site’s redevelopment also include space for office, commercial,
educational, and medical uses.2
Source: KHGI
1 Hall County Housing Authority, About
2 Help Foundation of Omaha, Grand Island Liberty Campus
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Source: City of Grand Island
Figure 5: Affordable Housing Subdivisions
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Population and Employment Growth
Population and employment densities are an important indicator of potential transit demand. High
density neighborhoods are often characterized by multi-family housing or single-family housing on
small lots with less parking and smaller setbacks than lower density neighborhoods. This combination
of walkable design and a mix of land uses contribute to a greater viability for people choosing to bike,
walk, or use transit in these higher density areas. In addition, higher density areas will have more
people living within walking distance of a given transit stop than in lower density areas, thereby
increasing the potential demand for public transit.
Population Profile
The Hall County and City of Grand Island populations have shown steady growth since 1990. Based
on historic population data gathered from the United States Census, the estimated population growth
was held constant at an annual growth rate of approximately 0.73% for Hall County and an
approximate annual growth rate of 0.84% for the City of Grand Island. According to 2019 American
Community Survey (ACS) 5-Year Estimates, the population of the City of Grand Island was 51,147. This
base year population was used in combination with Census data and Woods and Poole projections for
Hall County to anticipate future growth. Table 3 presents the projections for horizon year 2045.
Table 3: Population Projects for Grand Island and Hall County
Area Population Estimate Percent Change
2020 2045 2020- 2045
Grand Island 51,576 63,561 23%
Hall County 61,709 73,923 20%
Source: United States Census, Grand Island Area MPO 2045 LRTP, Woods & Poole Economics
Figure 6 presents the existing population density by block group while Figure 7 shows the forecasted
population density, also by block group, for the year 2045 based on the growth rate used in the 2045
LRTP; in addition to the growth rates, forecasted growth was allocated to the block groups identified
as growth areas in the 2045 LRTP.
In addition to the continued growth on the fringes of the city identified in the LRTP, an increase in
population density is anticipated immediately north of downtown. One contributing factor for
population growth in this area is the community development initiative to revitalize areas around 4th
and 5th Street. Community Development Block Grant (CDBG) funding was used to improve sidewalks,
curbs, and support ADA accessibility3. CDBG funding was also used to renovate Lion’s Club Park.
3 City of Grand Island, June 24, 2014, City Council Session
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Source: ACS 2019 5-year Estimates
Figure 6: Existing Population Density
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Source: ACS 2019 5-year Estimates, Grand Island Area MPO 2045 LRTP
Figure 7: Future Population Density
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14 GO GI Transit
Employment Profile
The most common trip type for transit users is their commute to work. This trip is especially important
for those transit dependent populations with no other means of completing their commute. Areas with
major employers and high employment densities contribute to higher transit usage, especially in
densely populated block groups. The existence of major employment centers is an indicator of
potential transit demand due to the high number of trips destined for work. These areas tend to have
more traffic congestion, which could incentivize public transit use to get to and from work.
The economy of Grand Island, NE employs 26,000 people with the largest industries in Grand Island
being Manufacturing, Health Care & Social Assistance, and Retail Trade. The top employers in Grand
Island are summarized in Table 4 and can be found in Figure 8. JBS, a food processing plant, is the
largest employer in the service area4.
Table 4: Major Employers in Grand Island
ID Employer Population
1 JBS 3,400
2 Grand Island Public Schools 1,500
3 CHI Health St. Francis 1,300
4 Hornady Manufacturing 751
5 CHN Industrial America (GI
locations) 687
6 Walmart (GI locations) 662
7 Chief Industries (GI locations) 650
8 McCain Foods (GI locations) 550
9 City of Grand Island 535
Source: Grand Island Area Economic Development Corporation
According to the U.S. Bureau of Labor Statistics, the unemployment rate of the City of Grand Island
Nebraska was approximately 3.4% in 2019, which was slightly higher than the statewide
unemployment rate of 2.9% for the same year.
Table 5: Employment Projections for Grand Island and Hall County
Area Employment Estimate Percent Change
2020 2045 2020- 2045
Grand Island 33,443 41,590 24%
Hall County 45,702 55,776 22%
Source: United States Census, Grand Island Area MPO 2045 LRTP, Woods & Poole Economics
Figure 9 presents the existing employment density with Figure 10 presenting the forecasted
employment density for the year 2045. Most of the job growth is concentrated at the retail-heavy
businesses along the Highway 281 corridor, the retail located downtown, and industrial
concentrations at the intersection of Highway 30 and Highway 281, as well as east of the city.
Similar to forecasted population density, employment growth was allocated based on growth areas
identified in the 2045 LRTP.
4 https://www.grandisland.org/relocate-expand/workforce/top-employers.html
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Source: Grand Island Area Economic Development Corporation
Figure 8: Major Employers
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Source: Woods and Poole Economics, Inc.
Figure 9: Existing Employment Density
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Source: Woods and Poole Economics, Inc.
Figure 10: Future Employment Density
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Travel and Mobility Characteristics
To identify areas where service is needed, it is important to determine traffic patterns and what users
need from public transportation to consider it a realistic option.
Journey-to-Work Characteristics
Understanding how and when workers travel to their workplace and utilize transportation amenities
and infrastructure can help inform decisions about transportation and mobility needs for the region.
Figure 11 through Figure 13 summarize journey-to-work characteristics for Grand Island workers.
The average commute to work time is 17.4 minutes. As shown in Figure 11, most Grand Island
residents drive alone to work in a private vehicle (83.1%), with carpooling being the next largest share
of commutes (8.6%). Walking (1.9%) and public transit (0.3%) are the least used mode for commutes
in Grand Island.
Figure 11: Commute Mode Share for Grand Island Workers
Source: ACS 2019 5-year Estimates
Nearly half of Grand Island’s workers have a daily commute of 20 minutes or less while roughly 70
percent of workers have a daily commute of 30 minutes or less, as seen in Figure 12. Based on ACS
data for the year 2019, approximately 60 percent of Grand Island’s workers begin their commute trip
between 6 AM and 8 AM while nearly 25 percent of commuters leave for work between 9 AM and 12
PM. Figure 13 summarizes this breakdown of departure times for Grand Island workers.
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Figure 12: Length of Commute for Grand Island Workers
Source: ACS 2019 5-year Estimates
Figure 13: Time of Commute Departure for Grand Island Workers
Source: ACS 2019 5-year Estimates
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Origin/Destination
Origin-Destination (OD) data provides insight into travel patterns by highlighting where people begin
their trips and where they end their trips. OD data is used to identify potential destinations that attract
high numbers of trips, as well as potential locations where higher numbers of trips begin. Based on
the pairings of these origins and destinations associated with higher travel demand, strategies that
improve mobility and accessibility to these locations can be identified.
Replica is a big data platform that provides OD data used to determine travel patterns in an area of
interest. Figure 14 presents a heatmap of the trip origin for all trips within the city limits, showing that
many trips originate in the highly residential areas in the east side of the city. Figure 15 presents a
heatmap of the destinations for all trips, indicating high trip densities around Hiland Dairy Foods
company, Central Community College, and the retail areas downtown.
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Figure 14: Trip Origins Density
Source: Replica, 2020-2021
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Figure 15: Trip Destinations Density
Source: Replica, 2020-2021
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On The Map Analysis
To understand the commuting travel patterns within the study area, an assessment using On-The-Map
was conducted. On-The-Map was developed through a partnership between the United States Census
Bureau and all 50 states through the Longitudinal Employer-Household Dynamics (LEHD) program.
The LEHD program combines employment data from payroll tax information maintained by states and
data from censuses and surveys. From this data, the program creates statistics on employment and
job flows at detailed levels of geography and industry and for different demographic groups.
Figure 16 presents worker flow dynamics for Grand Island in year 2019 symbolized by arrows. Over
16,000 workers live and work in Grand Island, as represented by the circular arrow. Over 13,000
workers are employed in Grand Island but live outside the County, while about 8,000 workers are
employed outside of the city but reside in Grand Island.
Figure 16: Inflow and Outflow Commuting for Grand Island
Source: U.S. Census Bureau LEHD Program
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Area Demographics
It is important to understand the make-up and demographics of the community that transit intends to
serve. This includes understanding the makeup and location of underserved populations, minorities,
elderly and younger groups, and income levels.
Median Household Income
The median household income in the City of Grand Island is $54,965 (ACS 2019 5-year Estimates).
This is lower than both the state median household income of $61,439 and the national median
household income of $65,712. When compared to 2018 data, Grand Island households demonstrate
growth in median household in income, with a 4% increase from the 2018 median household income
level.
Educational attainment
Approximately 83% of Grand Island residents over the age of 25 have graduated with a high school
diploma or higher as shown in Figure 17. A higher percentage of the population in Grand Island has
attended college but did not receive a degree when compared to the rest of the state and the nation.
However, a lower percent of the population has obtained a bachelor’s degree or higher.
Figure 17: Educational Attainment for Grand Island, the State of Nebraska, and the United States
Source: ACS 2019 5-year Estimates
Age and Gender Distribution
The average age for Grand Island residents in 2019, according to 5-year ACS estimates, was just under
35 years. This is slightly lower than the average age for Nebraska residents, at 36 years, and
significantly lower than the national average of just over 38 years. The highest proportion, 13.7
percent, of Grand Island’s residents are in the 25 to 34 years of age range while the second highest
proportion of residents fall in the 35 to 44 years of age range. Roughly 6.6 percent of Grand Island
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residents are above the age of 75 while 15.7 percent are 9 years of age or younger. The age
distribution is presented in Figure 18.
The gender distribution of Grand Island’s residents is 50.4 percent male and 49.6 percent female
based on ACS 2019 5-year estimates data.
Figure 18: Age Distribution for Grand Island
Source: ACS 2019 5-year Estimates
Underserved Populations
Underserved populations have a higher potential for public transit use. Classifying areas as
underserved is based on several factors that are typical indicators of disadvantaged groups. These
factors include population under the age of 18 and over the age of 65, disabled persons, minority
populations, those living below the poverty line, and zero-vehicle households.
Elderly and Youth Populations
Populations under the age of 18 are more likely to use public transportation as they often have limited
access to personal vehicles or do not have a valid driver’s license. Areas with high youth populations
require additional consideration as one component of underserved populations. Figure 19 shows
clusters of youth populations east of Fonner Park and near Northwest High School. Additional youth
population clusters are found east of Broadwell Avenue, west of Sycamore Street, north of 7th Street
and south of 10th Street.
Elderly populations (over the age of 65) generally use public transportation for medical visits and
shopping. This population is also considerably more likely to become disabled, especially with illnesses
and disabilities that are brought on by aging such as impaired vision, hearing loss, and injuries that
may limit their ability to operate a personal vehicle. Figure 20 shows high elderly populations located
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North of West Capital Avenue near Eagle Scout Park, along North Sycamore Street, and near Emerald
Nursing and Rehab Lakeview.
Disabled Population
The Americans with Disabilities Act (ADA) defines a person with a disability as a person who has a
physical or mental impairment that substantially limits one or more major life activity. Often, this
limitation may hinder the person’s ability to drive a personal vehicle, creating a dependence on public
transportation as a means of mobility.
According to ACS 2019 5-year Estimates, 12.4% of the population of Grand Island have a disability.
Like the elderly population distribution, Figure 21 indicates that there is a high disabled population
located in central Grand Island which serves as an opportunity to leverage transit service to address
populations with limited mobility. Due to data availability limitations, disability data in Figure 21 is
shown at the census tract level.
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Source: ACS 2019 5-year Estimates
Figure 19: Population Under 18 Years of Age
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Source: ACS 2019 5-year Estimates
Figure 20: Population Over 65 Years of Age
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Source: ACS 2019 5-year Estimates
Figure 21: Population with a Disability
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Minority Population
Minority populations are more transit dependent than some other populations based on a variety of
characteristics. Minority populations are more likely to live in densely populated inner-city
communities, less likely to have access to a vehicle, and more likely to live farther from their places of
employment when compared to non-minority populations.
The City of Grand Island is predominately White as presented in Table 6. The service also has a high
Hispanic or Latino population at 31.6% according to 2014-2019 ACS 5-Year Estimates.
Table 6: Minority Populations in Grand Island
Race Grand Island Percent of Population
White Alone, Non-Hispanic 31,715 62.0%
Black or African American 1,498 2.9%
American Indian and Alaska Native 243 0.5%
Asian 640 1.3%
Hispanic of Latino 16,174 31.6%
Native Hawaiian and Other Pacific
Islander 380 0.8%
Some other race 77 0.2%
Two or more races 663 1.4%
Two races excluding some other races 489 0.9%
Source: ACS 2019 5-year Estimates
Figure 22 presents the minority population within the service area. The data indicates that minority
populations are densely concentrated on the eastern side of the service area, especially near McCain
Foods, the 8th largest employer for the area.
Population Below Poverty Line
The poverty line is the income threshold below which a person would be living in poverty. If a family's
total income is less than the family's threshold, then every individual in it is considered in poverty.
Population below the poverty line is one of the primary components in determining underserved
populations.
According to ACS 2019 5-year estimates 12.8% of Grand Island residents are below the poverty line.
Figure 23 presents areas with populations with 15% or higher below the poverty line. These
populations are concentrated in two areas, the first cluster is located between Ryder Park and Capital
Avenue in the north and the second is on the northeastern part of the city, beginning downtown and
extending toward Merrick County.
Zero-Vehicle Population
Historically, the rate of households with zero vehicles available has decreased over time as the
affordability and availability of motor vehicles has increased. Those households that continue to exist
as zero-vehicle households either by choice or out of necessity, are heavily dependent on public
transportation.
Figure 24 shows those households that do not have access to a personal vehicle. These populations
are concentrated between North Broadwell Avenue and St. Paul Road. A second cluster of zero-vehicle
households is found west of Sycamore Street between 4th and 7th Streets. Due to data availability
limitations, zero-vehicle household data is shown at the census tract level.
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Source: ACS 2019 5-year Estimates
Figure 22: Minority Population
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Source: ACS 2019 5-year Estimates
Figure 23: Population Living Below the Poverty Line
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Source: ACS 2019 5-year Estimates
Figure 24: Zero Car Households
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Transit Propensity
The transit propensity index, as presented in Figure 25, included an evaluation of six socio-economic
indicators. To help define under-served populations, the following Census block group level population
and household data from the 2019 American Community Survey (ACS) 5-year estimates were used:
• Population Under 18: Percentage of population 18 or below;
• Population Over 65: Percentage of population age 65 or above;
• Population with a Disability: Percentage of population with a cognitive or physical disability;
• Minority Population: Percentage of minority population;
• Population Below Poverty Level: Percentage of population below poverty level;
• Households with zero vehicles: Percentage of households with no access to a personal vehicle.
The analysis used a threshold for each of the above indicators, so that those census block groups that
had a greater value than the mean value for any given indicator was given a score of one (1). The
scores for the individual categories were then totaled across the six socio-economic indicators to
generate a composite transit propensity score. For example, if a census block group had an above
average number of people below poverty level and an above average number of households with no
access to a personal vehicle, the census block group was given a score of two (2). The Propensity
Score range has a maximum possible high score of six (6), indicating above average values for each
of the six socio-economic indicators, and a minimum possible low propensity score of zero (0), which
would indicate no above average values.
The resulting index highlights potentially high demand for public transit throughout much of the City of
Grand Island. Block groups located along Capital Avenue, in downtown Grand Island, and south of
Highway 34 demonstrated some of the highest propensity for transit use while block groups in the
western part of urban area illustrated a lower propensity for transit usage. The block groups exhibiting
higher propensity for transit use will be considered as priority areas for focusing system improvements.
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Source: ACS 2019 5-year Estimates
Figure 25: Transit Propensity Index
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Chapter 3 – Existing Transit Service
The existing transit service is an assessment of the service that is currently being provided and
conditions in which they operate. This service analysis is done to develop a no-build base scenario as
a starting point for future scenario recommendations.
Service Overview
CRANE is a public transit service that provides approximately 29,000 trips per year within the service
area. Passengers are required to book a trip a minimum of 24 hours in advance with same day trips
only when space is available. Weekday trips, for Monday through Friday, can be scheduled as early as
6:00 AM with the latest available pick-up time being 5:30 PM while Saturday rides are available
beginning at 9:00 AM through 3:00 PM.
Fare Structure
Fare structure is the system set up to determine how much is to be paid by various passengers using
a transit vehicle at any given time. The CRANE fare structure is presented in Table 7.
Table 7: CRANE Fare Structure
Fare Type Fee
Regular Fare $2.00
First Child
The first child accompanying a Regular Fare $2.00
Additional Child
All children after the first child accompanying a Regular Fare Free
Youth Rider
Any unaccompanied youth age 12-18 $2.00
Personal Care Attendant (PCA)
An attendant accompanying and assisting an ADA eligible rider Free
Card Type Fee
10 Trip Card $20.00
20 Trip Card $40.00
Source: CRANE
Annual Ridership
Total annual passenger ridership for the service area, based on trip data from CRANE, was 31,666 in
2021 Despite impacts stemming from the COVID-19 public health pandemic, 2020 ridership was
slightly higher than ridership in 2019 of 28,171, with an approximately 4 percent increase in
passenger trips. This trend in increasing ridership persisted into 2021 as ridership increased by 7.6
percent over 2020 levels. Figure 26 presents the total number of Passenger Trips between 2015 and
2021 as well as revenue miles and revenue hours for the service.
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Figure 26: CRANE Annual Ridership, 2015-2021
Source: CRANE
Chapter 4 – Peer Review
A peer review analysis was conducted to compare the performance of the City of Grand Island’s transit
system with similar systems operating in the United States. The aim of a peer review is to guide transit
agencies in identifying and prioritizing problem areas. Selected performance indicators, effectiveness
measures, and efficiency measures are provided in table and graphic form to demonstrate the
performance of Grand Island compared to peer agencies. This analysis was performed using 2019
data.
The chosen performance measures are displayed in Table 9. For each selected measure,
supplementary tables provide the City of Grand Island’s value, the minimum value among the peer
group, the maximum value among the peer group, the mean of the peer group, and the percent
deviation that the City of Grand Island’s values are from the mean.
Peer System Selection Methodology
The peer selection was conducted using 2019 National Transit Database (NTD) data. The peers were
identified using the Transit Cooperative Research Program (TCRP) methodology. The TCRP uses five
service characteristics and eight urban area characteristics as grouping factors in determining peer
agencies, as described below:
Service Characteristics for Determining Peers
• Total Vehicle Miles Operated: Total distance traveled annually by revenue service vehicles,
including both revenue miles and deadhead miles.
• Total Operating Budget: Reported total spending on operation, including administration,
maintenance, and operation of service vehicles.
• Percent Demand Response: Percentage of demand response service for an agency, measured
based on the number of vehicles operated in maximum service.
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• Percent Service Purchased: Percentage of transit service purchased from outside service providers, measured based on the number of vehicles operated in maximum service.
• Service Area Type: An identifier for determining the service and extent of coverage of an
agency.
The Florida Transit Information System (FTIS), which is a suite of web-based systems to aid agencies
in transit planning, was the medium used to search for peer agency information; this system draws
from NTD datasets and was selected for use due to its applicability for transit agencies outside of
Florida.
Urban Area Characteristics for Determining Peers
• Urban Area Population
• Population Growth Rate
• Population Density
• State Capital
• Percent Population with a College Degree
• Percent Poverty
• Annual Delay (Hours) Per Traveler
• Freeway Lane-Miles Per Capita
• Distance
The data for all population-related variables was extracted from the American Community Survey
(ACS). Likeness scores were first determined for each individual screening and peer-group factor. Next,
total likeness scores were calculated from the individual scores. The lower the score of a potential
peer system, the more similar it is to the target system. Based on the results of the TCRP peer selection
process, four transit systems were selected for the peer review analysis. Additionally, the City of Wilson,
NC’s mobility on-demand (MOD) system was chosen outside of the NTD database. The City of Wilson,
NC recently contracted with Via, a transit technology company, to implement RIDE which is a mobility
on-demand (MOD) transit service. While Wilson, NC was not included in the FTIS search, the data for
this system was provided by agency staff and was used in the peer comparison. The selected peer
systems are identified in Table 8 and described in further detail below.
Table 8: Peer Transit Systems
Peer Systems
Autauga County Rural Transportation
Autauga County, Alabama is in the central portion of the state, just outside of the capital city of
Montgomery. It is roughly 600 square miles and home to 59,000 people. The area is largely rural and
Type System Location TCRP Likeness Peers Autauga County Rural Transportation Prattville, AL
Butler County Transit El Dorado, KS
Haywood Public Transit Clyde, NC
Cletran Cleburne, TX MOD RIDE Wilson, NC
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therefore does not offer fixed route transit service. Autauga County Rural Transportation, which is
demand response only, serves elderly and disabled populations Monday through Friday from 7:30 AM
to 4 PM. Services are provided on a first come, first served basis to the Montgomery Cancer Center
and doctors’ offices in the Montgomery area. The route structure is based on city limits. Trips inside
city limits are $1.50 per way, trips outside city limits are $1.75 and trips to Montgomery and out of
county are $3.00 per way.
Butler County Transit
Butler County is situated in the southern portion of the state of Kansas and is the largest county by
area in the state, with over 1400 square miles and a population of roughly 70,000. The Butler County
Transit Program is in the city of El Dorado and provides public transportation services through the
Butler County Department on Aging. The service is open to the public and offers curb-to-curb service
as well as four routes. The Augusta and El Dorado routes are provided Monday-Friday from 8:30 AM
to 4 PM. The Andover Route is by appointment only and runs Monday-Friday 8:30 AM to 12 PM. The
Wichita Route runs Wednesday and Thursday, arriving in Wichita at 10:30 AM and leaves at 2 PM. The
fares range from $0.50 to $4.00 per way.
Haywood Public Transit
Haywood Public Transit, located in Clyde, North Carolina, provides public transportation services for
the Haywood County. The service is a division of Mountain Projects, Inc. which is a community based
non-profit organization providing vital services to the elderly, disadvantaged, and general public in
Western North Carolina. Transit service is provided by appointment only Monday-Friday from 6 AM to
5:30 PM. In addition to providing service in Haywood County, Haywood Public Transit connects to a
deviated fixed route service provided by Mountain Mobility of Buncombe County to create regional
mobility in Asheville and surrounding areas.
Source: Haywood Public Transit
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Cletran
Cletran, or City/County Transportation, is the
public transportation provider serving Johnson
County, Texas. Johnson County is located within
the Dallas–Fort Worth–Arlington metropolitan
statistical area and has a population of over
170,000. Services provided include demand
response, as well as the Interurban Commuter
Bus route serving the cities of Cleburne, Joshua,
and Burleson with connecting service to other
cities in Johnson County and Fort Worth. The
Interurban Commuter Bus terminates at the
Intermodal Transportation Center in downtown
Fort Worth to enable easy access to transfer to
the T transit services in Fort Worth and the Trinity Railway Express (TRE) into Dallas. The hours of
operation for demand response service vary by city but are roughly 12 hours per day, 5 days a week.
The Interurban Commuter Bus has a set schedule running North 6 AM to 6 PM and South from 8 AM
to 7 PM with four stops in between the Cleburne Intermodal Depot and the Fort Worth Intermodal
Transfer Center.
RIDE
RIDE serves the City of Wilson, NC which is just
east of The Triangle (Raleigh, Durham, Chapel
Hill). In September 2020, the agency shifted
from fixed route service to on-demand micro-
transit service using the company Via. The
decision to shift their system to on-demand
micro-transit was made due to low fixed route
ridership, gaps in the service provided by fixed
route, high operating costs, and lack of
transportation network companies (TNCs).
When the program launched, the agency’s
total operating cost per trip decreased from $23.00 for fixed route service to $11.00 for the new on-
demand service. Transit ridership more than doubled in the weeks following the initial launch, where
users waited an average of only 15 minutes for a ride once it had been booked via a smart phone
device.
Source: RIDE | Wilson, NC
Source: Cletran – City/County Transportation
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Figure 27: RIDE Service Area
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General Performance Measures
The comparison of general performance indicators for the peer review systems is presented in this
section. Performance indicators include population, population density, ridership, revenue miles and
hours, and vehicles. Table 9 provides a summary of how Grand Island compares with the peer group.
Refer to Appendix A for more detail on the peer group performance measures comparison.
Table 9: Summary of Peer Review Performance Measures
Performance Measure Grand
Island
Peer Group
Minimum
Peer Group
Maximum
Peer
Group
Mean
Grand
Island %
Deviation
from Mean
Service Area Population 61,492 31,706 171,361 72,414 -17.8%
Service Area Population
Density 113 44 236 158 -39.8%
Passenger Trips 28,171 19,307 105,606 44,129 -56.6%
Revenue Miles 145,603 72,761 353,601 231,078 -58.7%
Revenue Hours 13,798 5,856 22,478 16,055 -16.4%
Vehicles Operated in
Maximum Service 11 7 20 13 -18.2%
Total Operating Expenses $603,707 $220,584 $1,097,057 $734,124 -21.6%
Passenger Fare Revenues $66,869 $10,293 $158,409 $61,349 8.3%
Summary of General Performance Measures
The City of Grand Island is closely aligned with its peers when comparing service area population,
revenue hours, vehicles operated in maximum service, total operating expenses, and passenger fare
revenues. Most of the values deviate within 25% from the peer group mean, except for service area
population density, passenger trips, and revenue miles. Passenger fare revenues are 8% above the
mean which indicates the fare is higher for Grand Island than most of its peers. The agency falls
significantly below the mean of its peers for population density, passenger trips, and revenue miles.
Passenger trips are skewed by the mobility on-demand system in Wilson, NC. Revenue miles are nearly
100,000 miles less than the average of the peer systems which is likely due to the relatively low
number of trips conducted by Grand Island in 2019.
Effectiveness Measures
The categories selected to measure effectiveness were passenger trips per revenue mile, passenger
trips per service area capita, and weekday span of service. A comparison of Grand Island’s
performance versus that of the peer group is presented in Table 10. Refer to Appendix A for more
detail on the peer group effectiveness measures comparison.
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Table 10: Summary of Peer Review Effectiveness Measures
Summary of Effectiveness Measures
The City of Grand Island provides an effective service when compared to its peers. Grand Island’s trips
per revenue hour are 21% below the mean; however, the mean is skewed by the mobility on-demand
system in Wilson, NC. This is also the case for trips per service area capita. RIDE skewed the measure
significantly since their trips are roughly five times that of the other systems. Grand Island operates
11.5 hours per day which is slightly above the mean weekday span of service.
Efficiency Measures
The selected efficiency measures were categorized by cost efficiency measures and operating ratios.
Table 11 provides a comparison of Grand Island and the peer group’s performance on efficiency
measures. Refer to Appendix A for more detail on the peer group’s efficiency measures comparison.
Table 11: Summary of Peer Review Efficiency Measures
Efficiency Measures
City of
Grand
Island
Peer Group
Minimum
Peer Group
Maximum
Peer Group
Mean
Grand
Island %
Deviation
from Mean
Average Fare $2.37 $0.34 $2.42 $1.22 94.3%
Farebox Recovery (%) 11.08% 1.28% 11.08% 6.35% 42.7%
Operating Expense Per
Passenger Trip $21.43 $11.00 $31.08 $19.60 8.6%
Operating Expense Per
Revenue Hour $43.75 $31.83 $60.63 $46.06 -5.3%
Operating Expense Per
Revenue Mile $4.15 $2.63 $4.15 $3.23 22.2%
Operating Expense Per
Service Area Capita $9.82 $3.20 $22.56 $12.09 -23.0%
Effectiveness Measures Grand
Island
Peer Group
Minimum
Peer Group
Maximum
Peer Group
Mean
Grand Island
% Deviation
from Mean
Passenger Trips per
Revenue Mile 0.19 0.10 0.27 0.23 -21.1%
Passenger Trips Per
Service Area Capita 0.46 0.21 2.38 0.87 -76.1%
Weekday Span of
Service (in hours) 11.50 7.50 15 11 4.3%
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Summary of Efficiency Measures
The City of Grand Island proves to run an efficient system when compared to its peers. The average
fare for the City of Grand Island is nearly 100% higher than the average of its peers and in turn, the
farebox recovery for the City of Grand Island is about 43% higher than the peer group average. The
review of operating expenses for Grand Island revealed that they are below the average per revenue
hour (5%) and service area capita (23%) but above average for per revenue mile (22%) and per
passenger trip (8%).
Summary of Performance Indicators
The City of Grand Island is performing well compared to the peer systems. Passenger trips are relatively
low due to the density of the area, which led to the dramatic difference from the mean for passenger
trips per capita and revenue mile. The higher-than-average fare for Grand Island and farebox recovery
provides for a cost-efficient system. The on-demand mobility system in Wilson, NC provides
significantly more trips than the other peers because the demand response service functions more
like a transportation network company, meaning the service can provide a variety of trip types for the
rural population beyond the life-sustaining and medical trips that are typically the sole focus for
demand response only systems. Additionally, Cletran in Cleburne, Texas has a large population and
provides a commuter route that connects the rural area with the Dallas-Fort Worth metropolitan area.
These systems skewed several of the performance measures as identified in the table below and in
the corresponding graphics in previous sections. Overall, Grand Island’s system is functioning at the
optimal level given the area’s demographic constraints. Table 12 provides a summary of Grand
Island’s performance relative to the peer services.
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Table 12: Peer Review Summary
Performance Indicators/Measures % Deviation from Mean
General Performance Indicators
Service Area Population -17.8%
Service Area Population Density -39.8%
Passenger Trips -56.6%
Revenue Miles -58.7%
Revenue Hours -16.4%
Vehicles Operated in Maximum Service -18.2%
Total Operating Expense -21.6%
Passenger Fare Revenues 8.3%
Service Supply
Passenger Trips Per Capita -76.1%
Passenger Trips Per Revenue Mile -21.1
Quality of Service
Weekday Span of Service 4.3%
Cost Efficiency
Operating Expense Per Capita -23%
Operating Expense Per Passenger Trip 8.6%
Operating Expense Per Revenue Mile 22.2%
Operating Expense Per Revenue Hour -5.3%
Operating Ratio
Farebox Recovery Ratio 42.7%
Fare
Average Fare 94.3%
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Chapter 5 – Situational Appraisal
The purpose of this chapter is to review the existing service area policies, procedures, and studies
relevant to the Transit Development Plan. The plans reviewed in this chapter can be found in Table
13.
Table 13: Federal, State, and Local Plans Reviewed
Federal Policies, Procedures, and Studies
Bipartisan Infrastructure Law (BIL)
The Bipartisan Infrastructure Law, as enacted in Infrastructure Investment and Jobs Act of November
2021, reauthorized Federal surface transportation programs for fiscal years 2022 through 2026.
This legislation provides additional funding to support local transit agencies while establishing
several new transit programs. The BIL aims to advance public transportation through four priorities:
• Safety
• Modernization
• Climate
• Equity
While the BIL establishes these priorities, the program’s stated focus is to promote equity throughout
transportation systems and support transit’s role in combatting climate change. As such, all FTA
discretionary grant programs will focus on promoting equity.5
5 Federal Transit Administration, Bipartisan Infrastructure Law
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Coronavirus Aid, Relief, and Economic Security (CARES) Act
The Coronavirus Aid, Relief, and Economic Security (CARES) Act provided $25 billion to transit agencies
to help to prevent, prepare for and respond to the COVID-19 pandemic. The Federal Transit
Administration (FTA) allocated $22.7 billion to large and small urban areas and $2.2 billion to rural
areas. Funding is provided at a 100 percent federal share, with no local match required, and is
available to support capital, operating, and other expenses generally eligible under those programs to
prevent, prepare for, and respond to COVID-19. Eligible expenses include operating expenses incurred
beginning on January 20, 2020, and other expenses to maintain transit services such as paying for
administrative leave for transit personnel due to reduced operations during an emergency.
Coronavirus Response and Relief Supplemental Appropriations Act of 2021
The Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) includes
$14 billion in supplemental appropriations allocated to support the transit industry during the COVID-
19 public health emergency. These funds are distributed among urbanized areas ($13.26 billion), rural
areas and tribes ($678.2 million), and Enhanced Mobility of Seniors and Individuals with Disabilities
($50 million). Like the CARES Act, the supplemental funding is provided at 100-percent federal share,
with no local match required.
American Rescue Plan Act of 2021
The American Rescue Plan Act of 2021 (ARP) includes $30.5 billion in federal funding to support the
nation’s public transportation systems as they continue to respond to the COVID-19 pandemic and
support the President’s call to vaccinate the U.S. population.
The relief funds are distributed as follows, at 100-percent federal share:
• $26.6 billion to be allocated by statutory formulas to urbanized and rural areas and tribal
governments
• $2.2 billion to FTA grant recipients in communities that demonstrate additional pandemic-
associated needs.
• $1.675 billion for projects in the Capital Investment Grants (CIG) Program
• $50 million under the Enhanced Mobility of Seniors and Individuals with Disabilities formula
program
• $25 million for competitive planning grants
• $5 million for competitive tribal grants
State Policies, Procedures, and Studies
Nebraska’s 2040 Statewide Transportation Plan
The 2040 Statewide Transportation Plan (STP) serves as the guide to Nebraska’s multimodal
transportation system, providing a vision and series of system goals and objectives, the strategies and
policies necessary to achieve the Plan’s vision, and metrics for evaluating progress made towards
these goals. The key themes related to public transit found in the 2040 STP include:
• Mobility choices for people and freight: Provide efficient, affordable, and equitable options
across all modes for moving people and goods throughout Nebraska and beyond.
• Safety: Provide a transportation system in Nebraska that is safe for all users.
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48 GO GI Transit
• Support for economic and community vitality: Choose investments in Nebraska’s transportation system that best support the vitality of Nebraska’s economy and all of its
communities.
Grand Island/Hastings/Kearney Intercity Bus Study
The Grand Island/Hastings/Kearney Intercity Bus Study, published in 2020, was conducted to
evaluate the feasibility of daily intercity bus service between Grand Island, Hastings, and Kearney. The
study was based on NDOT’s recognition of the need to increase mobility for residents and visitors of
these communities and a series of potential service routes were identified. The potential
implementation of this service could build off existing CRANE service and provide additional ridership
that can support further investment in Grand Island’s public transit system.
Local Policies, Procedures, and Studies
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; this study provides the backdrop for transit
opportunities within the community and set the direction for short-term transit priorities. The
implementation plan can be found in Table 14.
Table 14: Regional Transit Needs Assessment and Feasibility Study Implementation Plan
Initial Implementation Steps 2018 2019
1 Research Rideshare software program options and develop Request for
Proposals (RFP) for purchasing the Rideshare software for implementation.
2 Implement Rideshare software and coordinate with software developer
staff to design software infrastructure relative to local and regional needs.
3 Coordinate with Enterprise Vanpool program representative and
establishments such as JBS and Veterans Home.
4 Finalize contract with vendor and rollout Enterprise Vanpool program.
5 Develop general marketing plan for community outreach and awareness
for transit services.
6 Continue coordination with Nebraska Department of Transportation (NDOT)
on the Intercity Bus Plan.
7 Coordinate with NDOT to develop RFP for Intercity Bus Service Operations
Plan and Park and Ride Study.
8 Coordinate with local agencies and establishments to fund the local match
for the vehicles and other capital improvements for intercity bus service.
9 Develop Bid for service contract of transit operations.
10 Develop RFP for transit facility preliminary planning
2045 Long Range Transportation Plan
The GIAMPO 2045 Long Range Transportation Plan (LRTP) is a 25-year plan which prioritizes those
projects in the Urbanized Area that best meet the future transportation needs in the region. The LRTP
was developed through public outreach and a technical assessment of how all modes of the service
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49 GO GI Transit
areas transportation network work together as a single integrated system. This approach included an
analysis of every mode to include public transit. The GIAMPO also projected future population and
employment need to provide planning guidance for the next 25 years. The final 2045 LRTP includes
strategies to align future planning efforts and a prioritized list of initiatives based on funding
constraints, a technical analysis, and community input and stakeholder feedback. The guiding
principles including in the development of the LRTP are presented in Table 15.
Goal Objective
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
Grand Island Metropolitan Area Bicycle and Pedestrian Master Plan
Adopted in 2018, the Grand Island Metropolitan Area Bicycle and Pedestrian Master Plan seeks to
provide a framework for expanding the local bicycle and pedestrian network. The Plan aims to create
a network for bicycle and pedestrian users that meets the needs of all residents while providing safe
and direct connections to community destinations. Plan recommendations identify bicycle and
pedestrian improvements that can support Grand Island’s transit system and result in an expansive
multi-modal network wherein users are able to rely on both the transit and active transportation
systems to meet their travel needs.
Table 15: LRTP Goals and Objectives
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CRANE Public Transportation Agency Safety Plan
CRANE’s Public Transportation Agency Safety Plan (PTASP) is a Federally required document for
transit agencies receiving Federal funds under FTA’s Urbanized Area Formula grants. The PTASP
serves as CRANE’s safety plan and includes processes and procedures to implement Safety
Management Systems (SMS).6 The existing PTASP details safety performance targets, policies, risk
management, safety assurance, and safety promotion measures for Grand Island’s public transit
operations.
6 Federal Transit Administration, Public Transportation Agency Safety Plans
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Chapter 6 – Goals and Objectives
The goals and objectives developed as part of the TDP provide the framework for realizing the vision
articulated for Grand Island’s future transit system. These goals and objectives aim to reflect the
values of the Grand Island community while aligning with other local and regional planning efforts.
Development of the goals and objectives was completed through a review of the baseline conditions,
past transit planning goals and objectives, and input gained from community members during public
engagement activities.
Guiding Principles, Goals, and Objectives
The main goals and subsequent objectives were developed around five guiding principles.
Vision Statement
“Public transit is crucial to the future of our community. A transit system is important for the
community because thousands of individuals use CRANE every year to get to and from work,
education and training, health care access, and more. This improves overall quality of life and leads
to a stronger, more vibrant community for all.” - GO GI Transit
Guiding Principles
A set of five guiding principles were established to provide cohesive themes for the development of
the goals and objectives. The guiding principles are presented in Figure 28.
Figure 28: Guiding Principles
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Goals and Objectives
The goals and objectives were developed and finalized based on the findings of the Situation Appraisal, input from public involvement, and
stakeholder engagement. The guiding principles, goals, and related objectives are presented in Table 16.
Table 16: Goals and Objectives
Performance and Efficiency
Goal 1: Enhance service performance and efficiency.
Objective 1.1: Improve ridership productivity of the transit system.
Objective 1.2: Improve cost-efficiency of the transit system.
Objective 1.3: Increase transit availability by using technology.
Objective 1.4: Identify service improvements that are anticipated to increase transit ridership.
Objective 1.5: Identify and pursue diverse funding sources.
Objective 1.6: Promote staff retention and development.
Collaboration
Goal 2: Continue to seek new and expand existing partnerships to support transit ridership growth and provide equitable service to low income, elderly,
disabled, and other transportation disadvantaged populations.
Objective 2.1: Develop relationships with key stakeholders and major employers to support community initiatives that promote economic development.
Objective 2.2: Develop transit-friendly land use policies, regulations, and land development criteria.
Objective 2.3: Partner with the local colleges and post-secondary institutions to inform the faculty, and students about the system and its viability as an
alternative commuting option.
Safety and Security
Goal 3: Establish and manage safety activities to minimize risk and create a culture of employee, passenger, and pedestrian safety and security.
Objective 3.1: Implement and maintain a hazard identification.
Objective 3.2: Maintain the transit system in a State of Good Repair.
Objective 3.3: Achieve a level of safety performance that meets or exceeds the agency’s established performance targets.
Objective 3.4: Expand employee training opportunities.
Technology
Goal 4: Identify opportunities to pursue and implement transit technology options where needed.
Objective 4.1: Evaluate the feasibility of alternative and renewable fuel infrastructure when practical.
Objective 4.2: Invest in data sharing and collection technologies when practical, such as automatic passenger counting (APC),
automatic fare collection (AFC), or automatic vehicle location (AVL)
Objective 4.3: Evaluate the feasibility of integrating new and emerging technologies when practical.
Public Awareness
Goal 5: Improve CRANE service awareness and public support.
Objective 5.1: Develop a continuing public involvement campaign that includes surveys, discussion groups, interviews, and participation in public events.
Objective 5.2: Increase the agency’s social media presence to educate the community on transportation issues and highlight transit service benefits
such as service reliability, passenger cost savings, and environmental benefits.
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Chapter 7 – Public Involvement
Informative, educational and timely input from the public is a critical element of the TDP process.
Receiving feedback that reflects the community’s goals and values will help ensure CRANE
understands the public’s views as future service plans are developed.
Public involvement activities conducted as part of the TDP included focus group meetings with key
stakeholders, interviews with community leaders, public engagement booths held during Project
Connect, and virtual outreach in the form of a project website and web surveys. This chapter of the
TDP summarizes the outcomes of the major public involvement activities while Appendix B contains a
comprehensive documentation of each public involvement activity.
Key Stakeholder Focus Group Meetings
Key stakeholder focus group meetings were hosted by the City of Grand Island during the development
of the TDP. A total of nine meetings were held with the intent of bringing together representatives of
key groups to inform them of the GO GI Transit planning process and solicit feedback on plan topics
including existing conditions and system gaps, potential transit service options considered in the
scenario assessment process, plan recommendations, and the TDP implementation plan.
Participants in the focus group meetings were organized based on the groups they represent. These
groups are summarized in Table 17. Each group met three times throughout the development of the
TDP. Notice of these meetings was circulated via legal ads and press releases; a Spanish translator
was available at all meetings to ensure all attendees were able to participate fully in discussion.
Table 17: Grouping of Key Stakeholders for the GO GI Transit Plan Focus Group Meetings
Focus Group Focus Group Description
Economic / Transportation / Businesses /
Health:
Area chambers of commerce, economic
development corporations, and large
employers
Agency: City of Grand Island and Hall County public
officials
Education / Community Organizations:
Public and post-secondary institutions, non-
profit groups, human services groups,
emergency responders, and
others operating in the GIAMPO region
Focus Group Meeting #1
The first set of focus group meetings was held at the Grand Island City Hall Community Meeting Room
on December 13, 2021. The purpose of this meeting was to inform key stakeholders of the TDP
planning process while offering the groups an opportunity to share their thoughts on what the existing
needs of Grand Island’s transit system are. Overall, 45 individuals participated in the meetings with
the breakdown of attendees by focus group shown below:
• Economic / Transportation / Businesses / Health Group: 7 attendees
• Agency Group: 8 attendees
• Education / Community Organizations Group: 31 attendees
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The meetings began with a presentation providing an overview of the current transit system, the GO
GI Transit planning process, and their role in providing input. Next, they were invited to participate in
three activities:
1. Background Poll: Attendees were polled to gather an understanding of their and their
constituents use of CRANE, as well as ability to book rides.
2. Barriers Identification Activity: This activity allowed participants to identify barriers that either
they or their constituents had experienced with the current transit service.
3. Mapping Activity: Attendees used tabletop maps of the City of Grand Island and Hall County
to mark transit generators, locations of transit opportunity, and gaps in the system.
Background Poll Activity
Input shared during the background poll activity indicated most attendees have not used CRANE public
transit before but are aware of the service and how to book a ride. Overall, attendees shared that
member of the communities they represent either use CRANE transit or they are unsure if their
constituents use the service, as shown in Figure 29.
Figure 29: Focus Group Responses to Constituents Use of CRANE
Barriers Identification Activity
The barriers identification activity provided valuable insight into the existing challenges to transit in
the Grand Island community. Common barriers mentioned across all three focus groups included a
general lack of awareness of transit and how to use the service, a lack of an online option for booking
rides, and current hours of service. Additional barriers mentioned during the focus group meetings are
shown in Table 18.
Mapping Activity
The mapping activity asked attendees to provide input on current transit generators, transit
opportunities, and existing transit gaps on a tabletop map of Grand Island. Some of the feedback
gained during this activity identified major employment and retail centers as transit generators while
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55 GO GI Transit
medical centers and redevelopment sites serve as opportunities to enhance transit services. The full
results of this activity are in Appendix B.
Table 18: Barriers Identification Activity Comments
Focus Group Comment
Economic /
Transportation /
Businesses /
Health
24-hour lead time required (example: vehicle won't run)
Translation was barrier, now calls are translated if needed
Stigma associated with transit use - not part of Nebraska culture
Don't know about CRANE
Learning/comfort with the system
Trust can be a barrier from vulnerable populations
App/online booking option
Agency
Perceptions of service
Not a "bus line"
Education piece - how to use service
Consider "fixed route" to JBS?
24-hour notice for trip
Potential hours of service
Seasonal needs for parks & rec
Education /
Community
Organizations
24-hour booking lead time is too long
Trip needs change over the day
Service hours need to be longer
Night shift needs
Lower age threshold desired
Lack of awareness/need to educate
Language for awareness
Operator can use translator on bus
Fixed route can eliminate barrier to understanding service
Hours of operation (ex: night shift and after school)
Intercity (tri cities) concern of potential confusion with two transit services
Community Youth Council Meeting
Another opportunity to solicit feedback from Grand Island area residents came at the Grand Island
Community Youth Council (CYC) meeting held on Monday, December 13, 2021 at the Grand Island
City Hall Community Meeting Room. The CYC meeting had 10 attendees, which included sophomores,
juniors, and seniors from local high schools. During this meeting, the students were given a brief
presentation providing an overview of the current transit system, the GO GI Transit planning process,
and their role in providing input. The CYC attendees were also invited to participate in activities similar
to those held during the focus group meetings.
Based on the feedback from the CYC group, the main challenges of the existing CRANE system are:
• The 24-hour notice time to guarantee a ride
• CRANE’s service hours as opposed to Uber or Lyft’s 24-hour service
Full documentation of the CYC group’s feedback is found in Appendix B.
Focus Group Meeting #2
The second series of focus group meetings were hosted by the City of Grand Island at the Grand Island
City Hall Community Meeting Room on May 31, 2022. The goal of the second round of focus group
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meetings was to provide an opportunity for community representatives to give their input on the three
potential transit service options being considered in the study.
The same focus groups from Meeting #1 were invited to the second round of meetings; stakeholder
attendees were organized into the same groups. Attendance for meeting #2 is summarized below:
• Economic / Transportation / Businesses / Health Group: 8 attendees
• Agency Group: 10 attendees
• Education / Community Organizations Group: 23 attendees
The meetings began with a presentation providing an overview of the current transit system, a status
update on the GO GI Transit plan schedule, and a summary of key findings from the December focus
group meetings and survey. Next, attendees were invited to participate in the following activities:
1. Expansion of Service Activity: Attendees were polled to gather an understanding of which
expansion features of the current transit service they find most important.
2. Mobility on Demand (MOD) Activity: This activity allowed participants to identify the
advantages and disadvantages of adding a MOD service.
3. Fixed Route Mapping Activity: Attendees used tabletop maps of the City of Grand Island and
Hall County to mark areas for possible fixed route opportunities.
Expansion of Service Activity
Results of the expansion of service activity poll found that stakeholders across all three groups believe
same-day booking capabilities and longer operating hours are the most important features of
expanding current transit service. All three groups indicated that more weekend hours are preferable
to service on holidays.
Mobility on Demand Activity
The MOD activity was structured as discussion in which stakeholders were invited to talk through the
perceived advantages and disadvantages of a MOD service model. Common themes related to the
advantages of MOD shared between the groups included the convenience and flexibility a MOD system
enables and the potential of this system to attract higher ridership levels. Common themes regarding
the disadvantages of a MOD system were concerns over increased costs of operating this type of
system as well as the potential technology barrier for users who do not have access to a smart phone
or computer. Table 19 summarizes the advantages and disadvantages each group identified during
the MOD activity.
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57 GO GI Transit
Fixed Route Mapping Activity
The third activity invited attendees to review a tabletop map depicting potential fixed routes, similar
to Figure 33 in the Scenario Evaluation chapter (Chapter 8 – Scenario Evaluation). Attendees who
participated in the fixed route mapping activity commented on the density of land uses needed to
support fixed route service and destinations to consider when planning routes. The complete
stakeholder input can be found in Appendix B.
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58 GO GI Transit
Table 19: MOD Activity Comments
Focus Group Advantages Disadvantages
Economic /
Transportation /
Businesses /
Health
Visitors know how to use Competition for users could drive up CRANE
ADA costs
Less pre-planning for rider Contracts with large / corporate providers
can be hard to manage
Flexibility for users Cost to operate
Opens to more potential riders Riders may have a longer walk to the bus
compared to door-to-door pickup
Agency
Rebrand the system Gets rid of market for regular Uber/Lyft
service
More riders
Same day service
Education /
Community
Organizations
Tailored service to meet need Digital access barrier for all?
Can see it leading to more
ridership i.e not waiting for
bus at the stop
More drivers or vehicles
Convenient Cost?
Attracts more demographics Technology requirement
Attract additional services 24 hour?
Pilot 3 years could determine
ridership for future fixed route Advanced booking still required?
CCC classes end at 9:00 p.m. What if there aren’t drivers for MOD (Uber,
etc.)
More incentive for drivers
flexibility
New system may attract
drivers due to demand (ex: Doordash)
MOD for 2-3 years could aid
with a ‘stereotype’ of users to
cater to more fixed
24 hours services? Would be
beneficial for after bars
downtown
What are the other types of
models?
Public private partnership
After the three activities wrapped up, attendees were invited to take a final poll to gauge their
preferences in terms of the scenarios presented to them during the focus group meetings. Overall,
focus group members demonstrated a preference for the MOD scenario, followed by the fixed route
service scenario. Expansion of the current system took third place in the voting. Figure 30 summarizes
the breakdown of focus group participant votes.
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59 GO GI Transit
Figure 30: Key Stakeholder Preferences for GO GI Transit Scenarios
Focus Group Meeting #3
The third series of focus group meetings were hosted by the City of Grand Island at the Grand Island
City Hall Community Meeting Room on October 27, 2022, and a virtual meeting was held October 31,
2022 as a supplementary meeting for those unable to attend the October 27th Education / Community
Organizations group session. The aim of Focus Group Meeting #3 was to present the draft TDP
recommendations and gather feedback from key stakeholders. A total of 23 stakeholder
representatives attending the third round of focus group meetings:
• Economic / Transportation / Businesses / Health Group: 9 attendees
• Agency Group: 6 attendees
• Education / Community Organizations Group: 3 attendees
• Virtual Option: 5 attendees
Attendees at the focus group meetings were given a brief presentation providing an overview of the
current transit system, a status update on the GO GI Transit plan schedule, and a summary of key
findings from the May focus group meetings and survey. Next, the team mentioned the overarching
recommendation is to continue baseline operations and explained regarding the three scenarios
(expansion of current service, mobility on demand, fixed route service) that based on need and
available funding, the City is moving forward with service expansion. They shared more on the phasing
and funding options that accompany a service expansion. Following the presentation, attendees were
invited to participate in the following activities:
• Service Expansion Activity: Attendees were asked to rank the three service enhancements
identified as part of the TDP in order of importance.
• Service Expansion Discussion: Upon voting, attendees were asked to share their thoughts
regarding each service enhancement and the potential for each to meet the current needs of
the system.
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Service Expansion Activity
The results of the Service Expansion Activity found that all focus groups felt extended hours is the
most important service expansion besides the Education/Community Organizations group, who
voted same-day service as the most important enhancement. Same day service was generally the
second most important service enhancement while all groups felt extended service days was the
third most important enhancement for CRANE to implement.
Service Expansion Discussion
Following the presentation of the potential future service expansion options being considered in the
study, attendees were asked to share their thoughts on each. Key takeaways from the discussion
were:
• Same-day service and/or quicker turnaround times are needed to offer more support for
vulnerable populations.
• Extended hours, especially later evening hours, would help future riders.
• Intercity service, fixed routes, and routes to key locations such as JBS, Hornady, or the
Kearney airport would improve the service and increase ridership.
Project Connect Booth
Project Connect is an annual event held
by social service organizations in Grand
Island and Hall County. The event is held
to assist individuals and families who are
experiencing homelessness or near
homelessness receive immediate services
such as medical, dental, housing, legal,
vision, and veteran’s services.
As equity is an important element of
Grand Island’s transit service, the TDP
project team hosted a booth at Project
Connect which took place on October 27,
2022 at the Pinnacle Bank Expo at Fonner
Park. Attendees at Project Connect where
invited to learn about the TDP and share
feedback on potential service
enhancements. A survey and Spanish translation services were available at this event.
Community Leader Interviews
Community leader interviews were held during the scenario evaluation process to gain further
understanding how community members view existing transit service, their thoughts on the transit
service scenarios, funding options, and other topics. A total of four interviews were conducted with
representatives of the following organizations:
• Central Community College
• Economic Development Council
• Hall County
• United Way
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Major themes heard during the interview process relate to the barrier created by the 24-hour advanced
noticed required to book a ride with CRANE’s existing service, the potential benefits of a fixed route
service in providing reliable transit, and the need for regular, dependable transit service to meet the
needs of the community. Full transcripts of the community leader interviews can be found in
Appendix B.
Virtual Engagement
Additional public engagement activities utilized online platforms with the goal of reaching a broader
audience via web-based communication tools. The main tools during the GO GI Transit planning
process were a project website and web surveys, which are detailed below.
Project Website
A project website was developed for the GO GI Transit Plan and was hosted on the City of Grand Island’s
Public Works webpage. Information published on the site included a plan overview, links to interim
project deliverables, and access to web surveys. The page was updated regularly throughout the TDP’s
development.
Web Surveys
Web Survey #1
The City of Grand Island hosted a survey from December 6 through December 20, 20217 to seek
public input on their experience, needs and desires for the transit system. The survey was promoted
via social media, legal ad, press release, and email blast. Additionally, a Spanish speaking team
member canvased Grand Island on December 14 to further promote the survey with Spanish speaking
7 The study team let the survey remain open through January 2022 to allow for Central Community College
students and staff to take the survey when the semester began.
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community members. The City received a total of 274 responses (268 English and 6 Spanish)
throughout the survey. Key takeaways from Web Survey #1 are below while Appendix B contains the
complete results.
Key Takeaways
• The 24-hour notice required to guarantee a ride is considered a hindrance to using the service
for some users.
• There is a general lack of awareness of the transit service.
• Many respondents desire a fixed, regular route with stops at popular destinations.
• Some respondents would like to see hours extended later in the evening and offered on
Sunday.
• Overall respondents had okay to great experiences with the CRANE service.
• Several note that more accessible mass transit options are needed in Grand Island.
• Many are in favor of implementing and expanding public transportation in the city.
• There is a lack of communication between bus drivers and customers which could be useful
during passenger pick up.
Web Survey #2
A second survey hosted by the City of Grand Island was available to community members from May
31 through June 14, 2022 to seek public input on the three potential transit service options being
considered for the transit system. The survey was promoted via social media, legal ad, press release,
and email blast. The City received a total of 212 responses (207 English and 5 Spanish) throughout
the survey. Key takeaways from Web Survey #2 are below while Appendix B contains the complete
results.
Key Takeaways
General
• Both CRANE riders and non-CRANE riders say that availability should be the most important
goal for the GO GI Transit Plan
• Some respondents note that public transit is more advantageous than ever given the current
surge in gas prices
• Both riders and non-riders mention frustration with the 24-hour reservation requirement
• There is a lack of marketing and advertising / general awareness for the service
• Many non-riders noted that they presumed CRANE buses were an assisted living
transportation service as opposed to a public transportation system
• Spanish-speaking drivers would be helpful to the Hispanic population
Expansion of Current Service
• This option was considered most beneficial for Grand Island and Hall County as well as most
likely to be realistically implemented in the next five to ten years
• Extending hours is highly favorable with the Grand Island public
• A common suggestion included 5:00 a.m. to midnight, adding Sundays and holiday
service
• Many would like a bus stop near schools (while still avoiding pickup lines)
Mobility on Demand
• This option was considered second most favorable by both CRANE riders and non-CRANE riders
• It nearly tied “Expansion of Current Service” for the most beneficial for Grand Island
and Hall County
• Several surveyors note it as especially favorable if it removes the 24-hour reservation requirement
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• Utilizing technology may appeal to a younger demographic but be a barrier to an older demographic
• May allow the service to tap into a new market of riders while still accommodating
current riders
Fixed Route
• Both CRANE riders and non-CRANE considered this option as the least likely to be realistically
implemented in the next five to ten years
• Many non-riders feel this is option is the most comfortable, predictable, and easy to grasp
Web Survey #3
A third survey hosted by the City of Grand Island (City) was available to community members from
October 24 through November 10 to seek public input on the draft GO GI Transit plan
recommendations being considered for the transit system. The survey was promoted via social
media, legal ad, press release, and email blast. The City received a total of 226 responses (223
English and 3 Spanish) throughout the survey. Key takeaways from Web Survey #2 are below while
Appendix B contains the complete results.
Key Takeaways
General
• Both CRANE riders and non-CRANE riders say that availability should be the most important
goal for the GO GI Transit Plan
Expansion of Current Service
• Of the three different service enhancements included in the service expansion scenario,
respondents identified the following priorities:
• Extended hours was the highest ranking enhancement for respondents, with 49%
responding that it was the most important element to add to current services.
• Same day service was the second ranked enhancement for respondents, with 33% of respondents responding that it was the most important element to add to current
services.
• Expanded days was the third ranked enhancement for respondents, with 18% of
respondents responding that it was the most important element to add to current
services.
Public Comment Period on Draft TDP Document
Upon completion of the draft TDP document, a 30-day period in which the public was invited to
comment was opened so that all community members had a final opportunity to provide feedback on
the Plan.
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Chapter 8 – Scenario Evaluation
The purpose of the Scenario Analysis is to conduct a thorough and objective evaluation of the range
of alternatives to compare each scenario’s performance relative to the baseline. This analysis used
an agreed upon set of performance measures to assess how well each scenario meets the goals and
objectives of the community. The baseline scenario assumes a continuation of CRANE’s current
service without any major adjustment to operations; this scenario is used to evaluate outcomes of
the three scenarios developed to reflect service changes, which include Enhanced Service, Mobility
on Demand (MoD), and Fixed Route Service. Each of the three scenarios are briefly described in
Table 20. This chapter details the scenario analysis methodology and the results of those findings.
For a full description of the methodology and data sources used in the Scenario Evaluation, refer to
Appendix C.
Table 20: Scenario Description
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Scenario Development
The scenarios were developed through community and stakeholder outreach, an assessment of
baseline conditions, review of peer agencies, and a thorough review of local, regional, and state
planning documents. This section provides an evaluation of the impact of implementing one or more
of the transportation options. Table 21 presents general assumptions including forecasted inflation
based on United States Bureau of Labor Statistics estimates (2019) and ridership growth from the
GIAMPO 2045 LRTP for the scenarios.
Table 21: General Growth Assumptions
Metric Value
Inflation Rate (annual) 2.20%
All Modes Trip Growth Rate (annual) 0.69%
Baseline
The baseline scenario had two components:
• A historical component that used 2019 data (Table 22) to understand how the system
performs under current conditions
• A forecasting component to build off 2019 data to estimate 2022 metrics (Table 23).
The 2022 ridership was calculated using the averages from May to February, 2022. Based on these
calculations, service area daily ridership was multiplied by the number of service days to estimate
annual ridership. As shown in the tables below, there is a significant increase in total ridership from
2019 to 2022. This increase is partially attributed to recent service improvements implemented
between 2020 and 2021.
Table 22: 2019 Performance Metrics
Metric Value
Operating Cost per Passenger Trip $21.43
Total Operating Expenses $603,707
Total Annual Weekday Ridership
(2019) 28,130
Number of Revenue Vehicles 12
Average Fare per Person $1.83
Table 23: 2022 Forecasted Ridership
Metric Value
Weekday Daily Ridership 194.36
Weekday Annual Ridership 49,561
Saturday Daily Ridership 56.42
Saturday Annual Ridership 2,934
Saturday Ridership Percent of Weekday 29%
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The baseline scenario assumes no change in service hours or days of operation from the prior year.
These baseline service characteristics are presented in Table 24.
Table 24: Baseline Service Characteristics
Service Characteristic Value
Weekday 6:00 AM to 5:30 PM
Saturday 9:00 AM to 3:00 PM
CRANE holidays (no service) 6
Service Weekdays 255
Service Saturdays 52
Sundays (no service) 52
Scenario 1: Enhanced Service
Enhancing the existing demand response service offers a variety of benefits without requiring existing
users to re-learn how to ride public transit. Since the infrastructure and processes are already in place,
changes may happen quickly with a limited number of unknown variables to consider compared to the
other expansion scenarios. Assuming there are no initial capital costs, if the service changes are not
well received by the public or do not add significant value, the service can easily be adjusted.
For this scenario, enhanced service assumes demand response operations continue but the service
starts earlier in the day and runs later at night to provide more options for users. Extended hours and
expanded days improve access for those working outside of regular business hours and for riders
looking to use transit for non-work trips like shopping and recreation. In addition to extended service
hours, this scenario incorporates enhanced trip scheduling, allowing requests to be made the same
day as the trip to provide scheduling flexibility.
The full range of enhancements for this scenario are outlined in Table 25.
Table 25: Scenario 1: Enhanced Service Elements
Enhancement Description
Extended Hours
Weekdays: extend service to 8:00 PM
Saturdays: begin service at 8:00 AM. End
service at 6:00 PM
Expanded Days Expand service to operate on Sundays and
holidays
Same-Day Service Guaranteed service when requests are made
the same day as the trip
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Capital Costs
Capital costs associated with the enhanced service scenario would be the purchase of additional
buses. For this scenario, CRANE will need at least one additional vehicle in the next 20-year period to
meet forecasted demand. After inflation, the estimated cost of the additional vehicle would be
approximately $115,000.
Figure 31: CRANE Bus
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Scenario 2: Mobility on Demand
A recent trend in transit planning is Mobility on Demand (MoD), in which transit operates similarly to
mobility as a service providers like Uber and Lyft. MoD allows for curb-to-curb service (or at a minimum
pick-up points that require a short walk), spontaneous trip-making, vehicle location tracking, and
automated scheduling that other types of public transportation do not offer. Services can be
prescheduled and/or requested on-demand through a dispatch system accessed using a smartphone
application, computer, and/or call-in system. MoD increases access to the number of destinations that
individuals can get to using transit and reduce the walk time when compared to fixed route. Because
of the nature of the service, ADA requirements can be automatically met using this method, although
maintaining the existing ADA services using a separate demand-response system would be possible.
In this scenario, CRANE would contract with a private company to operate rides as requested by
passengers. To estimate the service characteristics and performance, a review was conducted of
newly established MoD programs in two cities with similar population and rural character to Grand
Island: Valdosta, Georgia, and Wilson, North Carolina.
Capital Costs
As a contracted service, implementing MoD does not typically come with additional capital costs for
the agency. The cost of additional vehicles to meet increasing demand and scheduling software is
negotiated into the contract with the private provider.
Figure 32: Mobility on Demand Software
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Scenario 3: Fixed Route Service
Fixed route service is notably efficient at providing trips for large numbers of people traveling between
common origins and destinations. Offering a fixed route system that serves downtown Grand Island
and major activity centers may potentially reduce traffic congestion and vehicle emissions long-term.
Implementing this option may also promote Transit Oriented Development (TOD) and growth along the
route corridors. This type of service is also widely adopted within larger urban areas and often operated
by the transit agency independently. Another benefit of fixed route service is that trips do not require
a reservation and supports routine for users who take the same trip regularly.
In this scenario, CRANE would operate fixed route service in addition to its demand response service.
Characteristics of this service would include those presented in Table 26.
Table 26: Scenario 3: Fixed Route Service Characteristics
Characteristic Value
Headway 60 minutes
Stop Spacing ¼ mile
Vehicle Type Cutaway Bus
Average Speed 15 mph
Number of Routes 4
Number of Vehicles 4
A potential fixed route system with four routes could run between Downtown Grand Island and other
highly developed portions of the city, using the same vehicle types currently used for demand response
service. The potential fixed route service map is presented in Figure 33.
Capital Costs
Fixed route service would require bus stops, shelters, and signage. It is assumed that a bus stop and
related signage would be placed every ¼ mile along each of the routes with 20% of those stops having
shelters and benches. The capital cost for stops and related amenities in the first year is estimated to
be approximately $450,000. The newly constructed stops and fixed-route infrastructure would
additionally require annual maintenance, estimated to be approximately $36,000 per year. According
to scenario analysis results, fixed route service could accommodate future demand without the need
to purchase additional vehicles. However, to maintain a state of good repair, vehicles would need to
be replaced over the 20-year period.
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Figure 33: Potential Fixed Route Service Map
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Scenario Evaluation
After each scenario was defined and modeled, the results were then compared against the evaluation
criteria to determine which scenario should be implemented. Assessing each scenario involved a
comparison of costs and benefits. The criteria presented in Table 27 were developed to evaluate the
performance of the three alternatives.
Table 27: Performance Measures
Measure Explanation
Operating Costs
The annual operating cost to provide public transportation
services.
Forecasted Ridership
The growth in ridership incurred by implementing the proposed
scenario.
Operating Expenses per
Passenger Trip
Operating costs divided by ridership.
Long-Term Budget Risk
Supplemental funding opportunities to support transit service.
Scenario Results
Cost and efficiency measures were forecasted for 5-year, 10-year, and 20-year periods. The results of
this analysis are presented in Figure 34 through Figure 36.
Figure 34: Annual Operating Costs (Millions)
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Figure 35: Annual Ridership (Passenger Trips)
Figure 36: Operating Cost per Passenger Trip
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System Resiliency
In addition to performance metrics, it is important to take into consideration the long-term implications
of current trends that may affect each scenario over the next 20 years. This includes long-term system
resiliency and assessing how demographic, land-use, and travel patterns may affect the transit
network means acknowledging the changes that could trigger a re-evaluation in the future.
Changing Workplace
Nearly two years into the COVID-19 pandemic, roughly six-in-ten U.S. workers who say their jobs can
mainly be done from home (59%)8 are working from home all or most of the time. This means the
percent of non-work trips is growing when compared to work trips. Riders using public transit for
shopping, recreation, and other non-work trips have different needs than the traditional commuter.
For choice riders, transit will need to become increasingly more comfortable and convenient to be a
desirable alternative to personal vehicles.
Emerging Technology
The emergence of new technologies will also change the mobility landscape with electric vehicles (EV),
autonomous vehicles (AV), and micro-mobility paving the way. The rapid adoption of EV technology is
reflected in research conducted by Pew Research Center which found that in 2020, nearly 1.8 million
EVs were registered in the U.S.9, more than triple the amount in 2016. AV technology continues to
advance, with several public and private companies launching pilot programs. These programs have
included shuttles, buses, and ride-hail services.
Land Use and Development
Significant changes in development and land use patterns could also lead to changes in levels of
efficiency for each of the scenarios. Land use patterns are inextricably linked to transit. Transit
networks have the power to shape development, influence property values, and contribute to resident
quality of life. How communities develop also affects how convenient and appealing public
transportation is for residents. For example, the introduction of a large warehouse or distribution
center on the outskirts of town may promote increased development in that area.
Summary of Results
Based on the ridership and cost forecasting model, the alternatives performed against the evaluation
criteria in the following ways:
• Enhanced Service
• Enhanced service is forecasted to produce the lowest increase in ridership of the three
scenarios with an approximate increase of 22.4% over the baseline for the 20-year
period.
• The cumulative operating cost for enhanced service ($40.69 million) also increases
22.4% from the baseline ($33.23 million) over the TDP timeframe of 2022 through 2042.
• Given the increase in cumulative operation costs, the average enhanced service
operating cost per passenger trip ($29.61) for the 20-year period will increase slightly
when compared to the baseline ($29.53).
8Pew Research Center, COVID-19 Pandemic Continues to Reshape Work in America
9Pew Research Center, Today’s electric vehicle market: Slow growth in U.S., faster in China, Europe
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• While enhanced service could meet customer needs short term, the service may not achieve economies of scale. If demand increases and/or the average trip length
becomes longer, the operating cost will also increase.
• Mobility on Demand
• Mobility on-demand has the highest potential increase in ridership over the 20-year
period, with estimated ridership seeing a 200% increase over the baseline for the 20-
year period.
• This scenario has the highest operating cost with a cumulative operating cost of
approximately $56.41 million over the 20-year period, which is significantly higher
(69.75%) than the baseline of $33.23 million.
• There is a significant forecasted increase in ridership brought on by the ability to
schedule same day trips and the convenience of trip scheduling and planning via
mobile app.
• The 20-year average operating cost per passenger trip is the lowest ($15.99) when compared to the baseline ($29.53).
• Mobility on Demand service has high levels of adaptability to meet the changing needs
of transit users. However, concerns have been raised over smaller vehicles typically
used for on-demand service, as they may cause more congestion when compared to
larger buses, especially as more vehicles are added to the fleet.
• Fixed Route Service
• Fixed route service performs better than enhanced service with an estimated 31%
increase in ridership over the 20-year period, when compared to baseline.
• This scenario has the second highest operating cost with a cumulative operating cost
of approximately $44.49 million over the 20-year period, which is higher than the
baseline ($33.23 million) by 33.62%.
• The 20-year average operating cost per passenger trip for fixed route ($30.12) is
slightly higher than the baseline service scenario ($29.53). As ridership increases with
fixed route service, the cost per passenger trip would decrease.
• Due to the area having a low population density, there may not be sufficient ridership to cost-effectively provide service expansion in the future. This service type may also
not effectively accommodate emerging technologies and/or changing customer needs.
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Table 28 summarizes the results for each of the scenarios. This summary provides a comparison of
each scenario’s performance relative to the baseline service scenario.
Table 28: Scenario Evaluation
Alternative Forecasted
Ridership
Operating
Cost
Operating Cost Per
Passenger Trip
Long-Term
Budget Risk
Enhanced Service
Mobility on Demand
Fixed Route Service
Recommended Strategy Approach
Based on the results of the scenario evaluation, the recommended strategy approach is a continuation
of the existing service while monitoring operational and financial conditions to implement enhanced
services, including the potential elements of:
• Expanded service hours
• Expanded service days
• Same day booking for trips
These elements of the enhanced service scenario could be implemented once the necessary funding
and need arises. While the MoD scenario saw the greatest increase in ridership and the lowest
operating cost per passenger, the high operating costs could prohibit an efficient rollout of this service.
Fixed route service is anticipated to encourage adequate growth in ridership while maintaining
reasonable operating costs, however the operating cost per passenger trip and long term budget risk
render fixed route service as a potentially infeasible scenario.
The continuation of the baseline scenario paired with potential implementation of enhanced services
was determined to be the optimal approach for the City of Grand Island in reaching the goals and
objectives of this TDP through its implementation and operation while remaining fiscally constrained.
The reasons for selecting this strategy approach include:
• Current users rely on the CRANE’s door-to-door and ADA service.
• Best supports the development of the Inter City bus service in coordination with the NDOT.
• Best manages the risk of costs escalating beyond current budgets.
Further discussion of the implementation and funding plan are in Chapter 9.
Fair Better Best
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Chapter 9 – Financial and Implementation Plan
The GO GI Transit Financial and Implementation Plan details the estimates of revenue that will be
available to the city so that the current transit system is maintained while potential service
enhancements are able to be implemented. The plan also provides the estimated costs that Grand
Island is anticipated to incur over the next 20 years. The purpose of this plan is to establish a potential
schedule for implementing potential service enhancements and outline the required funding to
implement these enhancements.
Transit Funding in Grand Island
Current revenues for CRANE transit come from a mix of Federal, state, and local sources which are
supplemented by fares and ticket sales from CRANE users.
Federal Transit Funding Sources
Grand Island receives annual Federal funding to support transit operations and capital. While many
Federal transit funding sources exist, the main programs that Grand Island receives funding from are:
• FTA Section 5307 Urbanized Area Program: Funding for urbanized areas and governors to
support transit capital and operating assistance. FTA Section 5307 funds require a local
match, with Federal share for capital expenditures capped at 80 percent of net project cost,
90 percent for cost of vehicle-related equipment for ADA and Clean Air Act compliance, and 50
percent of net project cost for operating assistance.
• FTA Section 5311 Formula Grant for Rural Areas: Formula-based funding for rural areas to
support transit capital, planning, and operating assistance. FTA Section 5311 funds require a
local match, with Federal share for capital projects capped at 80 percent, 50 percent for
operating assistance, and 80 percent for ADA non-fixed route paratransit service. These funds
support service in Hall County outside of the Grand Island urbanized area.
• FTA Section 5339 Bus and Bus Related Facilities: Funding for States and designated recipients
to replace, rehabilitate, and purchase buses and related transit equipment. Section 5339
funds are also available to construct bus-related facilities. FTA Section 5339 funds require a
local match with Federal share for net project cost capped at 80 percent.
State Transit Funding Sources
Available transit revenues sourced from Nebraska Department of Transportation (NDOT) are mainly
granted through subsidies to aid transit operations and capital expenditures which are sourced from
the State’s budget.
Local Transit Funding Sources
Grand Island also relies on local sources of funding to support transit operations. These funds are
come from several different sources, including the City’s General Fund and contributions from Hall
County.
Funding Assumptions
A series of assumptions were developed for this Financial and Implementation Plan. These
assumptions follow those detailed in the Scenario Evaluation chapter (Chapter 8), with some minor
revisions.
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Revenue Assumptions
In estimating the future revenues that will be available to the City of Grand Island for transit
investment, the following were assumed:
• Transit revenues received from FTA 5307 for operations assume a split of 50 percent Federal
dollars, 25 percent state match, and 25 percent local match. FTA 5307 funds for
administration, maintenance, and equipment and assume a split of 80 Federal, 10 percent
state match, and 10 percent local match.
• Amount of FTA Section 5307 funding that the City is eligible for is assumed to grow at an
annual rate of 0.84 percent, which was the population growth rate assumed in the GIAMPO
2045 Long-Range Transportation Plan
• Forecasted capital revenues are assumed to match forecasted capital expenditures
Cost Assumptions
In estimating future costs incurred by the City of Grand Island related to the implementation of the
recommended service enhancements, the following were assumed:
• Operating costs and capital costs were grown at an annual rate of 4.0 percent to reflect a
conservative level of long-term inflation
• Transit vehicle replacement schedule assumes that all current transit vehicles will be replaced
with Ford Transits once they reach their scheduled replacement date
FY2022 Funding – Baseline
The baseline year for the TDP financial forecasting is FY2022, which serves as the launch point for
estimating future transit revenues and costs. Table 29 summarizes the baseline costs and revenues
for FY2022. As seen in the table, total costs amount to nearly $1.4 million for the fiscal year while
revenues from Federal, state, local, and operational sources balance these costs out.
Table 29: Total Revenues and Costs for FY2022
Revenue/Cost Source 2022 Level
Revenue
FTA 5307 Funds $767,803
Local Funding $270,094
State Funding $270,094
Fares, Ticket Sales & Revenue $73,595
Total Revenue $1,381,585
Costs
Service, Administrative, and Maintenance Costs $1,381,585
Total Costs $1,381,585
Implementation Plan
There is a well-documented appreciation by current riders for the services provided by the CRANE
Public Transit program. With this in mind, the plan intends to recommend the Grand Island to continue
with baseline operations, while monitoring enhancement service options. When public support, current
ridership support, private partnerships, and operational potential are advantageous, the potential
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implementation of enhancement service options will be pursued. Enhancement service options which
best support the development of the Inter City bus service in coordination with the Nebraska
Department of Transportation will be prioritized. These potential phased service options include
extended hours of service, extended service into Sunday, and same-day service.
Estimated costs for the potential service enhancements were assumed to take place over the next 8
years under the following schedule:
• Extended hours: beginning in 2025
• Expanded service days: beginning in 2027
• Same day service: beginning in 2030
While the assumed scheduled was used to develop revenue and cost projections, the implementation
phasing for these enhancements is used exclusively for illustrating a potential implementation
schedule, therefore these target years may change to adapt to the City’s fiscal capacity. It is
recommended that the City of Grand Island adheres to the service triggers described below to realize
the appropriate conditions necessary to guide their implementation.
Maintain Current System (Short-Term)
The priority for transit service in the short term should be the maintenance of the current system.
Continued maintenance of an efficient transit system can allow the City of Grand Island to prepare for
the implementation of future service enhancements by identifying potential new sources of transit
funding, and potential partnerships with local organizations who can support implemented service
enhancements.
The continuation of existing service applies to service both within Grand Island and rural Hall County;
any adjustments to rural service will be coordinated between the City of Grand Island and Hall County.
Enhanced Service (Mid- to Long-Term)
The potential timeline for enhanced service is phased with extended hours implemented in 2025,
followed by expanded days in 2027, and finally same day service in 2030. These are suggested
triggers, and not necessarily considered recommended services without the necessary funding
sources and partnerships first identified. The goal is to provide CRANE and the City of Grand Island
time to generate support, design the service, market the enhancement, implement It, and evaluate
the new service before starting the next enhancement.
Extended Hours Triggers
As stated in the Scenario Evaluation chapter (Chapter 8), extended service hours are assumed to be:
• Weekday service: extended to 8:00 PM
• Saturday service: begin service at 8:00 AM, end service at 6:00 PM
To properly gauge the phasing of extended service hours, the following triggers were identified.
Intercity Bus Service
NDOT completed a Grand Island/Hastings/Kearney Intercity Bus Study in 2020, along with a 2022
update, that evaluated the feasibility of operating intercity bus service between these three
communities based on the existing lack of reliable transportation options. This Study identified a
preferred alternative that included four routes connecting all three of these communities. An
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implementation plan was developed for the phasing of the intercity service, with an anticipated start
date of August 2021. However, the COVID-19 public health pandemic caused a delay in
implementation.
The potential implementation of these intercity routes serves as a trigger for the City’s implementation
of extended service hours. With the potential increase in the number of individuals traveling to Grand
Island from outside the community, extending service hours could support these users by providing
additional opportunity for transit service. This intercity service could also provide a reliable
transportation option for residents of Grand Island who need to travel outside the community; through
extending service, users who arrive in Grand Island in the evening can still have reliable and affordable
transportation that takes them to home or to other destinations. Figure 37 shows the routes proposed
for the full intercity service while Figure 38 shows the proposed routes within Grand Island.
Figure 37: Proposed Grand Island/Hastings/Kearney Intercity Bus Routes
Source: Nebraska Department of Transportation, Grand Island/Hastings/Kearney Intercity Bus Study
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Figure 38: Proposed Intercity Bus Service Routes for Grand Island
Source: Nebraska Department of Transportation, Grand Island/Hastings/Kearney Intercity Bus Study
Partnerships with Employment/Education Facilities
A second trigger for implementing extended service hours
relates to potential partnership agreements with facilities
that generate travel demand, specifically larger employers,
and education facilities. By partnering with the community’s
employers and educational institutions, the City of Grand
Island could generate additional annual revenue through
contracted service for partner’s employees or students.
These partnerships would be more attractive for employers
and educational institutions should CRANE service operate
later into the evening, as proposed by the enhanced service
scenario. These extended hours could benefit institutions
such as Central Community College, wherein students and
faculty attending night classes could have an additional
transportation option.
Funding Opportunities
Funding opportunities were identified as the third trigger for implementing extended operating hours.
One of the main constraints keeping the City from extending hours today is the increased cost of this
enhancement. Should additional funding become available through Federal or state grant
opportunities, the increase in revenue could provide the funding needed to bridge the existing funding
gap.
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Expanded Days Triggers
As stated in the Scenario Evaluation chapter (Chapter 8)extended service days are assumed to be:
• Expanded service days: service offered on Sundays and holidays
To properly gauge the phasing of expanded service days, the following triggers were identified.
Changes to/Expansion of Intercity Bus Service
Expanding CRANE’s days of service to include Sundays and holidays would offer users more
opportunity for transportation within Grand Island, especially when paired with extended service hours.
However, expanding service days would come with a significant increase in operating costs. One trigger
for expanding service days would be any changes or expansion of the planned intercity bus service
between Grand Island, Hastings, and Kearney that could be supported by CRANE service on Sundays
and holidays.
Religious Community Support/Partnerships
An additional trigger for implementing expanded service days is support and/or partnerships with local
religious organizations. As Sundays are a common day for religious services, support from local
religious organizations could offer consistent demand for CRANE services as users would have the
additional transportation option to get them to and from their destination. This would also create a
potential for partnerships between religious organizations and the City similar to what is described in
the preceding section for employer/educational institution partnerships.
Same Day Service
As stated in the Scenario Evaluation chapter (Chapter 8), extended service days are assumed to be:
• Same day service: Guaranteed service for trip requests made on the same day as the trip
To properly gauge the phasing of same day service, the following triggers were identified.
Technology Upgrades
The major trigger for implementing same day service
is technology upgrades. The implementation of same
day booking capabilities is contingent upon software
upgrades that facilitate real-time routing of transit
vehicles so trip requests can be efficiently integrated
into scheduled vehicle runs.
One approach to upgrading transit technology within
Grand Island is contracting with a transit technology
vendor to help guide the transition to same day
service. The selection of a vendor would likely
require the City follow local procurement procedures.
See Appendix D for a complete list of accessibility
technology vendors that could aid the City in
upgrading the technology needed to implement
same day service.
Increased Overall Ridership from Previous Expansions
A second trigger identified for implementing same day service would be an increase in overall ridership
associated with extended service hours and expanded service days. Should both these enhancements
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see a substantial increase in ridership, it could create a need to provide same day trip booking while
providing additional farebox revenue that could aid in funding the same day service expansion.
Funding Opportunities
Additional funding opportunities are a third trigger identified for implementing same day service
capabilities. One Federal program applicable to implementing same day service is the FTA’s Enhancing
Mobility Innovation grant, which provides funding at an 80 percent Federal and 20 percent local match
for technology projects that encourage transit use. Eligible activities under this grant program include
projects that develop novel operational concepts and/or demonstrate innovations that improve
mobility and enhance the rider experience, focused on innovative service delivery models, creative
financing, novel partnerships, and integrated payment solutions, or other innovative solutions.
Additional eligible activities are projects that develop software to facilitate demand-response public
transportation that dispatches transit vehicles through riders’ mobile devices or other means.10
Partnerships with Employment/Education Facilities
Building off partnerships with employment and educational institutions as outlined under the
Extended Hours trigger can garner further support for the implementation of same day service as
these partnerships, and the contracts associated with them, can strengthen CRANE service’s
position as a critical transportation option in the community. By demonstrating an ability to provide
reliable transit service for partner organizations, CRANE could serve as an economic development
tool through attracting employers to the community.
Performance Measures
Ongoing monitoring and evaluation of CRANE service is a key element tied to the service
enhancements described as part of the enhanced service scenario. Performance-based evaluation,
through the use of performance measures, is an effective way to monitor how CRANE operations and
evaluate progress made towards system goals.
Performance measures can also aid in the implementation of service enhancements by acting as a
trigger for phasing these enhancements. Two performance measures that could be used in support
of implementing the described service enhancements are:
• Annual ridership
• System efficiency
Annual Ridership
Annual ridership can serve as a performance measure for evaluating progress made towards
expectations set forth in the Scenario Evaluation chapter (Chapter 8). Pairing the annual ridership
performance measure with the implementation triggers described in this chapter can guide the City
of Grand Island in implementing service enhancements by acting as a quantifiable metric for
determining the need for extended service hours, expanded days of service, and same day service.
As such, an annual ridership metric will rely on data collection for CRANE service which is already an
on-going effort conducted by the City.
System Efficiency
System efficiency refers to the ability of CRANE service to provide cost-effective transportation to
users. The main concern related to system efficiency is the ability of the City to facilitate transit
10 Federal Transit Administration, Enhancing Mobility Innovation
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83 GO GI Transit
service that is both affordable and efficient, while balancing future investment to enhance service
without degrading efficiency.
System efficiency measures can build off metrics that are currently in place, such those described in
the Peer Review chapter (Chapter 4)of the TDP which are summarized below.
• Operating Expense Per Passenger Trip
• Operating Expense Per Revenue Hour
• Operating Expense Per Revenue Mile
• Operating Expense Per Service Area Capital
Grand Island’s Future Funding Scenario
Future transit costs and revenues for Grand Island were analyzed to understand the fiscal impact of
potentially adding service enhancements over the next 20 years. This analysis assumes a phased
implementation of service enhancements, which are detailed in the Scenario Evaluation chapter
(Chapter 8).
Given the nature of implementing the service enhancements, which rely on the service triggers
outlined in the preceding section, the future funding scenario is presented via two scenarios:
• Baseline scenario: Assumes a “business-as-usual” approach wherein the existing demand-
response service is operated without any major service improvements.
• Expanded service scenario: Assumes a full implementation of the enhanced service scenario,
with phased service enhancements occurring in 2025 (extended hours), 2027 (expanded
days), and 2030 (same day service).
Table 30 and Table 31 summarizes the annual forecasted revenues and costs associated with the
baseline and expanded service scenarios over the TDP planning horizon. As seen in the tables, costs
associated with the enhanced service scenario are anticipated to increase at a greater rate when
compared to the baseline scenario which raises the need for the City to identify opportunities to
supplement funding to support the implementation and operation of enhanced service.
Table 30: Future Funding for the Baseline Scenario
Revenue 2022
Baseline 2023 2027 2032 2037 2042
FTA 5307 Funds $767,803 $798,515 $934,149 $1,136,536 $1,382,769 $1,682,350
Local Funding $270,094 $282,060 $334,965 $414,159 $510,803 $628,691
State Funding $270,094 $282,060 $334,965 $414,159 $510,803 $628,691
Fares, Ticket
Sales &
Revenue
$73,595 $74,214 $76,830 $80,231 $83,782 $87,491
Total Revenue $1,381,585 $1,436,849 $1,680,910 $2,045,084 $2,488,157 $3,027,224
Costs
Service Costs* $1,381,585 $1,436,849 $1,680,910 $2,045,084 $2,488,157 $3,027,224
Total Costs $1,381,585 $1,436,849 $1,680,910 $2,045,084 $2,488,157 $3,027,224
*Service costs include operations, maintenance, equipment, and administration
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84 GO GI Transit
Table 31: Future Funding for the Enhanced Service Scenario
Revenue 2022
Baseline 2023 2027 2032 2037 2042
FTA 5307 Funds $767,803 $798,515 $1,053,483 $1,336,168 $1,625,653 $1,080,156
Local Funding $270,094 $282,060 $385,013 $502,637 $620,851 $1,758,342
State Funding $270,094 $282,060 $385,013 $502,637 $620,851 $669,504
Fares, Ticket
Sales &
Revenue
$73,595 $74,214 $96,068 $102,906 $106,569 $110,231
Total Revenue $1,381,585 $1,436,849 $1,919,577 $2,444,349 $2,973,924 $3,618,234
Costs
Service Costs* $1,381,585 $1,436,849 $1,919,577 $2,444,349 $2,973,924 $3,618,234
Total Costs $1,381,585 $1,436,849 $1,919,577 $2,444,349 $2,973,924 $3,618,234
*Service costs include operations, maintenance, equipment, and administration
A potential barrier to implementing service enhancements in the future is the anticipated gap
between Federal revenues, specifically FTA 5307 funds, and the matching state and local
contributions. Given the amount of annual FTA 5307 funds that the City is estimated to be eligible
for, assuming a full receipt of these funds is accumulated annually it is estimated that a funding
shortfall for 5307 funds begins in 2039. At this point, a significantly higher percentage of non-
Federal transit funds would be required to maintain service levels. To counter this shortfall,
additional state and local funding (whether through private partnerships or new public revenue
sources) is necessary to bridge the gap in funding.
Figure 39 demonstrates the anticipated amounts of state and local funding that will be needed to
support both the baseline and enhanced service scenarios. As seen in the figure, an additional
$717,000 in state and local funding is likely required to support a “business-as-usual” approach to
transit service in the community over the next 20 years. For the enhanced service scenario, it is
estimated that state and local sources will need to contribute nearly $1.9 million in additional funds
over the 20-year period to support extended hours, expanded days, and same day service.
Current & Future Administrative Requirements
The system growth outlined in this document comes with administrative implications. As operations
increase, so does the need for operational capital, including but not limited to facility space. For this
reason, it is suggested that the City of Grand Island continue to research facility options and move
forward when an opportunity is both beneficial and feasible. Management of additional capital, and
the contracts associated that additional capital, also may require additional administrative staff. As
service continues to grow, the City of Grand Island may need to add additional City staff for the
management of the program. While these considerations are important elements of the current and
future transit system, facility space and expansion of CRANE staff are not reflect in the TDP’s
forecasted revenues and costs associated with the baseline and expanded service scenarios.
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85 GO GI Transit
Figure 39: Additional State and Local Funding Needs for the Baseline and Enhanced Service Scenarios
Conclusion
This Transit Development Plan was developed to guide the direction of Grand Island’s transit over
the next 20 years. As the community continues to grow and develop, the transit system can
potentially expand its role in getting workers to their jobs and residents to their medical, shopping,
and recreation destinations, as funds allow. Through partnerships with local organizations, building
off regional transit planning efforts, and maintaining existing service, Grand Island can continue
shaping the community’s transit system to achieve its vision, goals, and objectives through potential
service enhancements of longer operating hours, expanded service days, and same day ride booking
capabilities.
Grand Island is a community with a clear vision for the future. As a regional hub within central
Nebraska, Grand Island is home to a sizeable population with numerous work, medical, recreation,
and retail opportunities. Transportation is an important part of the community, providing the
networks that allow residents to get to where they need to go. While residents and workers within the
community have demonstrated a strong reliance on the roadway system, there exists opportunity for
transit to play a greater role in meeting the community’s transportation needs.
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A GO GI Transit
Appendix A
Baseline Conditions Technical Memorandum
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B GO GI Transit
Appendix B
Public Involvement
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Appendix C
Scenario Evaluation Methodology
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Appendix D
List of Accessibility Technology Vendors
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Technical Advisory Committee
Monday, December 12, 2022
Regular Session
Item J1
Discussion on the Next Potential Amendment to the Long Range
Transportation Plan
Staff Contact: Allan Zafft, MPO Program Manager
Grand Island Regular Session - 12/12/2022 Page 100 / 103
Next Potential Amendment to the Long Range Transportation Plan
TAC Agenda Report | 1
TAC Agenda Report Agenda Item No. J1
December 12, 2022
ISSUE
DISCUSSON: Next Potential Amendment to the Long Range Transportation Plan
BACKGROUND
In January 2023, the Nebraska Department of Transportation (NDOT) may submit
major changes to NDOT project(s) for the GIAMPO FY 2023-2027 Transportation
Improvement Program, which would require TIP amendment approvals at the
GIAMPO Technical Advisory Committee (TAC) and Policy Board meetings in
February 2023. These major changes would also require an amendment to the 2045
Long Range Transportation Plan (LRTP).
The GIAMPO Public Participation Plan requires a 30-day public comment period for a
proposed amendment to the LRTP prior to approval by the Policy Board. As specified
in the Public Participation Plan, one of the minimum required techniques & strategies
for updates and amendments to the LRTP is a discussion with the TAC prior to the
public comment period. The time period between the February 2023 TAC and Policy
Board meetings is less than 30 days. Therefore, the December 12, 2022 TAC
meeting will include a discussion of the next potential LRTP amendment, satisfying
the requirement for a discussion with the TAC prior to the public comment period.
GIAMPO staff will discuss the next potential amendment to the 2045 Long Range
Transportation at the December 12 TAC meeting.
POLICY CONSIDERATIONS/DISCUSSION
None.
BUDGET CONSIDERATIONS
None.
COMMITTEE ACTION
None.
RECOMMENDATION
None. Information only.
STAFF CONTACT
Allan Zafft
Grand Island Regular Session - 12/12/2022 Page 101 / 103
Technical Advisory Committee
Monday, December 12, 2022
Regular Session
Item J2
Report on the Comprehensive Plan Update
Staff Contact: Chad Nabity, Regional Planning Director
Grand Island Regular Session - 12/12/2022 Page 102 / 103
Comprehensive Plan Update
TAC Agenda Report | 1
TAC Agenda Report Agenda Item No. J2
December 12, 2022
ISSUE
REPORT: Comprehensive Plan Update
BACKGROUND
The last significant update to the Hall County and Grand Island Comprehensive Plans
was completed in 2004. Hall County Regional Planning Commission staff has
secured funding from the City of Grand Island and Hall County to update the plans
and regulations for these entities during the 2022, 2023 and 2024 fiscal years. It is
expected that the process will take between 18 and 24 months from the time it
begins.
In January 2022, the Hall County Regional Planning Commission released a Request
for Qualifications (RFQ) to retain a consultant firm to provide professional services for
Comprehensive Plan and Regulation Update for the City of Grand Island and Hall
County. A Notice to Proceed was issued to Marvin Planning Consultants in April
2022. A kickoff meeting was held in June 2022 and a series of open house meetings
were held on October 25-27, 2022. An open house meeting is planned for January
31, 2023.
The Comprehensive Plan is a blue print for growth in the community and is required if
a community wishes to use zoning and subdivision regulations to impact how and
where that development occurs. The 2004 plans were looking at a 20-year time
frame, and this time horizon is nearing the end.
Hall County Regional Planning Commission staff will provide an update on the
Comprehensive Plan Update at the December 12 TAC meeting.
POLICY CONSIDERATIONS/DISCUSSION
None.
BUDGET CONSIDERATIONS
None.
COMMITTEE ACTION
None.
RECOMMENDATION
None. Information only.
STAFF CONTACT
Chad Nabity
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