LTD • SCYP Compilation Report SUSTAINABLE CITY YEAR PROGRAM 2019-2020 PARTNER LTD • SCYP Compilation Report Prepared by Sustainable City Year Program and Lane Transit District Primary staff: Jennifer Zankowski, Senior Development Planner, SCYP LTD Program Liaison Thomas Schwetz, Director of Planning and Development, LTD Megan Banks, SCY Program Director, Sustainable Cities Institute, University of Oregon Katie Fields, SCYP Graduate Employee/Program Manager, Sustainable Cities Institute, University of Oregon LTD Board of Directors Aurora Jackson, General Manager Mark Johnson, Assistant General Manager Christina Shew, Director of Finance Matt Imlach, Director of Fleet Management Joe McCormack, Director of Facilities Cosette Rees, Director of Customer and Specialized Services Frank Wilson, Public Safety & System Security Manager Theresa Brand, Transportation Outreach and Marketing Manager Kelly Hoell, Sustainability Program Manager Jeramy Card, Service Planner Andrew Martin, Development Planner Kim Le, Development Planner Hart Migdal, Development Planner Sarah Howe, Graphic Designer Cammie Harris, Marketing & Communication Representative Renee Jones, Marketing & Communication Representative Julie Womack, Business Process Associate Cody Franz, Transportation Options Outreach and Events Coordinator Tracy Ellis, Rideshare Program Specialist Pat Walsh, Marketing Consultant LTD Regional Partners Kelly Clarke, Senior Transportation Planner, Lane Council of Governments Kate Wilson, Transportation Planner, Lane Council of Governments Amanda Ferguson, City Planner, City of Cottage Grove Maddie Phillips, City Planner, City of Creswell Jeff Kernen, Planning and Development Manager, City of Coburg Emma Newman, Senior Transportation Planner, City of Springfield Monica Sather, Senior Planner, City of Springfield Sasha Vartanian, Transportation Planning Supervisor, Lane County Ruth Linoz, Executive Director, South Lane Wheels Lindsey Hayward, General Manager, PeaceHealth Rides Matt Keeler, Operations Manager, PeaceHealth Rides Ruth Linoz, Executive Director, South Lane Wheels Maddie Phillips, City Planner, City of Creswell Acknowledgments Over the 2019-2020 school year, Lane Transit District and the Sustainable City Year Program forged an enduring partnership as they worked together to strengthen LTD’s place in the region. Staff, partners, stakeholders, students, and faculty contributed their time, expertise, and creativity to create recommendations and outcomes that will help LTD realize a more sustainable and responsive future. Thank you to the National Institute for Transportation and Communities (NITC) for its partial support of this project. City of Eugene Rob Inerfeld, Transportation Planning Manager, Public Works Engineering Terri Harding, Principal Planner, Planning & Development Anne Fifield, Economic Strategies Manager Chris Henry, Traffic Operations Manager, Public Works Engineering Alison Camp, Urban Development Analyst, Planning & Development Chelsea Hartman, Senior Planner, Planning & Development This report represents original student work and recommendations prepared by students in the University of Oregon’s Sustainable City Year Program for Lane Transit District. Text and images contained in this report may not be used without permission from the University of Oregon. Stakeholders Frannie Brindle, Oregon Department of Transportation Daniel Constantino, Jarrett Walker & Associates Amy Cubbage, Director of Real Estate Asset Management, Cornerstone Community Housing Tiffany Edwards, Director of Business Advocacy, Eugene Chamber of Commerce Michael Graham, Director of Policy, Columbia-Willamette Clean Cities Scott Clarke, Architect, PIVOT Architecture Jacky Grey, Architect, PIVOT Architecture Alexis Griffin, Cameron McCarthy Landscape Architecture and Planning Justin Lanphear, Cameron McCarthy Landscape Architecture and Planning Tim Hilton, Designer Joseph Moore, Architect, GMA Architects Corey Newhouse, Founder and Principal, Public Profit Carleen Reilly, River Road Neighbors Karen Lawrence, River Road Neighbors Clare Strawn, River Road Neighbors Jan Spencer, River Road Neighbors Mary Walston, River Road Neighbors Kate Perle, Santa Clara Community Organization Mark Richardson, Lane Community College John Rowell, Rowell Brokaw Architects John Schmidt, Schirmer Satre Landscape Architects Sam Miller, Student, University of Oregon Josh Kashinsky, Active Transportation Coordinator, University of Oregon David Reesor, Director, University of Oregon Transportation Services Rob Zako, Executive Director, Better Eugene-Springfield Transportation Travel Lane County University of Oregon Sustainable Cities Institute staff: Marc Schlossberg, SCI Co-Director, and Professor of Planning, Public Policy and Management Nico Larco, SCI Co-Director, and Professor of Architecture Marsha Gravesen, SCI Fiscal and Office Manager Sean Vermilya, Report Coordinator Danielle Lewis, Graphic Designer UO Faculty Javier L. Bonnin, Professor, Architecture Juli Brode, Professor, Architecture and Interior Architecture Nancy Cheng, Department Head, Architecture Bob Choquette, Instructor, School of Planning, Public Policy and Management Donald Corner, Professor, Architecture Howard Davis, Professor, Architecture Stephen Duff, Associate Professor, Architecture Ihab Elzeyadi, Professor, Architecture James Givens, Senior Instructor II, Architecture Jerolim Mladinov, Professor of Practice, Architecture Isabel Rivera, Instructor, Architecture Marc Schlossberg, Professor, School of Planning, Public Policy and Management James Tice, Professor, Architecture Audrey Stuart, Assistant Planner, Planning & Development Jennifer Knapp, Urban Designer, Metropolitan & Community Planning Chad Cramer, Urban Designer, Planning & Development Shane Rhodes, Transportation Options Coordinator, Public Works Engineering Reed Dunbar, Bicycle & Pedestrian Planner, Public Works Engineering Spencer Helwig, GIS Technician, Public Works Engineering Philip Richardson, Professional Landscape Architect, Parks & Open Space Contents 8 About SCI 8 About SCYP 9 Introduction 13 Financial Assessments & Tools 25 Strategic Planning Tools 33 Corridor Studies 57 Stations & Stops 67 Transit-Oriented Development 81 Multimodal & Mobility 99 Multimedia 102 Parting Thoughts 104 SCYP LTD Faculty 108 Appendix A: SCYP LTD Report Links 110 Appendix B: LTD Press Book 8 The Sustainable Cities Institute (SCI) is an applied think tank focusing on sustainability and cities through applied research, teaching, and community partnerships. We work across disciplines that match the complexity of cities to address sustainability challenges, from regional planning to building design and from enhancing engagement of diverse communities to understanding the impacts on municipal budgets from disruptive technologies and many issues in between. SCI focuses on sustainability-based research and teaching opportunities through two primary efforts: 1. Our Sustainable City Year Program (SCYP), a massively scaled university-community partnership program that matches the resources of the University with one Oregon community each year to help advance that community’s sustainability goals; and The Sustainable City Year Program (SCYP) is a year-long partnership between SCI and a partner in Oregon, in which students and faculty in courses from across the university collaborate with a public entity on sustainability and livability projects. SCYP faculty and students work in collaboration with staff from the partner agency through a variety of studio projects 2. Our Urbanism Next Center, which focuses on how autonomous vehicles, e-commerce, and the sharing economy will impact the form and function of cities. In all cases, we share our expertise and experiences with scholars, policymakers, community leaders, and project partners. We further extend our impact via an annual Expert-in-Residence Program, SCI China visiting scholars program, study abroad course on redesigning cities for people on bicycle, and through our co-leadership of the Educational Partnerships for Innovation in Communities Network (EPIC-N), which is transferring SCYP to universities and communities across the globe. Our work connects student passion, faculty experience, and community needs to produce innovative, tangible solutions for the creation of a sustainable society. About SCI About SCYP and service-learning courses to provide students with real-world projects to investigate. Students bring energy, enthusiasm, and innovative approaches to difficult, persistent problems. SCYP’s primary value derives from collaborations that result in on-the-ground impact and expanded conversations for a community ready to transition to a more sustainable and livable future. SUSTAINABLE CITIES INSTITUTE 9 WHY DID LTD ENGAGE THE SUSTAINABLE CITY YEAR PROGRAM? Lane Transit District’s mission statement, at its heart, calls on the organization to listen, learn, and adapt to serve the community today and into the future. “We believe in providing people with the independence to achieve their goals, creating a more vibrant, sustainable, and equitable community.” Introduction below, with the goal of exploring several focal questions facing LTD’s strategic planning effort: • What are the key uncertainties facing LTD and its regional partners over the next 20 to 30 years? • What roles can and should LTD play in the emerging mobility landscape? • What strategic choices will need to be made by LTD and its partners to successfully adapt to the challenges ahead? LTD’S SCYP YEAR – A YEAR OF COLLABORATION The SCYP year involved staff from across the LTD organization including staff from planning to finance, and marketing to fleet, as well as staff from local partners including the cities of Eugene, Springfield, Cottage Grove, Creswell and Coburg, Lane Council of Governments and PeaceHealth Rides. In addition to a diversity of stakeholders, this SCYP year engaged faculty and students from across the University of Oregon including the School of Planning, Public Policy and Management, the School of Architecture & Environment, the School of Journalism & Communication, the College of Arts and Sciences, and the Lundquist College of Business. This interdisciplinary and interagency approach provided for a deeper dive into the region’s challenges and opportunities, from diverse vantage points and areas of expertise, and in acknowledgement of the interconnectedness of our collective work. FOCAL AREAS OF LTD’S SCYP YEAR The suite of SCYP projects were grouped into several themes in an effort to capture the breadth and varying scales of the factors influencing LTD’s strategic planning efforts. This report is organized by the focal areas for LTD’s SCYP year: • Financial Assessments & Tools • Strategic Planning Tools • Corridor Studies • Stations & Stops • Transit-Oriented Development • Multimodal & Mobility • Multimedia HOW TO USE THIS REPORT This report highlights the key elements of each project/class including a summary of the problem statements that LTD sought to explore as well as the key takeaways and recommendations that resulted from student analysis. Want to learn more? Appendix A includes links to more in-depth reports and materials produced for each project. The biggest opportunity that LTD has to further its mission is to provide the most useful and utilized transportation services possible – to leverage its programs, in concert with those of its partners, to provide viable alternatives to the automobile through high-quality transportation options, programs, and services. In planning for the future, however, it is often easier to see the North Star you want to be headed toward than it is to take the next steps on that journey. Planning for the future asks us to contemplate uncertainties that may impact the region’s goals – goals related to environment, economy, and social equity – which in turn affect LTD’s strategic planning effort. Future success relies on structuring an ongoing strategic conversation with key partners, and engaging the community, in establishing those next steps that allow us to adapt to a yet unknown and changing world. LTD engaged the University of Oregon’s Sustainable City Year Program (SCYP) through a suite of projects, described in more detail LANE TRANSIT DISTRICT 1970 LTD’s fleet drives more than 3.4 million miles each year.FLEET McKenzie River valley Coburg Creswell Lowell Cottage Grove Veneta Junction City Eugene-Springfield metropolitan area 83 fixed-route buses18 bus rapid transit vehicles 56 paratransit vehicles SERVICE AREA 480 SQUARE MILES Celebrating 50 years! 2020 FACILITIES LTD’s service area population: 302,000 10 million rides provided annually OPERATIONS SERVICE USAGE > 1,200 bus stops 60 EmX platforms 10 transit stations 231,000 service hours / year 363 days / year 7 days / week Sustainable City Year Program 12 Sustainable City Year Program 2019-20 LTD Classes College / School Fall 2019 Winter 2020 Spring 2020 Assessment of MovingAhead’s Potential Funding Options LTD Performance Management Strategies Transit-Oriented Development on Historic River Road Promoting Sustainable Transportation in the Coburg Corridor Re-imagining River Road for Ecological Equity Former Downtown LCC Building & Block Revitalization Bus Stops as Community Gateways The Future of Transit LTD Stories School of Planning, Public Policy and Management School of Architecture and Environment Lundquist College of Business School of Journalism and Communication College of Arts and Sciences Santa Clara Station Site Design Studio Reimagining Eugene Station Payroll Tax and Financial Visualization Scenario Planning Fleet Replacement, Climate Planning LTD Stories Bike Share Neighborhood Assessment Franklin Blvd EmX Corridor Assessment Gateway Blvd EmX Corridor Assessment (spring 2019) Small City Mobility Bike Tourism in Coburg Payroll Tax and Financial Visualization Scenario Planning Bike Share Neighborhood Assessment 13 Financial Assessments & Tools 14 LTD Financial Projection Tool The Class: Strategic Planning Project, Lundquist College of Business Faculty: Ryan Cabinte WHY DID LTD ENGAGE THIS CLASS? LTD’s Long Range Financial Plan is a 10-year outlook of expected revenues and expenditures. At this time, this plan is static and represents a snapshot of the conditions that impacted LTD’s revenues and planned expenditures at the time it was written. It is LTD’s goal that the Long Range Financial Plan be more easily updated and an input into the processes used for annual updates to the Community Investment Plan (CIP) and annual budgets. To achieve this goal, LTD needs a dynamic financial modeling tool that enables the organization to make accurate estimates of future revenues and costs to do business and to be able to reassess when conditions change. LTD engaged a team of Masters of Business Administration students to develop a dynamic financial projection tool that staff could maintain on an on-going basis. PROJECT SUMMARY As part of equipping LTD leadership with strategic planning tools, the team developed a Financial Baseline module. The Financial Baseline represents a business-as-usual projection of revenues and expenses for the 2020-2030 period. The module was developed to allow LTD staff the ability to update economic indicators and forecasts, as the fiscal years progress, to reflect changing conditions and maintain a rolling 10-year look forward. 15 KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES One of the most important discussions in the development of this module was identifying the key revenue indicators. LTD receives revenues from a variety of local, state, and federal sources with differing factors that influence them. The student team employed an exploratory research methodology to identify insights outlining key uncertainties that underpin financial and long-term adaptive strategies. The work included literature review, stakeholder and expert interviews, a review of the regional planning and policy environment, and industry best practice. The student team worked closely with LTD finance and planning staff through this phase of work to inform their recommendations. The result is a baseline forecast methodology consisting of regression and descriptive statistics techniques as well as direct inputs, based on outside analyses. FIG NUM. 1 Caption 16 OUTCOMES & RECOMMENDATIONS The Financial Baseline module, while a stand-alone tool, provides the added value of allowing LTD to compare the financial outcomes of different future scenarios. The module includes a dashboard, which translates the baseline forecast into an easy-to-read visualization allowing the user to focus on a particular revenue or expense item. This tool will allow LTD to: • Better understand the impacts of changing conditions; • Explore the fully allocated costs of different scenarios; • Understand the trigger points that signal a deviation from the trend and/or desired/sustainable future outcome; • Identify when priorities may need to be reassessed; and • Better inform decisions/actions that may need to be made to maintain the desired future scenario. The module projects, assuming normal conditions with periodic economic downturns, that LTD’s payroll tax revenue will grow approximately 3.5% annually, reaching $48 million in 2030. “Transit creates an urban environment that is livable, providing access, opportunity, services, and choices to the community. Success is achieved when transit considerations are an integral part of land use, transportation, financial and policy decisions made by other public agencies, and transit is integrated in decisions on big goals.” - Aurora Jackson, LTD General Manager 17 COVID-19 and Estimated Tax Revenue Impacts for LTD The Class: Strategic Planning Project, Lundquist College of Business Faculty: Ryan Cabinte WHY DID LTD ENGAGE THIS CLASS? The student team that developed the Financial Baseline module, described above, were still engaged in the project at the time the COVID-19 virus reached the United States. The federal, state, and local guidance for responding to this health emergency meant commerce and personal movement was drastically changed. The economic impacts of the health emergency were highly uncertain. And yet, during this time LTD was required to adopt its fiscal year 2021 budget. LTD engaged the student team to conduct research to define possible COVID-recovery scenarios and project the impacts of the scenarios on LTD’s revenues. PROJECT SUMMARY While not originally scoped as part of the project, the MBA student team added a component to the financial modeling work so that they could help LTD evaluate the possible impacts of the COVID-19 pandemic and corresponding economic impacts on LTD’s payroll tax revenues for the remainder of fiscal year 2020 and fiscal year 2021. Using the Financial Baseline module, students tested three potential COVID-recovery scenarios to predict the possible revenue impacts that the COVID pandemic could have. 18 KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES In a highly uncertain and changing environment, students were asked, in collaboration with LTD staff, to conduct research of the best available knowledge at the time, to develop three possible trajectories of COVID recovery. OUTCOMES & RECOMMENDATIONS The student team developed three scenarios and passed these scenarios through their model. Below describes the scenario assumptions and the possible outcomes. These scenarios show the possible range in tax revenue loss for FY21 ranging between $4.1 and $11.3 million. These findings were shared with LTD staff and the Board of Directors to help provide context for LTD’s strategic conversation about fiscal planning for the coming year. Scenario A: V-Shaped Recovery: After a temporary shock, the economy sees a linear recovery, approaching business as usual by the end of FY21. Estimated Tax Revenue Losses FY 2020: $1.9 million FY 2021: $4.1 million Key Metrics Peak Unemployment: 16% Statewide Infections: 18,000 by May 18 Lane County GDP Impact: -0.2% Scenario B: U-Shape Recovery: After an unprecedented quarter-long plummet in jobs, stock markets, and GDP growth, the economy sees a gradual recovery. Estimated Tax Revenue Losses FY 2020: $3.8 million FY 2021: $10.3 million Key Metrics Peak Unemployment: 33% Statewide Infections: 40,000 by May 18 Lane County GDP Impact: -1.1% 19 Scenario C: Multiple Peak Recovery: The compounding effects of illness, quarantine, and market disruption spiral the economy from recession into depression, requiring years of economic recovery. Estimated Tax Revenue Losses FY 2020: $3.8 million FY 2021: $11.3 million Key Metrics Peak Unemployment: 33% Statewide Infections: 40,000 by May 18 Lane County GDP Impact: -1.1% 20 Assessment of MovingAhead’s Potential Funding Options The Class: Public Budgeting, School of Planning, Public Policy and Management Faculty: Rebecca Lewis WHY DID LTD ENGAGE THIS CLASS? MovingAhead is a project focused on better connecting people to jobs, schools, shopping, recreation, and other activities by considering a range of transportation investments along key corridors to improve safety and livability for everyone. The project is a partnership between LTD, the city of Eugene and other regional partners, and builds on community input and local planning projects like: Envision Eugene; Eugene’s Transportation System Plan; and LTD’s Long-Range Transit Plan. Based on community feedback the project explored options along five key corridors: • Highway 99 • River Road • 30th Avenue to Lane Community College • Coburg Road • Martin Luther King, Jr. Boulevard The project developed possible transportation investment packages and decision-makers are now considering which path to take, in consideration of the possible benefits and impacts and estimated costs. If decision-makers decision adopt an investment package, LTD, Eugene, and its partners will have to consider how to fund the capital costs to advance the projects into construction and the on-going operational costs. LTD engaged the Public Budget Administration class to explore and recommend financial strategies that could be used to 21 fund and operate the project. The class used a “middle-of-the-road” MovingAhead package, which estimated $274 million in capital costs, and a $4.3 million increased in annual operations costs. PROJECT SUMMARY The class approached this project by first conducting peer reviews of other transit agencies to better understand the financial tools and strategies that were being used around the country to finance and operate major capital projects. Two student groups focused on funding options for capital costs and two other groups focused on funding options for on-going operations costs. Each funding opportunity was put through a four-factor analysis to better understand the pros and cons. The criteria included: • Equity - The revenue structure should promote fairness to all sectors and citizens in the community. • Efficiency - Administrative costs for the tax should be efficient. • Neutrality - Taxes or fees should not distort the market by changing people’s decisions unless socially desirable. • Productivity - Taxes or fees should produce sufficient and stable revenues to meet expenditures. Each group then presented the findings for 3+ funding options and provided their recommendations based on what they learned. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES While there are multiple traditional and innovative funding strategies being deployed throughout the country, the taxing structure in the state of Oregon is different than most states in the U.S. So, some strategies that rely on – for example, a sales tax type model – would require action from the state and local leaders before they could be viable for LTD. The other challenge that students presented was a political one – some funding options may face political pushback, particularly options that would require voter or government approval. MENU OF RECOMMENDATIONS Funding Capital Improvements • Group A recommended establishing urban renewal and local improvement districts. The group estimated that these districts could yield a total of $304 million in revenue over 30 years. • Group B recommended a “funding bucket” of various sources, including bonds, ride-share taxes, and LTD advertising. The funding bucket could produce $212 million over 10 years. The group also recommended an urban development district along the River Road corridor that could generate $70 million over 10 years. Together, these options could yield $282 million in capital funding over 10 years. Funding Increased Operations Costs • Group A recommended a jurisdictional property tax. The group proposed a rate of 0.0192% of assessed value. This property tax could produce $4.3 million annually. This tax would require voter approval. • Group B recommended implementing a transportation utility fee in conjunction with the Eugene Water & Electric Board (EWEB). This fee could produce an estimated $4.8 million in annual revenue. This fee would not require voter approval. FIG NUM. 2 Funding Breakdown for Proposed Tax Rate Increases 22 FIG NUM. 3 Map of Proposed Urban Renewal and Local Improvement Districts 23 WHY DID LTD ENGAGE THIS CLASS? LTD is looking to lower the carbon intensity of and emissions generated by its fleet of more than 100 diesel and diesel-hybrid buses. LTD’s Sustainability Program Manager has developed a framework to help staff and the Board of Directors evaluate the opportunities and tradeoffs presented by different propulsion technologies based on their impacts to the agency’s budget, the community and the environment. The community has expressed support for battery electric buses (Eugene’s Climate Action Plan 2.0) and over the past couple of years LTD has been evaluating battery electric buses and has plans to add more battery electric buses to its fleet. LTD engaged this business school class to compare cost implications of battery electric buses against the baseline of diesel and diesel-hybrid buses. Life-Cycle Costs of Battery Electric Buses The Class: Clean Energy Finance, Lundquist College of Business Faculty: Joshua Skov PROJECT SUMMARY This class focused on how to assess the life cycle cost of battery electric buses using LTD’s triple- bottom line framework – assessing financial, environmental, and social impacts. A subset of students also explored logistical considerations in managing and monitoring LTD’s electricity load. Students explored these topics through literature review and research and by conducting interviews with original equipment manufacturers of battery electric buses. The studies resulted in the development of a life cycle cost calculator that LTD can edit to estimate the effects on total cost ownership of battery electric buses under changing assumptions, as new technology emerges and cost factors change. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES As with any emerging technology, battery electric bus costs are rapidly changing and difficult to predict. This is exacerbated by the nature of transit bus procurement, which are custom-built to agency specifications and operational needs. Another key consideration for transit agencies pursuing electric buses is how to manage electricity demand charges – more research is needed to understand the tradeoffs between an optimal charging schedule and the operational needs and schedules of LTD transit network. And, as vehicle electrification continues to gain momentum, load and asset management software systems will emerge and become more flexible to cater to the needs of transit agencies – such as tool to for active management of energy demand and electric buses energy consumption management. 24 RECOMMENDATIONS Due to reduced maintenance costs and low-cost local electricity, the class concluded that LTD could recuperate increased capital expenditures on battery electric buses with a 20% reduction in life cycle costs compared to diesel buses. LTD can further capitalize on these saving with future grant opportunities for low and no emission vehicles and by accumulating and selling Oregon Clean Fuel credits. Additionally, by investing in electric buses, the agency can get ahead of potential diesel cost increases under a statewide cap and trade program. The student team recommended that LTD track the maintenance costs for their new electric buses in order to benchmark and more accurate assess the costs. And, another future action includes exploring tools and technologies that provide more visibility into energy consumption throughout LTD’s facilities and on-vehicle. New tools could help LTD better understand consumption by asset type and provide for more effective tracking. 25 Strategic Planning Tools 26 Scenario Planning Workbook The Class: Strategic Planning Project, Lundquist College of Business Faculty: Ryan Cabinte WHY DID LTD ENGAGE THIS CLASS? Scenario planning is a way of rehearsing the future to avoid surprises. The purpose of the scenario planning exercise is not to come up with a forecast, but instead to frame multiple possibilities and think about whether you are prepared to face the range of futures that might unfold. In 2011, LTD staff used a scenario planning process to inform the development of its Long-Range Transit Plan and identify a number of uncertainties that could impact the region’s goals for transit. Since that time a great deal of analysis and exploration has advanced related to climate change, transit, and mobility, and technological advances are continuing the change the way we problem solve. LTD wanted to engage this class in a new scenario planning process to help inform LTD and its partners’ adaptive capacity to cope with change, adapt effectively, and make strategic choices to successfully navigate the challenges ahead. PROJECT SUMMARY The second portion of the Strategic Planning Project (see Financial Assessments & Tools section for details about the first portion of this project) focused on applying a scenario planning. The term “scenario” is used to tell stories about the future to help LTD make better decisions in the present. Scenarios use uncertainties, manifested as questions about the future, to paint a picture of what the world might be like and how the agency can adapt. They are not FIG NUM. 4 Mobility Hub Concept IndyGO 27 FIG NUM. 5 Drivers of Long-term Success predictions; rather, the scenarios present a range of possibilities that are both creative and plausible. The methods for this project element included conducting exploratory research and research on future-oriented strategies relevant to transportation, as well as stakeholder and expert interviews and focus groups. Students also participated in a scenario planning seminar with LTD staff as part of the foundational efforts. The product of this portion of the project included a Scenario Planning Workbook and methodology, which will help LTD think about uncertainty and how the agency manages its reaction to change in the future. Through this workbook and process, the adaptive strategies LTD develops can help the agency become more agile and resilient in an unpredictable and evolving transportation world. The Workbook includes step-by- step instructions to illustrate how future users can recreate the process. The team also included integrated guidance, resources, and documentation into the Workbook to guide users through the process. 28 FIG NUM. 6 SWOT Analysis of LTD’s Future-Oriented Strategy KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES Selecting a focal question is the foundation for the scenario planning process. Students worked with LTD to select the following focal question: “How LTD might meet the community’s mobility needs in 2040?” With this question as the overlay, students documented the numerous issues and trends that affect LTD, the transit industry at- large, the underlying forces behind current transportation trends, and which forces serve as “critical uncertainties.” Team members then used the Scenario Planning Workbook to first independently develop a future scenario(s), and then came together to discuss, refine, and ultimately land on plausible scenarios. MENU OF RECOMMENDATIONS Students presented the scenario planning tool to LTD directors, using their scenario work as an example, to provide staff with an orientation of how to use the tool. The scenarios that students developed follow two axes – one axis considers whether future development will follow sprawl or urbanization patterns and the other axis considers whether consumers, over time, will own less “stuff” and rely more of collective services or if consumers will want to own the goods they need. Students did not recommend a particular choice for LTD to select; rather, they provided the scenarios for LTD to evaluate and consider as part of their strategic planning efforts going forward. 29 LTD Performance Management Strategies The Class: Program Evaluation, School of Planning, Public Policy and Management Faculty: Saurabh Lall WHY DID LTD ENGAGE THIS CLASS? LTD collects a significant amount of data from across the organization to maintain compliance with federal regulations, inform decision-making, and to share and compare metrics with peer transit agencies. This vast amount of data is useful because insights can be drawn and the metrics can be used to monitor and manage. LTD engaged this class to provide managers with insights into how they can reliably measure and articulate success across LTD’s widely ranging programs. each strategy indicates and what outcomes each strategy fosters. Each strategy follows a logic model of inputs, activities, outputs and outcomes. By analyzing LTD programs using these strategies, students assessed what key performance indicators could best work for LTD’s fleet, operations, service planning, risk management, and sustainability programs. PROJECT SUMMARY LTD is a member of the American Bus Benchmarking Group (ABBG), a consortium of mid-sized bus agencies in North America that collect and share data to benchmark performance and share experiences and best practices. Students used the ABBG key performance indicator data collected by LTD from 2006 to 2017 as foundation for their work. Students applied performance best practices and drew from four different strategies – niche, emergent, integrated, and ecosystem, and looked at what FIG NUM. 7 Fleet logic model example 30 KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES* Students focused on four strategies to measure performance for LTD based on LTD’s perceived level of influence and control over its individual programs and those programs’ impact on society. • Emergent Strategies: best for situations of high uncertainty over cause and effect and low control over outcomes • Integrated Strategies: best for situations with low uncertainty over cause and effect and high control over outcomes • Ecosystem Strategies: best for situations with high uncertainty over cause and effect but high control over outcomes • Niche Strategies: best for situations low uncertainty over cause and effect and low control over outcomes MENU OF RECOMMENDATIONS In the face of fluctuating ridership, LTD can position its programs in such a way that they can be responsive to changes in technology, rider demand, and climate. Students recommended LTD carefully track the identified key performance indicators, so that managers can identify trends as they begin to take shape and adjust programming appropriately. Fleet • Recommended Strategy: Niche or Integrated • Recommended Key Performance Indicators: Maintenance and staff time spent per bus; employee performance tracking; logging vehicle and technical assistance calls 31 Operations • Recommended Strategy: Niche or Integrated • Recommended Key Performance Indicators: On-time departure measures; excessive wait time rates; customer satisfaction surveys Service Planning • Recommended Strategy: Ecosystem and continued Niche • Recommended Key Performance Indicators: Relationships with partner transportation-related agencies; passenger boarding; passenger miles; non-revenue generating trips; service area; average speed Risk Management • Recommended Strategy: Integrated • Recommended Key Performance Indicators: Number of preventable/ unpreventable collisions with vehicles and property; injuries of passengers, staff, and third parties; quantifying lost staffing capacity due to on-the-job injuries; maintenance and age of buses; on-time boarding Sustainability • Recommended Strategy: Niche • Recommended Key Performance Indicators: Emissions inventory including noise, toxic waste, emissions and greenhouse gases, and infrastructure capacity; Chicago Transit Authority indicators FIG NUM. 8 Summary chart of performance management strategies 32 | PROGRAM | STRATEGIES | KEY PERFORMANCE INDICATORS Niche Niche Niche Niche Integrated Integrated Integrated Ecosystem Fleet Operations Sustainability Service Planning Risk Management • Maintenance and staff time spent per bus • Employee performance tracking • Logging vehicle technical assistance calls • On-time departure measures • Excessive wait time rates • Customer satisfaction surveys • Relationships with partner transportation- related agencies • Passenger boarding • Passenger miles • Non-revenue generating trips • Service area • Average speed • The number of preventable and unpreventable collisions with vehicles and property. • Injuries of passengers, staff, and third parties. • Quantifying lost staffing capacity due to on- the-job injuries. • Maintenance and age of buses • On-time boarding Emissions inventory including: • Noise • Toxic waste (waste from maintenance and operations) • Emissions and greenhouse gases • Infrastructure capacity and how that influences sustainability performance • Chicago Transit Authority indicators FIG NUM. 9 Summary chart of student recommendations 33 Corridor Studies 34 WHY DID LTD ENGAGE THIS CLASS? River Road has been identified in adopted plans as a location for future population and employment growth and where future investments would be needed (Envision Eugene, 2035 Transportation System Plan, Long Range Transit Plan). In anticipation of this growth, several studies are currently evaluating the types of transit and active transportation improvements that could be made on River Road (Moving Ahead); the potential changes to zoning that could be made to accommodate that growth (River Road Transit Community Investment Plan); and the values that neighborhood residents would like to use to shape and measure change to the corridor and the surrounding community (River Road-Santa Clara Neighborhood Plan). In addition to these efforts, LTD is currently constructing the new Santa Clara Transit Station, which will provide safer access to transit for residents and improve operational efficiency of the transit service. LTD engaged these two graduate- level planning classes to take a comprehensive, long-term look at River Road and the surrounding communities and recommend complementary transportation and land use concepts that could be implemented to leverage the investments already under consideration. RIVER ROAD CORRIDOR STUDIES Transit-Oriented Development on Historic River Road The Classes: Introduction to Planning Practice and Planning Analysis; School of Planning, Public Policy and Management Faculty: Rich Margerum and Robert Parker 35 PROJECT SUMMARY Students approached this challenge by understanding the past, present, and future of the corridor – they reviewed planning documents, analyzed socioeconomic data, reviewed land use and buildable land inventory, and conducted site assessments. The students then participated in a design charrette with their peers to test conceptual ideas and refine their recommendations. The work products were developed by teams of students with each team focusing on a different segment of the corridor. Some teams developed their vision around transit-oriented development (TOD) occurring over the next 20 years. Others integrated transportation options into their recommendations, while focusing on community and social services that cater to families in nearby neighborhoods. Each team emphasized the need for long-term planning that would satisfy the needs of both current and future neighborhood residents. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES Affordable Housing: Student teams noted that there is a need for more affordable housing to accommodate current and future low-income residents. The opportunity and challenge of this need may require both new development and redevelopment. Neighborhood Cultures: River Road is one corridor but has different neighborhood cultures throughout it. Students used site assessments and demographic profile research to better understand unique cultures, which influenced the placemaking elements of their recommendations. There is an opportunity to make placemaking improvements that are both cohesive and recognize local flavor. Economic Drivers: As with neighborhood culture, different segments of the corridor have more or less economic activity. Understanding the economic drivers of each segment helped student teams better understand the economic develop potential, which informed their recommended economic development tactics. MENU OF RECOMMENDATIONS Corridor-wide Recommendations: Several common themes arose in the recommendations of all groups. • Equitable Access to Transit: Not all neighborhoods have safe and easy access to transit. Future improvements should ensure that people of all ages and of all mobility levels have equitable access to transit. This could mean new or improved sidewalks and bike lanes or new connecting streets. • Missing Middle Housing: “Missing middle” housing is lacking throughout the corridor and students recommended mixed- use buildings with a mix of housing be considered. • Placemaking: In general, placemaking capitalizes on a local community’s assets, aspirations and culture, to create public spaces that promote people’s health, happiness, and well-being. Specific placemaking elements were recommended throughout the corridor to incorporate neighborhood culture and express community identity and pride. • Economic Development: Students noted that most of the corridor is residential and lacks economic activity. Changes to the urban form, land use, transportation network, and incentive programs could be used to enhance the potential for economic development along River Road. • Community Engagement: All teams recognized the need to engage the community, early and often, in meaningful and equitable participation in projects -- including imagining, developing, and making decisions about projects. All teams recommended that project sponsors take advantage of existing community organizations to inform communication strategies. 36 Site Specific Recommendations: Santa Clara Transit Station: This group evaluated River Road from Hunsaker Lane to Division Avenue and developed concepts for the undeveloped property adjacent to the Santa Clara Transit Station and the Santa Clara Square shopping center on River Road, and recommended the following: • Access & Connectivity: Focus on multimodal transportation options and connectivity for all modes. Improvements including sidewalks, crossings, bike lane, and connecting streets and paths would provide better access to transit and a more grid-like street network. Students found that many residents may not be able to afford to drive and/ or are unable to drive due to age or mobility challenges. The introduction of “leading pedestrian intervals” (3-to-5 second head start for bikes/ pedestrians) at busy River Road intersections will improve safety and accessibility. • Housing: Implement mixed- income, mixed-use development on the Santa Clara site that caters to the needs of a variety of demographics in the neighborhood. Mixed-income housing is important as there is a known need for affordable housing in the area and to ensure affordable housing is feasible, a mix of affordable and standard housing types is recommended. Collaborating with local affordable housing developers and organizations and the community is suggested. FIG NUM. 10 Site-specific small group work by students 37 • Economic Development: Retrofit the Santa Clara Square strip mall by adding a new multimodal grid onto the property to improve accessibility and mobility as well as green spaces and local art (general building footprints within the strip mall could remain). The proposed market for the retail center would be local shops and restaurants. Four Corners of River Road: This group focused on the intersection of River Road and River Avenue/ Silver Lane and reimagined all four corners including the existing LTD River Road Station site, and recommended the following: • Access & Connectivity: Improve accessibility and connectivity for all modes of transportation in the area with sidewalks, crossings, protected bike lanes, and connecting streets and paths. Enhancement of the crosswalk at the intersection is proposed to better protect pedestrians and cyclists. These improvements would enhance access to transit and the river path and provide transportation options for people of all ages and for those with mobility challenges. 38 • Housing: Develop mixed-use multi-family housing that starts with the River Road Station site and build-out to all four corners and south along River Road as redevelopment is feasible. Collaborate with local affordable housing developers and organizations and the community. • Placemaking: This intersection currently lack vibrancy and sense of place. Placemaking elements such as murals done by local artists, green spaces for residents use, and improved signage connecting this area to the river path and retail shops to improve the intersection. A Walk Down Hilliard Lane: This group focused on the neighborhood surrounding Hilliard Lane and the recognized need to reintegrate historically marginalized populations into the community. Students recommended the following: • Access & Connectivity: Improve equitable access and safety of the transportation system by integrating separate bicycle and pedestrian lanes to minimize contact with vehicles since safety measures are particularly important along River Road. The streetscape should include green buffers to enhance safety and the aesthetic quality. In support of the transit-oriented development framework, students recommend removing commercial parking requirements. • Community-oriented Development: Introduce a community-oriented development that includes space for community organizations, a community center, and a library. A community-oriented building can provide educational and community resources for El Camino del Rio Elementary students and the greater community. • Food Equity: After identifying disparities in food access, students recommended bringing healthy food options to the community by creating “The Historic Market” -- restoring the McKay Supermarket building back to a place where locally sourced and affordable food and household goods can be sold. Bringing back the market would bring healthful food to the community and add vitality to this section of River Road. • Housing: Introduce affordable housing options along transit routes that have inclusionary housing requirements. Students sought to fill the “missing middle” housing need by introducing medium density, multi-family housing in the area. Co-designing the Lower River Road Neighborhood: This group evaluated the neighborhoods along River Road from Park Avenue to Hansen Lane. Their concept focused on the public and park lands on the east side of River Road (Rasor Park). This group’s proposal calls for coordination with the Kalapuya tribe to help inform the cultural and ecological context of design elements. Students recommended the following: • Access & Connectivity: The proposed development area should have a block/grid pattern for improved connectivity, accessibility, and safety for all modes. This group proposes dedicated paths for cyclists and pedestrians as well as enhanced crosswalks across River Road. They recommend including bike lockers on the site to support cycling as a more sustainable and active travel option. • Transit Stop Amenities: Students recommend providing shelter at Knoop Lane stop to protect riders from inclement weather and provide lighting to enhance safety. • Housing: To help address the “missing middle” housing need, students recommend adding medium density housing and partnering with an organization that can assist with housing funding and development. • Economic Development: Activate community economic development through mixed- use development. Students recommend promoting economic expansion and ecological awareness with river-facing storefronts. • Placemaking: To give lower River Road a sense of place, the team proposes adding culturally and ecologically contextual placemaking elements in signage, buildings, and public art. 39 RIVER ROAD CORRIDOR STUDIES Re-imagining River Road for Ecological Equity The Class: Green Cities; School of Planning, Public Policy and Management Faculty: John Arroyo WHY DID LTD ENGAGE THIS CLASS? As described for the previous project, River Road was the focus of a handful of planning studies and had been identified one a several corridors throughout Eugene that will grow its population and employment. This course was offered to the wider University of Oregon student body and as such, offered LTD and its partners a look at River Road through an interdisciplinary, human ecological lens. This class sought to develop recommendations to promote sustainability, resilience, and equity through implementable, community- scale projects for River Road that complement planning efforts already underway. PROJECT SUMMARY To understand the unique characteristics of the River Road corridor, LTD staff provided an orientation to students in the class. Students then conducted site visits to make observations and select a site and topic for group study. Student groups reviewed literature on transportation ecosystems, environmentally- oriented community development, and what factors create a dynamic neighborhood. Students used the experiences from other communities and case studies to identify strategies that could be applied locally. The final proposals include a diverse inventory of design interventions, land use and transportation improvements, and community engagement plans. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES • Green Spaces: The green spaces and parks around River Road present an opportunity as they provide space for community building and mental and physical health. Currently much of the green space is not programmed but could be turned into more functional community space. The proximity of transit to these green spaces means that any new programming opportunities would be accessible by River Road residents and members of the broader community. • Food Security: Students perceived that River Road lacks affordable, healthy food options, which may increase food insecurity in the area. There is an opportunity to integrate food equity strategies into the community as a means of improving physical and mental health and building community. • Walkability & Safety: During site visits, students observed unsafe and uncomfortable walking conditions along River Road and in the surrounding neighborhoods. As walkability fosters community, reduces carbon emissions, reduces obesity, and increases neighborhood land value, students felt there was an opportunity to make pedestrian and bicycle improvements on River Road and within neighborhoods. FIG NUM. 11 Proposed amenities at Hunsaker Lane and River Road 40 • Bus Stop Amenities: There is an opportunity to grow transit ridership and enhance safety at bus stops by providing bus stop amenities, such as shelter, seating, and lighting. Improving bus stop safety could facilitate a better transit experience for all people, including traditionally underrepresented riders (minorities, low-income populations, older adults, women, and persons with disabilities). MENU OF RECOMMENDATIONS • Transportation: These recommendations are designed to decrease the need for personal vehicle transportation and increase active modes of transportation, which would reduce carbon emissions and increase accessibility. • Transit: Increase bus route frequency serving River Road and add bus stop amenities that enhance rider safety and comfort. FIG NUM. 12 Proposed site plan for the intersection of Blazer Avenue and River Road • Bicycle & Pedestrian: Provide protected bike lane on high speed streets; build accessible pedestrian facilities; place lighting in locations that enhance pedestrian and bicycle comfort at night; focus on travel routes to and from schools in the corridor. • Roadways: Use a data-driven approach (traffic and safety data) to identify locations for road diet opportunities. 41 A New Rasor Park Team Burlington FIG NUM. 13 Proposed community garden FIG NUM. 14 Proposed Rasor Park amenities • Wayfinding: Add wayfinding signage and maps as key locations to help pedestrians and cyclists navigate the corridor as well as to and from the corridor from the Ruth Bascom Riverbank Path and parks; create information kiosks to improve awareness of community activities. • Engagement: include residents in a tactical urbanism task force; partner with local organizations in placemaking projects, such as art installations; find dedicated community leaders to help support a community garden. • Parks & Green Spaces: Parks and green spaces should be programmed with art, cultural, and environmental and food/ garden elements to increase vitality in the River Road corridor. Green space recommendations include conducting a community survey to determine interest in a community garden; adding lighting within and near park entrances; and evaluating future opportunity sites among vacant lots for pocket parks or gardens. • Community Gardens: Students noted several locations within the River Road corridor that could be possible sites for community gardens/food gardens – such as Messiah Lutheran Church and School, Rasor Park, and Maynard Park. Students suggested coordinating with school districts, property owners, city parks staff, Food for Lane County, and Lane County Farmers Market. Gardens also present an opportunity to include beekeeping and garden elements that attract local pollinator species. • Rasor Park: Set clear park boundaries to delineate community space from private property; add amenities and park programming; protect native vegetation and wildlife habitats; use the park for monthly farmers’ market; and involve local residents in programming and amenity development. 42 Construction of garden • West Bank Park: Add safety amenities, such as lighting to the Riverbank Path; improve connections between off- street bicycle and pedestrian paths, adjacent streets, and corridor activity centers through wayfinding and by designating active mode routes. • Maynard Park: This park presents an opportunity for a community garden and education center. Programming would focus on sustainable building and gardening practice, such as rain water collection, and food, health, and wellness. • Maurie Jacobs Park: Students recommended a park entryway at the Fir Lane park entrance and a redesign of the parking lot to accommodate bike parking and better accessibility; improve the existing play structure; and consider opportunities for seasonal programming. FIG NUM. 15 Proposed crosswalk improvement FIG NUM. 16 Community garden example 43 COBURG ROAD CORRIDOR STUDY Promoting Sustainable Transportation in the Coburg Corridor The Class: Sustainable Transportation; School of Planning, Public Policy and Management Faculty: Marc Schlossberg WHY DID LTD ENGAGE THIS CLASS? Coburg Road is a major transportation and transit corridor in Eugene that is forecast to grow its population and employment in the future. It is a corridor being studied by LTD and Eugene for possible future transit and active transportation investments through the Moving Ahead project. Coburg is an active commercial corridor with strip shopping centers, frequent driveways, and large parking lots that transitions to residential to the north. This active corridor is surrounded by residential neighborhoods that need to travel to Coburg Road for shopping and/or access transit. In order to leverage the transportation investments currently being considered on Coburg Road, LTD engaged this class to evaluate opportunities for mobility hubs as a means to promote multimodal transportation options as an alternative to a personal vehicle. PROJECT SUMMARY This class tackled the challenge by first understanding mobility hubs – how to identify where they might be needed and the urban form elements needed to create a place where multiple forms of transportation can be concentrated to facilitate convenience, efficiency, and to increase multimodal transportation options for travelers. Students studied and applied urban design methods to evaluate walking and biking, address actual and perceived safety issues in the corridor, and anticipate how emerging micromobility solutions could be integrated. Each student team aimed to decrease the number of cars on the road; decrease emissions via reduction in traffic congestion; increase safety for pedestrians, cyclists and transit users; and stimulate human-scale development along Coburg Road. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES Mobility hubs can advance Eugene and LTD’s sustainability and related goals by reducing reliance on personal vehicles and thereby improving air quality, conserving resources, reducing car exhaust greenhouse gas emissions, reducing congestion by limiting the number of vehicles on the road, increasing equity by enabling carless households to thrive, and increasing the productivity of transit. A mobility hub on Coburg Road has the potential to function not only as a transportation connection, but also as a welcoming, social space for people to meet up and relax. Emerging micromobility modes, such as electric scooters and bikes, may be more widely adopted into Eugene’s policy and infrastructure in the near future and support potential mobility hubs such as along Coburg Road. Student recommendations acknowledge and FIG NUM. 17 Illustration of bicycle and bus lanes along Coburg Road near Harlow Road Source: Eric Burdette, Victor Garcia, and Allison Grover 44 accommodate these modes into their designs. In addition, current site conditions make Coburg Road a viable option for renovation to address the real and perceived safety issues associated high vehicle speeds, lack of crosswalks, and documented injuries/fatalities. FIG NUM. 18 Targeted areas for redesign along Coburg Road at the Oakway Center MENU OF RECOMMENDATIONS Mobility hubs on Coburg should provide all the necessities to make multimodal trips possible, including sidewalks and safe crossings; secure bicycle parking; park-and-ride parking spaces; electric vehicle charging stations; bike share and scooter share stations; and covered seating for people to wait between trips. Several locations along Coburg Road were evaluated for a mobility hub. The following are site- specific recommendations. 45 FIG NUM. 19 Plan view of proposed changes at the intersection of Coburg and Harlow Road Source: Eric Burdette, Victor Garcia, and Allison Grover Oakway Center: • Pedestrians: add a raised crosswalk across Coburg Road to improve safe bus stop access as well as a designated pedestrian path through the parking lot from the bus stop to the shopping center. • Bicycle and Micromobility: add a bidirectional cycle track or bike lanes along Coburg Road with safety features such as a green paint, buffer, or bollards; add protected turning for bicycles at intersections; incorporate bike share station into the mobility hub; designate a ride-share drop- off/pick-up space near shopping center with covered seating. • Transit Stop: separate transit and car traffic around the transit stop; ideas include bus pullouts or floating transit platform • Amenities: add covered waiting area for transit/ride share 46 Harlow Road: • Pedestrians: add vegetative buffer along sidewalks to separate pedestrians from high- speed traffic; enhance visibility of crosswalks by painting them; add connecting paths to neighborhoods to facilitate walkability. • Roadway: slow traffic in this area; recommendations include narrowing vehicle lanes, reducing traffic flow to single lane, or installing a roundabout • Bicycle and Multimodal: add a bidirectional cycle track or off- street bike lanes; add bike share/ electric scooter share stations; rebrand bike lane as “micro lane”; add safety features on bike facilities such as green paint and protective barriers; place electric vehicle charging stations and rideshare pickup at the mobility hub. • Transit: reduce traffic lanes and add dedicated bus lanes on length of Coburg Road; repurpose Westminster Presbyterian parking lot as transit hub. • Amenities: add covered waiting area for transit/ride share; provide opportunities for complementary businesses such as food trucks, lending library, or café. Willakenzie Road: • Parking: repurpose some of the parking lot space to construct a mobility hub at Coburg Road and Willakenzie Road. • Pedestrian: fill in sidewalk gaps to make nearby neighborhoods within a 20-minute walk. • Bicycle and Micromobility: add lockable parking for personal micromobility devices; create wider, separated micromobility lane; move bike lanes off- street and paint them green for visibility; designate rideshare use locations; design micromobility and ride share for first-last mile trips. • Transit: reduce traffic lanes and add dedicated bus lanes on length of Coburg Road to increase frequency and reliability of transit trips. • Additional: add covered waiting area for transit/rideshare. Sheldon High School: • Parking: repurpose some of the parking lot space for a designated food truck hub/social space. • Student-oriented Hub: design a hub with students in mind due to proximity of Sheldon High School to Coburg Road and the younger population that it would serve. • Pedestrian: create wider crosswalks with median refuge at the Coburg Road intersection. • Roadway: reduce vehicle speeds to enhance safety by using tools such as speed bumps on Coburg Road; improve street lighting. • Bicycle and Micromobility: incorporate bike share and e-scooter share hubs across from Sheldon High School. • Transit: provide shelter and seating at transit stops. Costco Shopping Center: • Pedestrian: increase crosswalk frequency along the length of Coburg Road; increase pedestrian separation from vehicles by adding buffers along sidewalks. • Roadway: add bike signals at intersection of Coburg Road and Chad Drive with protected cyclist turn lanes; close one Costco driveway to address major conflict zone; improve street lighting. • Bicycle and Micromobility: add dedicated bike lanes; create a network of carless paths within the mobility hub site for bikes and micromobility modes; add a bike share station. • Transit: reduce traffic lanes and add dedicated bus lanes the length of Coburg Road; add seating, shelter, and lighting at transit stops; separate transit and car traffic at mobility hub by using pullouts and floating transit islands. • Additional: add space for social events, food trucks, gathering to create economic hub for retail businesses and restaurants. 47 EMX CORRIDOR STUDIES Environmental Assessment of the EmX Franklin Boulevard Corridor The Class: Advanced Geographic Information Systems; School of Planning, Public Policy and Management Faculty: Yizhao Yang WHY DID LTD ENGAGE THIS CLASS? LTD’s EmX system is as a high-quality bus-based transit mode designed to deliver fast, comfortable, and cost effective transit services. Features such as dedicated lanes, off-board fare collection, level boarding, and frequent service attract ridership and make EmX the most used part of LTD’s transit network. The Franklin segment of the EmX system opened to revenue service in 2009, followed by Gateway in 2011 and West Eugene in 2017. Each segment of this system has seen different ridership patterns since opening and as the transit market has adjusted and leveled over time. LTD engaged this class to investigate the possible reasons for these differences and to identify opportunities for improvements. This project was a three-part series conducted across three classes – FIG NUM. 20 EmX Franklin Boulevard Corridor Area of Study 48 the Franklin and Gateway segments were evaluated as part of the SCYP partnership and the West Eugene segment was analyzed in a previous year. PROJECT SUMMARY Students conducted a multi-scale environmental study of LTD’s EmX route along the Franklin Boulevard corridor (from Chambers Street and 7th Avenue station in Eugene to McVay Station in Springfield). The class began by reviewing literature on walkability, safety, and accessibility affected by station design, street design, urban design, landscape design, and user experiences. Students then conducted geospatial analyses using GIS to examine various land use, demographic, and transportation characteristics within each station’s “pedestrian catchment zone” – a ¼-mile walkshed as well as ½-mile FIG NUM. 21 Dads’ Gate station service area. For the other segments, students conducted site assessments; however, the pandemic prevented this activity. Instead, students used LTD ridership data to explore relationship between ridership and population density, density of community facilities, density of commercial uses, and density of bike-share stations on the Franklin segment. 49 FIG NUM. 22 Monroe Street and 7th Avenue station KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES • Transportation Connectivity: within the ½-mile service area around stations there are 128 bus stops, and 28 bike share stations. The stations in Springfield are without bike share facilities. • EmX and Housing: there are 5,758 residential buildings within the ½-mile service area. • Demographics: The 25 to 45 age bracket represents 36% of the population that lives along the Franklin EmX segment and there more households living below the poverty line than Lane County as a whole. Vehicle ownership is high – only eight percent of household reports not having access to a vehicle. • Ridership/Density Correlations: In general there appears to be positive relationship between density and transit ridership along the Franklin corridor. • Stations near higher population density tend to have higher ridership; however there were outliers. High Street and Polk Street/7th Avenue station has a high population density but lower ridership and Chambers Street & 7th Avenue station has low population density but high ridership. • Stations within walking distance to a high number of community facilities tend to have higher ridership, except: Charnelton Street station has many facilities within walking distance but low ridership and Hilyard Street, Dad’s Gate, and Agate Street stations have fewer communities facilities in the catchment area but high ridership due to the proximity of the UO, a major activity center. • Stations near a high number of commercial properties tend to have higher ridership, except: Charnelton Street and High Street stations have a relatively high number of surrounding commercial properties but have lower ridership when compared with stations with fewer commercial properties and Hilyard Street Station has high ridership despite a medium number of nearby commercial properties – this station is influenced by the proximity of the UO and major health facilities. 50 FIG NUM. 23 McVay station • Stations within walking distance to a bike share station tend to have higher ridership. However, the density of bike share stations did not appear to clearly correlate to higher ridership numbers. MENU OF RECOMMENDATIONS Summarized below are the overall recommendations for the Franklin segment of the EmX system. The full report has detailed assessments and recommendations for each station. • Multimodal Connectivity: fill in pedestrian and bicycle infrastructure gaps; collaborate with the cities of Springfield and Eugene to add crosswalks across Franklin Boulevard; add sidewalks to the surrounding neighborhoods where there are gaps; ensure sidewalks meet ADA standards; improve bike infrastructure with bike paths, bike wayfinding, and place bike racks near stations; work with the cities of Eugene and Springfield to develop bike lanes on Franklin Boulevard. and 7th Avenue; adjust traffic signal timing to encourage walking and biking to stations; and add bike share stations in Springfield and where there are coverage gaps. • Safety: add lighting around station areas; focus on stations near I-5 for increased safety interventions such as warning signs and flashing lights to alert travelers of the presence of the station; implement measures to reduce traffic speed along Franklin Boulevard; add barriers between the sidewalk and street to prevent jaywalking/ promote use of crosswalk to island platforms; add accessible pedestrian signals (auditory message); add enhanced crosswalks across Franklin Boulevard and 7th Avenue. • Wayfinding: Collaborate with the cities of Springfield and Eugene to add wayfinding signs/ maps near stations to help riders find connecting transit, bike- share stations, and service area amenities and park spaces. 51 FIG NUM. 24 Half-Mile Walksheds in the EmX Franklin Corridor • Land Use: Partner with the city of Springfield to encourage greater density and mix of development types. • Collaborate with the city of Eugene to improve street, sidewalk, and bike lane connectivity beyond the station area; Coordinate with Eugene to change/reduce the parking requirements around downtown stations. • Placemaking: Incorporate University of Oregon at stations that serve the school; improve the waiting experience at stations by enhancing visibility and aesthetics; add natural and artistic elements and greenspace 52 EMX CORRIDOR STUDIES Environmental Assessment of the EmX Gateway Corridor The Class: Advanced Geographic Information Systems; School of Planning, Public Policy and Management Faculty: Yizhao Yang WHY DID LTD ENGAGE THIS CLASS? As described above, LTD engaged in a three-part project with this Advanced GIS class to evaluate environmental factors that influence the ridership patterns along its EmX routes. This class focused on the Gateway segment – from Springfield Station to the Gateway Loop. PROJECT SUMMARY The class began by reviewing literature on walkability, safety, and accessibility affected by station design, street design, urban design, landscape design, and user experiences. Students then conducted geospatial analyses using GIS to examine various land use, demographic, and transportation characteristics within each station’s “pedestrian catchment zone” – a 1/4 mile walkshed as well as 1/2 mile service area. Students then conducted site assessments to make note of opportunities and challenges. 53 FIG NUM. 25 Centennial Station looking north KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES • Demographics: the average population density is seven people/acre; the average housing density is 3.2 units/acre; 12% of the population identifies as non- white; 39% of the population are between 25 and 54 years old; 25% of households live below the poverty line but most (63%) earn $50,000 or greater per year; and 88% of households own at least one car. • Stations: the EmX stations along the Gateway segment have quality amenities. • Connectivity: there are some transportation barriers and infrastructure gaps that impact transit accessibility from the surrounding areas as well as to/from other transportation systems/transit routes. • Land Use: there are 43 community facilities along the corridor, most are located near Springfield station; land uses nearby some transit stations are incompatible with transit. 54 FIG NUM. 26 Final presentation MENU OF RECOMMENDATIONS: Summarized below are the overall recommendations for the Gateway segment of the EmX system. The full report has detailed assessments and recommendations for each station. • Neighborhood Characteristics • Coordinate with the city of Springfield to encourage infill development within the EmX Gateway neighborhood in order to increase population and housing densities. • Consider reducing financial barriers (i.e. fare waiver) for households below poverty line to encourage ridership and reduce household transportation costs. • Evaluate bus stops in areas with high female populations to ensure adequate amenities to facilitate female ridership. • Coordinate with the city of Springfield to ensure areas in EmX Gateway Corridor meet housing needs of people aged 25-54 to match EmX Gateway line’s capacity for likely riders. • Accessibility and Connectivity • Coordinate with the city of Springfield to prioritize bike facility locations around Gateway Corridor stations to improve accessibility and connectivity • Re-evaluate viability of poorly connected and accessible EmX Gateway line stations where no active transportation facilities exist. • Further evaluate travel behavior of users to identify frequented destinations to prioritize station and station service area improvements. • Build upon success at Springfield Station and increase ridership by focusing resources to further enhance pedestrian experience and make surrounding facilities more accessible. • Land Use Mix • Coordinate with the city of Springfield to increase intensity of uses and mix of uses in station service areas. • Focus on up-zoning areas where current information shows ridership potential based on existing land use mix and accessibility and connectivity attributes. 55 FIG NUM. 27 Sacred Heart station quarter- and half-mile pedestrian catchment areas 56 FIG NUM. 28 Q Street and Centennial Station Walksheds 57 Stations and Stops 58 Bus Stops as Community Gateways The Class: Design Thinking; College of Design Faculty: Daisy O’lice Williams WHY DID LTD ENGAGE THIS CLASS? As expressed by the American Public Transportation Association (2017), “Bus stops are the front door to American public transit systems: they are where half of transit riders wait for service, they are a visual representation of transit service in every region in the country, and they can and do serve all transit riders. Great bus stops are comfortable places to wait, surrounded by safe and accessible walking conditions – and they are important drivers of bus ridership and customer satisfaction. Great bus stops result from collaboration; careful design and placement; and continuous funding, maintenance, and improvement.” Research shows that better stops (and the walk to/ from stops) can encourage ridership and improve the transit experience. LTD engaged this design class to explore possible approaches and considerations for creating great bus stops. FIG NUM. 29 Proposed LCC station design by Crystal Voogd 59 FIG NUM. 30 Proposed LCC station structures by Crystal Voogd FIG NUM. 31 Proposed Commerce station design by Zhongyang Huang PROJECT SUMMARY In this course, students were given the charge of reimagining two bus stops that have different conditions and characteristics -- Lane Community College (LCC) and Commerce Station. Students began by conducting site assessments and reviewing program requirements – consideration was given to the stop purpose, existing stop amenities, transit rider demographics, LTD’s design criteria for safety and accessibility, on-going maintenance needs, and the surrounding built and natural environment. Students then conducted transit stop case studies and ultimately developed design concepts as drawings, 3D models, and visualizations. Each design concept emphasized increasing user interaction and sustainability. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES Two common observations occurred at both sites: 1) the existing shelters provide protection from rain and heat but minimal protection from prevailing winds; and 2) both stations offer rider amenities such as lighting, waste disposal, benches and bus route and schedule infographics. Observations specific to the LCC Transit station included: • LCC Station primarily caters to students and college employees; ridership peak hours are influenced by the school’s class schedule 60 FIG NUM. 32 Proposed LCC station design by EJ Del Rosario • The station receives buses at 30-minute intervals, which result in longer possible wait time than at Commerce • The station is served by routes that connect LCC to University of Oregon and downtown Eugene and Springfield • The station sits on campus between the main entrance and large parking lots • Challenges include a lack of cohesion with campus aesthetic; constrained passenger flow during boarding and alighting; and underutilized space • Observations specific to the LCC Transit station included: • Commerce Station caters to a wide variety of transit users, many of whom were observed using transit to access the adjacent major retailers • There are several fixed-route and EmX stops in the general area that operate at more frequent intervals than LCC; peak ridership hours varied but were often influenced by the operating hours of the surrounding businesses • West 11th Avenue is a major arterial with lots of traffic, adjacent commercial activity, and large parking lots • Challenges at this site include insufficient seating, particularly for those that are carrying shopping bags and/or traveling with children; traffic noise 61 FIG NUM. 33 Proposed Commerce station structures by Alice Li MENU OF RECOMMENDATIONS • LCC Station • Sustainability Features: incorporate a green roof and capture run-off to support landscaping around station; use passive design for heating/ cooling; add native plants • Safety Features: ensure lighting provides good coverage for the station • Convenience Amenities: add electrical outlets and standing height counters as work spaces • Comfort Amenities: building seating plates with varied and adjustable seating heights; route green roof run-off flow to create a waterfall • Aesthetic Design: reflect the surrounding natural environment into the design and choice of materials; improve cohesion with campus by mimicking the physical aesthetic of campus buildings • Commerce Station • Sustainability Features: integrate green roofs and/or solar panels • Safety Features: maintain clear sight lines to traveling vehicles • Convenience Amenities: add electrical outlets, vending machine, small storage spaces, and/or a water fountain • Comfort Amenities: add overhead heating; provide sufficient seating; provide shelter from variable climate through a more enclosed design • Aesthetic Design: stand out from the road and adjacent shopping center with unique design, or develop a landmark station 62 Reimagining Eugene Station The Class: Landscape Architecture Design Studio; College of Design Faculty: Cory Parker WHY DID LTD ENGAGE THIS CLASS? Eugene Station was built in the 1990s on a central block in downtown Eugene. Though the station has served the community effectively so far, the mobility landscape is changing; current use of bike share, ride-share, and electric scooters underscore the community’s desire for a varied transit system. In addition, climate change threatens to affect all aspects of human society. For these reasons, LTD is looking for innovative designs that would facilitate a multimodal transit system and a design that will be resilient to a changing climate. LTD engaged this class to re-imagine Eugene Station in 2040. Three focal questions guided this work: How do people inhabit the landscape interactively and dynamically? How could Eugene Station facilitate connections to the larger network of movement? How could Eugene Station infrastructure become more inclusive and sustainable? PROJECT SUMMARY This Landscape Architecture design studio explored how to prepare Eugene Station for future needs and addressed how the station connects to its downtown location. Investigative designs centered on emerging trends in autonomous vehicles, ride sharing, densification, micromobility, pedestrian flow, and climate change. Students used text research qualitative data collection and random station user interviews to inform their concept designs, maps, and ultimately, final proposals. Student approach their design by considering several scales: • Downtown Eugene Station: Students redesigned the current downtown Eugene Station, incorporating the speculative complexities Eugene will be facing in the year 2040. At this scale, designs provided detailed analyses of how the station space will interplay with the rise of automated vehicles, micromobility, urban densification, increased usership of public space, and climate change. Most students used this scale to design for station safety and inclusivity. FIG NUM. 34 Proposed base plan by Rae Matthews 63 • Nine-Block Radius around Eugene Station: Students integrated their designs with the larger city fabric and designed for connectivity. Increased attention to city space added complexity and influenced how Eugene Station’s design will serve the larger downtown area. At this scale, students focused on how pedestrians and micromobility users will enter and exit the Eugene Station as well as barriers to connectivity. • Eugene City Boundary: Students explored how the transit system connects the City of Eugene through Eugene Station. Each student rode and documented various routes through the City of Eugene to gain a more nuanced understanding of how and who uses transit and improvement potential. Students used their research to inform how designs can improve use for casual and dedicated LTD riders. At this scale, students designed transit efficiencies, ecological connectivity, and transfers for transit users through Eugene Station. KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES • Pedestrians: heavy use of crosswalks although less adherence to crosswalks in the afternoon and evening; station buildings create pedestrian bottlenecks, particularly in the morning peak; lower volumes of pedestrian on Willamette Street than other walkways and sidewalks. • Bicyclists: bicyclists did not interact significantly with the station itself but used Olive Street as a major thoroughfare in the mornings. • Mobility Devices: Students found mobility device users to be most present in the afternoon with much fewer in the morning. In the evening, mobility device users were observed near the Eugene Library, using the east crosswalk across Olive Street, but few within the station block itself. • Car Drop-off/Pick-up: student observed very few individuals getting in or out of vehicles near the station. The observations were limited to the evening and were located at Olive Street and 10th Avenue. If people were getting dropped-off/picked-up by a vehicle to/from the station it occurred outside the station area. FIG NUM. 35 Eugene Station perspective by Eyrie Horton FIG NUM. 36 Eugene Station perspective by Eyrie Horton 64 FIG NUM. 37 Eugene roof view movement patterns by Eyrie Horton • Transit Ons/Offs: Students observed consistent high volume use of the EmX stations and Bay R (Route 66 – VCR/Coburg). • Walking/Sitting/Standing: Students observed the majority of individuals actively walking. Of those standing, most waited under the covered walkway. And, of those that preferred to sit, most were inside the customer service building. • User Feedback: Fifty-two individuals agreed to be interviewed -- the majority were between the ages of 26 and 64, were employed, used the station 2 to 7 days per week, and spent an average of 30 minutes per day at the station. The majority of those interviewed liked the station, although those interviewed in the evening has less favorable opinions. The majority reported feeling safe at the station noting lighting and security guards as contributing factors. The most universally desired improvements were increased amenities, such as Wi-Fi, stores, coffee shops, improved bathrooms, and post office boxes, followed by warmer shelter spaces for waiting and/ or longer hours to access the customer service building (interviews were in January). MENU OF RECOMMENDATIONS • Make Pedestrian Connections: By 2040, Eugene’s population will increase and the city center will densify. More people in the city of Eugene will lead to higher use of the transit system, particularly at Eugene Station, a rise of micromobility use, and decline of personal vehicles. To safely incorporate expected user increases at Eugene Station, crosswalks and connection points to the station should be prioritized. • Make Transit-Micromobility Connections: Micromobility users will increase by 2040 in the form of bikes, scooters, 65 FIG NUM. 38 Proposed Eugene Station base map by Eyrie Horton and skateboards (electric and manual). This creates efficiencies for the transit system as less-used bus routes could be replaced by these modes. But, an increase in micromobility use necessitates infrastructure to connect these modes to the greater city fabric, including redesigned streets, protected lanes, and expanded sidewalks. • Restrict Personal Cars: Micromobility increases in and around Eugene Station prompt concerns over how these modes interact with larger vehicles. Reducing existing non-essential traffic lanes and parking for personal vehicles could help create a safer and better connected station. Some space currently dedicated to personal vehicle use could be used for micromobility, pedestrian use, and automated vehicle drop-off zones. Incorporate traffic-calming measures such as narrower streets and gentler curves. A multimodal station will likely take up a larger footprint than the existing station. • Dedicate Space for Public Interaction: As Eugene grow denser and micromobility use grows, more public space for the various modes is needed. Expanding public space is vital for encouraging growth. Design more mixed-use space with an emphasis on public safety and inclusivity. Densification could also result in the loss of open space downtown and create a greater need for gathering spaces. Design plaza and social spaces for better social connections. 66 • Respond to Climate Change: The effects of climate change on Eugene are speculated to be dramatic. Students concluded that public spaces need trees and vegetation to reduce the heat island effect and to help sequester carbon. Incorporate stormwater management such as swales, green roofs, and rain gardens to capture, store, and direct water. • Providing Areas of Safety and Comfort: In anticipation of more dramatic climate events, it is essential to provide areas of safety and comfort. Add elements that provide shelter from the environment to ensure protection from heat, cold, rain, snow, and wind. Incorporate lighting throughout the site, which could include passive designs that make use of natural light. eugene station currently lacks excitement. it is dated and the site is not cohesive with its surroundings. there is little space for future mobility. there is little green space. the problem the current buildings will be replaced with a single structure that sits central on the site. additional restrooms, loos, have been placed conveniently for community members. allall structures have been covered with green roofs including the bus stop covers. stormwater gardens throughout the site provide green space and are cohesive with the design of the springfield station. rideshare zones have been added on all four sides of the site to provide ease in pick-up and drop-off. laneslanes have been separated. a single car lane will make driving personal cars undesirable. rideshare will increase. bikes and other small wheel mobility can safely travel two ways and have been given on-lane lock-up zones. buses will increase in frequency. the solution perspective 1 perspective 2 section B kennedy rauh la 539//winter 2020 section C section A plan e n l i v e n e u g e n e s t a t i o n 1”=30’ 1”= 10’ 0 5 10 0 5 10 20 30 50 100 FIG NUM. 39 Proposed Eugene Station base plan by Abby Pierce 67 Transit-Oriented Development 68 LCC Building Downtown The Class: Architecture Design Studio, College of Design Faculty: Virginia Cartwright WHY DID LTD ENGAGE THIS CLASS? LTD’s Eugene Station sits in the center of downtown Eugene and is the largest transit hub within the transit system. The station is a major activity center within an area of Eugene that has seen renewal and economic development. LTD, the city of Eugene, and local businesses and organizations all have an interest in fostering an active, safe, productive, and sustainable downtown. Changing the urban form is one way to achieve these goals. Lane County Community College (LCC) owns an underutilized building across the street from Eugene Station on Willamette Street – this building presents an opportunity for redevelopment. LTD, in partnership with city of Eugene economic development staff, engaged this architecture studio to reimagine what the space could look like in the future. PROJECT SUMMARY The class toured the building, completed a neighborhood site assessment, and discussed with Eugene and LTD staff desired outcomes for a mix of active uses and workforce housing on the site. The building’s prominent Willamette Street location has the opportunity to enhance LTD’s Eugene Station environment and activate this area of downtown Eugene. An Enoteca concept emerged -- Italian for a local and regional agricultural library. Eugene’s Enoteca could be a place where people learn about and experience the bounty of the southern Willamette Valley’s wine and food region. Students also programmed a public gathering space and used their creativity to incorporate any other uses they believed would enhance the area’s lifestyle and needs. Student applied the American Institute of Architects’ Committee on the Environment (AIA COTE) ten sustainability measures to their designs. FIG NUM. 40 Student site visit 69 FIG NUM. 41 Design by Emma Davis 70 FIG NUM. 42 Design by Alex Tapia 71 KEY OBSERVATIONS, OPPORTUNITIES, AND CHALLENGES Willamette Street: Willamette Street has historically been and is currently oriented as a “Main Street.” It contains wide lanes for cars and bikes, wide sidewalks, space for parked cars, and easy access to transit. There are opportunities to leverage these elements by creating a more open and welcome building façade on Willamette Street. Neighborhood History & Architectural Context: By the turn of the century, the architectural trends in downtown Eugene had moved away from ornate buildings and were replaced with buildings with simple facades and similar scale and volume. The existing facade of the LCC building is consistent with this trend. However, unlike the taller buildings that started to appear in downtown Eugene, buildings along Willamette Street remained smaller in scale and many were built with brick, unlike the timber-framed buildings in other part of downtown. This makes Willamette Street a place where architectural creativity could fit in. Changes in Transportation: Students reviewed how transportation and transit have evolved and changed in downtown Eugene and the goals and strategies for the future. The class explored how the urban form could be an opportunity to complement a desire for sustainable transportation that offers greater transportation choice, efficiency, and usefulness. Climate & Climate Change: In order for students to explore design solutions that are resilient, it was important to understand the climate and natural seasonal processes, as they play out in the urban context of downtown. In addition to analyzing historical patterns students considered how patterns may change as a result of climate change and the impacts of local, regional, national, and global policy interventions. Their work considered the possible future challenges of changing temperatures (hotter and colder), and how that influences precipitation (snow or rain), and the frequencies and intensities of drought and wildfires. MENU OF RECOMMENDATIONS Students saw this project as an opportunity to incorporate sustainability performance standards and design practices. The recommendations, as expressed in architecture design include: • Design Integration: incorporate buildings into existing built and natural environments; • Design for Community: contribute to community wellness by improving walkability, human-scaled design, and other aspects to address equity; • Design for Ecology: reduce emissions by fostering sustainable transportation modes into design; design to benefit natural ecosystems and habitat; • Design for Water: apply water conservation methods like rainwater harvesting, natural water filtration, and greywater reuse systems; • Design for Economy: create economically sustainable space by incorporating spaces that can be repurposed/are adaptable; • Design for Energy: maximize energy efficiency, including elements like passive heating, operable windows, and using local materials; • Design for Wellness: promote resident/user wellness including operable windows, access to green space, natural light, protection from inclement weather (rain, cold, heat), and space for activity/relaxation; • Design for Resources: use sustainable resources like cross laminated timber, hemp-crete, and cork materials -- all are recyclable while structurally sound; • Design for Change: design space that can be adapted, such as for use during emergency situations to provide shelter, food distribution, and spaces for emergency logistics planning; and • Design for Discovery: design with an eye to continual learning, such as surveying occupants after building is completed and occupied to learn their opinions about the space. 72 DESIGN FOR: CONNECTING COMMUNITY DESIGN FOR ECOSYSTEM DESIGN FOR ENGAGEMENT DESIGN FOR SUSTAINABILITY QUESTIONS ASKED: ECOSYSTEM 1. How is local fl ora and fauna incorporated into the design? 2. In what way does the design aim to be self suffi cient in energy production? 3. How is the reuse of rainwater implemented into the design process? 4. How will the design impact future societal needs? 5. How does the design promote occupant health and indoor environmental qualtity? 6. How might the design change by 2030 and how would it handle these changes? 7. In what ways have previous project affected the design process? 8. In what way does the design contribute to the promotion of occupant health and how are savings achieved? 9. What materials were used and why? 10. What design strategies are implemented to reduce the need for non-renewable energy resources? 1. ECOLOGY 2. ENERGY 3. WATER 4. COMMUNITY 5. CHANGE 6. WELLNESS 7. DISCOVERY 8. ECONOMY 9. RESOURCE 10. INTEGRATION 1/64“ = 1‘ - 0“SITEPLAN roman numbers indicate number of fl oors ENGAGEMENT SUSTAINABILITY Revitalization of urban space, connecting community, and innovative sustainable planning. Located in Eugene, Oregon the design of two buildings is meant as an experiment to activate the city's down- town area. Located west of Willamette and north of 11th Street is Eugene Central station which is frequented by approximately 8.000 commuters per day. This frequentation raises the potential of urban revitalization of the site as well as making it more suitable for the future needs of the growing tech-sector in theWillamette Valley known as the Silicon Shire. The project imagines a place in an urban setting that is capable of reacting to a rise of the already established tech industry of willamette valley by providing spaces for young entrepeneurs, start-ups and other local busines- ses. In addition to this a market provides a variety of locally sourced produce as well as a Wine library that pro- motes the regional culture and history of wine making. This concept of three uses is designed to further engage the community aspect as well as create a cycle where each use benefi ts from the other on an ecological and economical level. By placing spaces for offi ces, a market and an enoteca on site that are connected by a plaza, the design aims to create a space that is occupied for the majority of the day. This project imagines a place in which diverse groups of people like to inhabit, enjoy spending time in, as well as feel a sense of ownership, responsibility in keeping it that