Washington County ~ IG223001 ~ Intergovernmental Agreement Betweeen Washington County And The City Of Tigard For Countywide Transit Study Funding Contribution DocuSign Envelope ID:20035BA0-ACFB-4953-8348-8F9AC8E651DO
21-1995
INTERGOVERNMENTAL AGREEMENT
BETWEEN WASHINGTON COUNTY AND THE CITY OF TIGARD FOR COUNTYWIDE
TRANSIT STUDY FUNDING CONTRIBUTION
THIS INTERGOVERNMENTAL AGREEMENT is entered into between Washington County, a
political subdivision of the State of Oregon, acting by and through its elected officials,
hereinafter referred to as "COUNTY"; and the City of Tigard,a municipal corporation,
hereinafter referred to as "CITY."
RECITALS
1. WHEREAS, ORS 190.010 authorizes agencies to enter into an intergovernmental agreement
for the performance of any or all functions and activities that a party to the agreement has
the authority to perform; and
2. WHEREAS, on June 1, 2021 the Washington County Board of Commissioners (Board)
approved the Long Range Planning Work Program identifying the Countywide Transit
Concept, hereinafter referred to as "COUNTYWIDE PROJECT" as a top priority; and
3. WHEREAS,the Washington County Transit Development Plan (TDP), adopted February 2021
by the Board, identifies and prioritizes near-term public transportation investments for
areas outside of the TriMet and SMART transit districts, and first and last leg connections to
services within these districts; and
4. WHEREAS, CITY and COUNTY acknowledge TriMet's adopted Westside and Southwest
service enhancement plans (SEP) provide a vision for future transit services in Washington
County and that the SEP are in need of updating to better reflect service needs and
priorities for the next ten to twenty years of growth in Washington County; and
5. WHEREAS,the purpose of the COUNTYWIDE PROJECT is to establish a collective position on
transit priorities for the continued growth, safety and welfare of the community including
opportunities to increase transit ridership to meet potential demand identified in the
Washington County Transportation Futures Study, support continued growth envisioned in
land use plans, and identify potential funding strategies; and
6. WHEREAS,the CITY and COUNTY acknowledge additional analysis will help identify near and
long-term priorities to improve transit ridership and desire to cooperate in the
COUNTYWIDE PROJECT and combine the CITY'S funding contribution, into a single project
fund leveraging collective resources; and
7. WHEREAS, it is the mutual desire of the COUNTY and CITY to enter into this
Intergovernmental Agreement to cooperate in the COUNTYWIDE PROJECT and to allocate
responsibilities as detailed below.
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AGREEMENT
NOW THEREFORE,the premise being in general as stated in the foregoing recitals, and in
consideration of the terms, conditions and covenants as set forth below,the parties hereto
agree as follows:
1. OBJECTIVES
COUNTY will use the following set of objectives to direct development of the Transit
Study:
1.1. Support planned growth and development in Washington County with a
bold transit vision that encourages long-term ridership growth.
1.2. Use an equity framework with special focus on inclusion of historically
excluded communities.
1.3. Engage and empower our communities in setting the priorities for transit
delivery.
1.4. Determine where and how transit investments can deliver the greatest
degree of seamless, integrated, affordable, safe and accessible mobility
possible for all populations.
1.5. Incorporate other transit-related efforts underway(MAX Red Line
Extension,the Westside Multimodal Corridor Study, and the TV Highway
Transit and Development Project) in Washington County and within the
region.
1.6. Identify partnership opportunities to further extend transit service and
infrastructure.
1.7. Develop measures of effectiveness to evaluate transit investments and to
track progress.
2. COUNTY OBLIGATIONS
2.1 COUNTY shall perform, or cause to be performed, all actions necessary for the
implementation of the COUNTYWIDE PROJECT as described in Attachment A,
including project management, project scope refinement, consultant procurement,
public engagement, and contract administration. COUNTY shall coordinate with the
CITY on the scope of work for the COUNTYWIDE PROJECT, and if after contract
negotiations the COUNTY and CITY determine the final scope of work differs
substantially from that in Attachment A,the COUNTY shall obtain CITY approval for
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the revised scope of work as set forth in paragraph 5.4. COUNTY shall advertise for,
award and administer the consultant contract for the COUNTYWIDE PROJECT.
2.2 COUNTY shall perform all actions regarding compensation as set forth in Article 4—
Compensation.
3. CITY OBLIGATIONS
3.1 CITY shall perform all actions regarding compensation asset forth in Article 4—
Compensation.
3.2 CITY shall, upon execution of this Agreement, designate a staff person(s)to be its
authorized project representative to coordinate on all work contained in this
Agreement with the COUNTY.
3.3 CITY shall coordinate and support public engagement including seeking input from
elected officials.
4. COMPENSATION
4.1 The COUNTYWIDE PROJECT estimated budget, as described in Attachment A, is
$340,000.00.
4.2 CITY shall pay the COUNTY$10,000.00 as its share of the COUNTYWIDE PROJECT
within thirty(30)days of execution of the agreement.
4.3 CITY shall under no circumstances transfer more than $10,000.00 to the COUNTY for
the COUNTYWIDE PROJECT unless otherwise agreed to in a written amendment to
this Agreement.
4.4 COUNTY, which is receiving contributions from the following partners,will be
responsible for any COUNTYWIDE PROJECT costs beyond the contribution from the
CITY.
AgencyAnticipated Funding Contributions
Washington County $150,000
City of Beaverton $100,000
City of Hillsboro $75,000
City of Tigard $10,000
City of Tualatin $5,000
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5. GENERAL TERMS AND CONDITIONS
5.1 LAWS OF OREGON
The parties shall comply with all applicable laws and regulations regarding
the handling and expenditure of public funds.This Agreement shall be
construed and enforced in accordance with the laws of the State of Oregon.
All applicable provisions required by ORS Chapter 279A and 2796 to be
included in public contracts are incorporated and made a part of this
Agreement as if fully set forth herein.
5.2 DEFAULT
Time is of essence in the performance of the Agreement. Either party shall be
deemed to be in default if it fails to comply with any provisions of this
Agreement.The non-defaulting party shall provide the other party with
written notice of default and allow thirty(30) days within which to cure the
defect.
5.3 INDEMNIFICATION
This Agreement is for the benefit of the parties only. Each party agrees to
indemnify and hold harmless the other party, and its officers, employees,
and agents, from and against all claims, demands and causes of actions and
suits of any kind or nature for personal injury, death or damage to property
on account of or arising out of services performed,the omissions of services
or in any way resulting from the negligent or wrongful acts or omissions of
the indemnifying party and its officers, employees and agents.To the extent
applicable,the above indemnification is subject to and shall not exceed the
limits of liability of the Oregon Tort Claims Act (ORS 30.260 through 30.300).
In addition,each party shall be solely responsible for any contract claims,
delay damages or similar items arising from or caused by the action or
inaction of the party under this Agreement.
5.4 MODIFICATION OF AGREEMENT
No waiver, consent, modification or change of terms of this Agreement shall
be binding unless in writing and signed by both parties. Notwithstanding the
forgoing,the parties may mutually agree to amend the scope of work in
Attachment A without a written amendment, the consent of the parties
governing bodies or contract approval authority.
5.5 DISPUTE RESOLUTION
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The parties shall attempt to informally resolve any dispute concerning any
party's performance or decisions under this Agreement, or regarding the
terms, conditions or meaning of this Agreement.A neutral third party may be
used if the parties agree to facilitate these negotiations. In the event of an
impasse in the resolution of any dispute,the issue shall be submitted to the
governing bodies of both parties for a recommendation or resolution.
5.6 REMEDIES
Subject to the provisions in paragraph 5.5, any party may institute legal
action to cure, correct or remedy any default, to enforce any covenant or
agreement herein,or to enjoin any threatened or attempted violation of this
Agreement.All legal actions shall be initiated in Washington County Circuit
Court.The parties, by signature of their authorized representatives below,
consent to the personal jurisdiction of that court.
5.7 EXCUSED PERFORMANCE
In addition to the specific provisions of this Agreement, performance by any
party shall not be in default where delays or default is due to war,
insurrection, strikes,walkouts, riots,floods, drought, earthquakes, fires,
casualties,acts of God,governmental restrictions imposed or mandated by
governmental entities other than the parties, enactment of conflicting state
or federal laws or regulations, new or supplementary environmental
regulation, litigation or similar bases for excused performance that are not
within the reasonable control to the party to be excused.
5.8 SEVERABILITY
If any one or more of the provisions contained in this Agreement is invalid,
illegal or unenforceable in any respect, the validity, legality and enforceability
of the remaining provisions of the Agreement will not be affected or
impaired in any way.
5.9 INTEGRATION
This Agreement is the entire agreement of the parties on its subject and
supersedes any prior discussions or agreements regarding the same subject.
5.10 TERMS OF AGREEMENT
The term of this Agreement shall be from the date of execution until the completion
of the COUNTYWIDE PROJECT, but not to exceed two (2)years.
5.11 TERMINATION
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Except for breach, this Agreement may be canceled or terminated only upon mutual
consent. If the cancelation or termination is initiated by the CITY and COUNTY
consents to the cancelation or termination, CITY will not be entitled to return of any
of its contribution as set forth in paragraph 4.2 or as adjusted as allowed in
paragraph 4.3.Should the COUNTYWIDE PROJECT be canceled or terminated by
initiation of the COUNTY and the CITY consents, or for any reason beyond the
control of the parties,the parties shall in good faith agree to such reasonable
provisions for winding up the COUNTYWIDE PROJECT and paying for costs incurred
or reimbursing costs as are necessary.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have set their hands as of the day and
year hereinafter written.
WASHINGTON COUNTY, OREGON
A:DoeuSigned 6y:
W iiWAA
801C=2808UES...
CHAIR, BOARD OF COUNTY COMMISSIONERS
DATE: 12/14/2021 1 16:04 PST
RECORDING SECRETARY
APPROVED AS TO FORM:
COUNTY COUNSEL
CITY OF TIGARD, OREGON
CITY MANAGER
DATE: ; a
ATTEST:
r, C
CITY RECORDER
APPROVED AS TO FORM:
CITY ATTORNEY
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Attachment A
WASHINGTON COUNTY TRANSIT STUDY
SCOPE OF WORK
BACKGROUND
Transit plays a critical role in the effectiveness of our overall transportation system.Transit is also essential
for economic development and community livability.Transit service must expand to meet Washington
County's goal to increase the share of trips made by transit and accommodate the significant population and
employment growth expected in the next 20 years.The Washington County Transportation Futures Study
projected transit demand to triple over the next 20-30 years. Building on the successes of prior planning
efforts—including the Transportation Futures Study,Washington County's Transit Development Plan,
Washington County's Travel Options Assessment and First and Last Mile Strategy,SMART's Transit Master
Plan and TriMet's Service Enhancement Plans—the Washington County Transit Study will develop a
comprehensive plan for the type of transit system to meet Washington County's transit needs and goals
through 2040.The study will be conducted in partnership with TriMet and the cities in Washington County.
This study is funded by the County and the cities of Beaverton, Hillsboro,Tigard, and Tualatin.
Several factors highlight the importance of developing a county-wide position on transit at this time.These
include the need to:
• Have a collective position on transit priorities as funding and service enhancement opportunities
become available.
• Identify the costs and benefits to improve transit speed and reliability in areas of increasing
congestion on arterials and study new service models,such as premium express service and related
transit priority investments,such as bus on shoulder operations.
• Support the region's Climate Smart Strategy and local climate action plans to integrate reducing
greenhouse gas emissions with ongoing efforts to create the future we want for our region.
• Coordinate and plan for shuttle services to grow niche markets.The county's existing shuttle
services are widely popular and rely on Statewide Transportation Improvement Fund (STIF) revenue
approved by TriMet's HB2017 Transit Advisory Committee. Explore new service delivery models as
well as consider other priority shuttle for first and last leg service to underserved areas in
Washington County.
• Inform transit-supportive programs and land use policy,TSPs,Regional Transit Strategy and System
Expansion Policies,and transit provider plans including TriMet's Service Enhancement Plans.
STUDY OBJECTIVES
The Study will establish a collective vision with our city partners on transit priorities to support the
continued growth envisioned by our communities and help position the County and cities to leverage
partnerships with regional transit agencies to enhance the existing transit system.This will include
developing short-and long-term policies, programs,and projects to improve transit service.The following
set of objectives will guide the development of the Transit Study:
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Aiidchrneni A
1. Support planned growth and development in Washington County with a bold transit vision that
encourages long-term ridership growth by making transit a viable travel option for all people living,
working and visiting Washington County.
2. Use an equity framework with special focus on inclusion of historically excluded communities.
3. Engage and empower our communities in setting the priorities for transit service and capital
investments.
4. Determine where and how transit investments can deliver the greatest degree of seamless,
integrated,affordable,safe and accessible mobility possible for all populations.
5. Incorporate other transit-related efforts underway(MAX Red Line Extension,the Westside Multimodal
Corridor Study, and the TV Highway Transit and Development Project) in Washington County and
within the region.
6. Identify partnership opportunities to further extend transit service and infrastructure.
7. Develop measures of effectiveness to evaluate transit investments and to track progress.
PROJECT APPROACH
The Study will comprise three major elements. Each of these elements inform and are informed by the
overall process.
Policy Element:Explore different strategies to support transit including development standards to improve
access and use of transit.The results will identify potential land use and transportation policies for
consideration at the city and county levels.
Service Element:Explore existing and future market conditions that influence transit performance in
Washington County.The results will inform TriMet's service enhancement plan updates and priorities in the
County's Transit Development Plan update,as well as potential last mile shuttle priorities.
Capital Element:Identify strategies to improve access to and efficient and reliable delivery of transit service
in Washington County.The capital element will be closely coordinated with Metro's Regional Enhanced
Transit Concepts,Washington County's Major Streets Transportation Improvement Program and MAX
Redline Extension and will draw from other recent plans (e.g., First and Last Mile Strategies).The results will
inform requests for access to regional ETC funding,other competitive funding opportunities and local capital
improvement programs.
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Attachment A
ENGAGEMENT AND DECISION-MAKING
The planning process will use a community-centered framework consistent with other ongoing planning
efforts,with a special equity focus on inclusion of historically excluded communities.A comprehensive
public engagement strategy will provide meaningful input on transit priorities from a range of stakeholders
including transit users and non-transit users. Community engagement will take the form of online and rider
surveys,forums and focused workshops.Washington County will leverage other planning activities and look
to partner with community-and employer-based organizations to engage members.There will be multiple
community engagement opportunities during the study.
The following graphic and table illustrates the anticipated community conversation and decision-making
process.The community conversation will inform technical discussions amongst agency staff,as well as
elected/appointed decision-makers at the WCCC,Transit Advisory Committee,City Councils, Board of
Commissioners and Transit Boards.
Decision-making Structure
Board f
Commissioners
CouncilsCity
washingtGn county
Cooftlirnating
■
1
Technical
I
Work . .
' —► Groups • .
ProjectTeam
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Attachment A
Tablel. Decision-making matrix
Community Transit and non-transit riders alike ■ Engage at key milestones via online and rider
including residents,workers,students, surveys,forums and focused workshops
major employers and institutions,and ■ Share lived experiences to help identify needs
others(e.g.community-based ■ Advocate for transit priorities
organizations,school districts,Portland
Community College,chambers of
commerce,downtown associations)
Project Washington County LUT staff ■ Contract management
Management ■ Project oversight including scope,schedule,
and budget
Project Steering Staff from Cities of Beaverton, Hillsboro, ■ Consultant selection
Team Tigard and Tualatin ■ Advise on scope,schedule,and budget
Technical Work Staff from cities,agencies,transit ■ Provide technical review and input to draft
Groups providers and County departments products at key decision points
whose services may be impacted by ■ Acts as liaison to related
study outcomes jurisdictions/agencies
WashingtoA Staff and Elected Officials from ■ Advise at key decision points
County Washington County and the cities of ■ Partnership opportunities to further extend
CoordinatingWashington County transit service and infrastructure,and
Committee potential county and city-led transit initiatives
Transit Advisol, ■ Board of Commissioners ■ Advise at key decision points
Committee ■ Cities of Banks,Gaston and North ■ Ensure continuity through the study process
Plains with the next update of the Transit
■ Washington County Department of Development Plan for STIF funding.
Health and Human Services Disability,
Aging and Veterans Services
■ Representatives that contribute to a
diversity of demographic,geographic
and transit-related perspectives
■ Staff anticipates a subcommittee may
be needed to include additional city
representation to prioritize additional
shuttle services for STIF.
Board of County Washington County and the cities of ■ Advise at key decision points
Commissioners Washington County ■ Acknowledge the final Transit Study report
and City Councils ■ Take action to update Comprehensive Plans
■ Provide recommendations to transit providers
ide4 Staff and Elected Officials/Boards from ■ Participate in technical work groups
Ride Connection,SMART,TriMet and ■ Engage at key milestones
adjacent county transit providers ■ Acknowledge the final Transit Study report
■ Incorporate findings and recommendations
into service enhancement plans and other
investment decisions
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Attachment A
CONSULTANT TASKS AND DELIVERABLES
Task 1 Existing and Future Transit Market
The first step in developing transit service recommendations is to fully understand the market that currently
exists and how it may change overtime. In particular, land use patterns, population and employment
density, and projected travel patterns will play a crucial role in assessing transit's potential in Washington
County.The result of this analysis will be recommended transit service modifications aimed at improving
schedule reliability,expanding service coverage, improving service to major generators, providing more
direct linkages between communities,eliminating service where no longer necessary,and reducing
inconvenience to passengers by improving scheduled connections and/or providing more direct services
where many transfers are now required.
1.1 Existing Transit Service and Market Conditions: Building from recent planning projects this task
involves updating demographic data,transit and land use maps, route performance data,and other
market research to provide:
a. an understanding of key demographic data that influences transit performance;
b. an overview of the current bus network structure,services provided in terms of miles and hours,
and services consumed (i.e. ridership);
c. an assessment of transit service availability, connectivity, and competitiveness in terms of service
area coverage,frequency of service by day-of-week and time period, proximity of bus routes to and
directness of service between major activity centers and residential neighborhoods, and
comparison of bus versus automobile travel times;
d. an assessment of physical barriers to accessing transit;
e. an appraisal of route performance as measured by efficiency,effectiveness,and reliability;
f. an estimate of how improved transit services will affect social equity throughout the county;and
g. public opinion regarding transit service in Washington County.
To assist the Consultant in evaluating existing transit market conditions Washington County will share
recently compiled maps depicting demographic conditions prepared for the Transit Development Plan,
Travel Options Assessment and First and Last Mile Strategy.
The Consultant will evaluate the performance of the existing route network to ensure that current
operations are being used effectively. Consideration will be given to pre-pandemic and post-pandemic
conditions. Before the pandemic caused massive reductions in ridership,some transit services in
Washington County were experiencing growing demand.Other routes and time periods were
underperforming. Efficient and productive services find the middle ground between over-supply and
overcrowding.To achieve this balance,transit agencies can change the route,frequency of service,
when and how long a particular service is offered (the span of service),and the spacing between stops,
and jurisdictions like Washington County can change the level of priority given to transit,such as
through infrastructure improvements like bypass lanes or signal priority.
Washington County staff have also conducted recent online questionnaires directly related to transit
that will be summarized to articulate the major themes expressed by current transit riders and non-
riders.The Consultant will be provided this information along with additional analyses on a range of
topics including a review of near-term service improvement recommendations developed for
consideration as part ofTriMet's Statewide Transportation Improvement Fund service enhancement
priorities in 2018.
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Attachment A
1.2 Future Transit Market Conditions:This task will look at future conditions and identify ways to address
the challenges and opportunities of changing demographics, land use characteristics,and travel patterns
affecting transit performance. Demand estimates are critical to designing the future transit network and
predicting the viability of the system. Metro's regional travel demand model will be used to analyze the
potential passenger demand for multiple routing and financial scenarios (as limited by horizon years and
number of scenarios).
Origin and destination travel data will be used to generate flow maps.This information will be used by
the Consultant to compare the existing service structure to the pattern and volumes of future travel
demand and to optimize transit service delivery by identifying where route modifications might result in
more efficient operations.
A number of current and prior transit planning projects, including Southwest Corridor,MAX Red Line
Extension,the Westside Multimodal Corridor Study,and the TV Highway Transit and Development
Project represents significant consideration in Washington County's future transit market. Washington
County conducted future modelling scenarios for the Transportation Futures Study and found
substantial transit ridership growth potential.Subsequent modelling efforts conducted by Metro and
TriMet have explored express bus services.These will help define a transit network used in future
transportation forecasting scenarios.
Consultant Deliverables:
• Participate in a series of discussions with modeling staff in a review of the regional travel demand
model.
• Develop a technical memo appraisal of current and future market characteristics and route
performance in Washington County.The memo should make use of performance metrics
highlighting particular routes that might be very productive on average but might have an
unproductive segment or time of day. Conversely,some services are particularly busy, but only at
certain times.The memo should also include the following representative types of tables,figures,
and supporting narrative:
a. summary of service frequencies and operating characteristics of routes serving Washington
County;
b. destinations served by Washington County routes by service frequency during each time
period;and,
c. route performance assessment consistent with service guidelines.
• Respond to one round of comments from the PMTforthis technical memorandum and slide
presentation.
Task 2 Transit Policy and Performance Targets
A core concern of this task is to build the argument to the need to achieve certain outcomes through transit
service and capital investments.This task will establish clear goals and targets to drive improvements,so
that the process is about addressing known deficiencies or achieving a known and widely supported goal.
2.1 Review:This subtask will be comprised of two components:
a. An analysis of locally adopted transit-related policies;and
b. An analysis of transit supportive policies and targets employed by comparable jurisdictions
elsewhere in the North America.
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Attachment A
Consultant will conduct research and interviews to compare and contrast local transit-related policies
and targets with peer cities and counties.
2.2 Policy Recommendations:Based on the previous subtasks the Consultant will develop policy
statements to guide justifications and necessary conditions to inform service priorities and making
trade-offs in favor of transit.
2.3 Workshops:Washington County will convene up to three workshops with technical work group
members and practitioners to identify transit-supportive policies and provide input on the goals and
targets to guide the service and capital visions.
2.4 TAC,City Council and Board Discussions: Present findings and recommendations to the TAC,City
Councils and Board. Provide briefings to other boards and commissions as needed.Consultant will be
available for up to two presentations.Washington County will seek to build consensus around the
policy statements.The outcome of this task will guide the service and capital visions and include
suggest edits to transit supportive policies in Washington County's Comprehensive Plan.
Consultant Deliverables:
• Develop a technical memo with an appraisal of local transit-related policies and a comparison with
peer cities and counties. Memo will include policy recommendations.
• Prepare for and attend up to two TAC,City Council and/or Board discussions that layout findings
from previous tasks, identifying possible policies and offering meeting facilitation.
• Provide input into presentations,surveys, and other interactive materials.
• Respond to one round of comments from the PMT for this technical memorandum and slide
presentation.
Task 3 Service Element
This task assesses needs and opportunities for new service, modifications to existing services,and potential
reductions of service to better allocate scarce resources more effectively. Recognizing that a one-size-fits-all
approach to transit service may not meet every community's needs,the Consultant is expected to propose
transportation services of the right size,scale,and type in Washington County.
3.1 Service Needs and Opportunities:The Consultant will consider the existing and future transit market
conditions for identifying areas where transit service should be expanded,and where service is being
provided in low propensity areas which could be more cost-effective if served by alternative service
delivery methods. Potential opportunities include,but are not limited to the following:
a. Where and how improvements to transit service (coverage,frequency,span)will provide
better access to employment and housing,especially in new growth areas;
b. Improved connections between transit providers to reduce service fragmentation, including
improved transfers points between service providers, including opportunities for enhanced
mobility hubs;
c. First and last leg services such as shuttles, microtransit, micromobility, and transportation
network companies (Uber,Lyft,etc.)
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Attachment A
Route level recommendations will include details about current/proposed routing service frequency,
service directness,span of service,service area coverage,connectivity,and transit travel time. Findings
from this will be used by the Consultant, along with the results from all preceding tasks,in developing a
phased strategy for addressing Washington County's unmet transit needs.The Consultant's route-level
proposals will document the rationale supporting the recommendation (e.g.,system simplicity,
directness,convenience, reliability) along with performance metrics about the overall positive net
benefit for transit customers and use of resources (e.g.,cost implications,efficiencies realized,
anticipated productivity gains).
3.3 Develop Transit Service Vision:The Consultant will identify transit service(routes that should be
considered for upgrades/restructuring)and priority transit corridors that the County will reference in its
future discussions with TriMet and other service providers. Unmet transit needs will be addressed with
prioritized route-level recommendations matched to current and forecasted travel patterns, responsive
to a range of financial scenarios(stable funding and growing resources), and attune to different time
horizons (near-, mid-,and long-term). In formulating near-term route recommendations,the Consultant
will considerfirst and last leg service solutions and other small and relatively inexpensive improvements
that represent incremental steps toward the long-term transit service vision.Where the information is
available,the Consultant's recommendations will include details on how the proposals(at both the
system and route level)tie back to supporting route performance data, and community input.
3.4 Workshops:Washington County will convene up to three workshops with community stakeholders,
technical work group members,elected officials and practitioners to inform the development of draft
transit service vision to be shared with the community.The workshops will also ground participants in
the principles of good transit network planning with a transit planning 101 presentation.Consultant will
support with up to three presentations that layout findings from previous tasks, recommended transit
vision and meeting facilitation.
3.5 Community Conversation:Washington County will seek community input on the transit service vision.
Community engagement will take the form of online and rider surveys,forums and focused workshops.
Consultant will provide input into presentations,surveys,and other interactive materials.
3.6 TAC,City Council and Board Discussions:Present findings and recommendations to the TAC,City
Councils and Board. Provide briefings to other boards and commissions as needed. Consultant will be
available for up to two presentations.Washington County will seek to build consensus around the
transit vision.
Consultant Deliverables:
■ Develop a technical memo with a transit vision that includes route-level proposals,sketch maps showing
proposed route-level modifications and the rationale supporting the near-,mid-and long-term
recommendations(e.g.,system simplicity,directness,convenience,reliability)along with performance
metrics about the overall positive net benefit for transit customers and use of resources(e.g.,cost
implications, efficiencies realized,anticipated productivity gains) responsive to a range of potential
financial scenarios.
■ Prepare for and attend up to three workshops and two TAC and/or Board discussions that layout
findings from previous tasks,sharing recommended transit vision and offering meeting facilitation.
■ Provide input into presentations,surveys,and other interactive materials.
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Attachment A
■ Respond to one round of comments from the PMT for this technical memorandum and slide
presentation.
Task 4 Capital Element
4.1 Toolbox of Transit Priority and Transit Supportive Infrastructure:Consultant will review and
consolidate best practices for transit priority treatments implemented elsewhere into a toolbox to
guide capital improvements in priority corridors identified in the TMP. Consultant will capture
strategies such as the following:
• Enhanced transit strategies to reduce travel times and increase schedule reliability.
• Transit-supportive land use changes and demand management strategies;
• Safety and access (pedestrian/bicycle infrastructure and park&rides)
4.2 Data Collection:Washington County will collect relevant studies, reports and relevant data including
traffic(AADT, peak hour,turning movements),and transit GTFS data.
4.3 Identify Potential Improvements:Prepare a preliminary list of transit speed and reliability treatments
and other support infrastructure improvements for each of the transit priority corridors identified in
Task 3. Potential improvements will be informed by bus level of service, ridership,other traffic
volumes, location of bus stops, intersection geometry,turn movements counts/capacity,safety
considerations, pedestrian and bicycle impacts and road right of way. Planning-level cost estimate will
be developed for each potential improvement.
4.4 Evaluate Existing and Future Congestion/Delay Locations:Washington County will collect and
calculate approach delay and vehicle queues at intersections along corridors defined in the service
element for existing and future conditions. Consultant will use this information to assess opportunities
to improve transit operations along these corridors. Evaluation shall clearly articulated trade-offs(costs
and benefits, pros/cons, impacts,etc.)such as transit travel time savings, person throughput,person
delay,side-street queue length,and overall vehicle delay.
4.5 Workshops:Washington County will convene up to three workshops with technical work group
members and practitioners to inform the development of draft transit capital vision to be shared with
the community. Consultant will support with up to three presentations that layout findings from
previous tasks and meeting facilitation.
4.6 TAC,City Council and Board Discussions: Present findings and recommendations on the transit priority
corridors and potential improvements to the TAC,City Councils and Board. Provide briefings to other
stakeholders, boards and commissions as needed. Consultant will be available for up to two
presentations.Washington County will seek to build consensus around the transit vision
Consultant Deliverables:
■ Develop a technical memo with a transit capital vision that is responsive to a range of potential financial
scenarios and time horizons.
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■ Prepare for and attend up to three workshops that layout findings from previous tasks, identifying
potential improvements and offering meeting facilitation.
■ Provide input into presentations,surveys,and other interactive materials.
■ Respond to one round of comments from the PMT for this technical memorandum and slide
presentation.
Task 5 Draft and Final Report
5.1 Draft Report:Consultant will document the vision of what transit service can become in Washington
County and recommendations for how to achieve the vision.
5.2 TAC and Board Discussions: Present findings and recommendations to the TAC and Board. Provide
briefings to city councils and other boards and commissions as needed. Consultant will be available
for up to two presentations.
5.3 Final Report:Consultant will prepare the final report,making revisions as needed based on the
results of stakeholder and community input.
Consultant Deliverables:
■ Develop the Final Report consolidating all the findings and recommendations responsive to a range of
potential financial scenarios and time horizons.
■ Prepare for and attend up to three workshops that layout findings and recommendations.
■ Provide input into presentations
■ Respond to one round of comments from the PMT.
PROJECT TIMELINE
The estimated timeline per task are summarized below.The project will primarily be completed within 18
months of the notice to proceed.
Task Description Estimated Schedule
s
1 Existing and Future Transit Market Conditions Months 1-3
2 Transit Policy and Performance Targets Months 2-5
3 Service Element Assessment Months 3-8
4 Capital Element Assessment Months 7-12
5 Draft and Final Report Months 12-15
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DocuSign Envelope ID:20035BAO-ACFB-4953-8348-8F9AC8E651 DO
For Administrative Use Oniy—Z99999
Supplier Name:City of Tigard
Actual Contract Number(CustomText4):21-1995
Department(Location):LUT-Long Range Planning
Contract Type: 8 Agreements
Contract Sub Type(Custom2Code): IGA:Intergovernmental Agreement
Minute Order Date: 11/30/2021
Minute Order Number:21-312
Master Contract Number(CustomTextl): 21-1995
Bid/RFP#(BidRFP):
BPO Number(CustomlCode):Revenue Contract
SHIP TO(LocShipTo):LUT-Long Range Planning
BILL TO(LocBillTo): LUT-Long Range Planning
Project Number(CustomText2): 100632
Chargeable Program Number(ChargeProgram): 601010
Contract Admin(Administrator):Marcelle Branham
I
f
2019 WASHINGTON COUNTY—ARCHIVE RECEIPT
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