VILLAGE OF BEDFORD PARKLAST MILE MOBILITY ACTION PLAN

JUNE 2020

The Village ofBedford Park

VILLAGE OF BEDFORD PARKLAST MILE MOBILITY ACTION PLAN
JUNE 2020

The Action Plan was funded through Cook County’s Invest in Cook Program.

PREPARED FOR

The Village of Bedford Park

The Village ofBedford Park
PREPARED BY

Antero Group, Shared-Use Mobility Center, and Active
Transportation Alliance

Curtis Witek
Senior Project Manager
312.344.3186
cwitek@anterogroup.com
www.anterogroup.com

CONSULTANT TEAM
Curtis Witek, Antero Group, Senior Project Manager
Eric Neagu, Antero Group, Principal
Allison Kappeyne, Antero Group, Senior PlannerAndrew Johansson, Antero Group, Senior Project Manager
Randal Bernthal, Antero Group, Planner
Colin Murphy, Shared Use Mobility Center, Director of Research and Consulting
Heather Schady, Active Transportation Alliance, Senior Transportation Planner

ACKNOWLEDGEMENTS
COOK COUNTYLAST MILE RESOURCE GROUP

Toni Preckwinkle, President

Loretta Spiak, ACH Food Companies, Inc.

Ryan Ruehle, Pace

John Yonan, Superintendent, DOTH*

Donna Smith, BPCIA**

Jovita Gamboa, Pactiv

Benet Haller, Transit Manager, DOTH*

Dawn Welch, Cintas

Terry Lynch, Paine Wetzel Associates

Tomohiko Music, Transit Planner, DOTH*

Lisa Van Kampen, Cintas

Edward Grzywacz, Professional Freezing Services

Katrina Errant, Trustee

Emily Drexler, CTA

Peter Fahrenwald, RTA***

Anthony Kensik, Trustee

Katherine Branch, CTA

Peter Kersten, RTA

Robert Regep, Trustee

Pamela Coan, GRM, LLC

Kelsey Mulhausen, Southwest Conference of Mayors

Gail Rubel, Trustee

Frank Flores, Home Chef

Matt Ginsberg, Tai Ginsberg & Associates, LLC

Terry Stocks, Trustee

Eva Perez, Ingredion

Robert Elliot, UPS

Nancy Wesolowksi, Trustee

Kelly Anderson, Ingredion

Terri Bonneville, UPS

VILLAGE OF BEDFORD PARKRob Mead, Ingredion

Felicia Coleman, USPSDavid Brady, President
Jim Butler, Hoefferle Butler Engineering
Marilyn Curnutte, Chief Administrative Officer FinanceLarry Gryczewski, Village Administrator
Tom Hansen, Chief of Police
Chris Lesniak, Superintendent, Water Department
Sean Maloy, Chief, Fire Department
Kevin Ormins, Superintendent, Public Works Department
Jerry Ponio, Building Coordinator
Joe Ronovsky, Chief Business Officer
Yvette Solis, Village Clerk

Mike Daley, Innova EV
David Bruce, Lapham-Hickey SteelJohn Malnar, Lapham-Hickey Steel
Sonserese Hatch, Metra
Mark Weglarz, Midway Hotel Center
Tammy Knor, Midway Hotel Center
Mary Koutek, Nalco
Rory Neill, Neill Cartage
Lewie Neill, Neill Cartage
Will Hansen, Nexus Distribution*Department of Transportation and Highways (DOTH)

Jessica Rybarczyk, Pace***Regional Transportation Authority (RTA)**Bedford Park-Clearing Industrial Association (BPCIA)EXECUTIVE SUMMARY

Getting to work is a challenge for over 30,000 workers who commute to
and from Bedford Park every day. To address these challenges, the Village
of Bedford Park launched an initiative to better understand the area’s
mobility challenges and develop a toolkit of potential solutions. In 2019,
the Village released the findings of this effort through the Bedford Park
Last Mile Mobility Study. This study defined the various regional and “lastmile” mobility challenges that make it difficult for workers to access jobs
by any means other than driving alone, and outlined a toolkit for the four
mobility networks (e.g., Pedestrian Network, Bike Network, Transit Network,
and Freight and Mobility Network) and 16 last mile strategies that could be
implemented in Bedford Park and the broader Bedford Park area.
This Bedford Park Last Mile Mobility Action Plan further outlines these 16 last
mile mobility strategies with nearly 50 specific last mile actions. These actions
range from pragmatic recommendations, such as repairing and expanding
the existing sidewalk network, to more innovative ideas, such as deploying
new First-Mile/Last-Mile (FLM), Mobility on Demand (MOD) and Mobility as aService (MaaS) solutions and technologies. Each proposed last mile solution
is designed to contribute to a more integrated and equitable mobility systemthat achieves the Village’s four last mile goals, which are as follows:
Pedestrian
Networki

Goal 1. Establish a safe and continuous
pedestrian network village-wide.

Bike
Network

Goal 2. Develop a connected network of protectedbike and micromobility facilities.

TransitNetwork

Goal 3. Expand access to public transit andshared mobility services.

Motorist &Freight
Network

Goal 4. Create a network of smart andcomplete streets.

Late night
Service

TransitFirst Mile

Shuttle Service

Shared andPooled Rides

Last Mile

Elements of the First- and Last- Mile Solutions for the Connect2Work Pilot ProgramThis Action Plan also provides design guidance, funding and financing
opportunities, and suggested technical assistance and partnerships to help theVillage advance mobility improvement strategies. Key recommedations of thisPlan also reveal priority projects and the interrelated elements of the the four
mobility networks and how strategic projects should be advanced in tandem toensure an integrated, equitable, safe, and efficient connected mobility system(see figure on the following page). The recommended priority projects include:

▶
▶
▶
▶
▶

Launch the Connect2Work Pilot Program (see figure above)
Adopt and Implement this Plan
Apply for Funding Opportunities
Continue to Convene the Bedford Park Last Mile Mobility Resource Group
Secure a dedicated revenue stream for implementing FLM andcongestion-mitigation projects, programs, and policies

Implementation of many of the recommended actions goes beyond what
Bedford Park can accomplish alone. Many of the recommended projects,
programs, and policies will require a concerted effort amongst the Village ofBedford Park, neighboring municipalities, the business community (includingarea businesses and private transportation companies), Cook County, IDOT,
CTA, Pace, RTA, and other local and regional partners. This plan provides a clear
path forward for coordinating the efforts of these stakeholders in a way thatcreates a more integrated and equitable mobility system in Bedford Park andthe surrounding Bedford Park area. Strategic actions taken to improve the area’s
Pedestrian, Bike, Transit, and Motorist and Freight Networks will not only make iteasier for people to access opportunity in Bedford Park, but will also provide anarray of other mobility, economic, and environmental benefits for the region.

Equitable and Integrated Mobility Framework

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Kedzie
StationPulaskiStationTABLE OF CONTENTSEXECUTIVE SUMMARYINTRODUCTION

Project Overviewi1Vision and Goals

Planning Process

How to use this PlanPEDESTRIAN NETWORK

Pedestrian Network Goal and Strategies

6

Pedestrian Network Action Plan

Pedestrian Network Design Guidance

63rd St

BIKE NETWORK

Bike Network Goal and Strategies

12

Bike Network Action Plan

Bike Network Design Guidance

TRANSIT NETWORK

Transit Network Goal and Strategies

18

Transit Network Action Plan

Transit Network Design Guidance

MOTORIST AND FREIGHT NETWORK

Motorist and Freight Network Goal and Strategies

24

Motorist and Freight Network Action Plan

Motorist and Freight Network Design Guidance

IMPLEMENTATION

Overview of Implementation Strategies

30

Funding and Financing Opportunities
Wrightwood
StationTechnical Assistance and Partnerships

CONCLUSIONAPPENDICES

Ashburn
StationA. Implementation Matrix

36
38

B. Additional Resouces and References
C. Pilot Program Service Models
D. Connect2Work Marketing
E. Conceptual Renderingsiv

Introduction

PROJECT OVERVIEWIn July 2019, the Village of Bedford Park completed a Last Mile Mobility Studywith funding through Cook County’s Invest in Cook program. This study
identified “last mile” transportation challenges that Bedford Park employees
face on a daily basis. The study also outlined a toolkit of potential last milesolutions, including improvements to the pedestrian, bike, transit, andmotorist and freight transportation networks. The Bedford Park Last Mile
Mobility Action Plan (“Plan”) is intended to accompany the Bedford Park Last
Mile Mobility Study (“Study”) and provide a roadmap for advancing specificlast mile mobility solutions that will contribute to a safer and more integrated,
efficient, and equitable mobility system that seamlessly connects people toplaces and economic opportunity (Figure 1.1).

TransitFirst Mile

Last Mile

Figure 1.1. A Framework for Integrated and Equitable Mobility

This plan is based on the premise that resolving last mile challenges andaddressing commuter frustrations (see Figure 1.2) will require physical,
operational, technological, and policy interventions that make it easier forcommuters to walk, bike, or take transit and other shared modes of travel towork. The plan also assumes that shared mobility services, such as ridesharing(i.e., shared ridehailing trips), ridesourcing, and microtransit can supplement
fixed-route transit service and potentially decrease rates of solo driving by
providing commuters an alternative to driving alone in instances where transit
is not available.
Resolving Bedford Park’s last mile mobility challenges is no small feat. Indeed,
implementing last mile mobility strategies will require a concerted effort
amongst neighboring municipalities, county, and state governments; transit
agencies; employers; mobility companies; civic organizations; and many otherpartners. This plan provides a clear path forward for implementing last milemobility solutions in a coordinated fashion. Implementation of the last mile
strategies and actions outlined in this plan will not only improve the last mile
journey for Bedford Park area commuters, but also help ensure the long-term
economic competitiveness and resilience of the area by supporting access toopportunity for all, regardless of their mode of travel.

1

Figure 1.2. Regional and Last Mile Mobility Challenges

+
▶
▶
▶
▶
▶

2

Car dependent development
Road congestion
Rail delays and truck bottlenecks
Decreasing transit ridership
Fiscal constraints=▶

Long distances between transit
stops and work▶

Limited transit supply and low
frequency▶

Degraded transportation
infrastructure▶
▶

High crash corridors▶
▶
▶

Long and stressful commutes▶
▶

High cost of car ownershipTime and productivity lost in traffic
Difficulties getting to and fromwork
Crashes

Restrictive right-of-ways

Village of Bedford Park | Last Mile Mobility Action PlanVISION AND GOALSPLANNING PROCESSThis plan is guided by a vision for the future of Bedford Park and a set of four
specific goals that align with that vision. The following vision statement andgoals were developed iteratively with input from the Village staff, leadership,businesses and other local and regional partners.

This Action Plan was developed based on community input and data collected
through the Study. Data collection methods included the following:

Vision Statement. Within the next 10 years, Bedford Park will continue tobe a key industrial anchor and employment center for the Chicago region.
It has become a national model for industrial areas seeking to provide
integrated and equitable mobility solutions for commuters and visitors. Morespecifically, we envision a future in which…

▶
▶

People will be able to walk or bike to work safely and comfortably;▶

Smart and complete streets that work for all people will becommonplace; and,▶

Freight will flow efficiently, safely, and reliably while continuing todrive economic growth in Bedford Park and the region.

Transit service will be frequent, reliable, convenient, and seamlessly
integrated with shared mobility services;

To realize this vision, the Village of Bedford Park will work with local andregional partners to implement strategies that align with the following goals:
Pedestrian
Network

Bike
Network

TransitNetwork

Motorist &Freight
Network

Introduction▶

Desktop Analysis. 10,000s of data points mapped and analyzed;
40+ map products created; 15 plan, programs, and reports
reviewed; 15 case studies collected.

▶

Field Assessment. 1 Field Assessment (8/14/2018); 100s offield observations and photos collected; Interactive online
map created from field assessment data.

▶

Mobility Survey. Mobility Survey for Bedford Park
Employees (in English and Spanish) and Employers; 268
Employee Surveys collected; 20 Employer Surveys collected.

▶

Stakeholder Outreach. 17 mobility industry interviews;
10 stakeholder interviews; 4 Resource Group Meetings;
1 Public Presentation; The Bedford Park Last Mile Mobility
Demo Day (May 23, 2019). The Bedford Park Last Mile
Mobility Demo Day created a forum for the Village, Cook
County, transit agencies (i.e. RTA, Metra, Pace), and transportationcompanies to discuss potential last mile solutions that could beapplied in Bedford Park.

Goal 1. Establish a safe and continuous pedestrian
network village-wide.
Goal 2. Develop a connected network of protectedbike and micromobility facilities.
Goal 3. Expand access to public transit and sharedmobility services.
Goal 4. Create a network of smart and complete
streets.

3

HOW TO USE THIS PLAN
This plan outlines 16 strategies and nearly 50 specificrecommendations for improving last mile mobility along the
Bedford Park area’s Pedestrian, Bike, Transit, and Motorist andFreight Networks. Chapter One frames Bedford Park’s last
mile mobility initiatives as part of a broader effort to create amore integrated and equitable mobility system. This chapter
provides an overview of the project, articulates a future visionand goals that will guide the Village’s efforts to create a more
integrated and equitable mobility system, and summarizes
the process through which this plan was developed. Chapters
Two, Three, Four, and Five of this plan correspond with thePedestrian Network, Bike Network, Transit Network, andMotorist and Freight Network, respectively.
Each chapter begins with a goal statement, a description of
the network and its various components, and a list of thelast mile strategies. Each chapter also identifies high priority
projects, policies, programs, and provides additional design
guidance to support implementation. Figure 1.3, 1.4 and 1.5
provide guidance on how to navigate this Plan. Chapter Six
provides a list of implementation resources (e.g., funding andfinancing opportunities, partnership and technical assistanceopportunities) that correspond with each mobility network. A
complete list of proposed last mile strategies and actions foreach mobility network is provided in Appendix A. Additional
design guidance resources are provided in Appendix B.
Appendix C shows a table of last mile service models that are
public and/or privately owned. Appendix D and E outline theConnect2Work (C2W) Pilot Program marketing strategy andpartnership program respectively.

Appendix A includes a complete list of the recommended last mile strategies and actions. Each last
mile strategy has a unique code (e.g., P1, P2, etc.) as does each of the corresponding actions (e.g.,
P1.1., P1.2, etc.). A matrix of useful information that can support project implementation is provided
for each last mile action, including: project locations; related recommendations; implementation
leads (i.e., Village of Bedford Park, Businesses, Cook County, IDOT, Transit Agencies, Regional
Partners); project phasing (i.e., short-term = 0-1 year, medium-term = 1-3 years, long-term = 3+
years); implementation resources (i.e., internal and external resources); and an assessment of which
mobility goal(s) the recommendation supports.
Figure 1.3. How to Navigate the Strategies of this Action Plan
FOR EXAMPLE: Here is one of the Pedestrian Network’s strategies
and related recommendations.

Each last mile strategy has
a unique icon that can beused to cross reference
between the last mile
strategy map, priority,
list, and additional design
guidance section.

▶

There are4 last mile
strategies foreach mobility
network.

IMPLEMENT TARGETED CROSSING
IMPROVEMENTS
Install and Maintain ADA Curb Ramps, Tactile Pads, and High Visibility

Crosswalks. Degraded curb ramps and faded pavement markings are prevalent incorridors with frequent truck turning traffic (e.g., W 73rd St corridor). The Village▶
High priority actions arelisted under each strategy.
A complete list of action
recommendations isprovided in Appendix A.

▶
▶

should repair, install, and maintain ADA facilities where needed.

Install Accessible Pedestrian Countdown Signals with Leading PedestrianIntervals. Pedestrian countdown signals and other crossing improvements

should be prioritized along high-crash corridors and at major intersections.
Install Pedestrian Refuge Islands where Appropriate. High priority pedestrian
refuge islands locations include: W 65th St and S Linden Ave; W 65th St andSayre Ave; W 73rd St and Central Ave; and W 73rd St and S Sayre Ave.

Install Curb Extensions where Appropriate. Install bulb outs, curb extensions,raised pedestrian crosswalks, and other traffic calming measures where excessive
speeding is a problem. GSI, traffic calming measures, and other “complete
streets” improvements should be integrated wherever appropriate.

4

Village of Bedford Park | Last Mile Mobility Action Plan

Figure 1.4. How to Navigate the Last Mile Strategy Map

Figure 1.5. How to Navigate this Design Guidance of this Action Plan

IMPLEMENT TARGETING CROSSING
IMPROVEMENTS
A rendering is provided
for each last mile
strategy that illustrates
how specific last
mile action could be
combined and applied.

Green
Stormwater

Crossing
Signage

Infrastructure

TactilePads

Refers to Goal 1▶

Refers to Goal 2
Refers to Goal 3
Refers to Goal 4

The last mile strategy icons
indicate a priority action’s
approximate location in
Bedford Park. A complete listof priority actions and theirrecommended location canbe found in Appendix A.

Additional information
regarding the mobility
network is also provided ineach network’s map (i.e.,sidewalk inventory, bike andmicromobility facilities,
public transortation routes,
and arterial freight routes).

Each recommended
action supports one ormore plan goals (seePage 3). Filled circles
indicate the goal(s) thatare supported by therecommendation.

▶

▶

▶

Install and Maintain ADA Curb Rmps, Tactile Pads, and High Visibility Crosswalks.
ADA facilities should be provided at all intersections with sidewalks and multi-use
paths. Curb ramps enable people in wheelchairs to cross streets and detectablewarning pads direct people with visual impairments through an intersection at a
crosswalk. All street crossings not controlled by signals or stop signs should havelongitudinal crosswalks. Crosswalks should be as wide as an approaching sidewalk.
Install Accessible Pedestrian Countdown Signals with Leading Pedestrian Intervals.
Pedestrian signals with a countdown timer indicate the amount of time pedestrians
have available to safely cross a street. A leading pedestrian interval (“LPI”) provides 3-7
seconds of lead time for pedestrians to enter a crosswalk before the start of a vehicle
signal phase. This enhances pedestrian visibility and provides pedestrians right of way.
LPIs should be used at intersections with high pedestrian and vehicle turning volumes.
Install Pedestrian Refuge Islands where Appropriate. Refuge islands buffer andprotect pedestrians and bicyclists crossing wide or busy streets, enabling two stage
crossings. They should be wide enough to accommodate the length of a standard
bicycle with at least one foot of clearance on either side (e.g., about 7-feet). Cutthrough widths should equal the width of the pedestrian crossing. Crossing islands
should be paired with pedestrian crossing signage. They are most appropriate for midblock and unsignalized crossings on 4-lane roads.
Install Curb Extensions where Appropriate. Curb extensions (e.g., bulb outs, bumpouts) facilitate shorter intersection crossing distances for pedestrians and can improvesightlines and slow the speed of turning vehicles. They are most appropriate for local
roads where they intersect arterial and collector streets. Benches, green infrastructure,and other streetscaping elements can be added to them, and if space permits, they
can be used at bus stops to house amenities for riders.

The Bedford Park Last Mile Mobility Action Plan and other resources can beaccessed here: learn.sharedusemobilitycenter.org
Introduction

5

PEDESTRIANNETWORK
Every trip begins and ends with walking, so all commuters are pedestrian at some point during their journey.
The Pedestrian Network is therefore the most foundational component of an integrated and equitable mobility
system. Pedestrians need continuous and unobstructed paths, well-lit spaces, shaded places to rest and walk,and clear wayfinding signage for a safe and comfortable last mile experience. The Pedestrian Network should
be safe, comfortable, and enjoyable for all users, especially the most vulnerable users, including the young,elderly, and people with disabilities. Sidewalks are the primary component of the Pedestrian Network, but othercritical elements include: crosswalks | pedestrian refuge islands | sidewalk extensions | pedestrian ramps |guidance for the visually impaired | signage and wayfinding | pedestrian countdown signals | lighting |seating | water fountains | weather protection | curbs | waste receptacles | active building edges | trees |landscaping | American with Disabilities (ADA) Facilities | and more...
The Village should use this plan as a springboard for completing a village-wide sidewalk assessment aimed
at identifying and prioritizing necessary Pedestrian Network maintenance, repair, and improvement andexpansion projects. Once the Pedestrian Network is brought up to a state of good repair, the Village should
install shared mobility and other amenities that help facilitate seamless mobility for employees, residents, andvisitors. Many of the proposed strategies and actions outlined in this plan can be implemented through publicprivate partnerships (“P3”). For example, the Village could implement a 50/50 cost-share program in which theVillage splits the cost of sidewalk repairs with adjacent property owners.
This chapter provides a map and description of recommended last mile strategies and actions for the Bedford
Park area’s Pedestrian Network. Additional design guidance for each action recommendation is provided inAppendix B.

GOAL
ESTABLISH
A SAFE AND
CONTINUOUS
SIDEWALKNETWORKVILLAGE-WIDELAST MILE STRATEGIESMaintain andRepair thePedestrian
Network

Implement
Targeted
Crossing
Improvements

Improve andExpand thePedestrian
Network

Install Shared
Mobility
and Other
Amenities

7Forest View
LAST MILE STRATEGIES: PEDESTRIAN NETWORK

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Sidewalk on Both Sides
Sidewalk on One SideNo Sidewalk / No Data
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Metra Lines and Stations
CTA Orange Line and Stations
Parks		High Schools & Colleges
Water Bodies
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Implement Targeted
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Improve and Expand thePedestrian Network
Integrate Shared Mobility
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Sources: CMAP Sidewalk Inventory Map, Cook County, CTA, Metra

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Village of Bedford Park | Last Mile Mobility Action Plan

MAINTAIN AND REPAIR THE PEDESTRIANNETWORK▶

Conduct a Village-Wide Sidewalk Assessment. A sidewalk assessment will help

IMPLEMENT TARGETED CROSSING
IMPROVEMENTS▶

identify and prioritize sidewalk repairs and expansions. This assessment should

Crosswalks. Degraded curb ramps and faded pavement markings are prevalent

processes, such as the Village’s Five-Year Capital Improvement Plan.

Village should repair, install, and maintain ADA facilities where needed.

in corridors with frequent truck turning traffic (e.g., W 73rd St corridor). The

inform the Village’s ongoing capital improvement planning and budgeting▶

Identify and Repair High Priority Sidewalks. High priority sidewalk repairs

complete list of sidewalk repairs and other Pedestrian Network improvements.

Install Accessible Pedestrian Countdown Signals with Leading PedestrianIntervals. Pedestrian countdown signals and other crossing improvements

should be prioritized along high-crash corridors and at major intersections.

▶

Install Pedestrian Refuge Islands where Appropriate. High priority

Improve Snow Removal Practices. The Village should remind businesses ofpedestrian refuge islands locations include: W 65th St and S Linden Ave; W

snow, ice and any and all obstacles”. Village monitoring enforcement efforts

Ave.

65th St and Sayre Ave; W 73rd St and Central Ave; and W 73rd St and S Sayre

their responsibility to keep the sidewalk in front of their property “free fromshould be focused on travel corridors with high volumes of pedestrian traffic,
including W 65th St, W 73rd St, and Cicero Ave.

▶

▶

include the following: South side of W 65th St from S Lorel Ave to Central Ave;
West side of S Cicero Ave from W 67th St W 73rd St. See Appendix A for a▶

Install and Maintain ADA Curb Ramps, Tactile Pads, and High Visibility▶

Install Curb Extensions where Appropriate. Install bulb outs, curb
extensions, raised pedestrian crosswalks, GSI, “complete streets”

improvements, and other traffic calming measures where excessive speeding

Install Green Stormwater Infrastructure. Prioritize Green Stormwater

Infrastructure (“GSI”) where street ponding and excessive speeding is a problem.

is a problem.

IMPROVE AND EXPAND THE PEDESTRIANNETWORKINSTALL SHARED MOBILITY AND
OTHER AMENITIESGSI can provide traffic calming, stormwater management, and other benefits.

▶

Connect Gaps in Sidewalk Network. The map on Page 8 identifies streetsthat have sidewalks on both sides, one side, or no sidewalks. The Village should▶

prioritize sidewalk construction activities in high pedestrian traffic areas where

Center, 73rd Street/Central Ave, commercial district, Bridgeview Transit Center).
Pick-up and drop-off zones should be situated off of travel lanes and designed to

Widen Sidewalks and Create Buffer Zones. The Village should gradually

minimize impacts to motorist and freight traffic and not conflict with CTA or Pace

create wider sidewalks and buffer zones between the edge of streets andbus stops.

walking paths, which will improve pedestrian safety and comfort. In some places,a sidepath or cycle track could be coupled with a buffer zone to create a shared

use bike and pedestrian corridor. The north side of W 73rd St from Cicero Ave to▶

S Sayre Ave is one possible location for a “Micromobility Corridor”.*▶

Bedford Park’s commercial district, and W 75th St and S Sayre Ave.

*Micromobility is defined by NACTO as bikes, e-bikes, scooters, and e-scooters For more details on micromobility
and Micromobility Corridors see the Bike Network section.

Pedestrian Network

Install Pedestrian-Scaled Lighting. Prioritize lighting improvements alonghigh foot traffic corridors (e.g., W 65th St, Cicero Ave, W 73rd St). Consider
the incremental installation of smart lighting, which can be coupled withsensors and Intelligent Transportation Systems (“ITS”) technologies.

Formalize Pedestrian Cut-Throughs and Improve Internal Parking Lot
Circulation. High priority cut-throughs include the Midway Hotel Center,

Drop-Off Activities. Locate Transportation Network Company (TNC) pickup

and drop off zones near key employment and event centers (e.g., Midway Hotelthere are no sidewalks, or sidewalks on only one side of the street.

▶

Rationalize and Regulate Transportation Network Company Pickup and▶

Install More Seating and Weather Protection. Install and maintain seating,weather protection, and other pedestrian amenities (e.g., garbage cans, wayfinding
signage) near high frequency bus stops and TNC pickup and drop-off zones.

9

DESIGN GUIDANCE: PEDESTRIAN NETWORK
MAINTAIN AND REPAIR
THE PEDESTRIAN NETWORK
RemoveSnow
Barriers

Sidewalk
Inventory

IMPLEMENT TARGETING CROSSING
IMPROVEMENTS

Green
Stormwater
Infrastructure

Green
Stormwater
Infrastructure

Crossing
Signage

ADA
Curb
Ramp

TactilePads

High Visibility
Sidewalks

NACTO

▶

▶

▶

▶

10

Conduct a Village-Wide Sidewalk Assessment. This plan developed
recommendations based on a high-level assessment of the Village’s Pedestrian
Network. The Village should conduct a more detailed, village-wide sidewalk
assessment that achieves the following objectives: 1) Develop a complete andaccurate map of the Pedestrian Network; 2) Systematically assess the condition andconnectivity of the network; 3) Identify all Pedestrian Network maintenance, repair, andimprovement needs; and, 4) Prioritize and phase projects.
Identify and Repair High Priority Sidewalks. Continuous, smooth, and levelsidewalks should be provided throughout the Village. Sidewalks with cracks andspalling are tripping hazards and could cause injuries to pedestrians. Ensure thatsidewalks are without major gaps or deformities that would make them nontraversable for wheel-chairs and other mobility devices.
Improve Snow Removal Practices. Snow covered sidewalks can force pedestrians
onto streets in the winter months, impacting their safety. Snow Removal is critical for
winter mobility, especially for people with disabilities. The Village has an ordinancerequiring that all businesses keep the sidewalk in front of their property “free fromsnow, ice and any and all obstacle” (#566, 2-13-1969). The Village should send anannual notification to all businesses reminding them of their responsibilities andenforce this policy through fines, if needed.
Install Green Stormwater Infrastructure. Street and sidewalk ponding can be amajor impediment for pedestrians, especially those with disabilities. GSI, such as
bioswales, permeable pavement, and stormwater bump outs, is a cost-effective andresilient approach to managing stormwater that provides many community benefits
and should be considered as part of future streetscape enhancement efforts. GSI canprovide flood mitigation and improve the pedestrian environment and experience.

▶

▶

▶

▶

Pedestrian
Refuge Island
NACTO

Install and Maintain ADA Curb Ramps, Tactile Pads, and High Visibility
Crosswalks. ADA facilities should be provided at all intersections with sidewalks
and multi-use paths. Curb ramps enable people in wheelchairs to cross streets anddetectable warning pads direct people with visual impairments through an intersection
at a crosswalk. All street crossings not controlled by signals or stop signs should havelongitudinal crosswalks. Crosswalks should be as wide as an approaching sidewalk.
Install Accessible Pedestrian Countdown Signals with Leading Pedestrian Intervals.
Pedestrian signals with a countdown timer indicate the amount of time pedestrians haveavailable to safely cross a street. A leading pedestrian interval provides 3-7 secondsof lead time for pedestrians to enter a crosswalk before the start of a vehicle signal
phase. This enhances pedestrian visibility and provides pedestrians right of way. Theseshould be used at intersections with high pedestrian and vehicle turning volumes.
Install Pedestrian Refuge Islands where Appropriate. Refuge islands buffer andprotect pedestrians and bicyclists crossing wide or busy streets, enabling two stage
crossings. They should be wide enough to accommodate the length of a standard
bicycle with at least one foot of clearance on either side (e.g., about 7-feet). Cutthrough widths should equal the width of the pedestrian crossing. Crossing islands
should be paired with pedestrian crossing signage. They are most appropriate for midblock and unsignalized crossings on 4-lane roads.
Install Curb Extensions where Appropriate. Curb extensions (e.g., bulb outs, bumpouts) facilitate shorter intersection crossing distances for pedestrians and can improvesightlines and slow the speed of turning vehicles. They are most appropriate for local
roads where they intersect arterial and collector streets. Benches, green infrastructure,and other streetscaping elements can be added to them, and if space permits, they
can be used at bus stops to house amenities for riders.

Village of Bedford Park | Last Mile Mobility Action PlanIMPROVE AND EXPAND THE PEDESTRIANNETWORKINSTALL SHARED MOBILITY AND OTHER AMENITIESWeatherProtection

TNC Pickup andDrop-off Zones
Pedestrian
Scaled Lighting
NACTO

▶

▶

▶

Connect Gaps in Sidewalk Network. A complete and connected network of sidewalks
will support last mile connectivity. Where feasible, sidewalks should be provided
on both sides of a street. Where it is not feasible, sidewalks should be provided on atleast one side of a street and filling in gaps in the sidewalk along that street should beprioritized. Pedestrian “desire lines” can be used to identify high priority sidewalk gaps.
A list of proposed sidewalk construction projects is provided in Appendix A.
Widen Sidewalks and Create Buffer Zones. Sidewalks should be continuous,
smooth, and level, and free of obstructions, such as utility poles, signs, and overgrownvegetation. A minimum of five feet of unobstructed sidewalk space should be
provided. On busier streets, sidewalks should be six to eight feet wide, if feasible,
to provide a buffer from moving traffic. Sidewalks in high traffic areas should havea “Clear Path Zone”, that is wide enough to permit two people using wheelchairs
or strollers to comfortably pass each other. Sidewalk design should go beyond theminimum in terms of width and safety measures, especially for streets with high traffic
volumes where pedestrians may avoid the area because they feel unsafe. The Village
should encourage the incremental and strategic installation of buffer zones and otherpedestrian amenities through the development process.
Formalize Pedestrian Cut-Throughs and Improve Internal Parking Lot Circulation.
Pedestrian circulation to and from parking lots, bus stops, and mobility hubs tobuilding entrances can be improved by installing sidewalks, painting crosswalks, andstriping walking lanes. Formalized cut-throughs and shortcuts can shorten walking
distances and make walking a safer and more convenient way to get around town.
Wayfinding signage can help establish a cut-through as a safe route. These areas
should be well-lit and clear of snow in the winter to increase pedestrian safety andcomfort.

Pedestrian Network

NACTO

▶

▶

▶

Rationalize and Regulate Transportation Network Company Pickup and Drop-Off
Activities. TNC companies like Uber, Lyft, and Via need a safe and convenient curbside
space to pickup and drop-off passengers. TNC pickup and drop-off activities should be
regulated to minimize potential conflicts with bike, motorist, and freight traffic, especiallywhere bike lanes, bus-only lanes, and bus stops are present. While curbside management
is an ongoing challenge in high-traffic areas, the Village can adopt and enforce curbside
management regulations that help ensure safe multimodal operations along key
corridors. The Village could collaborate with TNCs to locate pickup and drop-off zones
near key points of interest (e.g., large employers, popular retail locations). Additionally,
TNCs collected data could be used to identify safe pickup and drop off zones and toadjust these zones based on site- and time-specific factors (e.g., the presence of bus
stops and bike lanes, construction activities, and hyper-local traffic patterns).
Install Pedestrian-Scaled Lighting. Lighting contribute to a safer and more
comfortable pedestrian experiences and can add character to neighborhoods andbusiness districts. By illuminating sidewalks at the pedestrian level, pedestrian-scaled
lighting makes pedestrians more visible to motorists, provides a well-lit area for people
to wait for transit, and improves safety after dark, which is especially beneficial forlate night workers. Light poles can be mounted on sidewalks, where space permits,combined with streetlights, or coordinated with building and property owners to be
mounted on buildings or on private property in cases where poles would obstruct
sidewalks.
Install More Seating and Weather Protection. Benches and other seating areas are
essential, providing comfortable places to rest, eat, socialize, or wait for transit. Where
feasible, seating should be located under trees or covered to protect people from theelements. Benches should not obstruct sidewalks.

11

BIKE
NETWORKThe Bike Network is becoming increasingly important as cities and communities seek to promote healthierand more affordable, equitable, and sustainable modes of transportation. Biking provides commuters witha faster alternative to walking, and it also decreases congestion and emissions caused by motorist traffic. By
providing commuters a means to quickly access nearby transit stations, biking and bikesharing systems canalso make it easier for people to use public transit and is therefore becoming an increasingly popular firstand last-mile solution.
Establishing biking as a safe and attractive mode of transportation in the Bedford Park area will require theconstruction of an interconnected network of protected bike facilities. New bike facilities could include:
Conventional marked bike lanes | sharrows | buffered bike lanes | protected bike lanes | side paths |cycle tracks | shared-use trails | greenways | bike bridges and tunnels | advanced stop bars | bike boxes| two-stage turn queue boxes | corner refuge islands | bike signals | wayfinding signage | bikesharing
stations | bike racks and corrals | bike parking structures | micromobility parking| and more...
The Village should partner with neighboring municipalities and other regional partners to develop aninterconnected network of facilities that support biking and micromobility (e.g., electric scooters, sharedbikes, e-bikes, and more). This network could include neighborhood greenways comprised of conventional
bike facilities, regional micromobility corridors comprised of sidepaths, cycle tracks and other protected andoff-road micromobility facilities. Once a sufficient Bike Network has been established, the Village should
partner with area businesses, bike advocacy organizations, and mobility companies to expand bikesharing
and micromobility solutions, and to promote biking as a viable commuter option.
This chapter provides a map and description of recommended last mile strategies and actions for the Bedford Parkarea’s Bike Network. Additional design guidance for each action recommendation is provided in Appendix C.

GOAL
DEVELOP A
CONNECTEDNETWORK OFPROTECTED
BIKE ANDMICROMOBILITY
FACILITIESLAST MILE STRATEGIESInstall
Conventional
Bike Lanes

InstallProtected
Cycle Tracks
and Bike Trails

ExpandBikesharing
Services

Pilot andExpandMicromobility
Services

13

LAST MILE STRATEGIES: BIKE NETWORK

¦
¥
55

50

43
171

51st St

Station!Summit
StationSummit

W 65th St¦¥

Ar

71st St

ch

er

Rd

55

il
Ca
na
lT
ra
I&
M

LEGEND
Proposed Bikeways

STRATEGIES¦¥

Micromobility Corridors 294
Main Arterial Roads
Railroads
Metra Lines & Stations
CTA Orange Line & Stations
Parks		High Schools & Colleges
Water Bodies
Village of Bedford Park

14

43

w
Bridgevie
Install Conventional
Bike Lanes

Install Protected Cycle
Tracks and Bike Trails
Expand Bikesharing
Services
Pilot and Expand
Micromobility Services

Ford
City
Mall

W 73rd St

50

W 79th St

Burbank

S Pulaski Rd

Bethania
Cemetary

S Sayer Ave

171

Event Midway
Center Hotel
Center! Station

Village of Bedford ParkS Harlem Ave

Bridgeview
TransitCenter

MidwayChicagoMidwayAirport

Cicero Ave

W 63rd St

Central Ave

S Austin Ave

McCook

W 55th St

W Archer Ave
S Narragansett Ave

55th St! Pulaski

Ashburn
Station!

W 87th St

Sources: CMAP Bikeway Inventory System, Cook County, CTA, Metra

0

0.5

1 MileN

Village of Bedford Park | Last Mile Mobility Action Plan

INSTALL PROTECTED CYCLE TRACKS AND
BIKE TRAILSINSTALL CONVENTIONAL BIKE LANES▶

Create Neighborhood Greenways. The Village should partner withneighboring municipalities to create a network of neighborhood greenways▶

that improve connectivity to Bedford Park. These bikeways could befacilities, due to the industrial land use, street design, and heavy truck traffic. Bedford

conventional bike facilities.

▶

Park should coordinate with surrounding municipalities to create a network of

Install Colored Bike Facilities. The Village should install colored bike facilities

regional bikeways or “Micromobility Corridors”. These Micromobility Corridors could

neighborhood greenways, especially at major crossings. Colored bike facilities

that are integrated with the motorist network, but separated from motorist andlane, identify potential road conflict areas, and give priority to bicyclists.

hubs to key employment centers, retail locations, and other points of interest.

(e.g., bike boxes, conflict area markings, intersection crossing markings) along

be comprised of protected bike lanes, cycle tracks, side paths, and shared use trails

provide more prominent road markings that increase the visibility of the bikefreight traffic. The proposed corridors on Page 14 are intended to connect mobility

Install Bikeway Signage. The Village should install bikeway signage to alert▶

to support the I&M Canal Trail Expansion Project. If constructed, this sharedbikers stay on dedicated Neighborhood Greenways.

proposed 63rd St corridor and Bridgeview Transit Center - Ford City Malluse trail could function as a Micromobility Corridor and be connected to the

Install Bike Racks and Corrals. The Village should partner with areabusinesses to install bike racks and bike corrals along Neighborhood

Corridor and other proposed bikeways.

▶

Greenways and other types of bikeways. Safe and secure bike parking will help

bikeshare program (i.e.,Divvy and other micromobility providers) during the

PILOT AND EXPAND MICROMOBILITY SERVICES▶

planning, design, and construction phase of new and expanded bike facilities.

▶

should consider several factors when siting bikesharing stations, including: area
land use, the regional bikesharing network, site specific conditions, as well as

Promote Divvy for Everyone. The Village should promote programs like Divvy

for Everyone, which make bikesharing more affordable and accessible. Programs
like this one can later be incorporated into a MaaS platform that integrate
information from different mobility services.

Bike Network

micromobility pilot program prior to issuing business licenses to micromobilityof protected bike and micromobility facilities have been constructed in Bedford
Park and surrounding areas.

▶

feedback from area residents, business owners, and employees.

▶

Launch a Micromobility Pilot Program. The Village should launch atechnology and service. This pilot should occur after an interconnected network

Identify Candidate Bikesharing Station Locations. The map on Page 14
identifies potential dock-based bikesharing station locations. The Village

network of conventional and protected bike facilities (e.g., Micromobility Corridors
should promote biking and other micromobility vehicles as commuter options.

EXPAND BIKESHARING SERVICES
Partner with a Bikeshare Program. The Village should partner with a

Promote Biking and Micromobility as a Commuter Option. Once a baseline
and Neighborhood Greenways) are installed in the Bedford Park area, the Village

make biking a viable commuter option.

▶

Support the I&M Canal Trail Expansion Project. The Village should continue

motorists and commercial drivers to the potential presence of bicyclists.

Wayfinding signage will also assist bike commuters with navigation and help▶

Greenways and conventional bike facilities are suitable in surrounding residential
areas, expanding the Bike Network within Bedford Park will require protected bikecreated using sharrows, marked shared lanes, buffered bike lanes and other▶

Create Regional Bikeways and Micromobility Corridors. While Neighborhood

Scale Up Micromobility Services. The Village should use data and user feedback
collected through the micromobility pilot program to determine if micromobility
is a safe and viable commuter option and will be permitted long-term.

▶

Install Micromobility Supportive Infrastructure. If the Village of Bedford Park,

agency partners, area businesses, residents, and users collectively determine thatmicromobility is a viable commuter option, the Village should partner with providers

to install micromobility parking, charging stations and other supportive infrastructure.

15

DESIGN GUIDANCE: BIKE NETWORKINSTALL PROTECTED CYCLE TRACKS AND
BIKE TRAILSINSTALL PROTECTED CYCLE TRACKS AND
BIKE TRAILS
Colored Bike
Facilities

Protected
Cycle Track

Sharrow

ADA Curb Ramp
& Tactile Pad

Honolulu Gov

▶

▶

▶

▶

16

Create Neighborhood Greenways. The Village should coordinate with surrounding
municipalities, CDOT, and transit agencies to create a network of Neighborhood
Greenways along local roads that connect key points of interest. Neighborhood
Greenways may include marked shared lanes, lanes with sharrows, and buffered bikelanes. At minimum, bike lanes should be 5 feet wide. In absence of on-street parking, abike lane provides separation between vehicle lanes and abutting sidewalks. Bike lanepavement markings should be used to define and designate a bike lane. Like designatedbike lanes, buffered bike lanes provide a dedicated space for bicyclists separated fromvehicle traffic by a painted buffer. Buffers can be placed on the vehicle side of the bikelane, the parking side, or both. On roads with higher traffic volumes and/or speed limits,
buffered bike lanes are more comfortable for bicyclists than a conventional bike lane.
Install Colored Bike Facilities. Colored pavement markings (e.g., green, orange,others) can be used to delineate a bike lane or other bike facility. Colored bike facilities
can be used to emphasize the presence and improve the visibility of bicyclists at busy
intersections, driveways, shared use crossings, and other areas where the bike traffic
mixes with motorist and freight traffic.
Install Bikeway Signage. Bike signage should clearly indicate designatedbikeways, aid in wayfinding, caution vehicles to yield to bikes, and alert pedestrians
and motorists to the potential presence of bicyclists. Bikeway signage should behighly visible, legible, easily identifiable, and account for motorist and bicyclist
movements in relation to the marking placement.
Install Bike Racks and Corrals. Bike racks and corrals should be located in high visibility
areas near key employment centers, transit stops, mobility hubs, popular retail locations,and other points of interest to make it convenient for commuters to safely access andstore their bikes.

▶

▶

▶

Pedestrian
Refuge Island

NACTO

Create Regional Bikeways and Micromobility Corridors. Micromobility Corridors
can be comprised of protected shared use trails, sidepaths, cycle tracks, and otherprotected facilities. Protected cycle tracks provide dedicated space for bicyclists
separated from vehicle traffic by a curb or bollards; they should be at least 5 feet widewith a 2 feet wide painted with flexible delineator posts or curbed buffers. Protectedbike lanes require careful design at street and driveway intersections with blindspots.
They reduce the risk of injury from opening car doors and merging traffic, prevent
double parking, improve comfort and safety, and have a low-implementation costby utilizing pre-existing pavement and drainage. Raised cycle tracks are separated
vertically from traffic by raising bike lanes above street level. They’re best used along
higher speed streets with few driveways and cross streets. If constructed at thesame level as a sidewalk, a buffer (e.g., landscaping), a change in pavement type, or
striping, should be provided to prevent bicyclists from riding on the sidewalk.
Support the I&M Canal Trail Expansion Efforts. The I&M Canal is a planned
shared use path that could improve Bedford Park’s connectivity to Chicago andother southwest municipalities. The I&M Canal Trail can be thought of as a key
north-south Regional Bikeway that could connect to key east-west Micromobility
Corridors, including the proposed “Bridgeview Transit Center-Ford City Mall
Corridor” and the “63rd Street Corridor,” and others. These Micromobility Corridors
could then be connected to the local network of Neighborhood Greenways andother bikeways that provide connectivity to key employment centers.
Promote Biking and Micromobility as a Commuter Option. The Village canpromote biking and micromobility commuting by providing easily accessible
bikeshare stations and micromobility vehicles (e.g., scooters) near bus, train, andtransfer stations that have few last mile commuter options.

Village of Bedford Park | Last Mile Mobility Action Plan

EXPAND BIKESHARING SERVICESPILOT AND EXPAND MICROMOBILITY SERVICES

On-Street
Bikesharing
StationMicromobility
Infrastructure

Wayfinding
Signage

NACTO

▶

▶

▶

Partner with a Bikeshare Program. Many Bedford Park employees live in
Chicago neighborhoods that will soon have access to Divvy’s bikesharing network.
The forthcoming expansion of Divvy into these neighborhoods will open up analternative commuter options. The Village should partner with Lyft (i.e., the parent
company of Divvy) to install that infrastructure that will make bikesharing a viablecommuter option for Bedford Park commuters.
Identify Candidate Bikesharing Station Locations. Bikeshare stations shouldbe placed in safe and visible locations along major routes where demand is likely
to be high, such as employment centers, transit stations, popular retail locations,and others. Factors to consider when siting bikesharing stations, include: area
market and land use (e.g., employment and household density, demand for
micromobility); overall bikesharing network (e.g., distances between stations,connections to bike network); site specific conditions (e.g., clearances, on-street
vs. off-street considerations, amount of sun light, site visibility, potential traffic
impacts, surface); and station access and serviceability (e.g., use of right-of-way
and connecting driveways or paths).
Promote Divvy for Everyone. Assuming that the bike and micromobility facilities
are constructed and bikesharing becomes a viable commuter option, the Village
should promote bikesharing through programs like Divvy for Everyone. This
program aims to make bikesharing an affordable and accessible transit option
by providing lower income individuals with a reduced membership fee and cash
payment option for people who are unbanked. Information about Divvy for
Everyone and other transit benefits programs should aggregated in one place,such as a website, mobile app, and/or a MaaS platform.

Bike Network

NACTO

▶

▶

▶

Launch a Micromobility Pilot Program. Once sufficient bike facilities are built-out
the Village should launch a micromobility pilot program in partnership withmicromobility technology and service providers. This pilot program should be
guided by clearly-defined goals, objectives and service parameters (e.g., pilot zones,
parking restrictions, sidewalk use restrictions, user rates). The pilot should collectdata that can be used to evaluate the performance of different service models andindividual companies. Strict enforcement of the pilot program service parameters,
especially safety provisions, will be critical for the success of the pilot and in
determining the viability of expanding micromobility service in the Bedford Park
area.
Scale Up Micromobility services. Data collected through the pilot should be
evaluated by the Village and other stakeholders (e.g., area businesses, IDOT, CDOT,
and others). If the pilot is successful and reveals a demand for micromobility
services, the Village should re-engage the top performing companies in a longerterm program and service deployment.
Install Micromobility Supportive Infrastructure. Bike corrals can double as
micromobility parking spots and should be placed in highly visible locations
adjacent to building entrances or near the curb line on streets. Charging stations(for e-scooters and e-bikes) can be located off the street in parking lots, garages,
gas stations and other spots. Dedicated micromobility parking will reduce the riskof scooters and bikes from littering and creating potential hazards along sidewalks
and the right of way. If the Village decides to scale up micromobility services in
Bedford Park they should partner with selected micromobility technology andservice providers to install supportive infrastructure (e.g., micromobility parking,charging stations, bike racks and corrals, signage, etc.).

17

TRANSIT
NETWORKHigh quality public transit is the backbone of an integrated and equitable mobility system. While new, shared mobility services andtechnologies are providing exciting mobility options and catalyzing a much-needed disruption in the urban mobility industry, public transit
will continue to play a leading role in urban mobility moving forward. A high-quality transit system is characterized by frequent, reliable,

comfortable, and convenient service. A wide array of physical and digital elements are involved with providing high-quality transit service,including: buses and bus fleets | rolling stock | transit lines | transitways | railway | bus stops | stop amenities | train stations |station amenities | accessible boarding areas | transit signals | real-time arrival screens | bike-equipped vehicles | transit apps &platforms | mobility hubs | and more...

This action plan is based on the premise that new, shared mobility services and technologies can potentially be integrated with theregion’s existing fixed-route and para-transit services in ways that are mutually-beneficial and that support the delivery of high-qualitytransit service. For example, new on-demand mobility services (MOD), such as demand-responsive microtransit services, can provide a

cost-effective way to extend the reach of fixed-route transit. Similarly, new MaaS platforms that integrate all mobility options on a single
app and fare payment system can make accessing, paying for, and using transit easier for all users.

While many of the proposed last mile Transit Network strategies are outside the scope of what the Village can accomplish internally, Bedford
Park stakeholders can advocate for improvements to the regional transit system and pilot specific components of a MOD system or MaaS

platform that—if successful—can be scaled up to other industrial areas throughout the region. Towards that end, the Village should continue topartner with the CTA, Pace, and RTA to optimize bus routes and schedules, and experiment with different service models. The Village should also
implement improvements to the pedestrian, bike, and motorist networks that improve access to transit. The Village should continue to partnerwith employers and transit agencies to incentivize and promote transit as a commuter option. Finally, the Village should pilot and scale up FLM,
late night service, MOD, and MaaS solutions that were identified through the C2W Pilot Program.

This chapter provides a map and description of recommended last mile strategies and actions for the Bedford Park area’s Transit Network.
Additional design guidance for each action recommendation is provided in Appendix D.

GOAL
EXPANDACCESSTO PUBLIC
TRANSITAND
SHARED
MOBILITYSERVICESLAST MILE STRATEGIES
Optimize
Bus Routes
andSchedules

Improve
Access toTransit

Incentivize
and Promote
Transit

Expand FirstMile/Last-Mile,
Late Night and
On-Demand
Services

19

LAST MILE STRATEGIES: TRANSIT NETWORK

¦
¥
55

47

50

43
171

51st St

Station!Summit
Station

62H

Summit

55N

165

856

¦
¥

Ar

71st St

ch

er

Rd

55

Main Arterial Roads
Railroads¦¥
294

Metra Lines & Stations
CTA Orange Line & Stations
Parks		High Schools & Colleges
Bodies of Water
Village of Bedford Park

20

379

STRATEGIESLEGENDCTA Bus Routes
Pace Bus Routes

43

Incentivize and Promote
Transit
Expand First-Mile/Last-Mile, Late
Night, and On-Demand Services

54B

382

67

Ford
City
Mall

50

W 79th St

390
79

Burbankand Schedules

63

53A

W 73rd St

w
Bridgevie
Optimize Bus Routes
Improve Access toTransit385

S Pulaski Rd

Bethania
Cemetary

S Sayer Ave

171! Station 59

Event Midway
Center Hotel
CenterVillage of Bedford ParkS Harlem Ave

Bridgeview
TransitCenter 386

MidwayChicagoMidwayAirport63W

W 65th St

55

Cicero Ave

W 63rd St

55A

Central Ave

S Austin Ave

McCook

W 55th St

W Archer Ave
S Narragansett Ave

55th St! Pulaski

Ashburn
Station

383

!

384

W 87th St

Sources: Pace, Cook County, CTA, Metra

0

0.5

1 MileN

Village of Bedford Park | Last Mile Mobility Action PlanOPTIMIZE BUS ROUTES AND SCHEDULES▶

Provide Feedback to CTA and Pace Regarding Shift Change Times and User

Requests. The Village should periodically consolidate information about employee

IMPROVE ACCESS TO TRANSIT▶

shift times and relay this information to CTA and Pace to inform potential changes

Greenways, and Micromobility Corridors could all improve access to transit.

Committee could be an appropriate venue to provide periodic feedback.

The Village should plan to create multimodal connections to the forthcoming

Work with CTA and Pace to Align Bus Schedules with Shift Changes. ThroughHarlem Avenue Pace Pulse Route. The Village should also plan to improvein the evening on Route #165 and late night service on Cicero Avenue on RouteMicromobility Corridors. Similarly, any forthcoming FLM, late night, and MOD

with CTA and Pace to determine how service can potentially adjust and best meet

Harlem Avenue Pulse route and stations.

Bedford Park’s Last Mile Mobility Study, the need for additional eastbound service

connectivity between the forthcoming Pulse route and proposed east-west#54B and #353 to meet shift times was identified. The Village should coordinate

services that emerge through the C2W Pilot Program should connect to thethe level of demand along these routes.

▶

Bike Network improvements that make it easier and safer for commuters toaccess transit. For example, sidewalk improvements, future Neighborhood

to bus routes and schedules. The Southwest Conference of Mayors’ Transportation▶

Expand Access to Transit. The Village should prioritize pedestrian and▶

Locate Bus Stops and Pulse Stations Near Key Employment and Activity

Optimized Routes and Services Types. Pace Bus 383 provides weekday rush

Centers. The Village should advocate for a Pulse Station at Harlem Avenue

infrequent O-Trip (i.e., route to USPS) and F-Trip (i.e., route to Ford City Mall) legs,(e.g., lighting, crosswalk at Sayer) along 75th Street will allow for safe passage

hour service along 73rd, Central, and 103rd. Simplifying the route by removing theand 75th Street. This station coupled with Pedestrian Network improvements

and replacing those services with a more frequent route-based or on-demandacross Sayer Avenue.

shuttle service could make it easier for commuters to take transit.

EXPAND FIRST-MILE/LAST-MILE, LATE NIGHTAND ON-DEMAND SERVICESINCENTIVIZE AND PROMOTE TRANSIT▶

Promote Ventra’s Pre-Tax Benefit Program. The Internal Revenue Code allows

employees to use pre-tax salary towards their transit and vanpool commuting costs▶

(IRS Code, section 132(f) Qualified Transportation Fringe). This “Transit Benefit Program”

late night, on-demand microtransit, and MaaS solutions that can address theto get to work save by not paying income tax on some of their salary, reducing theirlast mile challenges identified through the Village’s Last Mile Mobility Study.

payroll taxes, and employers save on the payroll taxes for each employee participating.

employee turnover and are offering benefits to mitigate this turnover, such as, covering
all or some of the costs of a monthly transit pass. The Village should encourage

employers to offer transit benefits, acknowledge companies that do, and foster afriendly competition between employers to encourage participation and creativity.

▶

The Village should utilize data collected through the C2W Pilot Program toevaluate different service models and determine which models to support or

Encourage Employers to Offer Transit Benefits. Bedford Park employers are

becoming increasingly aware of the costs associated with transportation-driven

funding from Cook County’s Invest in Cook program to launch the C2W Pilot

Program. This program should be designed to test a range of innovative FLM,

program benefits both employees and employers. Employees using transit or vanpool▶

Launch the Connect2Work Pilot Program. The Village should leverage

permit long-term.

▶

Develop and test a MaaS Platform Through the Connect2Work Pilot

Program. The Village should test MOD and microtransit solutions throughthe C2W Pilot Program. The Village should also partner with Pace and the RTA
to explore the feasibility of creating an on-demand service for the Bedford

Encourage and Support Carpooling and Vanpooling. The Village should work

Park area. This collaboration should test more active procurement models,

carpooling and vanpooling services and technologies through C2W.

of cost-effective on demand mobility solutions.

with employers to promote existing carpool and vanpool services and test out newTransit Network

service models, and public partnerships that lead to the accelerated delivery

21

DESIGN GUIDANCE: TRANSIT NETWORKOPTIMIZE BUS ROUTES AND SCHEDULESIMPROVE ACCESS TO TRANSIT

Align Bus
Schedules with
Shift Changes

Optimize
Routes andService Types

Locate Bus
Stops Near Key
Activity Areas
Crossing
Improvements
NACTO

▶

Provide Feedback to CTA and Pace Regarding Shift Change Times and User
Requests. The Village should continue to gather insights from surveys anddirect outreach to employers and employees regarding shift times and relay thisinformation to CTA and Pace. This information should be periodically relayed totransit agencies through the SCM and direct communications.

▶

Work with CTA and Pace to Align Bus Schedules with Shift Changes.
Understanding the business operations and shift changes in key employment
centers can allow for better coordination with transit that serves employees.
Potential bus service changes could include: adjusting bus schedules, relocating
bus stops, altering routes, and more. The Village should continue to work with the
CTA to explore potential contracted service models for specific routes.

▶

22

Optimized Routes and Services Types. Because bus routes can be adjusted tobetter serve existing riders, this could increase ridership. Bus routes should be
optimized to gain the highest number of riders, while also moving those riders at
an efficient pace. This includes changes such as optimizing the schedule with shiftchanges and consolidating stops with low-ridership. Riders will walk slightly farther
to access higher quality service. Therefore, stops and routes can be spaced farther
apart. The figure above illustrates several different types of service models that
Pace currently provides, including conventional fixed route bus service on local
roads and arterials, as well as newer models for Arterial Rapid Transit, ExpresswayBased, and other MOD models.

NACTO

▶

▶

Expand Access to Transit. The Village should partner with transit agencies andneighboring municipalities to improve and expand access to transit at the site,
corridor, and regional scales. Projects that improve access to transit include,
among others: maintaining, repairing, and improving the sidewalks that connect toa transit stop, crossing improvements, rail crossing improvements, and expanding
the Bike Network and creating connections between the Bike and Transit Networks(e.g., routing bikeways adjacent to or near transit, placing bike racks and corrals at
transit stations, bus stops, and mobility hubs).
Locate Bus Stops and Pulse Stations Near Key Employment and Activity
Centers. Some high utilization bus stops should have a transit shelter to fully
shield passengers. Bus stop signage should be included at all bus stops. They
should feature the route number(s) that serve the stop. Bus stops should bedesigned to facilitate comfortable, easy passenger access. Bus stop areas should
be clear from obstructions, allowing adequate room for waiting passengers who
may be carrying parcels or baggage, or who may be traveling with bicycles. The
space directly adjacent to bus loading areas should be free of all street-levelobstacles. If space is not available, these items can be placed outside the bus
loading area between the curb and sidewalk. A clearance zone extending at least
4-feet from the curb is required so that street furniture does not block opening
bus doors. 8-feet of clearance from the curb should be provided for a wheelchairlift. Bus shelters and informational kiosks can include route maps, wayfinding
information, and schedules to give riders more information about upcoming
routes and their expected time of arrival. These signs can be installed at transit
hubs, bus stops, and at large places of employment where people congregate.

Village of Bedford Park | Last Mile Mobility Action Plan$
INCENTIVIZE AND PROMOTE TRANSITEXPAND FIRST-MILE/LAST-MILE, LATENIGHT, AND ON-DEMAND SERVICES

TransitFirst Mile

Last Mile

Ventra Chicago

▶

▶

▶

Promote Ventra’s Pre-Tax Benefit Program. Bedford Park employers can participate
in pre-tax transit programs, allowing employee transit riders to pay for rides using
pre-tax dollars up to $270 per month. Through this program, employers can directly
deposit monthly passes or fixed dollar amounts onto employees’ Ventra cards. This
program can save employees up to $1,000 per year. Employers can enroll in the
program through Ventra Chicago.
Encourage Employers to Offer Transit Benefits. The Village should encourage
employees to offer transit benefits such as pre-tax transit benefits, monthly transit
passes, and others. Employers could also help employees organize vanpools andcarpooling and offer fuel cards or other incentives for employees that organize such
options. The Village could partner with the Bedford Park-Clearing Industrial Association(“BPCIA”) to issue a “Transit-Friendly Business Award” to exemplary companies every
quarter. This award can be issued during the BPCIA’s quarterly luncheons and explain
what that company did to improve the commuter experience.
Encourage and Support Carpooling and Vanpooling. The Village should work with
employers, the BPCIA, Pace, and others to encourage and support carpooling andvanpooling programs. Parking incentives, employer-supported programs, distributing
information on Pace’s vanpool program, and gamification are all strategies that could
increase participation. Some employers have had success reducing the number of single
occupancy vehicle (SOV) trips to work by charging fees to park on-site. This approachshould be coupled with increased transit service, new shared mobility options, andsubsidies to encourage non-SOV trips to be successful. Additionally, employers have also
had success in changing commuter behavior through “gamification”. Gamification canbe combined with other strategies, such as reward programs, to “nudge” people towards
more sustainable travel behaviors. Learn more about the recommendations in Appendix B.

Transit Network

▶

▶

▶

Launch the Connect2Work Pilot Program. The Village should launch the C2W Pilot
Program in the Summer of 2020. The program should deploy an variety of innovative
FLM, late night, on-demand microtransit, and MaaS solutions that can address the last
mile challenges identified through the Village’s last mile mobility study. The Village
should partner with the RTA to pilot a MaaS platform through the C2W Pilot Program.
The Village should document and share information regarding the procurement,
operations, and integrations with the RTA, which can inform similar deployments andpilots elsewhere in the region. More specifically, lesson-learned on integrating farepayment options, “deep integration” between apps and services (e.g., Google Maps,
Transit App, Moovit, Uber, Lyft, etc.), shared user acquisition and marketing strategies,
and strategies for avoiding “vendor lock-in,” would be very valuable for transit
agencies and other communities in the Chicagoland region.
Develop and test MaaS platform through the Connect2Work Pilot Program.
The Village should continue to work with the RTA and Pace Connect to and/or through the C2W Pilot Program to design, test, and scale up innovative ondemand microtransit models.
ADA Accessible Services. Both CTA and Pace provide ADA accessible transit options.
All of CTA’s buses are ADA compliant and Pace’s accessible services include: ADA
Paratransit, transferring to/from paratransit (including Dial-A-Ride), Pace Fixed RouteBuses (accessible to those with disabilities), and a Dial-A-Ride program. Eligible riders
can reserve a ride by making a pre-arranged trip via ADA Paratransit. Additionally,
eligible riders can transfer to and from paratransit by receiving a Transfer Voucher
when transferring between ADA Paratransit and/or Dial-a-Ride services and a fixedroute bus. The Dial-A-Ride program would be in partnership with the Village ofBedford Park with specified boundaries and eligibility requirements.

23

MOTORIST & FREIGHTNETWORK
Congestion was the #1 commuter concern identified through the Study. The Bedford Park area’s severe road congestion is caused by a high reliance on
solo driving and freight traffic. Many of the last mile strategies proposed in this plan, if implemented, could reduce congestion by making it easier for
people to get to work by means other than driving alone. The Village should therefore create a network of smart and complete streets that integrate
the Pedestrian, Bike, and Transit Network improvements proposed in this plan. The Village should also formalize and streamline the process forplanning, designing, operating, and maintaining streets that enable safe, convenient and comfortable travel and access for users of all ages and abilities
regardless of their mode of travel. The Motorist and Freight Network is a critical component of an integrated and equitable mobility system, and likethe other networks, the Motorist and Freight Network is comprised of an array of physical, digital, and operational components and sub-systems that

support the safe and efficient transportation. Elements of the Motorist and Freight Network include: pavement markings | road signs | travel lanes |intersection monitoring and detection devices | adaptive traffic signals | emergency vehicle preemption (EVP) | transit signal priority (TSP) |dynamic message systems | close circuit television cameras (CCTV) | pedestrian push buttons and countdown signals | streetlights | freight rail
networks | railroad crossings | truck routes | loading zones | distribution networks | and more...

A smart and complete street is one that supports the safe and efficient movement of people and goods. A complete street, however, goes beyond
ensuring a high level of service for a given road segment. They allow buses to run on time and make it safe for people to walk and bike to andfrom train stations and bus stops. Creating smart and complete streets in Bedford Park and broader Bedford Park area will be critical for ensuring

shared economic prosperity, and it will require planners and engineers to expand their definitions of a great street, including how they understand,operationalize, and plan for efficiency, safety, and equity. Bedford Park should adopt an industrial area-focused complete streets policy that codifies
the goals and strategies of this action plan. The Village should then implement complete streets projects incrementally and strategically. The Village
should partner with area businesses to expand access to ridesourcing, ridesharing, and carsharing services that reduce dependence on SOVs. The

Village should continue to partner with regional partners to improve the flow of freight in and around Bedford Park-Clearing Industrial Area through theimplementation of high-priority CREATE program projects. Finally, the Village should deploy and utilize integrated corridor management technologies

and ITS, that support the smart movement of people and goods and facilitate a safe and seamless transition to new connected and autonomous vehicle(CAV) technologies. This chapter provides a map and description of recommended last mile strategies and actions for the Bedford Park area’s Motorist
and Freight Network. Additional design guidance for each action recommendation is provided in Appendix B.

GOAL
CREATE A
NETWORKOF SMARTANDCOMPLETESTREETSLAST MILE STRATEGIES
Adopt and
Implementa Complete
Streets Policy

Expand Accessto Shared
Mobility
Services

Improve
the Flow of
Freight inand AroundBedford Park

Utilize
Integrated
CorridorManagement& ITS Strategies

25Forest View
LAST MILE STRATEGIES: MOTORIST & FREIGHT NETWORK

¦
¥
55

50

43
171

51st St!Summit
Station

x

¦
¥

Ar

71st St

ch

er

Rd

55

Public At-Grade Crossings
Main Arterial Roads
294
Right of Way¦¥

Railroads
Metra Lines & Stations

CTA Orange Line & Stations
Parks		High Schools & Colleges
Villageof Bedford Park
Water
BodiesVillage of Bedford Park

26

43

STRATEGIES

Adopt and Implement
w a
Bridgevie
Complete Streets Policyx

MidwayStation
!
x

x

x

Ford
City
Mall

x
x

x

x

S Pulaski Rd

LEGENDx

S Sayer Ave

Bethania
Cemetary

Event Midway
Center Hotel
CenterVillage of Bedford Parkx
W 73rd St

Stationx

ChicagoMidwayAirportx

S Harlem Ave

171

W 55th St! Pulaskixx

W 65th St

Bridgeview
TransitCenterxxx

Cicero Ave

W 63rd St

x

x

x

x

x

Central Ave

Summitxx x x

x

W Archer Ave

S Austin Ave

McCookx

S Narragansett Ave

55th Stxx

50

W 79th St

Burbank

Ashburn
Station!

Expand Access to Shared
Mobility Services
Improve the Flow of Freight inand Around Bedford Park
Utilize Integrated Corridor
Management and ITS Strategies

W 87th St
Sources: Cook County, CTA, Metra, IDOT, Illinois Commerce Commission(Grade Crossing Map)

00.5

1 MileN

Village of Bedford Park | Last Mile Mobility Action Plan▶

ADOPT AND IMPLEMENT A COMPLETE STREETSPOLICY
Create a Smart and Complete Streets Framework Plan for the Bedford Park

Area. The Village should adopt a Complete Streets Framework Plan that responds

EXPAND ACCESS TO SHARED MOBILITY SERVICES▶

to the unique opportunities and challenges of its industrial area. Coordinatedprojects, policies, and programs should encourage multimodal projects, such as
those presented in this plan, and promote the use of ITS technologies.

▶

▶

▶

▶

Expand Access to Shared and Pooled Rides. The Village should promote sharedand pooled rides through the C2W Pilot Program. The Village could partnerwith TNCs like Uber, Lyft, and Via, to offer subsidies for commuters within the pilot

and S Linder St, W 73rd St and Central Ave, W 75th St and S Sayre Ave). Complete
improvements to the Pedestrian, Bike, and Transit Networks wherever feasible.

mix of solutions tested through the C2W Pilot Program. Late night service can beconnect them to transit stops with 24/7, late night, or early morning service.

where there is a conflict between pedestrian and motorist traffic (e.g., W 65th Ave
Streets improvements should be integrated and coordinated with other proposed

Late Night Service. The Village should incorporate late night service into thedesigned to provide commuters with door-to-door service within the pilot area or

should incrementally, but strategically, implement traffic calming, intersection
roads safe and accessible for all users. Projects should be prioritized in areas

the C2W Pilot Program to test innovative FLM solutions, including those that
expand ridesourcing, ridesharing, and carsharing options.

Implement Complete Streets Improvements Incrementally. The Village

improvements, and other Complete Streets measures that make Bedford Park’s

Connect2Work First-Mile, Last Mile Pilot Program. The Village should launchservice area and those traveling to and from transit stations and mobility hubs.

▶

Continue Bedford Park’s exemplary Operations and Management Practices. The

Expand Carsharing Services. The Village should partner with employers

and carsharing companies to expand carsharing throughout the Village. New

carsharing services and locations will provide workers a vehicle for quick trips

Village should continue to invest in preventative maintenance and ongoing (“O&M”)

and thus reduce the need for commuters to own their own vehicle.

efforts (e.g., pothole repairs, road resurfacing, pavement markings repair). The new

projects recommended in this plan should be incorporated into the Village’s ongoing
capital improvement planning, annual budgeting, and O&M activities.

▶

IMPROVE THE FLOW OF FREIGHT IN AND
AROUND BEDFORD PARK

Implement High Priority Grade Crossing Projects. There are 40 at-grade rail crossing
delay locations within the Bedford Park area (See Page 26 and Figure 3.12 in the▶

▶

Ave); B9/EW1 (Argo), and P6 (Canal).

▶

and along the shared right-of-way. Creation of the Center for Smart Logistics will help
position Bedford Park as a national leader among industrial areas seeking to provide
integrated and equitable mobility (see Introduction, Page 3).

Motorist and Freight Networkwith IDOT, surrounding municipalities, and other partners to implement integrated

Park area (see map on page 26). The Village should integrate ITS technologies whereappropriate.

and flows through the Bedford Park-Clearing Industrial Area, Bedford Park could be an
and scale up technologies that improve the flow of freight with intermodal facilities

Utilize Integrated Corridor Management Strategies. The Village should work

corridor management systems along key arterials and intersections in the Bedford

Create a Center for Smart Logistics. Given the volume of freight that originates from
ideal location for a Center for Smart Logistics. The Center for Smart Logistics will testof strategies and policies to reduce travel demand or to redistribute this demand
strategies.

for Planning (CMAP), SCM, the Belt Railway Company of Chicago (BRC), the Illinois

projects: GS1 (63rd St/Harlem Ave); GS2 (Central Ave/54th St); GS9 (Archer Ave/Kenton

Utilize Transportation Demand Management Strategies. TDM is the application
across space or time. Many of the recommendations put forth in this plan are TDM

Study). Bedford Park should continue to partner with Chicago Metropolitan Agency
Commerce Commission (ICC) and others to advance the following CREATE Program

UTILIZE INTEGRATED CORRIDOR MANAGEMENT
AND ITS STRATEGIES▶

Support the Transition Towards Connected and Autonomous Vehicles. Bedford

Park should support the transition towards CAVs through strategies that promote safeand equitable, and seamless urban mobility. Strategies could include developing theCenter for Smart Logistics, piloting CAV technologies, deploying a low-speed people
mover along local commuter routes, and more.

27

DESIGN GUIDANCE: MOTORIST & FREIGHT NETWORKADOPT AND IMPLEMENT
A COMPLETE STREETS POLICYEXPAND ACCESS TO
SHARED MOBILITY SERVICES

Late night
Service

Transit

Adopt
Complete
Streets PolicyFirst Mile
Complete Street
Improvements

Shuttle Service

Shared andPooled Rides

Last Mile

NACTO

▶

▶

▶

28

Create a Smart and Complete Streets Framework Plan for the Bedford Park Area.
Complete streets is a transportation policy and design approach that requires streets tobe planned, designed, operated, and maintained in ways that enable safe, convenientand comfortable travel access for all users, regardless of their age, abilities, ortransportation mode. Many recommendations of this Plan will require a broader
plan that equips various public, private, and civic sector partners with a framework forcoordinated action. Creating a “network of smart and complete streets” will require theimplementation of projects, policies, and programs in coordination with neighboringmunicipalities, IDOT, Cook County, and other partners. The Village should therefore
explore opportunities (e.g., funding, partnerships, technical assistance) to develop asmart and complete streets Framework Plan for the Bedford Park Area.
Implement Complete Streets Improvements Incrementally. Complete streets
improvements include sidewalk upgrades, new bike and micromobility facilities
installation, urban design that contributes to a more vibrant pedestrian environment, andmore. This plan proposes a variety of multimodal improvements that when implemented
together, can create a “Complete Street”. Complete streets need not be implemented all
at one time. In fact, gradually testing complete streets elements through short-term, or“tactical” interventions is a proven method for gradually testing and scaling up solutions.
Continue Bedford Park’s Exemplary Operations and Management Practices. Roads
with high truck volumes will require frequent restriping and maintenance to ensure
pavement markings are visible and potholes are patched in a timely manner. Bedford
Park should develop a method to monitor, schedule, and replace markings that havedeteriorated to ensure that a minimum level of reflectivity is maintained. Potholes shouldbe patched as soon as possible, either as an emergency repair or incorporated into regular
maintenance. See Appendix B for a list Federal Highway Administration references.

▶

▶

▶

▶

Connect2Work First-Mile, Last-Mile Pilot Program. The Village should procure,
deploy, and evaluate a variety of last mile mobility solutions through the C2W Pilot
Program. During C2W, the Village should evaluate the impact of new solutions
on transit ridership and road congestion. Solutions that potentially increase roadcongestion should be discontinued. At the same time, the Village should evaluate
the impact of TNC solutions to transit ridership and road congestion.
Late Night Service. Lack of late night transit service was a key concern identified
by employers and shift employees. The Village could expand late night service byoffering a subsidy for shared TNC rides or an on-demand shuttle that connects
workers to 24/7 transit service or directly to their home or neighborhood. The
Village should work with employers to identify a sustainable funding model for latenight services and other last mile solutions, such as a P3 in which costs are shared.
Expand Carsharing Services. The Village could work with carsharing vendors that are
already in the Chicagoland market to expand their service areas or place additional
vehicles in the Bedford Park Area. Harmonizing regulations, permitting, and reportingwith those in place in the City of Chicago and other adjacent jurisdictions (or creating
regulatory reciprocity) can help support this effort by reducing the administrative
overhead required of vendors and increasing vehicle utilization.
Expand Access to Shared and Pooled Rides. Although not as space-efficient astransit, microtransit (e.g., vans, shuttles) and shared or pooled TNC rides (e.g., Uber
Pool, Lyft Line) are preferable to solo driving trips. The Village should expand access toshared mobility services through the C2W Pilot Program. A MaaS platform could makeinformation about all viable services (and ride discounts) available in one place andacross trip planning platforms and apps (e.g., Google Maps, Transit App, Moovit, Uber,
Lyft, Via, etc.).

Village of Bedford Park | Last Mile Mobility Action PlanIMPROVE THE FLOW OF FREIGHT IN AND AROUNDBEDFORD PARK
Center for

UTILIZE INTEGRATED CORRIDOR MANAGEMENT
AND ITS STRATEGIES

Smart Logistics

CorridorManagement
Strategies

NACTO

▶

▶

Implement High Priority Grade Crossing Projects. CREATE is a first-of-its-kindpartnership between the U.S DOT, State of Illinois, Cook County, City of Chicago,
Metra, Amtrack, and freight railroads aimed at implementing projects that will
increase the efficiency and safety of the region’s passenger and freight rail
infrastructure. The Village should continue to work through this partnership toimplement high priority projects that will ensure the safe and efficient movementof people and goods in the Bedford Park Area, including GSI, GS2, GS9, B9/
EWI, and PG. The Village should continue to work with CMAP and other partners
to identify and secure funding for other large-scale and regionally-significant
projects.

NACTO

▶

▶

Create a Center for Smart Logistics. The Center for Smart Logistics would befacility and public-private partnership designed to develop, test, and pilot theapplication of automated and green freight technologies, focusing specificallyon the movements of goods within and between intermodal operations,manufacturing facilities, warehouses and/or e-fulfillment centers, using regional
public or private transportation pathways.

▶

Motorist and Freight Network

Utilize Transportation Demand Management Strategies. TDM reduces thenumber of vehicles traveling on roads by promoting alternatives to solo driving.
These TDM strategies include concepts discussed in all four mobility networks
such as walking, biking, transit, ridesharing, and adjusted work-hour scheduling.
Utilize Integrated Corridor Management Strategies. Integrated Corridor
Management Technologies include smart intersections, active arterial routing,active traffic management, dynamic parking management, and others. Ramp
meters regulate traffic flow with a two-section signal light (red and green) to
reduce congestion and increase driver safety. Smart intersections use short range
communication system technology to detect 360 degrees of an intersection’s road
users, known as vehicle-to-everything technology. Active Arterial Management canbe implemented through smart infrastructure systems that monitor and respondto dynamic traffic patterns, active signal retiming, and implementing CMAP’s
Smart Corridor concepts. Congestion pricing is an congestion mitigation approachthat charges drivers utilizing roads that are subject to excess demand, thereby
charging more at peak hours to reduce traffic congestion without increasing
the road supply. Dynamic Parking Management allows for the management andtracking of available parking spots in parking facilities in real-time. Other ITS
technologies that the Village should consider include: actuated traffic signals andtraffic signals interconnects at traffic bottlenecks, and real-time information at bus
stops and transit stations.
Support the transition towards Connected and Autonomous Vehicles. The
Village should implement strategies that ensure that CAV technologies aredeveloped, tested, and deployed in a way that is safe, equitable, and integrated
with other mobility systems.

29

Implementation
OVERVIEW OF IMPLEMENTATION STRATEGIES
Implementation of the last mile strategies and action recommendations proposedin this plan will require a concerted effort amongst numerous public, private, and civic
sector partners at the local, regional, state, and federal levels (See Figure 6.1 and 6.2).
Implementation of the last mile solutions proposed in this Plan will require an array of
infrastructure, technological, operational, and policy interventions, each of which entail
a unique series of steps. There are several high-level implementation strategies that
the Village could focus on. These implementation strategies include the following:

▶

▶

▶

30

Implement Last Mile Solutions ‘In-House’. The Village can continue
to implement high priority capital improvement projects and policy
initiatives through existing budgeting and policy-making processes(e.g., capital improvement planning, budgeting, board approval,
procurement, etc.). Additionally, the Village can incorporate the Last
Mile Mobilty Action Plan into its forthcoming comprehenisve plan andfive-year capital improvement plan.
Support the Implementation of Last Mile Solutions through Regional
Partnerships. The Village can continue to engage in regional coordination
efforts (e.g., the SCM, CMAP committees, Resource Group) and publicprivate partnerships to implement or support regionally significant projects,
policies, and programs.

Figure 6.1. Implementation Partners and Stakeholders

FEDERALSTATE

REGIONAL

FHWA, FRA,

ICC,

CMAP, Cook County,

IDOT,

CTA, Metra, Pace,and more...

State of Illinois

RTA, SCMLOCALPRIVATE

CIVIC

Bedford Park, Burbank,

Area Businesses,

Active

FTA, NHTSA, USDOT,

Bridgeview,

BPCIA, Transportation

Chicago, Justice,

Companies, Technology

and others...

Media Outlets

Summit,Companies, Railroads,

Transportation
Alliance,
CNT,

SUMC

Figure 6.2. A Framework for Cross-Scale Coordination

Cultivate Favorable Market Conditions. The Village has a range oftools that can be used to cultivate market conditions that support theimplementation of projects that align with this plan. The Village canimplement policies, provide incentives, and establish local priorities that
support private sector activities that contribute to a more integrated
and equitable mobility system. For example, the initial investment ofpublic dollars in the C2W Pilot Program could catalyze the market and help
identify sustainable strategies for funding a last mile solution(s) longterm. The Village can also streamline the permitting process or provide tax
incentives to support private sector projects that support walking, biking,transit, and other shared modes of mobility.
Village of Bedford Park | Last Mile Mobility Action PlanCreating a more integrated and equitable mobility system in Bedford Park andthe surrounding area will require creative combinations of all three strategies.
The next pages provide a list of specific funding, financing, and technicalassistance opportunities that the Village and their partners could apply for andleverage to support their implementation efforts.
Funding Source / Program(s)Funding and Financing Opportunities
Village of Bedford Park
General Fund

CMAP/SCM
Surface Transportation Program / TAP
Cook County
Invest in Cook / CDBG

Regional Transportation Authority
Access to Transit

State of Illinois
Illinois Capital Budget / Walk-Bike Fund
State of Illinois - DCEO
Various Programs
State of Illinois - IDNR
Various Programs

State of Illinois - IDOT
SRTS / Various Programs

Rails to Trails
Rails to Trail Conservancy Grant
State of Illinois - DCEO
Bedford Park Enterprise Zone

Federal Highway Administration
CMAQ
USDOT
CRISI, BUILD, INFRA, TIFIA, RRIF

The table below provides a list of various funding, financing, and partnership or
technical assistance opportunities that can support the implementation of last
mile solutions. Many of the funding, financing and technical assistance tools
can support the implementation of last mile strategies and cations on one ormore of the mobility networks. The implementation table also delineates which
funding source can be utilized for capacity building and coordination.

Pedestrian
Network

Bike
Network

TransitNetwork

Motorist andFreight Network

Capacity Building and
Coordination


























































































Federal Railroad Administration
Federal-State Funding

Federal Transportation Administration
AIM, Access and Mobility Grants











31

Funding Source / Program(s)Pedestrian
Network

Bike
Network

TransitNetwork

Motorist andFreight Network

Capacity Building
and Coordination





















State of Illinois
TIF











CMAP / RTA
Local Technical Assistance /Community Planning















































Funding and Financing Opportunities continued...
Village of Bedford Park
TIF/Tax Incentives/Permitting/Others
Public - Private Partnerships
Various structures

Technical Assistance and Partnerships

Civic Sector Technical Assistance
Shared Use Mobility Center /Center for Neighborhood Technology /Active Transportation Alliance
SCM
Various Programs

Active Transportation Alliance
Planning and Consulting
State of Illinois – IDNR
Member Initiative Money

National Parks Service
Rivers and Trails Program

32

Village of Bedford Park | Last Mile Mobility Action PlanFUNDING AND FINANCING OPPORTUNITIES
Village of Bedford Park General Fund. This is a municipal account, managed
by the Village, to support the regular operating and administrative expenses
incurred by the Village. These are funds that can be used when funds fromother specified accounts are not eligible for use.
CMAP/SCM Surface Transportation Program. Each local Council of Mayors
and the City of Chicago administer an Surface Transportation Program (STP)
local program according to locally established methodologies. Local agencies
that wish to participate in the STP local program must do so through theirdesignated subregional council, according to the methodology of that council.
Cook County Government Invest in Cook. This program covers the cost ofplanning and feasibility studies, engineering, right-of-way acquisition, andconstruction associated with transportation improvements sponsored by local
and regional governments and private partners. These projects should alignwith the five priorities outlined in Connecting Cook County and high-needcommunities generally do not require matching funds.
Cook County CDBG. Each year, the Bureau of Economic Development partners
with the Department of Planning and Development to solicit grant applications
for Community Development Block Grant (CDBG) and Emergency Solutions
Grants funding through a competitive process. Eligible Activities: Capital
Improvement/Demolition and Economic Development Projects; and Planningand Public Service/Planning Projects.
Regional Transportation Authority Access to Transit Program. The RTA
launched the Access to Transit program in 2012 to provide funding for smallscale capital projects that improve access to the regional transit system forpedestrians and bicyclists. Eligible projects include small-scale, bike andpedestrian infrastructure improvements that are based on recommendations
from Community Planning or LTA studies with transit-related components.
Eligible projects must be able to demonstrate the ability to increase ridership,
improve access to existing transit services and contribute to reduced vehicle
emissions.

Implementation

State of Illinois – DCEO Bedford Park Enterprise Zone. The Bedford ParkEnterprise Zone was established to assist business development in Bedford
Park, Summit, Justice and Bridgeview, Illinois, by providing resources andincentives to commercial, industrial and retail businesses. The Bedford
Park Enterprise Zone covers certain geographical properties in the above
mentioned communities. New construction and expansion of commercial andindustrial projects in the Zone may qualify for significant real estate, sales tax,
and construction cost savings.
State of Illinois – DCEO Various Programs. The Illinois Department ofCommerce administers several programs and services that are designed
to strengthen Illinois communities, improve energy efficiency, build
neighborhoods, and create opportunities. This includes rental assistance,
housing rehabilitation, utility bill assistance, infrastructure improvements toencourage economic development, emergency services, and disaster recovery
services. Some programs do have a match requirement; generally high need/
low-income communities receive a reduced or completely bypassed match
requirement.
State of Illinois – IDNR Various Programs. The Illinois Department of Natural
Resources manages an extensive list of funding programs and opportunities
designed to preserve, acquire, maintain, and improve open spaces, parks, andtrail facilities. Some of these programs include; Park and Recreational Facility
Construction Grants (PARC), Open Spaces Lands Acquisition & Development(OSLAD), Federal Recreational Trails, Bike Path Grant Program, and more. Somegrants may have match requirements, although many will reduce or bypass thematch for low-income communities.
State of Illinois – IDOT Various Programs. The Illinois Department ofTransportation offers a wide range of funding programs to repair, maintain,
extend, improve, make safer various roadways throughout the State. Someof the programs include; the Illinois Transportation Enhancement Program(ITEP), Safe Routes to School, Highway Safety Improvement Program, andmore. Some programs have a match requirement, though typically low-income
communities will receive a reduced or entirely bypassed match amount.

33

Last Mile or Congestion Mitigation Fee/Tax. A Last Mile or Congestion
Mitigation Fee/Tax is a tax on the fares paid to rideshare or microtransit
companies for rides within a certain jurisdictional boundary. Revenue
generated from this tax is typically dedicated to funding transit andtransportation safety improvements. Research has showed that introducing
similar programs can help to reduce the number of individual rides and canencourage use of shared services.
National Parks Service Rivers, Trails, and Conservation Assistance. Also
known as the Rivers and Trails Program or RTCA, this program is thecommunity assistance arm of the National Park Service. RTCA staff provide
technical assistance to communities so they can conserve rivers, preserve
open space, and develop trails and greenways. The RTCA program implements
the natural resource conservation and outdoor recreation mission of the
National Park Service in communities across America. August 1 is the deadline
each year for the next round of assistance. Applicants are strongly encouraged
to discuss project ideas with RTCA staff before submitting an application.
Rails to Trails Rails to Trails Conservancy Grant Program. Through our grant
programs, Rails-to-Trails Conservancy (RTC) emphasizes strategic investmentsthat support significant regional and community trail development goals.
Many of our funded projects are small in scope and scale and can be hard
to finance within traditional funding streams. These projects are essential tobuilding, maintaining and managing the trails that so many of us love and that
communities rely upon for recreation, transportation and economic vitality.
Through these relatively small investments, we are able to help complete
and connect trails, improve the trail user experience and support localorganizations dedicated to new and existing trails across the country.
TIF. Property and business owners often benefit from the construction of new
or improved transit through increased rents, sales, land values, and increased
access to talent. Value capture is a type of public financing that recovers
some or all of the value that public infrastructure generates for private
landowners. One value capture strategy already practiced in Illinois, known
as tax increment financing (TIF), is commonly used for a variety of public
investments. Illinois municipalities can use TIF funds to support transportation
improvement projects. For example, TIF has already been used to improve
both suburban and City of Chicago transit stations.

34

TECHNICAL ASSISTANCE AND
PARTNERSHIPS
Volunteer Program Resident Surveys. To initially assess the existing condition ofcommunity facilities and amenities a survey was distributed to collect responses.
This is a proposed strategy for moving forward with collecting feedback fromresidents. Asking residents to self-rate local sidewalks and trails is also proposed
to collect further feedback on existing conditions.
CMAP Local Technical Assistance. CMAP has initiated more than 200 local
projects with local governments, nonprofits, and intergovernmental organizations
to address local issues at the intersection of transportation, land use, and housing,including the natural environment, economic growth, and community development.
Shared-Use Mobility Center. When it comes to shared mobility, there is no onesize-fits-all solution. SUMC’s work advances a connected, universal, equitable,
environmental, and multimodal transportation system through their key areas offocus are Research, Technical Assistance, Strategic Planning & Implementation,
and Facilitating Public & Private Partnerships. SUMC has provided technicalexpertise in support of Bedford Park’s Last Mile Mobility Study, Action Plan, andC2W Pilot Program.
Southwest Conference of Mayor (SCM). The SCM is made up of twenty-one
southwest suburban communities. The organization’s mission is to work together
for the betterment of the entire southwest suburban area. Through it’s various
committees, the SCM has supported transportation and road improvements,
economic development, legislative initiatives, public works cooperatives, utilities
upgrades, and emergency preparedness initiatives. The SCM is an excellent venue
for facilitating the intergovernmental cooperation needed to implement many of
the recommendations put forth in this plan.
Active Transportation Alliance. Every community can benefit from a friendly,
safe bicycling and walking environment. At the Active Transportation Alliance,
that’s a core belief. Our planning and engineering staff have the experience,credibility and talent to take on any bicycle or pedestrian planning project thatyour community needs. Some of our services include bicycle master planning andpolicy development, pedestrian master planning, bikeway planning and design,
GIS network analysis and mapping, bicycle education and safety programmingand bicycle-related technical assistance.
Village of Bedford Park | Last Mile Mobility Action Plan

State of Illinois – IDNR Member Initiative Money. State legislators havediscretionary funds that can be used for projects of their choice. They can be
powerful allies for pulling together and providing resources for projects that spanmunicipalities. When the Village of Roselle was seeking support for the designand construction of a pedestrian bridge crossing Lake Street (a busy, multi-lanearterial) to the Village of Bloomingdale, the Senator and Representative for thearea, former Senator Doris Karpiel and Representative (now Senator) Carole
Pankau provided $250,000 each— the final pieces of the funding puzzle on thisproject. The bridge was completed in 2007.
Public Private Partnerships. A Public Private Partnership (“P3s”) is a contractual
arrangement formed between any public and private sector partners. Typically,
these arrangements involve a governmental agency contracting with a private
partner to renovate, construct, maintain, or manage a facility or system that provides
some form of public service. Under these arrangements the government agency
may retain ownership of the public service, but the private partner generally invests
capital to design and develop the property. In addition to sharing the resources,
each party shares in the risks and rewards in the delivery of the public service.
TIFIA Loans. The Transportation Infrastructure Finance and Innovation Act (TIFIA)
program provides Federal credit assistance in the form of direct loans, loan
guarantees, and standby lines of credit to finance surface transportation projectsof national and regional significance. TIFIA credit assistance provides improved
access to capital markets, flexible repayment terms, and potentially morefavorable interest rates than can be found in private capital markets for similar
instruments. TIFIA can help advance qualified, large-scale projects that otherwise
might be delayed or deferred because of size, complexity, or uncertainty over
the timing of revenues. Many surface transportation projects - highway, transit,
railroad, intermodal freight, and port access - are eligible for assistance. Eachdollar of Federal funds can provide up to $10 in TIFIA credit assistance - andleverage $30 in transportation infrastructure investment.

Implementation

The Illinois Capital Building

Patrick Emerson

35Conclusion
This plan is intended to help make it easier for people toget to work in Bedford Park. This can be accomplished by

implementing an array of last mile strategies and actions, which

STEP 1DISCOVER

STEP 2PILOT

STEP 3
SCALE

Define challenges, identify
potential solutions,develop a plan.

Deploy, deliver, and learn
from pilot program andrapid delivery projects.

Scale up viable solutions.

over time, will create a more integrated and equitable mobility
system in Bedford Park and the region. Altogether, this plan

outlines 16 last mile strategies, including 4 for each mobility

network and nearly 50 specific last mile actions. These actions
range from pragmatic recommendations, such as repairing

Bedford Park Area

the existing sidewalk network, to more innovative ideas, such

Chicagoland Region

as the introduction of new First-Mile/Last-Mile, On-Demand

Microtransit and MaaS services. Regardless of how pragmaticor innovative an individual recommendation may be, all theactions in this plan are designed to work together contribute to▶

a more integrated and equitable mobility system that achieves

Launch the Connect2Work Pilot Program. At the time of publication of this plan, the Village has

already published a Request for Qualifications (RFQ) for the C2W Pilot Program: A FLM Pilot Program
for the Bedford Park Area. The C2W pilot program was driven by the findings of the Bedford Park

the Village’s long-term vision and goals.

Last Mile Mobility Study and aligns with the goals, strategies, and actions outlined in this Last Mile

Implementation of many of the recommended actions goes

Mobility Action Plan. Moving forward, the Village should evaluate and select FLM mile transportation

recommended projects, programs, and policies will therefore

their proposed service and the C2W Pilot Program goals and program parameters, and the costservice and technology providers based on the firm(s) general capacity, the alignment between

beyond what Bedford Park can accomplish alone. Many of thecompetitiveness of the proposed solutions. Appendix C and D include resources that support therequire a concerted effort amongst the Village of Bedford Park,C2W Pilot Program including a matrix of last mile solution service models and the C2W Marketingneighboring municipalities, the business community (includingarea businesses and private transportation and technology

companies), Cook County, IDOT, CTA, Pace, RTA, and other local
and regional partners. This plan provides a clear path forward

and Branding Strategy, respectively.

▶

Adopt and implement this Plan. The Village of Bedford Park should formally adopt this plan andintegrate the proposed recommendations into the Village’s forthcoming comprehensive plan andfor coordinating efforts locally and regionally.

annual capital improvement planning and O&M activities. Too often, well-intended plans sit and

A comprehensive matrix of last mile strategies and actions,challenges are too severe, and the opportunity to position the Village as a national leader amongst

including useful implementation resources, is provided inAppendix A. The Village can use this matrix to prioritize

and phase projects, programs, and policies over the short-term, medium-term, and long-term. In the immediate future,
however, the Village should prioritize the following rapid

response efforts, which were identified through this last mile
study and action planning process:36

gather dust on the shelves of Village Hall, both figuratively and literally. Bedford Park’s last milemunicipalities that are tackling these challenges is too clear to stop at the point of plan delivery.
Given Bedford Park’s track record and the fact that the Village has already implemented several

rapid response actions including improving the pedestrian crossing at W 65th St and Sayre Ave,

constructing new sidewalks, initiating the pilot program, and others, it does not seem likely that

implementation stall is going to be a problem. Nonetheless, the Village should take efforts to codify
this plan integrate its recommendations into the Village’s internal decision-making, budgeting, andwork-planning processes. The Village should also consider developing design guidelines that shape
future development that aligns with recommendations in this Plan.

▶

Apply for funding opportunities. There is an array of federal, state, andgovernment-based funding and technical assistance opportunities although

recommendations in this plan. The implementation chapter includes a table

maintain, and adapt the full array of last mile strategies and actions

regional funding opportunities that can be used to advance many of theof various funding, financing, and technical assistance opportunities, butthere are several forthcoming opportunities that the Village should prioritize
including: IDOT’s transportation planning grants; the 2020 round of Invest in

Cook, the Surface Transportation Program; and the USDOT’s BUILD and INFRA
funding programs. This plan includes a wealth of useful information including
a list of classified projects, project descriptions, project limits, and more,which can be packaged into a grant application. The Village should translate

the recommended last mile strategies and actions into specific proposals forfederal, state, and regional funding opportunities.

▶

Continue to convene the Bedford Park Last Mile Resource Group.

Bedford Park’s Last Mile Resource Group, which consists of Village staff andleaders, and representatives from area businesses, transit agencies, Cook
County DOTH, and other local and regional partners, is comprised of the

stakeholders and partners that are necessary to refine, prioritize, and advancethe recommendations outlined in this plan. Moreover, many of these partners

represent agencies with the mandate and funding and financings mechanisms
necessary to implement proposed last mile actions at the County, regional,

and state levels. Indeed, full implementation many of the recommendationsin this plan will require action at all these levels, but Bedford Park can drive
and inform these higher-level projects, programs, and policies by taking
action at the local level. The Resource Group can be help accelerate theimplementation of actions in Bedford Park by identifying potential resources
and translating between different levels of transportation governance.

▶

Secure a dedicated revenue stream for implementing first-mile/last-

mile and congestion-mitigation projects, programs, and policies. Cook

County funds were used to complete Bedford Park’s Last Mile Mobility Study,
develop this action plan, and launch the C2W Pilot Program. Indeed othercounty, regional, state, and federal funding sources will likely be needed
to catalyze and get many of the recommended last mile actions off theground. However, sustained action towards a more integrated and equitablemobility system in Bedford Park and the broader region will require funding

necessary, are not sufficient to plan, design, construct or implement,

presented in this plan. The Village should therefore continue to work witharea businesses, transit agencies, and other regional partners to identify

potential P3 opportunities. The goal of any future P3s should be to resolve

the funding gap necessary for the delivery of a last mile solution in a way theequitably distributes project risks and benefits between public and private

actors. For example, the Village should not (and cannot) be responsible forcovering the full costs associated with launching and sustaining a last mile
shuttle program. Conversely, an individual employer’s efforts to establish
a employer-specific shuttle, although commendable, fails to capture theefficiencies and economies of scale that could be attained through a P3

in which the cost of a village-wide shuttle are equitably shared between

all businesses in Bedford park and other public entities. One potential P3

strategy could include developing a local dedicated revenue stream througha “last mile” or “congestion mitigation” tax or fee, which is assessed Villagewide based and which can be used to leverage a low interest loan throughthe USDOT’s TIFIA or other similar financing mechanism at the state or

regional level. Identifying and establishing such a P3 should be a priority thatis advanced through the C2W Pilot Program (see Appendix E).

The Village’s efforts to implement this plan will improve the last mile journey for nearly
26,000 employees who commute to and from Bedford Park every day. The potential
mobility, economic, and learning benefits of this plan, however, can go beyond

Bedford Park and even the broader Bedford Park Area. This plan engages with andproposes solutions for many mobility challenges that other municipalities, counties,

transit agencies, and regional actors are dealing with across the country. In addition to
implementing this plan at the local level, the Village should continue to share lessonslearned through regional collaboratives, such as the Bedford Park Last Mile Resource

Group. In doing so, Bedford Park will help secure the Village’s position as an industrial

anchor and employment center for the Chicago region—by improving workers’ accessto opportunity—while also becoming a national model for industrial areas seeking toprovide integrated and equitable commuter options.

and financing mechanisms that goes beyond what can be secured throughannual, government or philanthropic funding opportunities. Grants and other37

PEDESTRIAN NETWORK IMPLEMENTATIONAPPENDIX A. IMPLEMENTATION MATRIXStrategy

Maintainand Repair
Pedestrian
Network

Implement
Targeted
Crossing
Improvements

Expand thePedestrian
Network

Install Shared
Mobility
and Other
Amenities

Code

Actions

P1.1

Conduct a Village-Wide Sidewalk
Assessment

Village of Bedford Park

P1.2

Identify and Repair High Priority
Sidewalks

P1.3

Improve Snow Removal Practices

P1.4

Install Green Stormwater
InfrastructureSouth side of 65th St from S Cicero Ave to S Old Harlem Ave*; North side of 73rd St from S Cicero Ave to
S Sayre St

P2.1

Install and Maintain ADA Curb
Ramps, Tactile Pads, and HighVisibility Crosswalks

P2.2

Install Accessible PedestrianCountdown Signals with leadingpedestrian intervals

P2.3

Install Pedestrian Refuge Islands
Where Appropriate

W 65th and S Linder Ave (Bedford Park Event Center and Hancock School sites)*; W 73rd St and S Sayre
Ave; W 73rd St and S Cicero Ave; W 63rd St and S Cicero Ave

P2.4

Install Curb Extensions Where
Appropriate

W 65th and S Linder Ave (Bedford Park Event Center and Hancock School sites)*; W 65th St from S Cicero
Ave to Old Harlem Ave; W 73rd St from S Cicero Ave to S Sayre Ave

P231

Connect Gaps in Sidewalk
NetworkP3.2

Widen Sidewalks and Create
Buffer Zones

Project Location(s)South side of W 65th St from S Lorel Ave to Central Ave*; West side of S Cicero Ave from W 67th St W
73rd St*; North side W 65th St of S LaVergne Ave to Latrobe Ave

Prioritize locations where locations where repetitive street flooding is a problem
73rd St from S Cicero Ave to S Sayre Ave*; W 73rd St and S Sayre Ave*; W 75th St and S Sayre Ave*; W
65th and S Linder Ave (Bedford Park Event Center and Hancock School sites)*; W 73rd St and S Central
Ave*; W 65th St and S Austin Ave; W 65th St and S Sayre Ave; W 65th and S Austin Ave; W 65th St andS Melvina Ave; W 65th St and S Cicero Ave; W 73rd St and S Cicero Ave; S Harlem Ave and W 73rd St; S
Archer Rd and entrance drives to ACH Food and CC Wagner & Company
W 73rd St and S Sayre Ave*; W 75th St and S Sayre Ave*; W 65th and S Linder Ave (Bedford Park Event
Center and Hancock School sites)*; W 73rd St and S Central Ave*; S Cicero Ave and W 73rd St; S Cicero
Ave and S State Rd

North side of W 73rd St from ComEd Substation (5702 W 73rd St) to Mason Ave*; South side of W 65th
St from S LaVergne Ave to S Lorel Ave*; West side of S Cicero Ave from W 73rd St to S State Rd*; Northside of W 65th St from Latrobe Ave to S Lockwood Ave; North side of W 65th St from S Austin Ave to
S Melvina Ave; North side of W 65th St from S Natchez Ave to S Nashville Ave; North side of W 65th St
from S Normandy to S Oak Park Ave; North side of W 65th St from S Sayer to S Nottingham Ave; East
side of S Harlem Ave from W 65th St/S Old Harlem Ave to W 63rd St/S Harlem Ave
North side of 73rd St from S Cicero Ave to S Sayre St*; South Side of W 65th St from Cicero Ave to S
Central Ave

P3.3

Formalize Pedestrian CutThroughs and Improve Internal
Parking Lot Circulation

S Harlem Ave and W 75th St to parcel carrier district at Sayre Ave and W 75th St*; Bedford Park's
commercial district along S Cicero Ave and W 73rd St*; Connect S Narragansett Ave Ave to Narragansett
Park

P4.1

Rationalize and Regulate
Transportation Network Company
Pickup and Drop-Off Activities

Bedoford Park's Commercial District; W 65th and S Linder Ave (Bedford Park Event Center and Hancock
School sites)*; Mobility Hubs (i.e., Midway Hotel Center; Ford City Mall, Bridgeview Transit Center; nearby
CTA and Metra stations)P4.2

Install Pedestrian-Scaled Lighting

73rd St from S Cicero Ave to S Sayre Ave*; W 65th St from S Cicero to Old Harlem Rd

P4.3

Install More Seating and Weather
Protection

Bus stops along S Cicero Ave and S Harlem Ave*; W 65th St and S Linder Ave; W 65th St and S Sayre Ave* Delineates a priority project

A1

Village of Bedford Park | Last Mile Mobility Action Plan

Lead(s)VillageBusinesses

Cook
CountyIDOTTransitAgenciesPhasing

Regional
Partners

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(0-1)

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LongTerm(3+)

Goal Alignment
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Appendix A | Implementation Matrix

Goal 4

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Goal 3

Goal 2

Goal 1

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A2

BIKE NETWORK IMPLEMENTATION

Strategy

Install Conventional
Bike Lanes

Install Protected Cycle
Tracks and Bike Trails

Expand Bikesharing
Services

Pilot and Expand
Micromobility Services

A3

Code

Actions

Project Location(s)B1.1Create Neighborhood
Greenways

63rd St Bikeway (W 63rd St from S Central Park Ave to Archer St); Narragansett Ave Bikeway (S Narragansett Ave
from W 52 St to 65th St S Archer Ave); Austin Ave Bikeway (S Austin Ave from S Archer Ave to W 65th St); Central
Ave Bikeway (S Central Ave from W 51st St to W 65th St); Central Ave Bikeway (Both sides of Central Ave from W
73rd St to W 83rd St in Burbank); Narragansett Ave Bikeway (Both sides of S Narragansett Ave from W 73rd St to
83rd St in Burbank)

B1.2

Install Colored Bike Facilities

At key intersections (e.g., intersections with high AADT counts or intersections along a high crash corridor) along
the bikeways listed in B1.1

B1.3

Install Bikeway Signage

Along bikeways listed in B1.1

B1.4

Install Bike Racks and Corrals

At key employment centers, transit stops, popular retail locations, and other points of interest (e.g., schools, parks,
Village Hall, trail entrances, entertainment districts, etc.)

B2.1

Create Regional Bikeways andMicromobility Corridors

Bridgeview Transit Center - Ford City Mall Bikeway; I&M Trail Extension; 63rd St Bikeway

B2.2

Support the I&M Canal Trail
Extension Project

Bedford Park Area

B2.3

Promote Biking andMicromobility as a Commuter
OptionBedford Park Area

B3.1

Partner with Divvy

Bedford Park Area

B3.2

Identify Candidate Bikesharing
Station Locations

Bedford Park Area; Potential bikesharing stations or dockless bike hubs include: W 65th and S Central Ave; W 65th
and S Central Ave; W 65th and S Austin Ave; W 65th and S Narragansett Ave; W 65th and S Linder Ave; W 73rd
and Central Ave; W 74th St and S Narragansett Ave

B3.3

Promote Divvy for Everyone

Bedford Park Area

B4.1

Launch a Micromobility Pilot
Program

Bedford Park Area

B4.2

Scale Up Micromobility
Services

Bedford Park Area

B4.3

Install Micromobility
Supportive Infrastructure

Bedford Park Area

Village of Bedford Park | Last Mile Mobility Action Plan

Lead(s)VillageBusinesses

Cook
CountyIDOTTransitAgencies

MediumTerm(1-3)

LongTerm
(3+)



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Partners

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Phasing

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Appendix A | Implementation Matrix

Goal Alignment
Ongoing

Goal 1

Goal 2

Goal 3

Goal 4

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A4

TRANSIT NETWORK IMPLEMENTATION

Strategy

Optimize Bus
Routes and
Schedules

Improve Accessto Transit

Code

Actions

T1.1

Provide Feedback to CTA and Pace
Regarding Shift Change Times and User
Requests

Bedford Park Area

T1.2

Work with Pace and CTA to Align Bus
Schedules with Shift Changes

Potential bus schedule changes include: additional evening eastbound buses along the CTA’s 165 W bus route(e.g., adding buses that leave 65th/Harlem at 7:14 p.m., 8:14 p.m., etc.); extending the hours of operation of both
CTA 54B and Pace 383 bus routes to 12:00 a.m.

T1.3

Optimized Routes and Service Types

Pace Bus Route 383 (simplify route and extend service frequency and coverage through a last mile solution);
Establish a Harlem Ave Pace Pulse Route

T2.1

Expand Access to Transit

Midway CTA Station*; Bridgeview Transit Center*; Ford City Mall Mobility Hub*; Midway Hotel Center Mobility
Hub*; 63rd/Archer Turnaround; Harlem/64th Turnaround; Summit Metra Station; Ashburn Metra Station;
Wrightwood Metra Station

T2.2

Locate Bus Stops and Pulse Stations
Near Key Employment and Activity
Centers

Pulse Station at Harlem and W 75th St; Pulse Station at Harlem and W 63rd;

Promote Ventra's Pre-Tax Benefit
Program

The Internal Revenue Code allows employees to use pre-tax salary towards their transit and vanpool commuting
costs (IRS Code, section 132(f) Qualified Transportation Fringe). This “Transit Benefit Program” program is a
win-win for employees and employers. Employees using transit or vanpool to get to work save by not paying
income tax on some of their salary, reducing their payroll taxes, and employers save on the payroll taxes foreach employee participating.

Encourage Employers to Offer Transit
Benefits

Employers are becoming increasingly aware of the costs associated with transportation-driven employee
turnover and are offering benefits to mitigate this turnover. For example, some employers cover all or some of
the costs of a monthly transit pass. The Village should encourage employers to offer transit benefits, highlightcompanies that do, and foster a friendly competition between employers to encourage participation andcreativity.

T3.3

Encourage and Support Carpoolingand Vanpooling

Areas with high concentrations of Bedford Park employees, but with limited direct transit access to the Bedford
Park-Clearing Industrial Area are good candidates for a targeted carpooling or vanpooling outreach campaign.
Carpool/Vanpool Target Areas include the following: Chicago (Little Village; South Chicago, Streeterville/Gold
Coast Cluster, Milwaukee Ave Corridor Cluster, Lincoln Park/Lakeview/Uptown Cluster)*; Oak Lawn/Chicago
Ridge Cluster*; Calumet City/Dolton/Riverdale/South Holland Cluster*; Marrionnete/Alsip Cluster; Cicero; Oak
Forest/Midlothian Cluster; Brookfield/Lyons Cluster; Maywood/Bellwood Cluster; Downers Grove

T4.1

Launch the Connect2Work Pilot
Program

Bedford Park Area

T4.2

Develop and test a MaaS platform
through the Connect2Work Pilot
Program

Bedford Park Area

T4.3

ADA Accesible Services

Bedford Park Area

T3.1

Incentivize andPromote Transit

Expand FirstMile/Last-Mile,
Late Night, and
On-Demand
Services

T3.2

Project Location(s)* Delineates a priority project

A5

Village of Bedford Park | Last Mile Mobility Action Plan

Lead(s)Village Businesses

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CookCountyIDOT

Phasing
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Regional
Partners

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Goal 2

Goal 3

Goal 4

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Appendix A | Implementation Matrix

Goal 1

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A6

MOTORIST & FREIGHT NETWORK IMPLEMENTATION
A7

Strategy

Adopt and Implementa Complete Streets
PolicyExpand Access toShared Mobility
Services

Improve the Flow of
Freight in and AroundBedford Park

Utilize Integrated
Corridor Management
and ITS Strategies

Code

Actions

Description

M1.1

Create a Smart and Complete Streets Framework
Plan for the Bedford Park Area

Village of Bedford Park

M1.2

Implement Complete Streets Improvements
Incrementally

Village of Bedford Park

M1.3

Continue Bedford Park's Exemplary Operations andManagement Practices

Village of Bedford Park

M2.1

Connect2Work First-Mile, Last-Mile Pilot Program

Bedford Park Area

M2.2

Late Night Service

Bedford Park Area

M2.3

Expand Carsharing Services

Bedford Park Area

M2.4

Expand Access to Shared and Pooled Rides

Bedford Park Area

M3.1

Implement High Priority Grade Crossing Projects

Bedford Park Area; GS1 (63rd St/Harlem Ave); GS2 (Central Ave/54th St); GS9 (Archer Ave/Kenton
Ave); B9/EW1 (Argo), and P6 (Canal).

M3.2

Create a Center for Smart Logistics

Bedford Park Area

M4.1

Utilize Integrated Corridor Management Strategies

Bedford Park Area

M4.2

Utilize Transportation Demand Management
Strategies

Bedford Park Area

M4.3

Support the Transition Towards Connected andAutonomous Vehicles

Bedford Park Area

Village of Bedford Park | Last Mile Mobility Action Plan

Lead(s)VillageBusinesses

Cook
IDOT
CountyTransitAgencies

Regional
Partners

LongTerm Ongoing(3+)

Goal 1

Goal 2

Goal 3

Goal 4

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Appendix A | Implementation Matrix

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Goal Alignment

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A8

APPENDIXB.B.Pedestrian
ADDITIONALRESOURCES
Appendix
Network:
AND REFERENCES
Additional Guidance

GENERAL

Active Transportation Alliance. Complete Streets Complete Networks: A Manual
for the Design of Active Transportation. ATA: 2012. http://www.atpolicy.org/
design.

Center for Neighborhood Technology. “All Transit.” 2019. Accessed on 18
March 2019. https://alltransit.cnt.

Chicago Department of Transportation: Rules and Regulations for Constructionin the Public Way (Chicago, 2019).

Chicago Metropolitan Agency for Planning (2014). Go To 2040. https://www.
cmap.illinois.gov/about/2040.

Chicago Metropolitan Agency for Planning (2019). On To 2050. https://www.
cmap.illinois.gov/2050.

Chicago Metropolitan Agency for Planning parcel-based land use inventory,
2015.

City of Memphis. Memphis Complete Streets Project Delivery Manual.

Memphis, TN: 2015. https:// bikepedmemphis.wordpress.com/plans-andpublication/complete-streets-project-delivery-manual/.

Connecting Cook County. 2016. https://www.connectingcookcounty.org/.
H+T affordability index. Center for Neighborhood Technology, 2019, https://htaindex.cnt.org/. Accessed 23 march. 2019.

On The Map. (2002-2015 LEHD origin destination employment statistics).
Parzen, Julia. Shared-Use Mobility Reference Guide. Shared-Use Mobility
Center: 2016. http://www. sharedusemobilitycenter.org/wpcontent/

uploads/2016/10/reference-guide-editsweb-version-10.24.2016. pdf.

Smart Growth America “What are Complete Streets?” (Washington, DC) https://
smartgrowthamerica.org/ program/national-complete-streets-coalition/
publications/what-are-complete-streets/.

SUMC. Mobility on Demand Learning Center: 2020. https://learn.
sharedusemobilitycenter.org/.

The Belt Railway Company of Chicago “Connecting Chicago Since 1882” http://
www2.beltrailway.com/.

U.S. Census Bureau. 2015 American Community Survey, five-year estimates(Washington DC, 2015).

U.S. Census Bureau, Longitudinal-Employer Household Dynamics Program[distributor], accessed on March, 2019 at https://onthemap.ces.census.gov.
LODES 7.3 [version]

Untokening. “1.0 – Principals of Mobility Justice,” (Untokening Collective, 2017).
Vision Zero Network. https://visionzeronetwork.org/.

Illinois Department of Transportation. “Technology Transfer Center.” 2018.
Accessed on 16 March 2019. http://apps.dot.illinois.gov/gist2/.

Illinois Department of Transportation. Bicycle and Pedestrian Accommodations
Bureau of Design & Environment Manual. US Department of Transportation:

2011. http://www.dot.state.il.us/desenv/BDE%20 Manual/BDE/pdf/Chapter%20
17%Bicycle%20and%20Pedestrian.pdf.

INRIX 2018 Global Traffic Scorecard. INRIX, 2019. Http://inrix.com/scorecard/.
Accessed 12 Feb. 2019.

LEHD Origin-Destination Employment Statistics (Washington, DC: U.S. Census
Bureau, 2002-2015).

Metropolitan Planning Council. Transit Means Business: 2018. https://transitmeansbusiness.metroplanning.org/.

National Association of City Transportation Officials. Urban Street Design

Guide. NACTO: 2013. http:// nacto.org/publication/urban-street-design-guide/.
National Association of City Transportation Officials. Urban Street Stormwater
Guide. NACTO: 2017. https://nacto.org/publication/urban-street-stormwaterguide/.

B1

Village of Bedford Park | Last Mile Mobility Action Plan

PEDESTRIAN NETWORKBIKE NETWORK AND MICROMOBILITY

American Association of State Highway and Transportation Officials. Guide for

American Association of State Highway and Transportation Officials. Guide for

http://www.transportation.org.

transportation.org.

the Planning, Design, and Operation of Pedestrian Facilities. AASHTO: 2004.

Association of Pedestrian and Bicycling Professionals. Bicycle Parking Design
Guidelines. APBP: 2015. http://www.apbp.org/?page=Publications.

Federal Highway Administration. Designing Sidewalks and Trails for Access. US
Department of Transportation: 1999. http://www.fhwa.dot.gov/environment/
bicycle_pedestrian/publications/sidewalks/ index.cfm.

Federal Highway Administration. Pedestrian Safety Guide and Countermeasure
Selection System. US Department of Transportation: 2013. http://www.
pedbikesafe.org

National Association of City Transportation Officials. Global Street Design

Guide. NACTO: 2017. https://nacto.org/publication/global-street-design-guide/.
Planning Commission TOD Committee Walking Distance Research (Fairfax
County, VA, 2012).

the Development of Bicycle Facilities, 4th Edition. AASHTO: 2012. http://www.
Chicago Metropolitan Agency for Planning. “Bikeway Inventory System (BIS).”

CMAP Data Hub. 2018 Q2.Accessed on 16 March 2019. https://datahub.cmap.
illinois.gov/dataset/bis.

City of Chicago. Chicago’s First on-Street Bike Parking Corral Installed. City of

Chicago: 2011. http://www.cityofchicago.org/city/en/depts/cdot/procdrs/bike/news/2011/jul/chicago_s_first_on-streetbikecorralinstalled.html.

Federal Highway Administration. Bicycle Safety Guide and Countermeasure
Selection System. US Department of Transportation: 2014. http://www.
pedbikesafe.org

National Association of City Transportation Officials. Bike Share Station Siting

Guide. NACTO: 2016. https://nacto.org/publication/bike-share-station-sitingguide/.

National Association of City Transportation Officials. Urban Bikeway Design
Guide. NACTO: 2014. http:// nacto.org/cities-for-cycling/design-guide/.

Thomas Gotschi, “Costs & Benefits of Bicycling Investments in Portland,
Oregon.” Journal of Physical Activity & Health 8 (2001), 49-58.

Appendix B | Additional Resources and References

B2

TRANSIT NETWORKSHARED USE MOBILITY

Accessibility – Metro Magazine. U.S. Commuters Wait Approximately 40 Mins.

National Academies of Sciences, Engineering, and Medicine. Shared Mobility

www.metro-magazine.com/accessibility/ news/292870/u-s-commuters-wait-

Washington, DC: 2016. https://doi.org/10.17226/23578.

A Day for Public Transit. Metro for Transit & Motorcoach Business: 2014. http://appoximately-40-mins-a-day-for-public-transit.

American Public Transportation Association, Transit Ridership Report, Third
Quarter 2018, https://www.apta.com/resources/statis-tics/Documents/
Ridership/2018-Q3-Ridership-APTA.pdf

Chicago Metropolitan Agency for Planning, “Transit Trends,” (Chicago, IL).

and the Transformation of Public Transit. The National Academies Press,

National Association of City Transportation Officials. Bike Share Station Siting

Guide. NACTO: 2016. https://nacto.org/publication/bike-share-station-sitingguide/.

National Association of City Transportation Officials. Guidelines forRegulating Shared Micromobility. NACTO: 2019. https://nacto.org/

Florida Department of Transportation Transit Ridership, Reliability, andsharedmicromobilityguidelines/

Illinois Department of Transportation. “Annual Average Daily Traffic

Center: 2016. http://www. sharedusemobilitycenter.org/wpcontent/

gettingaroundillinois.com/gai.htm?mt=aadt.

SUMC. Mobility on Demand Learning Center: 2020. https://learn.

Guide. NACTO: 2016. http:// nacto.org/publication/transit-street-design-

SUMC. TCRP research report 195, broadening understanding of the interplay

Pace Suburban Bus. Transit Supportive Guidelines. Pace: 2013. http://pacebus.

research board of the national academies (2018).

Retention (National Center for Transit Research, 2008).

Parzen, Julia. Shared-Use Mobility Reference Guide. Shared-Use Mobility

Counts.” Getting Around Illinois. Accessed on16 March 2019. http://www.

uploads/2016/10/reference-guide-editsweb-version-10.24.2016. pdf.

National Association of City Transportation Officials. Transit Street Design

sharedusemobilitycenter.org/.

guide/.

among public transit, shared mobility, and personal automobiles. Transit

com/guideliens/index/asp.

Regional Transportation Authority. Interagency Transit Passenger

Information Design Manual. RTA: 2016. http://www.rtams.org/pdf/planning/
SignageDesignManual.pdf.

Seattle Department of Transportation. Commute Seattle Toolkit. Commute

Seattle: 2017. Https:// commuteseattle.com/wp-content/uploads/2017/03/
cstoolkit_tbt.pdf.

William J. Mallett, Trends in Public Transportation Ridership: Implications forFederal Policy (Federation of American Scientists, 2018).

B3

Village of Bedford Park | Last Mile Mobility Action PlanMOTORIST AND FREIGHT NETWORK

Chicago Metropolitan Agency for Planning. “Mobility: Engine of Our Regional

Ontario Ministry of Transportation. Freight-Supportive Guidelines. Ministrywww.cmap. Illinois.gov/mobility/explore#/. Accessed 12 Feb. 2019.

p80100/118334E.pdf.org/.

Economy.” Chicago Metropolitan Agency for Planning (CMAP), 2019, https://
Chicago Metropolitan Agency for Planning. Parking Strategies to Support
Livable Communities. CMAP: 2012. http://www.cmap.illinois.gov/
document/20583/c224c06f-2735-4400-8281-d3c263ce5ba6/.

Choe, T., Woolfolk, J., Garza, M., & Rosenberger, S. A. (2017). The future ofof Transportation: 2013. https://www.ceaa-acee.gc.ca/050/documents/

Truck bottlenecks are defined as locations where trucks experience at least six

hours of congestion per weekday, (where congestion is defined as truck travel
times more than 10% greater than free flow truck travel times).

freight. Retrieved from https://www2.deloitte.com/us/en/insights/focus/futureof-mobility/future-of-freight-simplifying-last-mile-logistics.html.

Corwin, S., & Pankratz, D. M. (2019). Forces of change: The Future of mobility.
Retrieved from https://www2.deloitte.com/us/en/insights/focus/future-ofmobility/overview.

Federal Highway Administration. Manual on Uniform Traffic Control Devices.
US Department of Transportation: 2009. http://mutcd.fhwa.dot.gov/.

Federal Highway Administration. Materials and Procedures for Repair ofPotholes in Asphalt-Surfaced Pavements FHWA-RD-99-168. US Departmentof Transportation: 1999. https://www.fhwa.dot.gov/publications/research/
infrastructure/pavements/ltpp/99168/99168.pdf.

Federal Highway Administration. Methods for Maintaining Pavement Marking
Retroreflectivity FHWA-SA-14-017. US Department of Transportation:

2014. https://safety.fhwa.dot.gov/roadway_dept/night_visib/fhwasa14017/
fhwasa14017.pdf.

Illinois Department of Transportation. Illinois Roadway Crash Data. 2012-2016.
Accessed on 17 March 2019. http://www.idot.illinois.gov/transportationsystem/safety/Illinois-Roadway-Crash-Data.

Manual on Uniform Traffic Control Devices. United States. Dept. ofTransportation. Federal Highway Administration, 2003.

McKinsey & Company (2019). Last-mile package delivery in 2030. https://www.
mckinsey.com/industries/travel-transport-and-logistics/our-insights/last-milepackage-delivery-in-2030.

National Academies of Sciences, Engineering, and Medicine. Private Transit:
Existing Services and Emerging Directions. The National Academies Press.
(Washington, DC 2018).

National Association of City Transportation Officials. Blueprint for Autonomous
Urbanism. NACTO: 2017. https://nacto.org/publication/bau/

Appendix B | Additional Resources and References

B4

PUBLICLY OWNEDOperational Structure

VehicleTypes

Village owned
and operated
shuttleVillage procures vehicle(s) andsupport services, hires drivers, andmaintains and operates vehicles attheir own expense.

Any, but mosteconomicalwith vanto cutaway(12-20 pax).
May bewheelchairlift equipped.

Pace Vanpool

Groups of 5-14 commuters fromsame/nearby workplaces sign up
together.
In basic vanpool, riders pay monthly
cost, Pace covers vehicle & operating
costs, including fuel, tolls &insurance.

Minivans,passengervans (5-14pax). Liftequipped
WAVs
available.

“Employee Shuttle” model supplies
employers with vehicle, including gas& maintenance, and employers recruitriders.
PRIVATELY OWNEDAPPENDIX C. LAST MILE SOLUTIONSERVICE MODELS
C1Service or
Model

On-demandcar or pooledcar services(taxi and/or
TNC)

Employers or a public entity
enter into an agreement with atransportation network company(like Uber, Lyft, or Via) or taxi
company, who provide rides toqualifying individuals (employees,
residents, etc.) in certain locations
or circumstances, using coupons
or codes applied through theproviders’ standard reservation/hailing interfaces. A per-ride subsidy
is applied to the fare at the time of
the trip, with the difference up to thefull price covered by either the rider
or the sponsoring entity, dependingon the agreement. The ride provider
bills the sponsor monthly orquarterly for the subsidized amounts.

Sedansto SUVs(supplied bydrivers), 4-7
pax if shared.
Generally, notwheelchair
accessible.

Revenue & Cost
Structure, Range of
Public Costs

Capital costs depends onvehicle choice, ranging
from $30-150K+ per vehicle
depending on size, age, and
WAV capability.
Operator base pay range
is $20-30/hr. Assuming
maintenance and fuelingthrough village motorpool
would not require additionalhires, though it would
increase operating costs.
Cost to riders in basic modelis $73-120 per month,assuming 20 to 30-milecommute.
Employer Shuttle modelis $600/mo. per vehicle.
Renting entity must provide
insurance.

Riders may pay a flat fee(often in a $3-5 range) per
ride, with the remainderof the fare subsidized by
employers or public entities
up to a defined limit, or
the reverse may be true,
with a flat subsidy applied
and the rider covering therest. Since costs rise in linewith a program’s ridership,
sponsoring entities generally
cap the total budget so thata popular program does not
become too costly.
Many entities only subsidize
rides on the pooled-ride
portions of the services(Uber Pool, LyftLine, and Via)
to encourage sharing.

Risks or Considerations

Notes/Examples, VMT/
congestion impacts

Full cost of operation is village
responsibility, and spare or substitutevehicles may be necessary for swappingout during maintenance. Running
multiple vehicles requires keeping several
trained drivers on call. Insurance andliability are fully village’s responsibility.

Larger vehicles are not strictly
necessary, but since labor
is a greater ongoing costthan fuel and maintenance,
it makes sense to maximize
capacity rather than running
more, smaller vehicles withlower upfront cost.
VMT/congestion impacts:
moderate to high reduction
depending on ridership.

Lowest administrative burden—Pace does
all program administration and provides all
support services.
Recruitment, group formation &maintenance can be a challenge. Little
flexibility for overtime, flex shifts, etc. Goodfor traditional 9-5 workplaces but harderwith second and third shifts.

Administratively, among the easiest
models, as it can work on essentially areimbursement basis with no procurement
or operational burden on the public entity.
However, difficult to bank on the model asa long-term solution. The full costs of TNCs
are unknown, as they are:heavily subsidized by investors
and known to be operating at
a steep loss▶
▶

dependent on the use ofa lower cost contracted
workforce and unrecognized
capital costs (from drivers
supplying their own vehicles
which don’t appear as
liabilities to the businesses).

Despite its many benefits,
vanpool has not seen
widespread adoption in many
places. Participation may be
encouraged by clear employer
support/incentives for taking
part.
VMT/congestion impacts:
highest commute VMTreduction, likely congestion
reduction by removing carsfrom the district.
Easy to set up and implement,
though with many unknowns
and poor scalability. Perhaps
better as a guaranteed or
emergency ride programsupporting other strategies(such as vanpool), rather
than the centerpiece of atransportation approach.
VMT/congestion impacts:
Increases commute VMT &congestion v. solo driving
because of deadhead
trips. Encouraging use ofpooled-ride service can help
ameliorate these impacts.

Low prices currently available to buyers of
TNC services (whether individual riders ora corporate or public entity) are likely notsustainable, and the TNC model’s overall
viability is questionable in the long term.

Village of Bedford Park | Last Mile Mobility Action PlanService or
Model

PRIVATELY OWNED

Turnkey
privateshuttle or“microtransit”
service(route- orzone-based)

PUBLIC-PRIAVTE PARTNERSHIPS

Contracted
dispatch/
operation

Multiparty
lease &
operation

Operational Structure
Single vendor provides
vehicles, drivers,
and operations andmaintenance, including
app- or phone-based
dispatch and routing (foron-demand services).

VehicleTypes

SUVs, vans,cutaways (6-20
pax). Often
lift-equipped
for wheelchair
accessibility.

Reservation, dispatch,routing software andhardware, and vehicle
operation can all be
procured a la carte, asservices rather than capital
goods or employment
costs. Can augment asystem in which the public
body supplies the vehicles
but doesn’t want to invest
in the procurement of
support services, hardware,and operation. Can also
add on-demand and otherfeatures to a traditional
shuttle operation.

Any, with sameconsiderations
as village
owned/
operated
shuttles.

Same as contracted
dispatch/operation above,
but with separate vendors
for each component of
the service, including
vehicle lease, drivers, ops& maintenance, dispatch& routing services &hardware, etc.

Any, with sameconsiderations
as village
owned/
operated
shuttles.

Revenue & Cost Structure, Rangeof Public Costs

Revenues can be a mix of user fares,
contributions from participating
businesses or properties, and public
subsidy.

Risks or Considerations

On a vehicle basis, leasing andoperations are on the order of $150250K per vehicle per year.

In Arlington, TX, which has negligible
local transit but is connected toregional commuter rail, the city
contracted with Via to provide
microtransit service from a fleet ofaround a dozen 6-passenger vans. In
the program’s second year, the city
budgeted $2.1m (from all revenue
Similar to TNCs, it’s unclear whether we’ve sources, including farebox) for aseen models that recognize full costs of
15-vehicle fleet expected to serve
operation of the service. For a limited,around 200,000 rides.
circulator type service rather than a doorto-door on-demand operation, costs may VMT/congestion impacts: Moderate to
be more reasonably contained.
high reduction, growing with ridership.

Depends on mix of services andcontracts, but total cost may belower than fully public ownership andoperation because labor is contracted
rather than employed directly.

Procurement and management of multiple
vendors and contracts can require moreadministrative overhead but provides moregranular control over requirements andperformance of different components.

Costs and service productivity are similar
to paratransit, in the range of $30-60
per vehicle service hour, serving at mostaround 4 pax/hour, or roughly $10-15
per trip.

Fairly low administrative burden after
initial procurement. As cost structure isfairly straightforward, may be easier toincorporate business/community revenue
contribution than would a more granular
contracting approach with multiple
vendors.

Notes/Examples, VMT/
congestion impacts

Using agency-owner vehicles withvendor-supplied routing and dispatch(and often drivers) is a modelincreasingly used by public transit
agencies for microtransit/demand
responsive operations.
VMT/congestion impacts: Moderate
to high VMT & congestion reduction,
growing with ridership.

Revenue structure similar to turnkey
shuttles, and total contracting costs inline with or somewhat lower than turnkey
service due to competition on individual
operational components.

Procurement and management ofmultiple vendors and contracts canrequire more administrative overhead
but provides more granular control
over requirements and performance ofdifferent components.

Procurement can be structured so thata given vendor or team can provide
some or all of the services or bid only
on providing specific components.
A number of vendors provide basic
shuttle service (vehicle & operations),
which can be overlaid with moresophisticated dispatch and routing from
specialized vendors (many of the same
companies who provide microtransit
services also sell bare software services)to optimize service and provide ondemand operation.
VMT/congestion impacts: Moderate
to high VMT & congestion reduction,
growing with ridership.

Appendix C | Last Mile Service Models

C2

APPENDIX D. CONNECT2WORK
MARKETING
D1

Connect2Work Pilot Program Service Area

Village of Bedford Park | Last Mile Mobility Action Plan

Connect2Work Pilot Program Parameters
The Big Picture

Sample Data Requested from Providers

Pilot Program Goals


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Trip ID
Trip Start Timestamp
Trip End Timestamp
Trip Seconds
Trip Miles
Pickup Census Tract
Dropoff Census Tract
Fare
Tip
Additional Charges
Trip Total
Shared Trip Authorized
Trips Pooled
Pickup Zone Centroid Latitude
Pickup Zone Centroid Longitude
Pickup Zone Centroid Location
Dropoff Zone Centroid Latitude
Dropoff Zone Centroid Longitude

Mobility Goalso
Reduce traffic congestion by providing alternatives to solo driving.
oIncrease transit ridership and the use of shared modes of travel.
oExpand 24/7 access to/from the Bedford Park-Clearing Industrial Area.
Economic Goalso
Improve workers’ access to opportunity in Bedford Park.
o
Reduce commuter’s transportation costs.
oExpand employers’ workforce access.
Learning GoalsoCollect data that can be used to evaluate and compare the performance of different first- and last-mile mobility
solutions.
oProduce innovative and scalable business and partnership models for delivering mobility services.
o
Encourage a behavioral shift to more sustainable modes of travel.

Key Performance Indicators (Proposed)
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

Congestion Mitigation. Number of shared rides completed per day
Route Efficiency. Passengers per vehicle operating hour
Transit Benefits. Number/percentage of rides that begin/end at a transit hub
Reliability. On-time performance
Cost to Consumer. Cost to consumer per trip
Customer Satisfaction. Number of 4/5 star customer ratings

Appendix D | Connect2Work Marketing

D2

Connect2Work Style Guide
This style guide can be utilized by the Village and its partners to assist with the marketing and branding materials for theConnect2Work Pilot Program.

D3

Village of Bedford Park | Last Mile Mobility Action Plan

Connect2Work Website Concept

Appendix D | Connect2Work Marketing

D4

APPENDIX E. CONCEPTUAL RENDERINGS
E1

Village of Bedford Park | Last Mile Mobility Action PlanAppendix E | Conceptual Renderings

E2

E3

Village of Bedford Park | Last Mile Mobility Action PlanAppendix E | Conceptual Renderings

E4

E5

Village of Bedford Park | Last Mile Mobility Action PlanAppendix E | Conceptual Renderings

E6

E7

Village of Bedford Park | Last Mile Mobility Action PlanAppendix E | Conceptual Renderings

E8