5.2. SR 07-24-2000 - Laserfiche WebLink

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Information was passed out to the task force only as they were trained. There was no need to distract them since the first few meetings were to be a fast traffic management seminar. The Task force was first trained in the 3-E's of traffic management, basic traffic engineering concepts and in traffic calming methods. See Exhibit B. Numerous other sources were then used to provide a comprehensive and effective guidance in layman's terms. Most of this information was taken from the "Neighborhood Traffic Management and Calming Program" from the of City of San Buenaventura dated June 1997. There is no need to reinvent the wheel as long as credit is given where credit is due. Only minor editing of the San Buenaventura program was necessary to tailor it to the needs of a small community like Arcata. The portions of the "Neighborhood Traffic Management and Calming Program" that were most helpful included: Traffic Calming Concepts, Exhibit C Neighborhood ~Traffic Management and Calming, a matrix showing the relative strengths and weaknesses of each method · Detailed Descriptions of Neighborhood Traffic Calming Options, full explanations with pictures and drawings- Exhibit D Subsequent meetings were spent reviewing a host of other data that influence engineering decisions. These included: · traffic counts - ADT, PMPHT, AMPHT, turning movements, schools in and out of session · accident data - total accidents per intersection, accidents/million vehicles · bus, truck and bicycle routes Identifying the Shareholders The task force decided to hold a town meeting to bring out the neighborhood and citywide stakeholders. Notices were inserted in the weekly newspaper and delivered door to door. See Exhibit E. A survey was also distributed to the neighborhood. See Exhibit F. This was not done in any scientific manner and served only to elicit comments. There were approximately 60 responses to the survey. The task force asked people to "speak their mind" and they came prepared. The community was just as polarized as the task force and was even more doubtful that their individual option would be heard, let alone recognized. One excellent product of the town meeting was a "hot spot' map. This map graphically represented where there were perceived speeding, congestion, accidents or miscellaneous quality of life problems. Perception is the power of the problem. Staff anticipated that education would improve perception and some problems would simply disappear, as some did.