HomeMy WebLinkAboutCOM 0412.004 2016-2018 JEN RUGGLES Public Works&Parks and Recreation
Council Member • - sv oFM'•. Committee Chair
District 5— Puna Mauka, c4� +,, Public Safety&Mass Transit
Pahoa Mauka, Kalapana V„% Committee Chair
Phone: 808-961-8536 o,: Mo.;'�:., Hawai`i County Building
Fax: 808-961-8912 4 it;•w�a!_- 25 Aupuni St. Suite 1402
Email:Jen.Ruggles@hawaiicounty.gov Hilo, HI 96720
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7
HAWAII COUNTY COUNCIL ' '
c . c)-e-
-11c)
DATE: August 20, 2018 ':
3
TO: Valerie T. Poindexter, Council Chair
and Members of the Hawai`i County Council
FROM: 'Jennifer Ruggles, Council Member
SUBJECT: Communication 412.2: Presentation materials from SSFM International, Inc.
Attached are copies of the COH TMP Presentation to Council (PowerPoint slide) for
Communication No. 412.2, for the Public Safety and Mass Transit Committee •
meeting on August 21, 2018.
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Comm. No. rot. 1
Ref. To: ( PS M,Tc---
Ref. Dote AUG 2::1 a01a
Hawai`i County is an Equal Opportunity Provider and Employer
ALohR!!
_CA NTY 6F HAWAI'I
TRANSIT AND MULTI -MODAL
TRANSPORTATION MASTER PL
pi
It has been a journey
• We want to thank all of you for your assistance, suggestions, and
encouragement
• Thanks to the public for their comments and attendance at the two
rounds of public meetings
Like everyone else, our work had to take a second look when the
volcano erupted covering hundreds of acres in Puna and taking an
enormous human toll
• We watched while you struggled through the budget and funding
process understanding how difficult it was
The plan is stronger for all of this and now serves as your forward
map of actions to better serve constituents of this island with
public transportation
ing Transit
Improv
• We have been frank about the system shortcomings, while
recommending immediate and longer term actions to make
improvements
• We have demonstrated how management, staffing,
equipment, technology, communications, customer service
and rider comfort are just as important as and in some cases,
need to precede adding routes and hours
• We have shown how carpools, vanpools, transportation
network companies and partnerships with third party
vendors are part of the solution
• We have emphasized that recordkeeping and reporting
regularly are essential to re -building trust, with the public and
from the Council
3
Multi -Modal Emphasis in the Plan
• The Master Plan addresses the relationship
of transit to responsibilities under Public
Works including smooth and resurface
existing roads, stripe them for bike routes,
and create new connector roads in Puna.
• The Master Plan addresses bicycle
transportation, bike -share, bike on transit
vehicles, and pedestrian access to stops.
• The Master Plan looks at how TNC
companies can assist with access to transit
including during emergencies and
breakdowns.
Paratransit
• Complementary Paratransit service is required by
the Americans with Disabilities Act (ADA)
wherever you have fixed route service
• Hele On Kakoo started in August 2016 for Hilo
and Kona
• It requires 24 hour advance reservation
• Heavily used in Kona, but Hilo passengers who
also have the option of using the shared taxi use it
less
• Most users travel 1-2 times per month for medical
purposes
• Paratransit service is heavily subsidized
,..W
5
Mobility is vital to the families and to
the county economy
• Connects workers to their jobs
• Reduces dependence on cars
• Allows job seekers to gain training and interview
opportunities
• Opens up new employee markets for business
•Lower cost options for individuals with limited
income or disabilities or without access to a car
• 84% of current riders are dependent on Hele On
Vision
Create a high quality multi -modal transportation
system that provides safe, reliable, convenient
mobility, choices that meet the commuting,
social service, and other needs of our residents
and visitors. The multi -modal system should be
environmentally sound and cost effective.
0
Five Goals
• Alake riding transit easier, and more desirable than other options
• Create a transit system to serve the employment and social needs of all
people
• Implement technology to provide real time transportation information
• Create transportation hubs and bus stops with amenities that provide rider
comfort and safety and that help support community and village gathering
places
• Phase system implementation in a fiscally sustainable manner
................
................................... ......
Recommendations for Transit
Routes and Service
• Summaries shown in Table ES -2 and Table 4-3
• Makes 31 specific recommendations
• Adds three types of express service
> Blue Line from Mooheau to South Kohala
Resorts via Saddle Rd
> Green Line from Honoka`a and Waimea to the
Kona hub
> Red between Hilo and Kona using Saddle
Road
• Adds circulator service in Kona, Waimea, and Puna
• Adds Flex and Zone service onto existing routes to
allow route deviations with advance reservation
• New service into Hawaii Paradise Park, Kona and
Hilo airports, Mohouli senior housing area
SEEINSET
-'
j SEE INSET 1
10
Need for new equipment
"
�.
• Reduce and eliminate in-service breakdowns"`
• Current service requires 30 buses daily
• When these are not available from the County fleet, they must be rented on a daily basis,
taking funds away from other needs
• The Master Plan recommends a Fleet Expansion and Replacement Program which would
have MTA purchasing 5-8 buses per year for ten years. This includes both 40- foot buses
and smaller cutaways and vans
• This schedule will bring the County to 18-20 buses by the end of 2021 at which point daily
bus rentals start getting under control.
• The schedule puts MTA at 30-40 by 2023, which means route expansions are possible.
• When you get to 53 by 2026, every route and service expansion in this plan is possible.
ii
Figure 5-2. Fixed Route Bus Inventory and Fleet Expansion Plan (Fiscal Years 2017-2027)
BUDGET
YEAR
MODEL
YEAR
BUS SI2E
DESCRIPTION (FT)
2017
2028
2019
2020
FISCAL YEAR
2021 2022
2023
2024
2025
2026
2027
111117
2CC6
Gillig 40'
Chevy -26 pass 25'
8
1
4
4
Z
2
las
Cillig 40'
Chevy -15 Pass 16'
2
1
2
1
2
1
7
1
7
?CI
MCI 40'
3
2
2
2
2
2
2
2
2
2
2
2c 14
MCI 40'
1
1
1
1
1
1
1
1
1
1
1
%C I
Eldorado 40'
1
2018
7i:]'f
2019
MCI 40'
Standard Diesel 40'
2
1
1
1
1
1
1
1
1
1
1
2018
2019
%, i::ard Diesel 230'
2019
2020
Standard Diesel 40'
3
3
3
3
3
3
3
3
3
2019
20:20
Staidurd Diesel ¢30'
6
6
6
6
6
6
6
6
6
2020
2021
Sta-idard Diesel 40'
5
5
5
5
5
5
5
5
2020
2021
5ta•i Mrd Riesel ¢30'
3
3
3
3
3
3
3
3
2021
2022
Standard Diesel 40'
3
3
3
3
3
3
3
2021
2022
Standard Diesel 230'
3
3
3
3
3
3
3
2022
2023
Standard Diesel 40'
3
3
3
3
3
3
2022
2023
Standard Diesel <30'
2
2
2
2
2
2
2023
2024
Standard Diesel 40'
3
3
3
3
3
2023
2024
Standard Diesel <30'
3
3
3
3
3
2024
2025
Standard Diesel 40'
3
3
3
3
2024
2025
Standard Diesel 230'
3
3
3
3
2025
2026
Standard Diesel 40'
3
3
3
21725
2026
Standard Diesel 230'
3
3
3
2026
2027
Standard Diesel 40'
1
1
2026
2027
Standard Diesel <30'
2
2
2027
2028
Standard Diesel 40'
T-
2027
2028
Standard Diesel <30'
3
Total Active Fleet
19
11
20
26
31
32
38
44
5o
53
58
Peak Assignment
29
29
32
35
35
38
40
42
45
45
48
Spares
-10
-18
-12
-9
-4
-6
-2
2
5
8
10
Spare Ratio -34-51/o -62.1% -37.5%
-25.7%
-11.495
-15-7%
-5.0%
4.8%
11.1%
17.8% 20.8%
<20foot Buses/Vans
1
1
7 1
7
7
7
7
8
8
8
8
25 to 30 foot Buses
1
0
0
3
5
7
10
12
15
17
20
35 to 40 foot Buses
17
10
13
16
19
1$
21
74
27
28
30
Total Buses
19
11
20
26
31
32
38
44
50
53
58
Average Fleet Age in Years
12.2
12.6
7.1
4.1
3.7
1.9
2.3
2.7
3.1
3.8
4.4
12
Other Capital Needs
Equipment
• Bus stop signage program
• Bus benches and shelters, lighting and
park and ride
• Hub development in Waimea, Kona
and Puna
• New fare collection system (partially
Nflf-DN
address the audit)
• Technology package with automatic PH: 961-8744
ridership counters, automatic vehicle
locator, electronic signage and next ✓
stop announcers
• App
• Bicycle racks and lockers
• Support of wanpool and bike share
programs
13
Need for
Re -Organization and
Added Positions to
accomplish the
Mission
Figure 7-3 PROPOSED RE -ORGANIZATION
Mass Transit Administrator
EM -030 00-0335
Secretary SR -16
I
Operations
Transportation Cemmission
1 Deputy Administrator/ Operations
Manager EM )2
Transit Operations Assistant
SR -15 (reclassify) 00-03356
County Transportation Specialist
SR -22 (reclassify) 00-04125
Mass Transit Assistant (Tani)
SR1200-04893
Administrative Services Garage Supervisor Multi -Modal Mobility Program Manager
Assistant SR -22 F2 -t0 Manager SR -22 SR -24
Account Clerk Shift I Account Clerk
SR -11 Automotive SR -1 1
Mechanic Il
Account Clerk Working Supervisor
SR -ll 00-04892 WS -l0 00-03357
SR -11 00-04957
Clerk 11 Shite
SR -08 00-04090 Automotive
Mechanic I
BC -10 00-03358
BC -10 00-04714
BC -10 00-04875
BC -10 00-04876
Shift 2
Automotive
Mechanic 11
Working Supervisor
WS -10
Shits 2
Automotive
Mechanic I
BC -10 00-03358
BC -10 00-04714
BC -10 00-04675
BC -10 00-04676
Inventory Clerk
SR -8
Financial Plans
for the dears 2018 through 202?
Operating Plan (Table 6-7)
• Operating Revenues (Table 6-8)
• Capital Plan (Table 6-9)
• Combined Financial Plan (Table 6-10)
In these tables, 2018 includes the administration's plan for use of
GET for FY 2018-19 through 2020-2021.
After that, there is a deficit which would either slow the plan
achievement or require finding other revenue sources. Extending
the GET through 2030 in shown in Table 6-11
15
Table 6-10. Financial Plan Fiscal Years 2018-2022
EXPENSES
2018
FISCAL YEAR
2019 2020
2021
2022
Category
Administration & Marketing
5672,100
>692,263
5713,031
$731,122
$556,161
Rus Operations
$117,360,872
5111,785,818
510,876,176
$12503915
56'4,175,555
Other.Llodal Operations
53083,279
s3 --6,271
5387 729
n3,981,-14 r
54,001,34I
Capital Investments
51,565,000
$3,014,900
5-, 7,57,238
56,130900
54,969,3011
Total Expenses
515,681,251
518,0~3,260
521,164,174
423,350,479
323,842849
FUNDING SOURCES
2018
2019
2020
2021
2022
Operating Revenue
Bus Fare Revenue
5771,9411
:5111.537
5891,045
S95OS50
SI,l14I,8M
Other Modal Revenue
5407,961
$719,738
51,086,%1
$1,201,039
si,110,068
Total Fare Revenue
51,1-9,901
$1,16027,
51,977,807
52,1518-8
52,231.868
Grants
Federal Operating Grant
51,012,000
$1.042,000
,f,012000
$1.042,000
51,012,000
Federal Bus & Facilities
5700.000
,588u.tu10
5880,000
1880.000
SSSO,000
Federal Capital Investment*
$5 ;,000
SK 1,1101)
1571,000
$515,000
5575,000
Total Grants
82,317,000
s2, 197,000
.'.. 19:',000
.$2, 197,000
s'J9,_A,(J
General Excise Tax (I8 months:
Estimated Excise Tax Revenue
S 10,01)01100
4 "'O 10,000
GET Transit Funding
--
s-8,500,000
$11,350,000
--
--
GF.T Other Transportation Projectsz'r
Carryover
51,.500,000
$1.3,650,000
--
--
County Funding:
General Fund
5-,000,000
10
iu
ti"',Unn.noll
>,.000,000
Highway Fund
$5,A'3,107
$,,49;,98-5,
<5339,3M
511,701,601
j12093,981
Total County non -GET Funding
$72,184,350
$5,495,985
$5,339,368
518,701,601
$19,093,981
SUMMARY
2018
2019
2020
2021
2022
Total Expenses
$75,681,257
516033,160
$21,164,174
$23,350,479
$23,842,849
FareRevenue
$1,179,901
$1,560,275
$1,977,807
$2,151,878
$2,2.51,868
Grants
$2,317,000
$2,497,000
$2,497,000
$2,497,000
$2,497,000
General Excise Tax
--
$8,500,000
$11,350,000
--
--
County General Fund
$3,861,243
SO
$0
$7,000,000
$7,000,000
County Highway Fund
1 $8,323,107
$5,495,98_91
$5,339,368
$11,701,601
$12,093,981
Total Funding Sources
$15,681,251
SIS,OS3,260
$21,164,1741
533,350,479
$33,842,849
GET Other Transportation Projects er
Carryaver
--
.S1,Sf/U,000
Sl 3,650,000
-
-
'Disnetimarygrant funding is notgua-teed,
Table 6.10, Financial Plan Fiscal Years - 2023-2027
EXPENSES
2023
FISCAL YEAR
2024 2025
2026
2027
categoryg
Administration&blarketin
s-"-Y,bl$
vtn' `,;
152(,,598
SS:•I,;vi,
..
i3, 6.9 �5
Bus Operations
SL 59,053
,13,G 13,641
11�. '=8,d0=.
I6,6iR,riN
til.-,0'_53-Jd
Other Modal Operations
4!,,b,,
til) _ 39
10A..Jrn
Capital Investments
s 1, loo
't;2,u)o
til IsI -loo
3„rni,;rni�
19..Iwo
Total Expenses
S_ *+1,3,3
-21,630
5 >0-1,'11
FUNDINGSOURCES
2023
2024
2025
2026
2027
Operating Revenue
Bos Fare Revenue
51,091„90
31.148,58551,319,0178
51,41 n.273
Other Modal Revenue
51,311,`T=❑
7 ,_,I'8�
til :E,3o9
rl._Ih,i(n
sl?61.09;
Total Fare Revenue
Grants
Federal Operating Grant
51,0-1,010
31012000
50,012000
31,042,000
91,012,000
Federal Bus & Facilhies
s&R0,000
.3640,000
9880,000
$880,000
5880,000
Federal Capital Investment"
ti?7,00q
573,000
S1_115,000
55:5,000
55;3,000
Total Grants
S' ;97,000
'_197,000
s s X197.000
32 197,0()0
S2,197,000
General Excise Tam (18 months):
Estimated Excise Tax Revenue
-
GET Transit Funding
--
--
-
--
--
GET Other TranspnrtaPon Projects
Cal
-
County Funding:
General Fund
5-,000,000
$7,000,000
L'-,000.000
r7 (il( oo
57,111)0,000
Highway Fund
$13,38,333
$15,850907
$21,641,887
513,113.19,
512,4_'8.367
Total County non -GET Funding
519.999,792
$22,200,897
527,833,314
419.158,263
$18,281,781
SUMMARY
2023
2024
2025
2026
2027
l'otal Expenses
$25,344,353
y27,71 630
S73,631,731
5-_ 175,13
}24,6117,733
Fare Revenue
52,308,820
$2,373,723
52,492,834
92,5M,538
.12,682,366
Grants
52.497,000
52,-197,0116
52-197,(100
$2197,000
$2,497,000
General Excise'I'ax
-
--
--
CountyGeneralFund
$7,000,000
59,000,000
$7,OOf!,0011
$7,000,000
$7,000,000
County Highway Fund
$13,538,533
$1:,350,907
$21,614567
$13,113,195
$12,428367
Total. Funding Sources
$25,344,353
$27,721,630
$33,631,721''$25,178,733
$24,607,733
GET Other Transportation Projects d
Carryover
--
--
--
"Discmtro e rygrant funding is notguaranteed.
16
Immediate Priorities (2018-2020)
• Restore service reliability and get ridership to the level
of 1.2 million passengers per year
• Acquire up to 14 buses and vans using previous grants
and new capital funds. Get the fleet size to 25
• Once reliability is restored, continue to add additional
service hours and routes to create hub & spoke
pattern, starting in Puna
• Continue to review and implement paratransit service
• Create a multi -modal transportation system on the
island using bicycle, vanpool, and other options.
• Increase staffing at MT to response to the range of
responsibilities. Add a garage supervisor,
administrative services assistant and account clerk. Re-
classify a position to service at the Multi -Modal
Mobility Manager and Planner
17
Near Term Priorities
• Acquire 5-7 new and replacement vehicles
per year to bring the fleet to 40
• Increase service to have all proposed
circulators in place
• Continue the multi -modal program and
expand bike share to Hilo
• Plan, design and build the Kona hub.
Consider options for light maintenance in
Kona
• Add staffing: Deputy Manager/ Operations
Manager, Inventory Clerk, second shift of
four mechanics and a working supervisor.
• Implement the Bus Stop numbering program
at all time spots and connect with geographic
location data
18
Mid Term Prior]'
• Reassess the Paratransit program and expand
it to other parts of the island as needed
• Add a Paratransit support staff position
• Continue to acquire 5-7 buses per year to get
to a fleet size of 55 (including spares)
• Continue the multi -modal program
• Design and develop a Puna Hub and
complete roadway improvements to allow,
for intra -Puna senTice.
• Implement the multi -modal complete streets
program in Hilo
19
Long Term Priorities (2035-2040)
• Plan, design and construct a
Waimea hub
• Upgrade the Mooheau hub
• Update this Transportation
Master Plan
• Expand the number of runs for
routes that have demonstrated
consistently high ridership
20
Vision (2035-2040)
• Service operates on a full hub
and spoke pattern with hubs in
Hilo, Kona, Waimea, Puna and
Kea`au
• Support robust programs for
Bike Share, Vanpool, and
transportation network
companies
• Have a Public Information and
Outreach Program in place
21
Importance of Performance
Monitoring and Accountability
• Quarterly reports on ridership, revenues, service added or restored,
schedule changes and adherence, with charts showing progress (do this for
all modes: bus, taxi, paratransit)
• Quarterly reports on capital expenditures for equipment or large service
contracts signed
• Quarterly reports on expenditures for daily rental of buses and tracking
progress
• Metrics typically reported to FTA: for example, cost per revenue hour, cost
Per trip, passenger trips per revenue hour, passenger boarding per trip, on-
time performance, accidents per mile operated
• Quarterly report on progress addressing the Legislative Audit
Recommendations
22
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