HomeMy WebLinkAbout2021-09-29 TC Packet
County of Hawai’i Transportation Commission Agenda
Notice is hereby given of a meeting to be held by the Transportation Commission of the County of Hawai’i in accordance with the provisions of Chapter 91, Hawai’i Revised Statutes, Chapter 18, Divisions 2 and 3 of the Hawai’i County Code. DATE: Wednesday, September 29, 2021 TIME: 10:00 a.m. PLACE: Aupuni Center Conference Room 101 Pauahi Street. Suite 1 Hilo, Hawai’i 96720 As part of the response to the threat of COVID-19, Governor David Ige issued an Emergency Proclamation Related to the COVID-19 Response dated August 5, 2021, suspending HawaiRecords, to the extent necessary to enable boards as defined in Section 92-2, to conduct meetings without any commission members or members of the public physically present in the same location. This meeting will be held through a combination of some commission members being physically present at the meeting location and some members participating by interactive video conference through ZOOM. Only persons that are present for the particular item on the agenda will be allowed in the meeting room. Each person will be required to wear a face mask and maintain six feet physical distance from any other person as required by law. The public may view the meeting live via Zoom at the following link: https://www.zoomgov.com/j/1606829001?pwd=bGxrK3o0SGYySitIbklPR05Ic1Q5QT09
Submitting Written Testimony: The Commission encourages the public to submit thoughts, comments, and input via written testimony. To ensure timely delivery to Commission prior to the meeting, written testimony must be submitted before 12:00 noon on Monday, September 27, 2021 to betty.alcover@hawaiicounty.gov. All written testimony, regardless of time of receipt, will be part of the permanent record. I. Call to Order II. Roll Call III. Approval of Agenda for September 29, 2021 Page 1 IV. Approval of Minutes from June 10, 2021 Pages 3-5 V. Public Statements on Agenda Items VI. New Business A. Review taxicab application for NEW Certificate of Public Convenience & Necessity to operate in the County of Hawai’i. Page 6 1. Mario Labiano dba Daniel’s Taxi, PO Box 385, Keaau, HI 96749 (1) Pages 7-18 2. Richard Namnama dba Jerich Taxi, 73-1368 Kaiminani Drive, Kailua, Kona HI 96745 (1) Pages 19-24 3. Joanne Louise Soriano dba Xyleanne’s Taxi, 68-3555 Kupunahine St., Waikoloa, HI 96738 (1) Pages 30-38 B. Hearing on revocation of the following Certificate of Public Conveniences due to the discontinuance by the carrier of the business of transporting passengers as a common carrier of passengers operating upon and using the public highways for a period of thirty (30) consecutive days or more or failure to renew his/her taxicab license for the year. Pages 39-40 1. CH 002 Frank Vesperas dba Alaka’i Taxi & Tours Page 41 2. CH 027 Virgilio Afan dba Pinay Taxi Page 42 3. CH 109 Alexander Kapela dba White Taxi Page 43 4. CH 198 Emerito Cabanas dba DaKine Taxi Page 44 5. CH 279 Akira Arai dba Juel Taxi Page 45 6. CH 288, CH 292, CH 294, CH 371, CH 372 Anagor, LLC dba AM PM Taxi Page 46 7. CH 408 Leo Sadoy dba Leo’s Taxi Page 47 8. CH 425 Orlando Palafox dba O&M Taxi & Tours Page 48 9. CH 444 Charlene Sherwood dba Char’s Taxi Shuttle Page 49 10. CH 466 Ray Cabaccang dba R&M Taxi Page 50
11. CH 471 Gilbert DelaCruz dba Mister D’s Taxi Page 51 12. CH 481 Remigio Dumayag dba R&A Taxi Page 52 13. CH 485 Jaynard Simpliciano dba AMS Taxi Page 53 14. CH 541 Patricia Mayfield dba Big Island Express Page 54 15. CH 551 Ace 1Taxi LLC Page 55 16. CH586 Shelby Roberts dba Rainbow Taxi Page 56
17. CH 557, CH 558 Mary Jo Victorino and Roy Kunishige dba Kwiki Taxi LLC Page 57 VII. Discussion of Transit and Multi-Modal Transportation Plan Implementation Pages 58-95 VIII. Discussion of Performance Measures Related to Hele-On Service Pages 96-105 IX. Discussion of Amendments to Chapter 18 Pages 106-107 X. Mass Transit Administrator’s Report Pages 108-109
XI. Commissioner’s Reports XII. Next Meeting – December 2021 XIII. Adjournment
The meeting facility is accessible to persons with disabilities. Anyone who requires an auxiliary aid or service for effective communication to participate in this meeting should contact the County of Hawai’i Mass Transit Agency at (808) 961-8744 as soon
as possible, but no later than Monday, September 27, 2021. If a response is received after September 27, 2021, we will try to obtain the auxiliary aid/service or accommodation, but we cannot guarantee that the request will be fulfilled. Upon request, this notice is available in alternate formats such as large print, Braille, or electronic copy.
Commission Members may also be present at the meeting facility as listed above on the agenda and/or participating via interactive conference technology from other locations.
The full text of the agendas are made available on the County of Hawai’i Mass Transit Agency website at www.heleonbus.org , click
on Transportation Commission to navigate to the current agenda. For copies of the current agenda or questions, please call (808) 961-8744. Hawai‘i County is an Equal Opportunity Provider and Employer
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-1
EXECUTIVE SUMMARY
The Mayor and County Council for Hawai‘i County
have long supported public transit on the island. It
has been seen as an important means for connecting
workers with their jobs, oftentimes on opposite sides
of the island. Cost of public transit is a major compo-
nent of the County budget. The FY 2017-18 budget was
$14,031,908 which includes both major capital expendi-
tures and the operating budget.
By 2014-15 the Council was openly asking itself what was
the context for these expenditures, as well as how could
service expand to meet needs of a growing population.
The idea for a Master Plan appears to have been spawned
in the Puna CDP Action Committee and then champi-
oned by the area councilman of the time. Council placed
$500,000 into the county budget to undertake a next
generation Master Plan that looked ahead twenty years.
In the three years since Council called for a Master
Plan, the situation has become dire. Aging buses, over-
ly-stretched staff, rising costs per passenger mile, and
dropping ridership add to the urgency of creating both
immediate and longer term plans.
Hele-on is at a cross roads. It can continue as is and con-
tinue to lose both ridership and user confidence, or it can
make strategic investments and thereby lift up to a higher
level of performance. In making that
choice, it is essential to set clear goals
that can be achieved and make prior-
ities for addressing multiple needs.
New Developments
The island community and econo-
my were rocked in May 2018 when
Kīlauea Volcano began erupting.
As lava poured through 700 homes
and roads on its way to the sea,
earthquakes shook residents, and
severe air quality problems arose.
County government had to turn its
attention to temporary shelter and
care of those who lost their homes
and businesses throughout Puna.
Bus service was among things that
were disrupted when roads in lower
Puna became unpassable and riders
moved out of their homes. It will take time for recov-
ery efforts to create permanent housing solutions and
the mass transit system will need to adjust to relocated
homes, schools, and commercial activity.
In June 2018 the Hawai‘i County Council approved a
quarter of one percent surcharge on the state excise tax
for an eighteen month period. This new source of reve-
nues was made available for a limited time by the State
Legislature, meant for transportation improvements such
as roadways and transit. Collection will start in January
2019 and could raise as much as $10 million the first year
and $25 million in the second year. In the first year, MTA
will no longer receive funds from the General Fund,
freeing up $4.9 million to be spent on relief costs and loss
of property tax revenues from properties destroyed by
the lava.
Planning for Current and Future Needs
Planning for public transit should reflect the island’s
shared vision for the future. It needs to address current
problems and also be forward looking. If the goal of
quality service provided in an efficient and equitable
manner is to be realized, then priorities must be set and
hard choices made. With a Master Plan, these choices can
be made transparently and based on data.
Page 60
ES-2 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Table ES-1. Forecasts and Implications for Transit
Category Discussion Implications to
Transportation System
Employment The Districts have unique characteris-
tics and the trends point to differences
within each District. All areas will
need to plan for a higher percentage of
elderly and disabled residents; how-
ever, Hilo and Kona have more of the
services geared to these populations.
Others will have more residents but
not enough jobs.
Several demographic indicators deter-
mine transit propensity. Many disabled
people cannot access jobs, education,
or services with a personal auto and
rely upon public transportation. Since
many are located outside the urban-
ized areas, looking at alternative trans-
portation modes other than ‘big bus’
may be more cost effective.
District Level Trends Other issues that may be exacerbat-
ed by the increased development are
issues of equity. Hilo’s airport is served
by 8 bus trips, while Kona’s has just a
couple. Consistency in service will be
much more important. Attractions and
neighborhoods may need more than 1
or 2 trips.
An increase in the elderly and dis-
abled populations will add demand
to transportation programs including
paratransit and the shared ride taxi.
It is advisable to continue efforts to
have the elderly and disabled use fixed
route transit as much as possible.
ADA Complementary Para-
transit and Shared Ride Taxi
Programs
Hele-On’s ADA Complementary Para-
transit program is new. It is offered in
the urban Hilo and Kona areas and
should be available in implemented in
other areas in the County. The Shared-
Ride Taxi Program is available in Hilo
only and has been available for over a
decade.
Both services can expect an increase
in demand in the future. The ADA
service is priced according to Federal
law; the Taxi Program has not had a
fare increase in at least 10 years. Both
services will need to be managed care-
fully to avoid unsustainable financial
subsidies.
Evolving Transportation
Systems
Developing a Complete Streets (CS)
Policy and incorporating CS principles
into the planning process is a Coun-
ty priority. Bike sharing launched in
Kona in 2016. Both Lyft and Uber
started services in March 2017.
Pedestrian, bicycle, and vehicle alter-
natives are being incorporated into the
overall transportation palette offered
by many jurisdictions. Hele-On has
most of these options available to
incorporate into the overall system.
This is important in those areas that
are difficult to serve with traditional
fixed-route transit.
Technology Many transit systems are taking ad-
vantage of technology. Examples are
real-time GIS based Apps, real-time
electronic displays at transit hubs,
automated next stop announcements,
automated passenger counts, fare col-
lection systems some using smart card
technology to video surveillance on
buses and at transit centers and hubs.
Hele-On is currently pursuing a GIS
based real time App that will allow
passengers to locate their bus and
estimate its arrival. This is a good start
and can lead to real-time electronic
displays and other systems. The Master
Plan will review these systems in the
Financial and Capital Plans.
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-3
This Transit Master Plan includes policies and standards
for the delivery of service, as well as criteria for mea-
suring what can be expected. Among the most basic of
purposes for the Transit Master Plan is to assist decision
makers with funding and expenditure choices.
The Transit Master Plan (TMP) project prepared seven
detailed subject studies, an on-board passenger survey,
financial analyses, and public input. Two rounds of pub-
lic meetings were held to gather reaction to proposed
service changes. The latest round presented the Draft
Master Plan:
• Kona April 12, 2018 at West Hawai‘i Civic Center
• Kea‘au April 15, 2018 at Keeau Community Center
• Pāhoa April 7, 2018 at Pāhoa Neighborhood Facility
• Ocean View April 8, 2018 at Ocean View Community
Center
• Waimea April 10, 2018 at Waimea Elementary School
• Hilo April 16, 2018 at Aupuni Center
Service proposals were modified to incorporate the
public input and to develop a revised financial plan.
A series of important conditions, trends, and forecasts
influence what needs to be considered in a master plan
that covers both current needs and future needs. Table
ES-1 lists those.
THE TRANSPORTATION
SYSTEM ON HAWAI‘I ISLAND
Transit
The Mass Transit Agency, MTA, providing service known
as the Hele-On Bus System, has been in existence since
1975. For nearly forty years it has provided service across
the island with an emphasis on commute trips.
At its peak in 2012, Hele-On provided service to 1.2 mil-
lion passengers. Ridership has dropped by a third, and
the primary cause is believed to be decreased reliability of
service. Ridership was 874,424 in 2016 while the shared
ride taxi program served 137,890 passenger trips.
Previous fleet size was 55 buses, but as of early 2017,
43 of these were out of commission. Most needed to be
decommissioned and sold off or re-purposed. The fleet
was boosted when Honolulu gifted the County of Hawai‘i
with seven of its retiring buses, but buses continued to
break-down. The current fleet size is 11. Companion to
the aging of the fleet, breakdowns have become a major
issue and are the major cause of the drop in ridership.
MTA budget in FY17-18 was $14,031,908. This amount
covers operating cost of bus drivers, the shared ride taxi
program, fuel, insurance, salary and wages for eleven
MTA employees and capital expenses. Ten percent of
costs comes from federal funds, about ten percent from
fares, and the balance is a County subsidy from the Gen-
eral Fund and $7,500,000 from the Highway Fund.
There is wide agreement within the community that hav-
ing a well- functioning and dependable transit system is
critical to quality of life for individuals and families as well
as to the economy of the island. Support for improving the
system is found in all districts, albeit with differing needs.
Cross island travel, inter district travel, and intra-commu-
nity circulation are all in need of improved public transit.
Clearly, there needs to be agreed upon, fair, and transpar-
ent criteria and methods for setting priorities.
Known as the “Big Island,” Hawai‘i County scale is a
factor that requires understanding when formulating a
transportation system. It is roughly the size of the State
of Connecticut. Puna District alone is the size of O‘ahu.
These comparisons put in perspective the distances that
are travelled regularly.
Transit Essential to Vital Economy
A well-functioning public transportation system is vital
to the economy of the county. Public transportation
helps build the community, connects workers to jobs,
customers to businesses, and opens up a wider mar-
ket for businesses hiring employees. Currently, Kona
businesses report needing to connect with potential
workers in Hilo and elsewhere on the island, and that
bus service makes that possible.
Transit is a lower cost option for individuals and families
allowing them to have options and opportunities. Public
transportation is good for the environment, reducing
pollution, and lessening dependence on foreign oil. Tran-
sit provides critical evacuation option during emergen-
cies. It creates mobility options for youth, elderly and the
disabled. Of the islands population just under 200,000,
16% are 65 or older and 13.1% report living with a dis-
ability that affects their mobility. The County poverty rate
is 9.3%, and most of those do not have access to a car.
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ES-4 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
For those who already ride Hele On, 84.5% report that
they are dependent on Hele On for their mobility. Only
36% state they would be able to find another ride if Hele
On were not available.
Roadways
The most common means of travel is by private auto-
mobile. The federal aid roadway system is under both
State and County jurisdictions. The system consists of
788 miles of roadway, most of this two lane roadways.
Major arterials comprise 129 miles; minor arterials
177 miles; and collectors 482 miles. While periodi-
cally new roads are built, such as Ane Keohokalole in
Kona(County) and upgrade to Saddle Road, aka Daniel
K. Inouye Highway (State), the pace of new roadway
improvements is such that the route system of today
is what will be available for the foreseeable future. The
county and communities are exploring priorities for
connector roads in Puna District.
Bicycling
Bicycling is a viable and affordable form of transpor-
tation capable of expansion on Hawai‘i island. Hawai‘i
District has 27 miles of designated facilities (paths, bike
lanes, and signed shared roadways). Bike Plan Hawai‘i
(2003) identifies future facilities, primarily of the signed
shared roadway variety. If this occurs, it will go a long
way to making bicycling a more viable mode choice.
Pedestrian
Pedestrian infrastructure is practically non-existent,
and this is a challenge not only for walk trips, but also
for bus riders who need to walk to their stop. Most
state roadways have no sidewalk facilities at all, and a
few have sidewalks only on one side. Sidewalks exist
on county roads in Hilo and Kailua-Kona. But even in
those areas there are gaps, narrow shoulders, lack of
crosswalks, and other needs and deficiencies. Hopefully,
the adoption of Complete Streets Policies at both the
State and County level will provide the necessary spot-
light and lens for making changes.
VISION
A new vision has been created for a multi-modal trans-
portation system. It states,
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 responsible and cost effective.
Accompanying this Vision is a set of five Polices and
35 Strategies for the Multi-Modal and the Transit
Programs.
Goal One:
Make riding transit easier, reliable, and
more desirable than other options.
Goal Two:
Create a transit system to serve the
employment and social needs of all people
Goal Three:
Implement technology to provide real
time transportation information
Goal Four:
Create transportation hubs and bus stops
with amenities that provide rider comfort
and safety and that help support community and
village gathering places
Goal Five:
Phase system implementation in a
fiscally sustainable manner
MULTI-MODAL PROGRAM
AND RECOMMENDATIONS
Transit is one part of an overall multi-modal transpor-
tation system operating on Hawai‘i Island. Other modes
Page 63
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-5
include ride share, bicycling, and walking. The intention
is for all modes to have maximum availability so that
driving is not the only option.
Four forms of Ride Share are available: carpool, vanpools,
taxi and transportation network companies such as Uber
and Lyft. There is evidence that quite a lot of ridesharing
is taking place through hitching a ride from someone. In
the on-board passenger survey, 36.5% said they would
“ride with someone” if the bus were not available to them
for that ride. Further, 18.1% said they were dropped off
by someone to get to the bus stop.
Vanpools are an option gaining renewed interest. Cur-
rently, Enterprise Hawai‘i is extending leases for people
to form vanpools for up to 15 passengers. It is a turnkey
program that includes insurance, maintenance and re-
pairs, fuel, registration, taxes, and emergency service. The
recommendation for Vanpool is for the county to enter
a two year demonstration program, subsidizing up to 25
vanpools at up to $1000 each per month. Total annual
program cost if at capacity: $300,000.
Taxi. MTA has already been innovative in offering a
shared taxi program. It costs passengers $2 for a coupon
and is allowed towards any ride of four miles or less. The
program has been very popular, over 156,600 taxi rides
were taken last year.
This program can be expanded to other parts of the
island. It is recommended that the Council consider a re-
quirement that companies with over five cabs be required
to participate in the program. Also, it is timely to con-
sider an increase in fares due to the excellent but highly
subsidized service that is provided.
Transportation Network Companies are entering into
partnerships with transit agencies elsewhere to provide
single trip options. There are several possibilities for the
County including participation in the shared taxi pro-
gram, designated pick up locations, and agreements for
emergency support.
Bicycling has always been an inexpensive, healthy, and
environmentally desirable option for travel. Bike is a rea-
sonable option for distances under 3-4 miles. The coun-
ty-owned buses all have bike racks with two positions as
a standard feature. This is usually enough, but not always.
Bike Share has been active in Kona. It was financially
supported by the County in partnership with PATH
(People Advocating for Trails and Hikes) with an ini-
tial $250,000 for equipment, shipping, and one year of
insurance plus salary for an Operations Manager who
maintains and re-balancing the bikes as required. The
Bike Share Program is ripe for expansion: in Kona for 4-7
more ten stations; in Hilo for an initial 8-10 stations; and
in Waimea for an initial 3-4 stations. The initial cost per
station, which includes 7 bikes, kiosk and lighting plus
tools and spare parts is $43,750 plus $8,300 for shipping
and installation or $52,000 rounded.
The recommendation therefore is to fund $780,000 over
two years for a total of 15 new stations and 105 bikes.
To this should be added $120,000 per year for each
of three years to continue the operations, balancing,
customer service, publicity, and administration of the
program. Usage fees should be established to cover up
to half the administrative cost with the goal of becom-
ing self-sustaining.
Coordination with County Roadway
Program
The County road maintenance program repaves roads
on a thirty cycle, which comes to 32 miles per year.
Two years ago, the County Council approved a fuel tax
increase to fund an accelerated program. Of the approx-
imately $4.5 million available each year, $1 million each
goes to Road Paving, Mass Transit, and an Emergency
Fund. The balance is shared with Traffic Signal up-
grades, Roads in Limbo, Striping and Equipment.
When roads are resurfaced, the plans are check to see
if a bike lane should be striped in. It will be prudent for
MTA and DPW to coordinate so that bus stop signs,
shelters and other transit amenities can be installed
when crews are out in the field. The Puna District
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ES-6 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Table ES-2. Summary of Proposed Services by District
CURRENT SERVICES PROPOSED SERVICES
DISTRICT Hele-On Refer-
ence
Number
of Trips
Route
Number
Number
of Trips Changes/Additions
Hilo
Hilo/Kona 3 OW 1 3 OW Serves new Kona Hub
Intra-Hilo
Keaukaha
8 RT 101 9 RT Modifies service to provide every other trip to
King's Landing offering a more direct trip to Banyan
Drive and MBT from Airport. Adds new service to
North Hilo. Sunday service is introduced.
Intra-Hilo
Kaumana
5 RT 102 7 RT Kaumana City is provided 1 RT departing KC at 7
AM and returning from MBT after 5 PM. 3 addi-
tional trips are offered to the Gentry subdivision
turnaround and 3 trips serve Waianuenue Ave.
Intra-Hilo
Waiakea-Uka*
2 RT 103 9 RT 6 trips will serve Waiakea-Uka and 3 additional trips
will serve as far as PKP. Service to gym is discontin-
ued and service to North Hilo is added.
104 6 RT New route serving center Hilo including Mohouli
housing, St. Joseph School, Kamana Senior Center
and housing and County agencies.
Blue
Line
Express
2 RT Express service between MBT and Kona Hub via
Daniel K. Inouye Highway. Sunday service is added.
Hilo/South
Kohala Resorts*
9 RT 80 9 RT 2 trips will travel from MBT to South Kohala Re-
sorts via Daniel K. Inouye Highway.
Hāmākua Hilo/Honoka‘a* 2 RT 60 4 RT Flex service is introduced to provide access to tran-
sit to the villages and small towns along the coast.
The route will divert 3/4 mile off route to serve
prearranged pickups. Park and ride locations are
identified.
North
Kohala
North Kohala-
South Kohala
1 RT 70 1 RT none
North Kohala-
Waimea-Kona
1 RT 75 1 RT Service is added to the Kona Airport. Saturday ser-
vice to Waimea is added. Longer term flex service is
added as demand warrants.
South
Kohala
Waimea
Shuttle
11 RT 301 7.5 RT Flex service is introduced. The route will divert 3/4
mile off route to serve prearranged pickups.
Green
Line
2 RT Express service added between Honoka’a, Waimea
and Kona Hub. Sunday service is added.
Waimea Hub is developed.
Kona
Kona/Hilo 3 OW 2 3 OW Provides service to Kona Hub
Intra-Kona* 6 RT 201 7 RT 4 Kona oriented circulator routes replace the current
Intra-Kona service. All 4 routes connect at a new
Kona Hub located in the vicinity of the Old Kona
Airport. Route 201 provides South Kona service via
Alii Drive.
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-7
202 9 RT Connects the Kona Hub with the Airport via Ane
Keohokalole Highway.
203 9 RT Connects the Kona Hub with the Airport via High-
way 190.
204 9 RT This route serves South Kona via Kuakini Highway.
New maintenance facility to be located in Kona.
Ka‘ū
Pahala/South
Kohala Resorts
3 RT 90 4 RT Added trip between Pahala and Kona Hub for a total
of 4 roundtrips.
2 RT Two RTs are added between Oceanview and Volca-
no for residents to connect with Route 10 to Hilo.
Zone 3 2 Days Zone paratransit service is added two days a week.
Puna
Hilo/Volcano 5 RT 10 5 RT Fern Acres service is provided by separate route.
Red
Line
2 RT 2 trips between MBT and Volcano are provided by
the Red Line. Sunday service is offered.
403 2 RT 2 AM and 2 PM trips are provided to Fern Forest,
Eden Roc, and Fern Acres communities scheduled
to provide commuter service.
Hilo/Pāhoa/
Pohoiki
11 RT 40 15 RT Service is provided between MBT and Pāhoa
without diverting into the residential communities.
Sunday service is added.
401 10 RT Flex service is added between Kea’au and Pāhoa
and Hawaiian Beaches and Nanawale. One new trip
for a total of 4 trips are provided to Kalapana and
Seaview via Highway 130 and 137. This new trip is
designed to serve commuters. Service is extended
from Nanawale Blvd. to Mauna Kea Road (road
improvements may be needed on Mauna Kea) in
Nanawale serving further into the community.
402 2 AM
and 2
PM
New service is added in Hawaiian Paradise Park to
serve Shower Drive and the future park and regional
center on Kaloli Drive. The route is extended from
16th to 1st Avenue between Paradise Drive and
Makuu Drive in Hawaiian Paradise Park. Ainaloa ser-
vice is connected to Highway 11 via Hawaiian Acres
and new service is introduced through Orchidland.
Two hubs are developed; one in Keaau and one in
Pāhoa.
Zone 1 1 Day
extend-
ing to 5
days
Zone paratransit service is added one day a week for
areas along Highway 130. This service is extended to
five days as demand warrants.
Zone 2 2 Days Zone paratransit service is added two days a week
for areas along Highway 11.
*
OW
RT
Does not include trips operated by other routes.
One Way
Round Trip
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ES-8 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
needs additional attention, not only due to the loss of
roads due to lava flow, but the community was already
actively working on identify new or improved roadway
projects that would create better connectivity between
communities. Creating better roadway connectivity
would allow MTA to use these roads for new routes as
part of the hub and spoke pattern.
SERVICE IMPROVEMENT
PROGRAM AND
RECOMMENDATIONS
The desirability of using transit depends on two things:
what is available and how reliable is the service. Rec-
ommendations to improve performance of the current
service include:
• Improve Customer Information including public
schedules and route identification
• Improve Schedule Adherence
• Improve Service Plan Development
Improved Customer Information
The recommendations for improved customer informa-
tion start with posting correct public schedules for the
current routes. This can be done on the Hele-On web page.
A route numbering scheme is proposed to prepare for a
Hele-On APP which would provide real time information.
One of the most frequent requests from the public was
to have a real-time bus tracking and live maps with
estimated arrival times. This could be integrated with
complementary multi-modal transportation options
such as bike share, taxis and commercial transporta-
tion options using a smart phone APP. This needs to
be compatible with Android and iOS platforms. Web
APP that are non-iOS and non-Android mobile devices
should also be available and connected to text messag-
ing, personal computers and audio visual displays. The
system must also be ADA friendly with stop announce-
ments to include transfer information, intersection and
major destinations, and requested stops.
Schedule Adherence and Safety
Upgrading the vehicle fleet needs to be MTA’s highest
priority. Passengers need to know their bus is going to
show up. Any hopes for expansion of routes and fre-
quencies will depend on having a full running fleet of 55
vehicles. The current running fleet is down to 11 vehicles
which necessitates the expense of daily rental of tour
buses. This drains the budget just to keep going.
Generally, 30-foot buses or larger are planned for a 12-
year life expectancy. These vehicles are built on bus or
heavy truck chassis. These vehicles frequently have longer
life-spans with on-going maintenance procedures, parts
replacement and depending upon service terrain and use.
Smaller vehicles built on SUV or smaller truck chassis
such as paratransit or cutaway vehicles have a 7 to 9-year
life depending upon maintenance and use.
To maintain a state of good repair, the average fleet age
should be about half of the expected life of the vehicles,
which would be six years. The smaller vehicles should
have an average age of 3.5 to 4.5 years. Hele-On’s vehicles
have an average age of twelve (12) years. A suggested bus
replacement schedule is presented in the Capital and Fi-
nancial Plan. While the current County practice is to only
use County funds to match federal funds when purchasing
vehicles, this will not get the County where it needs to be.
A focused vehicle application program of federal funds
(with local match) and local only funds will be necessary.
Service Plan Development
A comprehensive service improvement plan to expand
the routes and service is proposed to be implemented in
stages. New service would be introduced and trialed for a
six month period to ensure there is true demand for that
service. In more rural areas, service would be tested by
implementing Flex service and Zone service. Flex service
is deviations off a route for up to ¾ mile off the route.
It would use the smaller buses to provide ADA service,
but everyone would be eligible to use the service with a
24-hour advance call in. After one year, service would be
re-assessed to see if the Flex area should be expanded, or
if a new route is justified as having consistent demand.
Another option is the use of Zone service which would
trial service for 2-3 days per week rather than the full five
or six day week. Zone service would connect to regular
service and after the trial period ends, be considered for
route change or a new permanent route.
The vision and goal for the island-wide system is to be
operating as a Hub and Spoke System. The additional
routes and services being recommended by area are
shown in Table ES-2. Addressing community concerns:
routes have been adjusted to better meet community
needs, routes have been expanded to operate farther into
large subdivisions of Puna, service is added; circulator
service is added in new growing areas of Kona and also
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-9
to serve both Hilo and Kona Airports; new cross island
service is added to shorten travel time; hours are extend-
ed for commuter routes; and Sunday service is added
on several routes. These adjustments and additions all
have financial implications for both capital and operating
expenses.
CAPITAL NEEDS AND CAPITAL
FINANCIAL PLAN
Rider Information
The top request from riders was for development of a
transit application (APP) that would provide real time
information showing whether buses are on schedule.
MTA has already started a procurement for such a sys-
tem using GPS based hardware and software features,
automatic vehicle tracking, APC, and audio/visual dis-
plays. The cost for the system is estimated at just under
$500,000, which can be funded over two years. Until a
Hawaii Island App can be created, Google App should
be used.
Transit Fleet
Far and away the most important capital need for the
current transit program is to get a reliable fleet, replac-
ing the current vehicles, and expanding to a fleet that
is dependable and suited to the type of services being
provided. Vehicle availability and reliability effects
service, rider confidence, and MTA pride. The current
Table ES-3. Recommended Hubs for Hawai‘i County
Hub Year Description
Pahoa 2021 The initial Pahoa hub would be temporary and located on street and can be
implemented in 2019. Two passenger shelters would need to be installed. The
permanent Pahoa Hub would be located near the new Puna Kai development
and would require more passenger amenities including electronic signage, bike
parking, fare machines, restroom.
Waimea 2021 The current Waimea hub is located on street with one passenger shelter. There
is insufficient space for additional amenities on the sidewalk. However, adja-
cent land is undeveloped and may be available for expanded facilities including
customer information, bike share, bike parking, fare equipment. Many passen-
gers will cross the street to access shopping opportunities. Therefore, upgraded
pedestrian facilities will be appropriate.
Mo’oheau Bus
Terminal
2022 MBT is allocated $500,000 for upgrading facilities beyond normal maintenance.
Electronic information, fare machines, bike parking, bike share need secure,
covered space.
Ocean View 2022 Ocean View Park and Ride has minimal infrastructure with a gravel lot and
sign. Upgraded surface, bathroom (can be portable), access signage, shelter, and
seating should be added. Lighting needs to be assessed.
Honoka’a 2023 Honoka’a has two areas for bus traffic, the upper lot and lower lot. Both lots
need electronic signage, electronic information, bike parking, adequate shelter
and adequate seating.
Prince Kūhiō
Plaza
2023 Upgrades include electronic signage, fare machines, and additional shelter and
seating.
Kona 2024 The Kona Hub will be substantial and requires additional planning and design.
This Hub should be designed to hold a customer service center, bike share, bike
parking, restroom, electronic signage and bus bays for a minimum of 7 buses.
Potential for coordination with transit oriented development is available.
Kea’au 2025 The Kea’au Hub will include a park-and-ride lot, as well as enough room for 4
buses and passenger amenities.
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ES-10 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
running fleet is 11 buses, well below what is required to
operate current bus routes. The CIP places an emphasis
on rebuilding the fleet.
The 40-foot buses have an average useful life of 12 years
by industry standard, the smaller vehicles generally
have a useful life of 7 to 9 years. Therefore, since MTA
will have a fleet composed of over 42 percent smaller
vehicles (by 2027), the overall average fleet age should
be below six years.
Starting in Fiscal Year 2019, it is recommended that
five (5) smaller vehicles be procured and added to the
fleet. The following year 2020 should add three (3) 40
foot and three (3) less than 30-feet. The replacement
and expansion schedule shows the number of vehicles
required to operate the service – listed as Peak Assign-
ment. Both currently and the over next several years
into the future, MTA will continue to require contract-
ing with private providers for buses. If funds become
available, such as additional grant opportunities, then
a more aggressive bus acquisition program should be
pursued.
By 2027, the fleet size of 55 vehicles required to operate
current and expanded services will be procured. This
total number includes all vehicles including commuter
services currently provided by private operators using
their coaches. If MTA desires to continue the commuter
service with coaches provided by private operators, then
the fleet acquisition plan can be reduced. The vehicle
spare ratio should be at 20 percent in 2027.
From 2027 on, MTA should continue to purchase four
to five vehicles a year to maintain the fleet. The spare
ratio may need to increase slightly with the opening
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-11
of a second maintenance facility in Kailua-Kona. Both
maintenance facilities will need sufficient spares to
operate the required services.
Maintenance Facilities
For the past two years, MTA has invested in the plan-
ning, design, and construction of a new Hilo mainte-
nance facility. The previous shared facility with Public
Works was outdated and unable to accommodate the
needs of the MTA system. The new maintenance facility
opened in 2018.
Due to the large number of routes operating through
the north and west sides of the island, it is recommend-
ed that a second maintenance facility be planned. It
will likely take several years to go through the steps of
planning, land acquisition, design and construction.
Therefore, the capital plan recommends starting as soon
as practicable to reserve the desired site. A site near
the police department on Hale Māka‘i off Highway 19
would be a good location. Certainly, a site owned by
a public agency will cost less than one that has to be
purchased on the open market.
Passenger Facilities
Hub planning and design is proposed to start in Fiscal
Year 2020. Construction would begin in 2021 and con-
tinue through 2025. Hubs to be developed and updated
are shown in ES-3.
The planning, design, land acquisition and construction
of these multiple hubs and transfer point improvements
have been grouped together in the financial plan as a
single transit center development program comparable
to the ongoing bus stop and passenger shelter program.
Park and Ride Lots
Park and Ride lots require additional amenities; in particu-
lar, lighting and sometimes bathrooms. Most park and ride
lots serve commuters. Hele-On’s commuters leave in the
early morning hours when it is dark. Lighting adds safety.
Bathrooms (even portable) become necessary for many
commuters. Commuter trips are long. Having a bathroom
available can make a difference to an intending passenger.
Bus Stops
Formalizing a bus stop includes determining what type
of amenities should be included at the bus stop. The
most basic of bus stops would have a sign, route desig-
nation, and route schedule. Each bus stop needs to have
a unique bus stop number. These numbers need to be
posted at each bus stop.
Amenities at bus stops include signs, benches, shelter,
information, lighting and others items. The planning,
design, procurement, land acquisition and construction
line items in the CIP are to fund bus stop locations.
The MTA and County need to determine which stops
will have benches and/or shelters. Primary Local Stops
would add passenger shelters and seating to the basic
stop amenities. Adding additional amenities would be
dependent upon safety and space concerns, as well as
passenger usage at that stop and route frequency.
Fare Collection System
Most transit systems now have the ability to use the
same fare media for various types of passes and trip
based fare payment programs. There are four basic
types of pass media used: Non-magnetic Pass, Magnet-
ic Stored-Value Pass, Magnetic Stored-Time Pass, and
Smart Cards. Fare collection systems are continuously
evolving to incorporate new technologies and methods
to improve efficiency, reliability and convenience. Use
of Smart Card fare media is increasing and replacing
older technologies.
COMBINED CAPITAL AND
OPERATING FINANCIAL PLAN
The capital investments identified in this plan are ones
that are essential for the cost effective and productive
continued operation of Hele-On and other modal op-
erations. The operating expenses relate to the levels of
service being offered as they progress over the years of
the plan.
The Finacial Plan shows expenses and funding sourc-
es as presently known. In this Table ES-4, the GET is
only available for 18 months, will allow the program
for immediate priorities to move foward. After that the
program needs a new influx of revenue.
The largest source of revenues has been and will continue
to be the County, through the General Fund and High-
way Fund. Federal funds are available to MTA for both
capital and operating expenses, as formula grants and
discretionary grants. The third source of revenue is fares.
Over the past three years, fare box recovery has averaged
15.9%.
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ES-12 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
EXPENSES FISCAL YEAR
2018 2019 2020 2021 2022
Category
Administration & Marketing $672,100 $692,263 $713,031 $734,422 $756,454
Bus Operations $11,129,658 $10,785,818 $10,876,176 $12,503,915 $14,175,553
Other Modal Operations $3,083,279 $3,526,279 $3,817,729 $3,981,243 $4,001,341
Capital Investments $1,565,000 $3,048,900 $5,757,238 $5,540,700 $4,709,500
Total Expenses $16,450,037 $18,053,260 $21,164,174 $22,760,279 $23,642,849
FUNDING SOURCES 2018 2019 2020 2021 2022
Operating Revenue
Bus Fare Revenue $809,271 $950,697 $1,093,302 $1,290,096 $1,508,756
Other Modal Revenue $523,766 $722,738 $1,059,761 $1,174,029 $1,183,068
Total Fare Revenue $1,333,037 $1,673,435 $2,153,063 $2,464,125 $2,691,824
Grants
Federal Operating Grant $1,042,000 $1,042,000 $1,042,000 $1,042,000 $1,042,000
Federal Bus & Facilities $700,000 $880,000 $880,000 $880,000 $880,000
Federal Capital Investment*$575,000 $575,000 $575,000 $575,000 $575,000
Total Grants $2,317,000 $2,497,000 $2,497,000 $2,497,000 $2,497,000
General Excise Tax (18 months):
Estimated Excise Tax Revenue -- $10,000,000 $25,000,000 -- --
GET Transit Funding -- $8,500,000 $11,350,000 -- --
GET Other Transportation Projects &
Carryover
-- $1,500,000 $13,650,000 -- --
County Funding:
General Fund $5,600,000 $0 $0 $7,000,000 $7,000,000
Highway Fund $7,200,000 $5,382,825 $5,164,111 $10,799,154 $11,454,025
Total County non-GET Funding $12,800,000 $5,382,825 $5,164,111 $17,799,154 $18,454,025
SUMMARY 2018 2019 2020 2021 2022
Total Expenses $16,450,037 $16,450,037 $21,164,174 $22,760,279 $23,642,849
Fare Revenue $1,333,037 $1,333,037 $2,153,063 $2,464,125 $2,691,824
Grants $2,317,000 $2,317,000 $2,497,000 $2,497,000 $2,497,000
General Excise Tax -- $8,500,000 $11,350,000 -- --
County General Fund $5,600,000 $0 $0 $7,000,000 $7,000,000
County Highway Fund $7,200,000 $5,382,825 $5,164,111 $10,799,154 $11,454,025
Total Funding Sources $16,450,037 $18,053,260 $21,164,174 $22,760,279 $23,642,849
GET Other Transportation Projects &
Carryover
-- $1,500,000 $13,650,000 -- --
Table ES-4. Financial Plan Fiscal Years 2018-2022
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-13
EXPENSES FISCAL YEAR
2023 2024 2025 2026 2027
Category
Administration & Marketing $779,148 $802,523 $826,598 $851,396 $876,938
Bus Operations $15,259,062 $15,613,641 $16,258,494 $16,638,887 $17,028,544
Other Modal Operations $4,022,043 $4,043,366 $4,065,329 $4,087,950 $4,111,250
Capital Investments $5,284,100 $7,262,100 $12,481,300 $3,600,500 $2,591,000
Total Expenses $25,344,353 $27,721,630 $33,631,721 $25,178,733 $24,607,733
FUNDING SOURCES 2023 2024 2025 2026 2027
Operating Revenue
Bus Fare Revenue $1,659,632 $1,825,595 $2,091,828 $2,301,010 $2,591,858
Other Modal Revenue $1,187,930 $1,198,138 $1,209,569 $1,222,460 $1,237,094
Total Fare Revenue $2,847,561 $3,023,733 $3,301,397 $3,523,470 $3,828,952
Grants
Federal Operating Grant $1,042,000 $1,042,000 $1,042,000 $1,042,000 $1,042,000
Federal Bus & Facilities $880,000 $880,000 $880,000 $880,000 $880,000
Federal Capital Investment*$575,000 $575,000 $575,000 $575,000 $575,000
Total Grants $2,497,000 $2,497,000 $2,497,000 $2,497,000 $2,497,000
General Excise Tax (18 months):
Estimated Excise Tax Revenue -- -- -- -- --
GET Transit Funding -- -- -- -- --
GET Other Transportation Projects &
Carryover
-- -- -- -- --
County Funding:
General Fund $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000
Highway Fund $12,999,792 $15,200,897 $20,833,324 $12,158,263 $11,281,781
Total County non-GET Funding $19,999,792 $22,200,897 $27,833,324 $19,158,263 $18,281,781
SUMMARY 2023 2024 2025 2026 2027
Total Expenses $25,344,353 $27,721,630 $33,631,721 $25,178,733 $24,607,733
Fare Revenue $2,847,561 $3,023,733 $3,301,397 $3,523,470 $3,828,952
Grants $2,497,000 $2,497,000 $2,497,000 $2,497,000 $2,497,000
General Excise Tax -- -- -- -- --
County General Fund $7,000,000 $7,000,000 $7,000,000 $7,000,000 $7,000,000
County Highway Fund $12,999,792 $15,200,897 $20,833,324 $12,158,263 $11,281,781
Total Funding Sources $25,344,353 $27,721,630 $33,631,721 $25,178,733 $24,607,733
GET Other Transportation Projects &
Carryover
-- -- -- -- --
Table ES-4. Financial Plan Fiscal Years – 2023-2027
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ES-14 — Executive Summary • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Future sources of revenue that may be considered are
Development Impact Fees, use of fuel tax and and ex-
tended period the excise tax surcharge.
CONCLUSIONS
The implementation of recommendations in the Transit
and Multi-Modal Master Plan will require phasing. This
is due to both funding constraints, and as a practical
reality how many things can be done at once.
Immediate Priorities (next two years)
1) Restore service reliability and get ridership back to
previous levels (1.2 million revenue miles)
2) Acquire up to 14 buses/vans using previous grants and
new capital funds to bring the fleet to 25.
3) Once fleet size is enlarged and reliability can be
restored, continue to add additional service hours and
routes to create a hub and spoke pattern
4) Start Hilo to Kona service using Saddle Road
5) Continue to review paratransit service per federal
requirements.
6) Create a multi-modal transportation system on the
island. Embrace multiple vendors for providing bicycle,
vanpool, transit and other multi modal services
7) Increase staffing of the MTA to adequately address the
range of responsibilities being assigned to them. Add
new positions for Garage Supervisor, Administrative
Services Assistant, and an Account Clerk
8) Create a Google Transit APP for rider information
Near Term (2020-2025)
1) Acquire 5-6 new and replacement vehicles per year
to bring the fleet to 40
2) Increase service to have all proposed circulators in place
3) Continue the multi-modal program
4) Plan, design, and build the Kona hub. Consider op-
tions to provide light service on Kona side.
5) Add staffing to include a Deputy Administrator,
Inventory Clerk, and a second shift of (4) mechanics
and working supervisor. By the time the fleet size is 35,
there should be no less than six mechanics.
6) Start to implement the Bus Stop numbering and
signage program at all time spots.
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Executive Summary — ES-15
Mid Term (2025-2030)
1) Reassess the Paratransit program and expand it to
other parts of the island. Add a paratransit clerk posi-
tion.
2) Continue to acquire 5-6 buses per year to achieve a
fleet size of 55
3) Continue the multi-modal, bus stop and amenities
program
4) Design and develop a Puna hub and complete road-
way improvements to allow for Intra-Puna service.
5) Implement the multi-modal complete streets pro-
gram in Hilo.
Long Term (2030-2035)
1) Plan, design, and construct a Waimea hub
2) Upgrade Mooheau hub
3) Update this Transit Master Plan
4) Expand the number of runs for routes that have dem-
ostrated consistantly high ridership
Vision (2035-2040)
1) Service to operate on a full hub and spoke pattern
with hubs in Hilo, Kona, Waimea, and Puna and Keeau.
2) Conduct robust Bike Share, Vanpool and TNC pro-
grams
3) Have a full Public Information and Outreach Program
Implementing the Vision will require the hard work and
dedication of the MTA staff. A total of twelve new posi-
tions are recommended of which five are for the second
maintenance shift and working supervisor.
With commitment to funding and diligent implemen-
tation, the phased growth toward the Vision can be
realized.
Page 74
9/21/20211County of Hawai’i Mass Transit AgencyAction Plan For ImprovementAUGUST 2021About the AuthorMy name is John Andoh. I am 41 years old with a passion for publictransportation and have been working in the public transit industry since 18years old. I attended the Transportation Management Programs at San JoseState University Mineta Transportation Institute, University of Phoenix, EnoFoundation and University of the Pacific. I have also attended the CertifiedPublic Manager Program at Arizona State University. I was awarded Top 40under 40 by Mass Transit Magazine in 2011 for my dedication and work inpublic transportation.(http://www.masstransitmag.com/article/10295929/john-andoh)and was highlighted in many transit trade magazines for my work intransit improvement and mobility innovation. I have managed small urban,large urban and rural transit systems throughout California, Nevada, Hawai’i,Mississippi, Texas, New York, North Carolina, South Carolina and Arizona overthe past 21 years. I am a mobility integrator and have done amazing things toconvert transit agencies to mobility agencies by integrating bus, paratransit,vanpooling, bikesharimg and walkability into a true system.I am a strong advocate of public transportation and I strive to use buses, trainsand ferries as much as I can to show my support towards public transit. I have atrue passion for helping people move from point a to point b.Introduction•The Mass Transit Agency operates Hele-On. The program consists of thefixed route, commuter fixed route, ADA paratransit, subsidized taxiprogram, bikesharing and senior and persons with disabilities transportationservices.•The Mass Transit Agency, per the Hawai’i County Code, Chapter 18 is alsocharged with the administration of taxicabs, island wide.•The County Transportation Commission provides advisory support to theMass Transit Agency and the Hawai’i County Council has a Public Safety andMass Transit Committee that reviews legislative activities from the MassTransit Agency.•The purpose of this Action Plan is to develop a strategy to right-size the MassTransit Agency through review of administrative and operational practicesand then develop a public transportation system that is clean, accessible,reliable, efficient and safe. Additionally, the system should be cost effective,less reliant on the County’s General Funs, and help improve mobility for allresidents and visitors of the island.Hele-On Fixed Routes and ADA Paratransit Service Area Maps•15 Fixed Routes (9 East Hawai’i, 1 North Hawai'i and 5 West Hawai’i)•Two ADA Paratransit Service Areas (Hilo and Kailua-Kona)•One Shared Ride Taxi Service Area (Hilo)1234Page 75
9/21/20212Why The Action Plan?•Since 2013, the Mass Transit Agency has struggled with the following issues:•Reliability (routes, schedules, vehicles)•Plans (short range, strategic, long range, financial, capital, fleet, operational and maintenance)•Customer Service (within administration and operations staff)•Effective Contract Oversight (transit operations contractors, consultants)•Budget (Expenses outpacing revenues)•Financial Accountability (financial planning)•Compliance with Federal Grant Requirements (Sections 5311 and 5339 funding)•Human Resources (low staff morale, lack of training, uneven distribution of tasks)•Lack of Performance Standards, Mission and Vision statements to guide the Agency•Marketing (consistent brand, easy to read public materials, lack of advertising)•Technology (Google/Bing/Apple Maps, website, app, real time transit information)•Fare Collection (poor cash handling, unsecured storage of revenue, fareboxes)•Leadership (encouraging the staff and contractors to follow the vision vs. being managed)•Security (lack of functioning cameras, guards for protection, code of conduct, Police)•Need to use advisory support (County Transportation Commission, Public Safety & Mass Transit Committee).This action plan will provide strategies on improving the Mass Transit Agency and its family of servicesprovided.The goal is to implement many of these tasks (at least 80%) in FY 2022 to set theframework for the future of the Mass Transit Agency. This will take long hours, hard workand dedication in order to make the projects shown in this Action Plan happen, howeverwith the right transit professional, these projects can be completed.Who Needs Transit?•Communities approach public transportation in a variety of ways. In large cities like New Yorkand Los Angeles, public transportation is viewed as a method to reduce traffic congestion andreduce construction of more road lane miles. In small rural areas, public transportation is viewedmore like a social service and lifeline forthose that can’t drive a personal vehicle.•Hawai'i Island is in a hybrid situation. There is a need to transport passengers between the eastand west urbanized areas of Hilo and Kailua-Kona, within those urbanized areas and to the ruralareas such as communities along the Hamakua coast. Generally, public transit services have amix of public transportation users that need the service and those that may have a personalvehicle but choose to use public transportation anyway. At this point, most of the ridership onHele-On appears to be coming from those that have no other alternative and use Hele-On fortransportation to employment, recreation and shopping activities.•Public transportation should be available to everyone. Though, with limited funding, transitservices should be restricted to areas where there are indicators that attract people to utilize thefixed route transit system with alternative programs in areas with limited transit demand.Transit Philosophy•A transit system needs to be:•Frequent•Convenient•Safe and Clean•Easy to understand•Friendly•Information on how to use Hele-On should be easy to obtain and easy to understandquickly.•All marketing and informational materials need to portray a positive, professional andpolished image of public transportation on Hawai’i Island.•Public perception of Hele-On and the Mass Transit Agency must change to promote Hele-On as a convenient and accessible mode of transportation for everyone. In addition,promote Hele-On as a benefit to quality of life, improved air quality, sustainable living,health and improved mobility.PoliciesThe County Transportation Commission should assist the Mass Transit Agency with the review of system performance measures on a monthly basis with a follow up on a semi-annual basis to the Hawai’i County Council. The proposed measures to the left will demonstrate the need for an efficient and cost-effective transit system.PolicyMeasurementMethod1Allroutesandserviceswillachieve90%ontimeperformance.Determinedbyroutedeparturefromall scheduledtimepoints.2Allrouteswillhaveascheduled10%recoverytime, withaminimumof5minutes,pertrip.Determinedfromrouteschedule3Localroutes,demandresponseandspecializedservices,mustmeet10%fareboxrecoveryratioCommuterroutesmustmeet40%fareboxrecoveryratioMeasuredeachmonth4Localroutesmustmeetanaverageof12passengersperhourminimumCommuterroutesmustmeetanaverageof30 passengerspertripminimumDemandresponse&specializedservicesmustmeetanaverageof3passengersperhourminimumMeasuredeachmonth5Thestandardheadwayforlocalserviceis60 minutesduringtheentireservicedayThe standard headway forcommuter weekday service is at least five trips duringthepeakperiodswithatleastonemiddaytripDeterminedfromrouteschedule6Everyrouteshouldhaveanidentifiedbusstopforpassengerstoboardabus BusStopInventorydata7RouteinformationtobedisplayedateverybusstopwithabusshelterorbusstopsignBusStopInventorydata8Busstopamenitieswillbeconstructedatstopswith highridership,availabilityofspace,physical capabilitiesofpassengersanddistributionof boardingsRidershipdataandlandavailability9Lessthan20complaints/100,000tripsCustomercomments10 Lessthan10validcomplaints/100,000tripsCustomercomments11 Morethan9,000milesbetweenroadcallsMonthlyMaintenanceReports12 Lessthan2.45accidents/100,000milesMonthlyOperationalReports1390%ofhouseholdsthatmeetthefollowingcriteria willbewithin¼milewalkingdistanceofabusstopLowIncome(under$30k)ZerocarhouseholdsYoungandOldPopulation(018,65+)Censusdata5678Page 76
9/21/20213Proposed Projects Towards Improving Hele-OnTo achieve the goals and policies of the island, the following projects have been identified to improve the system, increase ridership and promote public transportation.•Make routes easy to understand•Make routes easy to use•Make the system safe and comfortable•Change public perception of Hele-On•Contain Mass Transit Agency costs•Generate revenue as an alternative to County’s General Fund•Evaluate contracting model•Improve contract oversight•Implement Transit Master Plan•Enhance the Mo’oheau Bus Terminal•Partner with other transportation service providers•Develop a Marketing and Outreach Plan to increase ridership•Increase the use of technology on Hele-On•Improve maintenance•Improve customer service•Implement a Fleet Replacement Program•Pursue grant funding•Expand transit services to increase ridership•Develop a structured training program for Mass Transit Agency staff & contractors•Develop a performance monitoring program•Implement a new staffing plan within the Mass Transit Agency•Improved security.Make Routes Easy To Understand•Determine maximum bus availability with a spare ratio of at least 20% and design a transit system based off that, until a reliable fleet can be obtained.•Implement a hub and spoke system in Hilo, Kailua-Kona, Waimea, Pahoa and Volcano.•Implement a new numbering system for the fixed routes:•Route 1: Hilo-Kailua Kona•Route 10: Hilo-Volcano-Ka’u•Route 40: Hilo-Pahoa-Seaview (Kalapana)•Route 60: Hilo-Honoka’a •Route 60 Extension: Hilo-Waimea •Route 80: Hilo-South Kohala Resorts (via Waimea) •Route 101: Intra-Hilo Keaukaha•Route 102: Intra-Hilo Kaumana•Route 103: Intra-Hilo Waiakea-Uka•Route 301: Waimea Shuttle (Flex Route)•Route 70: North Kohala-South Kohala •Route 75: North Kohala-Waimea- Waikoloa Village-Kailua-Kona •Route 90: Pahala-Kailua-Kona-South Kohala Resorts•Route 201: Intra-Kona •Route 201: Kona Trolley•Install a bus tracking system that is available to the public via smartphone app and website•Eliminate trip by trip variability on routes•Implement new innovative zones through partnerships with Uber/Lyft to transport passengers in lower density areas such as Kalapana, Kapoho, Fern Acres, Waikoloa Village, Hawaiian Paradise Park, Kailua-Kona Airport area, hilly areas of Hilo and remove fixed route service from these areas•Eliminate or modify routes that do not perform to the approved policies•Install route schedules at all bus stops and bus shelters•Identify bus stop locations with signs to help passengers know where to board the bus.Make Routes Easy To Use•Through redesign of the route network, design local and intercommunity routes that are 55 minutes in length or shorter for a 60-minute frequency with two-way service on major streets. •Redesign the route network to provide frequent services in the following areas though the implementation of a hub and spoke system:•Pahoa/Hawaiian Beaches•Hilo•Kailua-Kona•Waimea/Waikoloa Resorts•Volcano/Kea’au•Install new electronic fareboxes with magnetic card and cash capability, with new simple fare structure that increases on an annual basis with simple pass programs.•Install Automated Voice Announcements on buses to ensure ADA compliance.Make The System Safe And Comfortable•Place Mass Transit Agency staff at the Mo’oheau Bus Terminal and open the terminal building on weekends•Install a new smoking area near the Mo’oheau Bus Terminal waiting area•Identify safe locations for passengers to transfer buses in Waimea, Pahoa, Kea’au and Kailua-Kona that has lighting, shelters, passenger information, trash cans and benches•Install Wi-Fi on all buses•Install bus stop shelters at applicable bus stops•Create a bus stop location and transit amenities development guideline•Update radio system for buses and dispatchers to better communicate •Improve security of buses and facilities through use of working cameras, security guards, Transit Watch, See Something, Say Something program and use of Police•Evaluate all transit routes and prepare formal recommendations regarding schedules and routes to improve reliability•Improve the bus operator shifts and layover conditions – buses have long layovers in Waikoloa with no suitable rest facilities, the facilities at Hilo and Kau Baseyards are not comfortable, no rest facilities in Kailua-Kona.9101112Page 77
9/21/20214Change Public Perception Of Hele-On•Improve vehicle cleaning•Design a Ride Guide by a graphic design company with route maps, schedules and information on riding Hele-On and specialized brochures for unique services•Create consistent color brand on Hele-On buses, with logo, County seal, website and phone number on the bus•Attend community shows, fairs, festivals, schools and events to promote Hele-On brand and transit services•Distribute the new Ride Guide and other brochures at more locations with vibrant information stands•Place printed surveys and comment cards on buses•Redesign website and develop social media presence•Create how to use Hele-On videos•Design and place print, internet, television and radio advertisements•Install a new complaint tracking system, and emphasize customer service•Improve senior & persons with disabilities discount card program with photo ID•Implement new Aloha shirts for Hele-On and Mass Transit Agency staff (similar to other transit systems in Hawai’i.•Improve transportation to Kona, Waimea and Hilo International Airports.Expand Transit Services to Increase RidershipNew services would be developed to increase ridership and farebox return. Any expansion would be carefully evaluated to ensure that the additional costs does not affect the need for additional subsidy for the County General Fund.Innovations that can lead to increase ridership also includes:•Summer Youth Pass•Evening and Sunday demand response services in Hilo, Pahoa, Volcano, Kailua-Kona and Waimea to provide mobility when other fixed route services do not operate•Use of Uber/Lyft to assist in low ridership areas through a limited subsidy ($10.00 or less up to reasonable amount each year) to replace the Shared Ride Taxi Program•Safe Place on board buses for youth in trouble•Libraries on the Go! Program in conjunction with the Hawai'i Public Library•Holiday Light Tours•Fare free.Develop A Marketing And Outreach Plan to Increase Ridership•Marketing has been lacking due to lack of a plan,funding and resources As a result, the followingmarketing initiatives includes the followingactivities to generate more ridership on Hele-On:•Development of a marketing plan•More advertising using traditional and grass-roots style media•Participation with local Chambers, DestinationHilo, Port of Hilo, HDOT Airports Division,County’s Economic Development, businessimprovement districts in Kailua-Kona andWaikoloa to generate interest and partnershipsin public transportation on the island•Update destination sign programming on buses•Take photos of buses for marketing purposes•Hold public meetings on transit planning and customer service related issues•Develop GTFS for Google and developers to make apps which will allow for transit services to be shown in Google Maps, Apple Maps, Bing Maps•Develop new fare media (tickets, passes, ID cards)•Develop ID cards and business cards for staff•Develop new forms (bus pass order form, customer comment card, customer comment form for office, persons with disabilities ID card, senior/persons with disabilities transportation form, shared ride taxi form, rider alert, etc.)•Facilitate community meetings and forums•Develop Crisis Communication Plan.New Marketing Initiatives that Could be Implemented on Hele-On•New Ride Guide (approx. 70 cents to print, $2,500 to design)•New bus design using decals with a white base (approx. $3,000 per bus)•New bus stop signs wrapping over existing one (approx. $5 per decal wrap for a 12”x 18” sign)•New bus operator and staff uniform (approx. $8 per shirt)•New logo (approx. $1,500 to design)•New Tagline “Take the Trip”13141516Page 78
9/21/20215The Proposed New Brand for Hele-OnContain Mass Transit Agency Costs•In order to reduce the General Fund subsidy, the Mass Transit Agency expenses must be reduced•This would entail eliminating unnecessary or unwarranted expenses from the operating budget and a review of thecapital budget to determine the appropriate capital needs through the use of a capital plan•Pursue joint bus procurements with other transit agencies to be able to purchase buses at a lower cost (average cutawaybusis$90,000,averagediesel30footbusis$390,000,averagediesel40footbusis$480,000,average35footelectricbus is $650,000, average 35 foot hydrogen bus is $800,000)•Further reductions can take place through contract consolidation and/or elimination•Evaluate each line item in the Mass Transit Agency budget determine what can the Agency afford while still providing anenhanced customer experience•Reduce County subsidy by a policy established by County Council with•Increase FTA grants, miscellaneous revenues by policy to at least 20% to 30% of the budget. Hawai’i County is receiving40% of the FTA funds for Sections 5311 and 5339. Strive to pursue Section 5310, Older American Act and CDBG funds.BudgetRevenueItemTotalPercentFTA$12,988,810.0025.26%Fares$560,000.001.09%Taxi$350,000.000.68%TaxicabPermits$27,000.000.05%GeneralFundSubsidy$0.00%GETSubsidy$37,500,000.0072.92%Total$51,425,810.00100.00%Differencebetweenrevenue/expense$912,000.00DuetoCRRSSAGrantBudgetExpenseItem GeneralFund GETFund Total PercentSalary&Wages$1,107,940.00$1,107,940.00$2.19%Operational1,096,873.00$12,986,500.00$14,083,373.00$27.88%Equipment 3,906,667.00$4,863,706.00$8,770,373.00$17.36%Operations&EquipmentforCRRSSAGrant 8,000,270.00$$8,000,270.00$15.84%RuralTransitTraining(FTA) 10,000.00$$10,000.00$0.02%TransfertoCapital$9,586,854.00$9,586,854.00$18.98%GOBondsPahoaTransitHub$2,000,000.00$2,000,000.00$3.96%GOBondsKonaTransitHub$200,000.00$200,000.00$0.40%GeneralServiceGOBonds$6,200,000.00$6,200,000.00$12.27%Penson/Benefits$530,000.00$530,000.00$1.05%WorkersCompensation$25,000.00$25,000.00$0.05%Totals13,013,810.00$37,500,000.00$50,513,810.00$100.00%FY 19 Performance of Mass Transit AgencyGenerate RevenueSeek Alternative Funding Sources:Establish partnerships with University of Hawai'i and Hawaii Department of Education to fund all students, employees and facility to ride Hele-On for free based on a fee. The arrangement could also be expanded to major businesses on the Island, such as the resort areas, the State, large retail, hospitals.Pursue Other Business Strategies:Run the Mass Transit Agency like a private business and not a government subsidized operation. Innovations could include selling newspapers on the buses, selling advertisements on the buses, website, bus shelters, bus benches, on bus passes and inside the proposed Rider’s Guide, partnering with businesses to have a shop, save and get home free program.•Adjust Fares: In order to increase ridership and revenue in volume (Walmart philosophy), the fare structure should simplified and streamlined to offer value pricing for those that purchase passes in long range increments. Annual fare increases in small increments should occur. Hele-On has the lowest bus fare in the State of Hawai’i. Consider fare free to rebuild passenger trips.•Special Events and Services: Other revenue generating programs could include holiday light tours in the urbanized areas, special shuttles during the cruise boat season, encourage schools and senior centers to use Hele-On for field trips (eliminating use of separate contract buses), provide Medicaid trips and shuttles during island major events.17181920Page 79
9/21/20216Evaluate Contracting ModelCurrently the Mass Transit Agency contracts for many services. Some of the contracts are duplicative in nature and can be consolidated or eliminated.The following contracts should be evaluated to determine the need for multiple contracts to operate Hele-On:•Fixed Route Services•Bus Shelters•Paratransit Services•Bus Washing•Senior & Persons With Disabilities Services•Mo’oheau Bus Terminal OperationsThere is a need to determine is it cost effective to contract for operations?How to attract additional bidders to lower costs?Other contracts that should be evaluated includes:•Security at Baseyard, Prince Kuhio Plaza and Mo’oheau Bus Terminal•Brandley Center and Hawaii County EOC senior and persons with disabilities transportation•Park and Ride Lots•Bus contracts – RFP vs. IFB? Multi year vs. single smaller procurements.The value of these contracts should be analyzed with a cost/benefit analysis to determine if the services are needed or could be provided through other means.Improve Contract OversightThe Mass Transit Agency should develop an effective contract oversight program to ensure all contractors’ are providing the services within the expectations of the contract.This contract oversight program would entail:•Contract Management Plan•Field audits•Frequent meetings •Invoice review•Performance goals and expectations•Liquidated damages that are validated•Develop contract tracking spreadsheet for dates when contracts expire.The approach towards contract oversight should also change. Instead of the Mass Transit Agency using resources to direct the contractor and be involved in the day to day operations, the responsibility of contract implementation and delivery should rest with the contractor to ensure that the objectives are met through the contract oversight program listed above.Develop a contract tracking spreadsheet for all contracts and procurements to understand expiration dates and preliminary dates for when procurement process needs to begin for renewals or re-procurement.Implement Transit Master PlanThe need to implement the Transit Master Plan is critical to ensure the success of the Hele-On transit system and to ensure that it can be used as an economic driver for the County. (http://heleonmasterplan.com/wp-content/uploads/2018/08/180813-FINAL-FULL-REPORT-reduced.pdf) •Follow the mission and vision as defined in Chapter 2•Implement ridesharing, vanpooling and bikeshare programs as defined in Chapter 3•Implement transit service changes as defined in Chapter 4•Phase I – fixed routes, ADA paratransit service expansion and Waimea Flex routes•Phase II – Restructure Shared Ride Program, partnerships with Lyft & Uber•Phase III – flex routes in Puna and Ka’u District•Implement marketing, technological and customer service enhancements as defined in Chapter 4•Implement a fleet replacement program, transit app in partnership with Moovit, technology amenities, maintenance facilities, accessible bus stops, park and ride lots and bus shelters and transit hubs as defined in Chapter 5•Restructure fares and obtain grants to support MTA operations and capital needs as defined in Chapter 6•Implement revised staffing model•Implement Performance Monitoring Plan for transit services•Update Transit Master Plan•Review Expanding Transportation Opportunities on Hawai’i Island study by Kohala Center and University of Michigan http://kohalacenter.org/wp/wp-content/uploads/2014/07/Research_Hawaii_Transit_Study_2014.pdfThe route will continue to operate Monday through Saturday with 4 round trips.All trips will start/end at Kona Commons. To continue south, transfer to Route 201 – Kona Trolley.All trips will start/end at Mo’oheau Bus Terminal. Transfer to Routes 101, 102, 103 for travel in Hilo.21222324Page 80
9/21/20217New route between Mo’oheau Bus Terminal, Aupuni Center & Kona Commons via Saddle Rd, South Kohala Resorts & West Hawai’i Civic Center.Service from 4:15 a.m. to 7:15 p.m., seven days a week with 4 round trips.•The route will continue to operate Monday-Saturday with 1 round trip between Hilo and Ocean View. The route will operate between Mo’oheau Bus Terminal and Hawai’i Volcanoes National Park via Kea’au and Route 11.Service from 6:15 a.m. to 6:55 p.m., 7 days a week. New Sunday & Holiday Service!New trip added at 11:00 a.m. to Volcano and 12:15 p.m. to Hilo, every day.No service into Fern Acres, use Route 403 from Kea’au.The route will operate between Mo’oheau Bus Terminal and Pahoa at Kea’au-Pahoa Road and Kahakai Blvd.Service from 5:15 a.m. to 9:00 p.m., Monday-Friday and 6:00 a.m. to 8:00 p.m. on Saturday and Sunday every 60 to 120 minutes. New Sunday & Holiday Service!No service into Hawai’ian Beaches, Seaview and Kalapana, use Route 401.No service into Ainaloaor Hawai’ian Paradise Park, use Route 402.25262728Page 81
9/21/20218All trips that end in Honoka’a will extend to Waimea.The route will operate between Mo’oheau Bus Terminal & Waimea at Puukalani Rd.Service is Monday-Friday between 5:50 a.m. & 5:45 p.m. with 4 round trips.First trip in the a.m. will become Route 301. Last Route 301 trip will continue as a Route 60 to Hilo, Monday-Sunday.Continue the same schedule, however, end at Kona International Airport.Add new Sunday and Holiday serviceon the same schedule.Continue the same weekday schedule and end at Kona Commons.Operate weekday schedule on Saturdays with new Sundays and Holiday service!New route between Honoka’a and Kona Commons, via Waikoloa Village, Kona International Airport and State Route 19, Monday-Friday.School day trips to Waimea will operate on this routing.29303132Page 82
9/21/20219No changes to the current scheduled trips.Faster service may be available via Route 2: Blue Line.3:35 a.m. South Kohala trip will end at Marriott and become a Route 76 to Kona International Airport, Kona Commons to Honaka’a. In Honaka’a, the bus will then become Route 60 to Hilo. Continue same schedule, seven days a week!Extend all trips to Mauna Kea Beach Hotel with the Kona International Airport trip ending at 9:40 a.m. and starting at 3:15 p.m.Consistent hourly service from 6:30 a.m. to 7:30 p.m., Monday-Saturday and from 9:30 a.m. to 5:30 p.m. on Sunday and Holidays!•Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday.33343536Page 83
9/21/202110•Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday.New route operating on Mohouli Street to St. Joseph School and Kamana Senior Center Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday.201Kona TrolleyIntra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes 201, 202 or 204.Kona Trolley will begin as Hele-On service on August 1, 2021 operating seven days a week from 7:00 a.m. to 9:00 p.m., every 60 minutes.Service is between Target @ Kona Commons to Keahuolu Shopping Center via KuakiniHighway and Ali’i Drive.204South Kona/ Captain CookIntra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes 201, 202 or 204.New service between Target @ Kona Commons and Captain Cook via SR-11 and KuakiniHighway. Destination served include Safeway and Kona Community Hospital.Every 2 hours from 7:00 a.m. to 9:00 p.m., Monday-Saturday.Intra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes 201, 202 or 204.New service between Target @ Kona Commons and Kona International Airport via AneKeohokalole Highway, Costco, West Hawai’i Civic Center, HCC, Walmart and Natural Energy Lab.Consistent hourly service from 6:30 a.m. to 9:00 p.m., seven days a week!Route 203 is on hold and will not be implemented.37383940Page 84
9/21/202111Since July 7, 2021, this route has operated as a flex route with 1 hour advance reservation and up to 1 mile flex off route, by calling (808) 961-8744, option 1.Continue same routing and operate Monday-Friday from 6:30 a.m. to 5:30 p.m., Saturday and new Sunday and Holiday service from 9:30 a.m. to 5:30 p.m.First and last trips become Route 60 back to/from Hilo.New routewill operate between Pahoa at Kea’au-Pahoa Road and Kahakai Blvd and Hawai’ian Beaches, Seaview and Kalapana with timed connections to Route 40.Service from 5:15 a.m. to 9:00 p.m., Monday-Friday and 6:00 a.m. to 8:00 p.m. on Saturday and Sunday every 60 to 120 minutes. New Sunday & Holiday Service!New routewill operate between Pahoa at Kea’au-Pahoa Road & KahakaiBlvd, Kea’au, Ainaloa and Hawai’ian Paradise Park.Service from 6:25 a.m. to 6:25 p.m., Monday-Saturday every 60 to 120 minutes. New route will operate between Zoo, Kea’au and Fern AcresService from 9:00 a.m. to 5:00 p.m.., Monday-Saturday, every 60 minutesFlex route for all passengers.41424344Page 85
9/21/202112Add paratransit service within a 1 mile radius of Routes 40, 401, 402 and 403 in Pahoa, Hawaiian Beaches, Ainaloa, Fern Acres, Kea’au and Hawaiian Paradise Park. during the same hours as those routes.Must be determined eligible to use this service.Same hours as Routes 40, 401 and 402.DownAvailableNeedsTotal BusType0131313Roberts40FtMCI0212RobertsTrolley0111RobertsElectricBus37101040FtMCI/DDPossible3moretorebuild9851740FtGilligPossible1moretorebuild000034FtXHFPossiblerebuild2355Cutaway10071030FootGillig24344258 Total2742 County1516 Roberts20%8NeededCountySpare20%3NeededRobertsSpareIntegrate Mobility Options•HI Bike•Uber/Lyft•VanpoolEnhance The Mo’oheau Bus Terminal•Improve customer service through placement of Mass Transit Agency staff in the building•Improve maintenance of the facility•Add additional services such as vending machines, concession stands for revenue generation•Add a mailbox and newspaper racks•Seek support from Hawai’i County Police in the protection of the Bus Terminal and Hele-On services•Better regulate bus services through the Bus Terminal to reduce conflicts•Enhance security of the facility•Perform capital improvements to make the facility better which includes remodeling Mo’oheau Bus Terminal office•Post notices/Rider Alerts at Mo’oheau Bus Terminal office bulletin board.45464748Page 86
9/21/202113Improve Customer ServiceImproving the overall customer experience on Hele-On is the key towards increase ridership and a happy ridership. Strategies to improve customer service includes:•Requirements in the operating contracts to ensure annual customer service and sensitivity is provided for eight hours, per contract employee•Improved information as explained under the Marketing goal•Improved customer tools to provide information about all of Hele-On transit services•Requirements for all Mass Transit Agency employees to ensure participation in an annual customer service and sensitivity is provided for eight hours•Provision of Mass Transit Agency staff at the Mo’oheau Bus Terminal, seven days a week•Provision of Mass Transit Agency staff in Kailua-Kona at least two days a week•Placement of contact information for Mass Transit Administrator on all buses•Develop a Bus Stop Policy – reduces pass bys•Flag Down Process•Identification of bus stops in urbanized areas (permanent or temporary signs)•Conduct a bus stop inventory – system wide•Research implementation of a lifeline transit pass program for low income residents•Develop ADA call outs for bus operators and revise left and rights information.Partner With Other Transportation Service ProvidersOn the island, there are several organizations that provide transportation services to their clients and participants. These organizations include the Kona Trolley, Waikoloa Shopping Shuttle, Hawai'i Department of Education, UH-Hilo, UH-Hawai'i Community College, Port of Hilo, Hawai'i Volcanoes National Park, County of Hawai'i Office on Aging, National Safe Place, among others. A partnership can be formed with these organizations providing transportation services so that with the same funding they are using to provide transportation services, that could be provided to the Mass Transit Agency to provide transportation on their behalf eliminating duplicative services and redundant overhead costs, which in turn provided more service for the general population of the island, including the original benefactor of the service.Increase The Use Of Technology On Hele-On•Trip Planner•App•Website•Mobile Ticketing•Credit Card/Apple Pay/Google Pay•Real Time SignageImplementing New Technology•GMV Syncromatics - AVL•Token Transit – Mobile Ticketing•Safety Vision – Cameras•Genfare Fast Fare - Fareboxes•Luminator/Hanover – Destination Signs49505152Page 87
9/21/202114Trip Planner Via GTFSImprove MaintenanceA maintenance program should be designed to achieve one primary objective:Ensure that safe, reliable and clean transit vehicles are available for service.This objective is achieved through:•Establishing and communicating the standards for vehicle maintenance that will maintain the integrity and value of the fleet•Ensuring compliance to the standard and through focused quality assurance audits•Workforce development, training and certifications, knowledge retention•Appropriate staffing and supervision•Inventory Management – parts, asset management, maintenance system•Security of equipment, tools and parts•PM schedules that realistic per subfleet•Proper diagnostics, tools, equipment and software•Maintenance Plan, Standard Operating Procedures and Manuals.Further strategies towards improving maintenance includes:•Identify a solution towards managing parts inventory more effectively•Identify and work to surplus vehicles to clear space at Hilo Baseyard•Many vehicles are cannibalized and is taking up much needed space•Identify ability to rehabilitate buses•Identify a facility in Kona to store buses and have limited office and maintenance ability (shared County facility)•Update fleet inventory often, reduce average fleet age to 3 years.Implement A Fleet Replacement ProgramA Transit Fleet Management Program will map out a systematic approach to the ongoing management and planning for rehabilitation and replacement of the Hele-On transit vehicles. In particular, the objectives of this Program are as follows: •Plan for replacement of the existing fleet, including all rubber-tired vehicles in the next ten years•Identify storage and maintenance facility’s needs•Identify opportunities to partner with agencies on procurements where possible to reduce unit costs and create a shared demand for future parts•Spread procurements more evenly to ensure major maintenance investments are not needed all at the same time•Surplus older buses that have been cannibalized or rendered unusable•Build a Capital Replacement Fund to replace buses per the proposed schedule•The future bus replacement program should take into consideration FTA guidelines for replacement of buses, as well as a determination of what size bus and how heavy duty should the bus be to last a long period of time•Pursue smaller vehicles (cutaway and 30’ or 35’ foot vehicles).Current Fleet InventoryQuantity YearBusModelSize Fuel ServiceStatusNotes OutofService InService FTAFunded StillwithFTAUsefulLife?42019DodgeCaravan18feet Gasoline ParatransitNotoperatingawaitingnewRFP CountyPurchased400 No32021DodgeCaravan18feet Gasoline ParatransitNotoperatingawaitingnewRFP CountyPurchased300 No12013ArbocSpritofMobility 28feet Diesel FlexRouteNotoperatingDonated/Maui101 No42019ElDoradoAeroElite 28feet Diesel FlexRoute/FixedRoute 3operationalCountyPurchased134 Yes10 1998 GilligPhantom30feet Diesel FixedRoutes PreparingforserviceDonated/Honolulu0 1010 No6 1997 GilligPhantom40feet Diesel FixedRoutes SomeoperationalDonated/Honolulu336 No3 2000 GilligPhantom40feet Diesel FixedRoutes SomeoperationalCountyPurchased213 No2 2005 GilligPhantom40feet Diesel FixedRoutes SomeoperationalCountyPurchased112 No5 2007 GilligPhantom40feet Diesel FixedRoutes SomeoperationalCountyPurchased415 No4 2010 MCI40feet Diesel CommuterRoutes SomeoperationalCountyPurchased134 Yes1 2009 MCI40feet Diesel FixedRoutes NotoperationalCountyPurchased101 Yesinmiles,noinyears2 2013 MCI40feet Diesel FixedRoutes SomeoperationalCountyPurchased112 Yes2 2014 MCI40feet Diesel FixedRoutes OperationalCountyPurchased022 Yes2 2015 MCI40feet Diesel FixedRoutes SomeoperationalCountyPurchased112 Yes2 1995 GilligPhantom40feet Diesel FixedRoutes OperationalDonated/Honolulu022 No12010AlexanderDennisEnviro500 40feet Diesel FixedRoutes NotoperationalCountyPurchased101 Yes11994AlexanderDennisEnviro500 40feet Diesel FixedRoutes NotoperationalDonated/Maui100 No32014ENCXHF34feet Diesel FixedRoutes NotoperationalCountyPurchased303 Yes562828 4821AverageFleetAge16yearsold53545556Page 88
9/21/202115Hele-On FleetRoberts HawaiiHele-On FleetHDOTFTAGrantHDOTStatusQuantityBusTypeFuelTypeStatus YearofBus MinimumFTAUsefulLife RetirementYearHI2016002 Awarded 2(2)30footbuses Diesel Received2019 7Year/200,000Miles 2026HI2017003 Awarded 2(2)30footbuses Diesel Received2019 7Year/200,000Miles 2026HI2018002 Awarded 1(1)35footbus Diesel IFBSubmitted2022 12Year/500,000miles 2034HI2018010 Awarded 1(1)35footbus Diesel IFBSubmitted2022 12Year/500,000miles 2034HI2018010 Awarded 2(2)40footbuses Diesel ContractawardedtoMCI2022 12Year/500,000miles 2034HI2019007 Awarded 2(2)30footbuses Diesel IFBSubmitted2022 12Year/500,000miles 2034HI2019007 Awarded 2(2)40footbuses Diesel ContractawardedtoMCI2022 12Year/500,000miles 2034HI2019008 Awarded 1(1)40footelectricbus(1)chargingstationElectric RFPtobedeveloped2022 12Year/500,000miles 2034HI2021002 Awarded 2(2)40footHybridBuses DieselElectricHybrid RFPtobedeveloped2022 12Year/500,000miles 2034HI2021006NoMatch Awarded 3(3)4045footbuses TBD RFPtobedeveloped2022 12Year/500,000miles 2034HI2021006NoMatch Awarded 2(2)30footbuses TBD RFPtobedeveloped2022 12Year/500,000miles 20342017DiscretionaryGrant ApplicationSubmittedtoFTA 6(6)<30footbuses DieselRFPtobedeveloped2022 7Year/200,000miles20292019DiscretionaryGrant ApplicationSubmittedtoFTA 10(10)40footbuses TBDRFPtobedeveloped2022 12Year/500,000miles20342020DiscretionaryGrant ApplicationSubmittedtoFTA 1(1)35footHybridbus DieselElectricHybrid RFPtobedeveloped2022 12Year/500,000miles20342020DiscretionaryGrant ApplicationSubmittedtoFTA 3(3)40footbuses TBDRFPtobedeveloped2022 12Year/500,000miles20342021LoNoGrantFTAAnnouncedFunding.HDOTNeedtoSubmitApplication4(4)35footelectricbuses(4)ChargingEquipmentElectricJointMaui/Hawai'i/Kaua'IIFBtobedeveloped2022 12Year/500,000miles203436 Tobeordered4AlreadyDelivered4OnOrder3HydrogenDonatedBuses47 TotalReplacementBusesReplacementBusPlanGETFundedVehicles7ParatransitBuses GasolineReceivedawaitingplacementintoservice 2020 4Year/100,000milesDonatedVehiclesQuantityBusTypeFuelTypeStatusYearofBus MinimumFTAUsefulLife RetirementYear12019ElDoradoAeroEliteHydrogenInHonolulu2019 7Year/200,000Miles202622012ElDoradoAeroEliteHydrogenInHonolulu2012 7Year/200,000Miles20193HydrogenDonatedBusesBusNumberQuantityBusTypeAgeMilesYearMinimumFTAUsefulLife RetirementYear60112010MCID400011581,9462010 12years/500,000miles202260212010MCID400011643,2372010 12years/500,000miles202260412010MCID400011452,9642010 12years/500,000miles202260512010MCID400011662,2752010 12years/500,000miles202260812013MCID40008389,1332013 12years/500,000miles202561012014MCID40007439,7262014 12years/500,000miles202661112014MCID40007431,7382014 12years/500,000miles202661212015MCID40006450,1472015 12years/500,000miles202761312015MCID40006388,4102015 12years/500,000miles202770112010AlexanderDennisEnviro50011167,0792010 12years/500,000miles202280112014ElDoradoXHF7250,6302014 10years/350,000miles202480212014ElDoradoXHF7298,2092014 10years/350,000miles202480312014ElDoradoXHF7222,2152014 10years/350,000miles202460712009MCID400012392,3382009 12years/500,000miles202160912013MCID40008370,4092013 12years/500,000miles202570212004AlexanderDennisEnviro50017127,3692004 12years/500,000miles201616InServiceOutofServiceBeingRepairedNeedSignificantRepair180daysminimumBuseswithFederalUsefulLifeStillInService57585960Page 89
9/21/202116Pursue Grant Funding•Apply for FTA funding annually – Sections 5310, 5311 and 5339 from HDOT•Apply for Older American Act (OAA) funding •Apply for Community Development Block Grants (CDBG) and Social Service Development Block Grants (SSBG)•Apply for Office of Hawaiian Affairs grants•Apply for Hawaii Tourism Authority grants•Apply for Department of Homeland Security grants•Research funding from National Park Service for transit service to Hawai’i Volcanoes National Park•Apply for other funding opportunities to support transit operations and maintenance that becomes available•Monitor compliance with the grants - particular FTA and any other grants pursued. This includes Drug & Alcohol, National Transit Database, ADA, Title VI, Reasonable Modification, Equal Opportunity and DBE.Additionally, as part of compliance with the use of Federal funding ensure the completion of the following:•Develop Mass Transit Agency Safety and Security Plan (FTA requirement)•Develop Mass Transit Agency Preventative Maintenance Plan (FTA requirement)•Monitor and manage inventory of fleet and Assets (FTA requirement)•Develop Mass Transit Agency Fleet Plan (FTA requirement)•Develop Mass Transit Agency Asset Management Plan (FTA requirement)•Review and understand HDOT’s State Management Plan for use of FTA funds for transit operations•Develop an ADA Paratransit Plan•Update Title VI Program with service standards and limited English proficiency component•Encourage Disadvantaged Business Enterprise and Small Business Enterprises to pursue contracting opportunities.FederalSectionVendorFederalLocalTotalFederal LocalTotalFederalLocalTotalHI2016002(2)30footbuses 5339 Soderholm500,000125,000625,000$371,94492,986464,930$128,05632,014160,071$HI2017003(2)30footbuses 5339 Soderholm500,000125,000625,000$371,94492,986464,930$128,05632,014160,070$HI2018002(1)35footbus 5339 TBD380,00095,000475,000$$380,00095,000475,000$HI2018010(1)35footbus(2)40footbuses5339TBDMCI1,400,000350,0001,750,000$$1,400,000350,0001,750,000$HI2019007(2)30footbuses(2)40footbuses5339TBDMCI1,400,000350,0001,750,000$$1,400,000350,0001,750,000$HI2019008LowNoGrant:(1)40footelectricbus(1)chargingstation5339 TBD1,060,000255,2941,315,294$$1,060,000255,2941,315,294$HI2021002(2)40footHybridBuses 5339 TBD1,400,000350,0001,750,000$$1,400,000350,0001,750,000$HI2021003OperationsAssistance 5311 RobertsHawaii1,071,8731,071,8732,143,746$$1,071,8731,071,8732,143,746$HI2021006CRRSAA5311 SeeRight8,000,2708,000,270$$8,000,2708,000,270$15,712,1432,722,16718,434,310$743,887185,972929,859$14,968,2562,536,19517,504,451$PurchasedALIitemstrytousebalanceRequisitionsforbuspurchasesenteredACTIVEGRANTSAllocatedUsedBalanceTOTALS=GrantItemsGrantIDFederal Local TotalOperationAssistance4,500,0004,500,000$(3)4045footbuses(2)30footbuses3,500,2703,500,270$8,000,2708,000,270$CoronavirusResponseandReliefSupplementalAppropriationsApplicationAmounts2017-004 is Operating Assistance through 6-30-2021.2018-002 is for one replacement 35 foot bus which we would need permission to extend to 6-30-2022.HDOT5310EnhancedMobilityofSeniors&IndividualswithDisabilities$220,000.00Replacementcutawaybusforfixedrouteand/orparatransitservicesAppliedForGrantsGrantApplicationTitlePossibleAward(all/State)AreasofPersistentPovertyProgram $850,000Max •StudyareplacementtotheSharedRideTaxiProgram,suchaspartnershipswithLy/Uber,microtransit,oranewtaxibasedprogram •Fundtheplanning,engineeringeortsofPahoaTransitHub •Fundtheplanning,engineeringeortsofatransitcorridorinthePunaDistrictasproposedbyNatasha •Fundthestudyoftransitorienteddevelopmentatthefuturetransithubstoprovideaffordablehousing •Fundtheimplementaon/transionstudytoazeroemissionbusfleetby2040. 1.MobilityManagertotrainlowincomeresidentshowtorideHeleOnbusesandtomarketHeleOnTransitServices.$75,000 2.FreeHeleOnBusPassesforseniors,personswithdisabiliesandlowincomeridersforoneyear.$100,000 3.ReplacementcutawaybustotransportlowincometransitridersinthePahoaarea$220,000 4.ConstructbussheltersinlowincomeareasasestablishedbyUS.CensusBureaualongHeleOnroutes$100,000CommunityDevelopmentBlockGrant(CDBG)$495,000.00FutureGrants(noapplicationreceivedyet)GrantApplicationTitleAmericanRescuePlan(ARP)ActPossibleAward(all/State)$1,879,773.00SupplementalappropriationsallocatedtosupportthetransitindustryduringtheCOVID19publichealthemergency.61626364Page 90
9/21/202117FederalSectionVendorFederalLocalTotal2017DiscretionaryGrant(6)<30footbuses5339 TBD576,000144,000720,000$2019DiscretionaryGrant(10)40footbuses5339 TBD5,100,000900,0006,000,000$2020DiscretionaryGrant(1)35footHybridbus(3)40footbusesKonaMaint.Facility5339TBDTBDTBD7,206,6671,801,6679,008,334$2021LoNoGrant(4)35footelectricbuses(4)ChargingEquipment5339TBDTBD5,150,0001,030,0006,180,000$18,032,6673,875,66715,728,334$TOTALS=GrantApplicationTitle ApplicationItemsApplicationAmountsPendingGrants(applicationsubmitted,waitingonFTA/HDOTapproval)VendorFederalLocalTotalFederal LocalTotalFederalLocalTotalHI2016004OperationsAssistance 5311 RobertsHawai'i1,144,8171,126,0672,270,884$1,144,8171,126,0672,270,884$$HI2017004OperationsAssistance 5311 RobertsHawai'i985,200952,9501,938,150$985,200952,9501,938,150$$HI2018011OperationsAssistance 5311 RobertsHawai'i1,948,0001,948,0003,896,000$1,948,0001,948,0003,896,000$$HI2019012OperationsAssistance 5311 RobertsHawai'i2,230,8602,230,8604,461,720$2,230,8602,230,8604,461,720$$HI2020006CARESFunds5311 RobertsHawai'i4,319,7004,319,700$4,319,7004,319,700$$10,628,5776,257,87716,886,454$10,628,5776,257,87716,886,454$$TOTALS=EXPENDEDGRANTSNeedtoclose(waitingonHDOTletter)GrantID GrantItemsAllocatedUsedBalanceDevelop a Structured Training Program for Mass Transit Agency Staff & ContractorsTraining is key towards a successful transit operation with both operational, maintenance and administrative staff.Strategies towards implementing a training program for all Agency staff and contractors would entail:•Partnering with UH-Hilo and UH-Hawai’i Community College could lead to the development of a bus operator course, bus mechanic course and certification program through their extended education program. •Sponsoring National Transit Institute, Transportation Safety Institute, wheelchair lift, CTAA and APTA training courses in the state of Hawai'i and sending personnel to attend.•Hosting team building exercises to improve bonding between employees and start relationship building•Town Hall meetings with employees to discuss concerns and address training opportunities•Development of a Hele-On Policy and Procedure Manual•Development of a Mass Transit Agency Maintenance Manual•Development of a Mass Transit Agency Administrative Policy and Procedure Manual•Mandate annual refresher training for operations•Encourage maintenance staff to train for obtaining ASE certifications•Send staff to continuing education classes to improve their knowledge and skill set•Investigate staff participation in a transit and paratransit management certificate program•Cross train employees to be able to perform other functions within the Mass Transit Agency.Develop A Performance Monitoring ProgramAsshowninthepoliciesslide,theimplementationofaperformance monitoring program is critical to report toMayor’s Office, Hawai'i County Council and CountyTransportation Commission on the performance of theHele-On transit system and the Mass Transit Agency.Additional strategies that will help support the performancemonitoring system will also include:•Conduct a System wide Passenger Survey•Research revisions to fare policy - streamline - generate more revenue and ridership•Identify more taxi cab participants for Shared Ride Program in Hilo, Waimea, Kona, Pahoa/Keaau areas, should the program continue•Implement an ADA paratransit program that makes financial sense•Prepare ridership and performance reports on routes, develop service standards for effective service monitoring and report findings•Evaluate all transit routes and prepare formal recommendations regarding schedules and routes to improve reliability•Develop service change calendar for routes (January and July) with notices to the public at least 30 days in advance•Use the Transportation Commission and the Public Works & Mass Transit Committee to monitor the Hele-On transit system and provide feedback on the effectiveness of the performance monitoring program.65666768Page 91
9/21/202118Implement A New Staffing PlanThe Mass Transit Agency has a total of 17 staff membersoverseeing a 56 bus fleet. The positions include the following:•Mass Transit Administrator•County Transportation Specialist•Program Manager (Paratransit)•Transit Operations Assistant•Mass Transit Assistant- vacant•Clerk II•Administrative Services Assistant I•3 - Account Clerk•Garage Supervisor•2 - Automotive Mechanic II•4 - Automotive Mechanic IWithout growing the staff, a staffing analysis would be conductedto determine the best organizational structure for the MassTransit Agency. Based on the current deficiencies, there is acritical need for someone to manage parts, assets and inventory inthe maintenance shop, a need for better supervision and qualityassurance in maintenance, a need for contract oversight of themany contractors operating and maintaining Hele-On transitservices and there is a need for a dedication to customer service.The current staff can be divided into the following subjectareas:•Agency Administration (FTA compliance, agency oversight)•Operations and Planning (contract oversight, scheduling,planning)•Marketing and Customer Service•Fiscal Resources/Human Resources (cash counting,accounting, budget, grants, procurement, IT)•Vehicle MaintenanceSubject to Civil Service rules, discussion with staff and union,and identification of a training plan, the current staff of 17could be reallocated in the five subject areas without the needto grow the agency staff.Future requests would include an Accountant, DeputyAdministrator, reclassification of Automotive Mechanics toTransit Mechanics, reallocation of a Mass Transit Assistant andCounty Transportation Specialist to Transit ProgramManagers, and relocation of Transit Operations Assistant toreport to the Garage Supervisor.Office of Management –Mayor, Managing DirectorMass Transit Administrator EM-3Administrative Services Assistant I – SR 22(Fiscal/HR/IT)Account Clerk (3) – SR 11Future RequestAccountant I – SR 18 Transit Program Manager–SR 24 (Paratransit & Specialized Services)Transit Program Manager –SR 24 (Fixed Route)Garage Supervisor FII – 10Transit Operations Assistant –SR 15Transit Mechanic I – BC 11 (4)Future Request (4)Transit Mechanic II – WS 11 (2) Future Request – (1)Transit Program Manager –SR 24(Federal Compliance & Grants) –FTA FundedTransit Program Manager – SR 24 (Mobility Manager Marketing, Customer Service) - CDBG FundedClerk II –SR 8Deputy Mass Transit Administrator – EM-2 –FTA Funded Total Number of BusesMechanicsRatio of Buses to MechanicsCurrent 56 4 14Future 56 8 769707172Page 92
9/21/202119Improve Security•Implementation of Transit Watch and See Something/Say Somethingto encourage passengers to see something, say something•Police patrols throughout transit centers and on buses•Contracted security on buses and at transit centers•Implement Rider’s/Transit Center Code of Conduct as a CountyOrdinance through Hawai'i County Council•Work with Homeless Coordinators to provide resources to homelesspersons•Evaluate new fareboxes for buses (electronic fareboxes with securedpasses to reduce counterfeiting)•Improve fare/cash collection – process is very unsecured and notmonitored. Risk for theft or robbery.•Replace Security camera equipment on all the buses with one reliablevendor.•Add additional cameras and fix gates at Baseyard to ensure fleet isprotected.Contact Me!JohnAndoh,CCTM,CPMInterimMassTransitAdministratorCountyofHawai’iMassTransitAgency2299Ho’olaulimaRoad,Hilo,HI96720MailingAddress:25AupuniStreet,Hilo,HI96720Telephone:(808)9618555Cell:(808)9366305Email:john.andoh@hawaiicounty.govWebsite:www.heleonbus.orgQuestions & Mahalo!737475Page 93
The County of Hawai’i Mass Transit Agency will implement the following service enhancements, effective Sunday,
September 5, 2021 as part of the implementation of the based-on recommendations from the Final Transit and Multi-
Modal Transportation Master Plan adopted in 2018. There will be more routes, later service and new service added
on Sundays. Timetables will be available on the buses and online in mid-August, 2021.
Should you have any questions or comments on the proposed service enhancements, please call (808) 961-8744,
email heleonbus@hawaiicounty.gov, visit www.heleonbus.org or visit us on Facebook, Twitter, Instagram, and
YouTube by searching Hele-On Bus.
On Monday, September 6, 2021, Hele-On will operate a Sunday Schedule on Labor Day. Only Routes 2, 11, 40,
70, 75, 80, 90, 101, 201, 202, 301 and 401 will operate.
Route No. Route Name Description of Service Change
1
Hilo/Kona The route will continue to operate Monday through Saturday with 4 round trips.
All trips will start/end at Kona Commons. To continue south, transfer to Route 201 –
Kona Trolley.
All trips will start/end at Mo’oheau Bus Terminal. Transfer to Routes 101, 102, 103 for
travel in Hilo. 2 Blue Line New route between Mo’oheau Bus Terminal, Aupuni Center & Kona Commons via
Saddle Rd, South Kohala Resorts & West Hawai’i Civic Center.
Service from 4:15 a.m. to 7:15 p.m., seven days a week with 4 round trips. 10 Kau/Volcano The route will continue to operate Monday-Saturday with 1 round trip between Hilo and
Ocean View. 11 Red Line The route will operate between Mo’oheau Bus Terminal and Hawai’i Volcanoes
National Park via Kea’au and Route 11.
Service from 6:15 a.m. to 6:55 p.m., 7 days a week. New Sunday & Holiday Service!
New trip added at 11:00 a.m. to Volcano and 12:15 p.m. to Hilo, every day.
No service into Fern Acres, use Route 403 from Kea’au. 40 Hilo/Pahoa The route will operate between Mo’oheau Bus Terminal and Pahoa at Kea’au-Pahoa
Road and Kahakai Blvd.
Service from 5:15 a.m. to 9:00 p.m., Monday-Friday and 6:00 a.m. to 8:00 p.m. on
Saturday and Sunday every 60 to 120 minutes. New Sunday & Holiday Service!
No service into Hawai’ian Beaches, Seaview and Kalapana, use Route 401.
No service into Ainaloa or Hawai’ian Paradise Park, use Route 402. 60 Hilo/Waimea All trips that end in Honoka’a will extend to Waimea.
The route will operate between Mo’oheau Bus Terminal & Waimea at Puukalani Rd.
Service is Monday-Friday between 5:50 a.m. & 5:45 p.m. with 4 round trips.
First trip in the a.m. will become Route 301. Last Route 301 trip will continue as a
Route 60 to Hilo, Monday-Sunday. 70 North Kohala/
South Kohala
Continue the same schedule, however, end at Kona International Airport.
Add new Sunday and Holiday service on the same schedule. 75 North Kohala-
Waimea-South
Kohala-Kailua
Kona
Continue the same weekday schedule and end at Kona Commons.
Operate weekday schedule on Saturdays with new Sundays and Holiday service!
76 Green Line New route between Honoka’a and Kona Commons, via Waikoloa Village, Kona
International Airport and State Route 19, Monday-Friday.
School day trips to Waimea will operate on this routing.
Hele-On Service Enhancements
Effective Sunday, September 5, 2021
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80 Hilo/South
Kohala Resorts
No changes to the current scheduled trips.
Faster service may be available via Route 2: Blue Line.
3:35 a.m. South Kohala trip will end at Marriott and become a Route 76 to Kona
International Airport, Kona Commons to Honaka’a. In Honaka’a, the bus will then
become Route 60 to Hilo. 90 Pahala-South
Kohala Continue same schedule, seven days a week!
Extend all trips to Mauna Kea Beach Hotel with the Kona International Airport trip
ending at 9:40 a.m. and starting at 3:15 p.m. 101 Keaukaha Consistent hourly service from 6:30 a.m. to 7:30 p.m., Monday-Saturday and from 9:30 a.m. to 5:30 p.m. on Sunday and Holidays! 102 Kaumana
Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday.
103 Waiakea Uka
Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday.
104 Mohouli
New route operating on Mohouli Street to St. Joseph School and Kamana Senior
Center
Consistent hourly service from 6:30 a.m. to 5:30 p.m., Monday-Saturday. 201 Kona Trolley
Intra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes
201, 202 or 204.
Kona Trolley will begin as Hele-On service on August 1, 2021 operating seven days a week from 7:00 a.m. to 9:00 p.m., every 60 minutes.
Service is between Target @ Kona Commons to Sheraton Kona Resort & Spa via
Kuakini Highway and Ali’i Drive. 202 North & Central
Kailua-Kona
Intra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes 201, 202 or 204.
New service between Target @ Kona Commons and Kona International Airport via
Ane Keohokalole Highway, Costco, West Hawai’i Civic Center, HCC, Walmart and
Natural Energy Lab.
Consistent hourly service from 6:30 a.m. to 9:00 p.m., seven days a week! 204 South
Kona/Captain
Cook/Honaunau
Intra Kona Shuttle is discontinued on Saturday, September 4, 2021. Use Routes 201, 202 or 204.
New service between Target @ Kona Commons and Honaunau via SR-11 and
Kuakini Highway. Destination served include Safeway and Kona Community Hospital.
Every 2 hours from 7:00 a.m. to 9:00 p.m., seven days a week! 301 Waimea Shuttle
Since July 7, 2021, this route has operated as a flex route with 1 hour advance
reservation and up to 1 mile flex off route, by calling (808) 961-8744, option 1.
Continue same routing and operate Monday-Friday from 6:30 a.m. to 5:30 p.m.,
Saturday and new Sunday and Holiday service from 9:30 a.m. to 5:30 p.m.
First and last trips become Route 60 back to/from Hilo. 401 Hawai’ian
Beaches
New route will operate between Pahoa at Kea’au-Pahoa Road and Kahakai Blvd and
Hawai’ian Beaches, Seaview and Kalapana with timed connections to Route 40.
Service from 5:15 a.m. to 9:00 p.m., Monday-Friday and 6:00 a.m. to 8:00 p.m. on
Saturday and Sunday every 60 to 120 minutes. New Sunday & Holiday Service! 402 Hawai’ian
Paradise Park
New route will operate between Pahoa at Kea’au-Pahoa Road & Kahakai Blvd,
Kea’au, Ainaloa and Hawai’ian Paradise Park.
Service from 6:25 a.m. to 6:25 p.m., Monday-Saturday every 60 to 120 minutes. 403 Fern Acres New route will operate between Kea’au and Fern Acres.
Service from 9:00 a.m. to 5:00 p.m.., Monday-Saturday, every 60 minutes. Hele-On Kako’o
Paratransit Add paratransit service within a 1 mile radius of Routes 40, 401, 402 and 403 in
Pahoa, Hawaiian Beaches, Ainaloa, Fern Acres, Kea’au and Hawaiian Paradise Park.
during the same hours as those routes.
Must be determined eligible to use this service.
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • APPENDIX E — 147
APPENDIX E
SERVICE DESIGN GUIDELINES AND
PERFORMANCE MONITORING
MTA serves both small urban and rural areas. Service
design guidelines are used so the agency has guidance
in developing new services or incorporating changes to
existing services.
Fixed route network configuration is a very important
factor in the way potential riders perceive the system. If it
appears too complicated or takes too long to get to desired
destinations, they may never use transit. However, some
complications are necessary to provide cost-efficient oper-
ations that offer as much coverage to as many service area
residents as possible.
When fixed routes, flex services, zone services, and para-
transit services are assembled into a complete network,
they should convey a public transportation service that
operates effectively as a system. Given the size and geog-
raphy of MTA’s service area, it is apparent that the system
has two areas (urban Hilo and Kona) where transportation
services are centralized. Connections from intermediate
and outlying Districts feed into these two major centers.
The two centers are connected by Route 1, a northern
route through Waimea. The guidelines presented in the
following paragraphs build upon this goal of strengthening
the overall system. They have also been used to assure a
continuation of reasonable route design practices:
The following sections offer classic industry design guide-
lines currently used by many transit systems to evaluate
existing services and make warranted changes with some
necessary customization to account for the geographic,
cultural, visitor and other attributes within the Hele-On
Bus service coverage area.
Service Coverage
Service Coverage measures the extent to which the de-
fined geographic area is being served. Service coverage
is commonly measured by the percentage of the pop-
ulation that resides within ¼ mile walking distance of
a bus stop. It is generally accepted that a user will walk
a ¼ mile to reach a bus stop to use the service. Hele-
On riders frequently walk much longer distances. This
will be a developing measure as much of the current
Hele-On system operates with without formalized bus
stops using flag stops. This measure is also known as
service area population in the National Transit Data-
base (NTD). Examples of service coverage threshold
standards include:
• Service Thresholds -- An area is considered “well-
served” if a stop is no more than ¼ mile from
the passenger’s origin point and a minimum
of 30 minutes of service frequency is provided.
An area is considered “served” if a stop is no
more than ½ mile from the passenger’s origin
point and minimum of 60 minutes service
frequency is provided (Southeastern Pennsylvania
Transportation Authority)
• Coverage by Service Type -- The population should
be considered as “served” when it is within ¼
mile walking distance from a bus stop for local
service and ½ mile from express or rapid service
(Milwaukee County Transit System)
• Service Coverage --A location is considered
“served” if transit service operates within ¼ mile of
the location (San Antonio, Texas)
Route Structure
The following service design guidelines are based upon
a review of industry best practices.
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148 — APPENDIX E • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Route Alignment
Route alignment is determined based upon satisfying
service directness design guidelines. Service directness
refers to the degree to which a route deviates from the
shortest path between the start and end points of the
route. Service directness has an inverse relationship to
service coverage, a route that deviates provides greater
coverage at the expense of directness, while a more di-
rect route provides less coverage to the benefit of those
already served who have a subsequent destination.
Transit agencies often provide standards for service
directness, so routes operate to maximize average speed
and minimize travel time for most passengers being
served. Agencies approach service directness standards
using several different methods. One method is to set a
standard based on the ratio of transit route distance to
highway route distance.
Examples include:• Route Alignment Ratio -- Transit routes will have no more than a ratio of 1.5 of the transit fixed route length divided by the highway route
• Route Distance Percent Limit -- Transit route
distances should not exceed auto travel distances
for the same trip by more than 20 to 40 percent
• Route Distance Mileage -- Transit routes should not be more than 50 percent longer in route mileage distance than a comparable route by car (Madison Metro)
Another method used for service directness is to limit
the time spent for deviations to some relationship to the
main service being provided. When considering a devi-
ation, the gain in convenience for those passengers who
are boarding or alighting during the deviation must
be balanced against the additional travel time for the
other passengers not using the services provided by the
deviation, but who are forced to endure the additional
time needed to serve others. The temptation is to divert
a bus for example the Pāhoa route from the main part
of the alignment to serve another adjacent area such as
Ainaloa.
• Route Deviation Limits -- Route deviations will not
exceed eight minutes roundtrip and will only be
permitted if the market potential is 10 passengers
per roundtrip or greater (Massachusetts Bay
Transit Authority)
• Route Deviation Time Limit -- Route deviations
will be limited to five minutes of additional travel
time for a one-way bus trip (Transit Cooperative Research Program)
• Route Deviation Time Limit -- Route deviations
from a direct path from end-to-end of the route
shall account for no more than ¼ of the end-to-end
travel time of the route (Denver RTD)
• Route Deviation Added Time -- Route deviations should not have more than three additional minutes of additional travel time for all through passengers (Denver RTD)
• Percent of Passengers Deviated --Route deviation
passengers served should be no less than 25
percent of the passengers affected by the deviation
(York, PA)
Transfer and Extensions
Another measure of service directness is the number
of transfers required for a passenger to reach their final
destination. The more transfers required in a system,
the longer an individual’s total travel time. Transit
systems reduce overall travel time by coordinating bus
schedules to reduce wait times at key transfer locations
(also known as timed transfers). About one-fourth of
the passengers participating in the passenger survey
indicated they transferred or would transfer to another
bus to complete their trip.
Timed transfers are not a substitute for direct service
when the majority of the on-board passengers between
two routes have common destinations. A route should
be extended when the majority of those on-board desire
to continue along the same path. Examples of standards
for coordinating schedules and setting transfer rates
include:
• Transfer Times -- Transfers between buses should
be as convenient as possible and efforts should be made to reduce patron travel time. Circulator service should be scheduled to arrive no more than 10 minutes after the arrival of express buses (San Antonio, Texas)
• Maximum Number of Transfers -- No more than 25
percent of transit customers should require more
than one vehicle to complete their trip (Boston,
Massachusetts)
• Percent Not Transferring -- Direct local service must be made to 70 percent of riders and express service to 80 percent of riders (Federal Transit Administration)
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • APPENDIX E — 149
Interlining
A popular practice transit agencies use to reduce the
amount of transfer activity is interlining. Interlining is
considered when two separate routes have a common
transfer location and that specific pair of routes are
creating a large number of forced transfers. Interlined
buses operate on both routes, allowing passengers
to remain onboard. Route frequencies and hours of
service should be nearly identical and combined run
times should not exceed four hours for two routes to be
potential candidates for interlining. A typical standard
would be that if the transfer rate is 20 percent or higher
between two routes, then they are potential candidates
for interlining.
Route Configuration Options
The most effective route design guidelines use loops,
branches and turnbacks to balance the length of the
route and the elapsed time required to serve that length
with other transit service objectives. These route config-
uration options are most often described as follows:
• Loops -- may be included at the ends of a route.
They should be anchored by a time point at the
beginning of the loop. The total elapsed time to
complete the loop should not exceed five minutes
• Branches -- may be included at the ends of a route.
They should be anchored by a time point at the
common juncture of the two branches. Only one
branch should be served on each trip, typically
resulting in service headways equal to half of the
trunk headway
• Turnbacks -- should be used when possible to increase service frequency on trunk portions of routes where the majority of the route’s boardings occur on less than half of the route’s alignment. The location of the turnback should also be a time point
• Cycle times -- should be in clock headway intervals
such as sixty-minute increments including recovery
time to allow for interlining and pulse scheduling
at transfer points. This is more important for the
shuttle and intra-community services, then the
connector routes
Bus Stop Spacing
Bus stop spacing presents a quandary for transit operators:
maximizing access to intending passengers versus travel
time impacting on-time performance. Customer satisfac-
tion with bus stop spacing is tricky – many want bus stops
as close as possible to their origin or destination; while
others want a faster trip without excessive stopping.
A number of studies have found the optimal spacing to
be four to five bus stops per mile for more urban areas
and two to three for more rural areas. This is with the
proviso that spacing should be flexible in areas with
higher numbers of seniors and persons with disabilities
and in areas serving tourists or geographic and roadway
considerations. Even with these considerations, bus stops
should be placed further than 660 feet apart. As MTA
formalizes more bus stops, it is recommended that four
to five bus stops per mile in the urban areas and two to
three per mile for the rural areas be the standard.
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150 — APPENDIX E • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Route Operations
Hele-On route operations were reviewed in the con-
text of three route features: route span of service, route
frequency and route scheduling. The following service
design guidelines are based upon a review of industry
best practices.
Span of Service is the number of hours and days when
service operates. The span of service will usually vary
by route depending on service type, the day of the week
and route performance. Generally, high-performing
routes will have longer service spans, and weekday
spans of service are longer than for weekends.
• Service Span -- When considering changes in a
route’s service start or finish time, an earlier or later
trip should be considered if the first or last trip of
the existing service is performing better than 50
percent of the system average in passengers per
revenue hour (West Palm Beach, Florida)
Service frequency refers to how often buses arrive at a
stop. Headways refer to the interval in minutes between
two successive bus departures. The terms are often used
interchangeably. There are two different aspects to con-
sider when setting headways for transit: headway based
on policy and headways based on demand.
• Policy-Based Headways -- The minimum base
period policy headways for regularly scheduled
weekday service should be sixty minutes. The
minimum evening or Saturday policy headway is
sixty minutes. Only the Waimea Shuttle operates
with sixty-minute headways
• Demand-Based Headways -- Demand-based
headways are established to provide a sufficient
number of trips to accommodate the maximum
passenger volume within the loading standards.
Overcrowding of buses on a route is an indicator
that either larger vehicles need to be used or a
demand-based headway should be instituted to
increase the overall capacity of the route
Clock-face headways refer to setting headways to
intervals that divide evenly by 60. For example, 12 or
15-minute schedules are used, but 13 or 17 minutes are
not used. Clock-face headways help passengers better
predict bus arrival times at stops and eliminate the need
for complex schedules, thus allowing passengers to be
less dependent on timetables. For example, at major
transit hubs in Hilo and Kona, routes should be on easy
to remember and understand increments.
Performance Monitoring
Regular performance monitoring provides the informa-
tion MTA needs to determine the effectiveness of the
system overall and of the individual services. It pro-
vides a historical benchmark for which the system can
compare itself and lets the decision-makers and public
know how the system is performing against goals and
how it is improving. MTA reports to the Federal Transit
Administration National Transit Database (NTD) as a
rural general public transit agency. MTA must submit
annual reports to the NTD, but due to its designation,
does so with Reduced Reporting. MTA reports operat-
ing characteristics and financial information including
operating and capital expenses and their sources includ-
ing fares and passenger boardings for the following
three modes of service:
• Bus Service
• Paratransit Service with separate columns for ADA Complementary Paratransit service and human services
• Shared Ride Taxi
Additional reporting for the three modes includes
information on the vehicle fleet (except for purchased
transportation such as the paratransit and taxi service),
annual vehicle revenue miles, annual vehicle revenue
hours, and unlinked passenger trips (each passenger
boarding is counted even if the passenger has trans-
ferred to the vehicle).
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • APPENDIX E — 151
The following performance measures are the most com-
mon used in the industry to assess system productivity
and to compare performance among services within the
same category. It is important to maintain data to track
performance in each of the following measures. Some
of these measures are described using annual numbers,
however, MTA should maintain and report data month-
ly. Performance measures using data reported for Fiscal
Year 2016 are included.
• Cost per revenue hour: Annual (monthly)
operating expenses divided by annual (monthly)
vehicle revenue hours:
Commuter Bus $83.96
Demand Response $26.38
Taxi $9.80
• Cost per trip: Annual operating expenses divided
by annual unlinked passenger boardings:
Commuter Bus $7.76
Demand Response $11.37
Taxi $4.93
• Cost per revenue mile: Annual operating expenses
divided by annual vehicle revenue miles:
Commuter Bus $2.27
Demand Response $1.82
Taxi $1.50
• Passenger Trips per revenue hour: Annual
boardings divided by annual vehicle revenue hours.
This measure does not include deadhead time (such
as the travel time between the base yard and start of
the route):
Commuter Bus 10.8
Demand Response 2.3
Taxi 2.0• Passenger trips per revenue mile: Annual passenger boardings divided by annual revenue miles. This measure does not include deadhead mileage (such as the travel miles between the base yard and start of the route):
Commuter Bus 0.3
Demand Response 0.2
Taxi 0.3• Passenger trips per vehicle trips: Annual passenger boardings divided by annual vehicle trips by route type (commuter, connector, circulator). This measure is useful for monitoring services that have few trips. Vehicle trips are not reported to NTD
• Farebox recovery ratio: Percentage of operating costs that are recovered through the fares paid by the ridership. Minimum farebox standard would be 20 percent:
Commuter Bus 13.3%
Demand Response 0.0%
Taxi 61.2%• On‐time performance: Defined as a bus being late by more than five minutes or early by one minute. This data is not reported to NTD, however, with automatic vehicle location (AVL) system this data would be provided in reports
• Number of accidents per miles operated. Safety
data is not included in reduced reporting, but
needs to be collected and locations plotted
In addition to number of accidents per miles operated,
the following monitoring mechanisms are typically
reported to track vehicle reliability and condition.
• Vehicle miles per vehicle
• Revenue miles per vehicle
• Revenue hours per vehicle
• Spare ratio
• % of deadhead miles
• Vehicle miles between service disruptions (road
calls)
• Average age of fleet (currently 12.2 years for the active fleet)
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152 — APPENDIX E • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Metrics
Ridership and other statistics are gathered and recorded
daily, it is important to present a monthly report to the
Administrator for dissemination to identified stake-
holders including th Major. Once the spreadsheets are
set up for data input, the reporting of the data is straight
forward. It is important that the data is maintained and
monitored. By doing this, abnormalities can be quickly
identified. The following shows an example of how a
report card would look.
The report card would also show selected key perfor-
mance indicators in graphic form to show how the cur-
rent fiscal year performance measures against the prior
year’s performance. Potential mapped performance
indicators are checked in the above table. The following
shows an example of four measure TheBus in Honolu-
lu tracks. The goal is shown in a dashed gray line and
the current and previous fiscal years are mapped using
different colors. TheBus maps eleven measures.
A similar report card would be developed for the ADA
Paratransit service.
Service Review
Regular review of performance is necessary for MTA
to serve constituents with the best service possible. To
do that, MTA should establish a Service Review Team
(SRT) that meets at a minimum quarterly. Three of
the meetings should review the monthly report cards
discussed above to identify any abnormalities in service
consumption. In addition to reviewing service and
route performance, the Service Review Team should
review major employer and school schedules and other
factors that impact route schedules. Route schedules
should be reviewed for revision at least twice a year.
At least once a year, the SRT will review the perfor-
mance of MTA services: Express, Commuter, Connec-
tor, and Circulator routes; ADA Paratransit; and, Shared
Ride Taxi. The following performance measures, which
are included in the monthly report card, would be used
in the service review:
• Boardings per revenue mile
• Boardings per revenue hour
• Boardings per revenue trip
• Farebox Recovery
• On-time performance
The following table shows a first review of the MTA bus
routes would be represented. Routes would be ranked
within their service classification. That way perfor-
mance ranking is based on similar services. Any route
ranked in the bottom for two performance measures is
identified for further analysis and may be considered
non-performing.
New routes or major route changes would be expected
to reach a satisfactory performance within two years.
If a route after two years is not found to be performing
satisfactorily the Service Review Team would identify
if modifications to the alignment or schedule should
be made, targeted marketing engaged, or if the route
should be eliminated.
When a route is identified for further review, the SRT
should consider other factors including the demograph-
ics of the neighborhoods served, whether there are a
high number of low-income, disabled, young or elderly
residents in determining what actions if any should be
taken. If a route shows improvement after actions have
been taken, but continues to perform below others in
the same classification, then it should continue to be
monitored to determine if additional actions should
be implemented. The SRT may determine that a route
or perhaps certain trips offer a service to a community
that may have limited other options and recommend
retention of the service based on policy.
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County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • APPENDIX E — 153
Performance Indicators June
2019
June
2018
Percent
Change
Fiscal Year
to Date 2019
Fiscal Year
to Date 2018
Percent
Change Goals Mapped
Total Monthly Ridership 100,000
Average Weekday Ridership 4,500 x
Cost per Revenue Hour $100 x
Cost per Passenger Trip $5.50 x
Cost per Revenue Mile
Passenger Trips per Hour x
Passenger Trips per Mile
Percent of Trips On Time 85%x
Percent Maintained Pullouts/Base 100%x
Percent of Maintenance Inspections Completed
on Time
98%
Spare Ratio 20%
Bus Miles/Major Collisions 200,000
Bus Miles/Mechanical Road Calls 10,000 x
Farebox Recovery 25%x
Complaint Rate (Complaints per 100,000 board-ings)5 x
Percent Complaints Responded to Within 30
Days
100%
Mass Transit Agency - Fixed and Commuter Routes Service Review For the Month Ending:
Performance Indicators June
2019
June
2018
Percent
Change
Fiscal Year
to Date 2019
Fiscal Year
to Date 2018
Percent
Change Goals Mapped
Total Monthly Ridership
Average Weekday Ridership x
Cost per Revenue Hour <3% incr x
Cost per Passenger Trip <3% incr x
Cost per Revenue Mile <3% incr
Passenger Trips per Hour x
Percent of Trips On Time or Early >90%x
Very Early Trips (>30 minutes)<1%x
Very Late Trips (>30 minutes)<1%
No Show/Late Cancellation Rate <5%
Advance Cancellation Rate <15%
Missed Trip Rate 0%x
Farebox Recovery x
Complaint Rate (Complaints per 1,000 board-
ings)
<1%x
Calls Answered within 5 Minutes 95%
Mass Transit Agency - ADA Paratransit Report Service Review For the Month Ending:
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154 — APPENDIX E • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Route
Performance Measures
Board-
ings/Revenue
Mile
Rank
within
Category
Board-
ings/Revenue
Hour
Rank
within
Category
Board-
ings/Revenue
Trip
Rank
within
Category
Farebox Recovery
Rank
within
Category
On-Time
Perfor-
mance
Rank
within
Category
Express
Blue Line
Red Line
Green Line
Totals
Commuter
Route 70 North Kohala/South Kohala
Route 75 North Kohala/Waimea/Kona
Route 80 South Kohala Resorts
Route 90 Pahala/South Kohala Resorts
Totals
Connectors:
Route 1 Hilo/Kona
Route 2 Kono/Hilo
Route 10 Hilo/Volcano/Kau
Route 40 Hilo/Pahoa
Totals
Community Circulators Urban:
Route 101 Intra-Hilo Keaukaha
Route 102 Intra-Hilo Kaumana
Route 103 Intra-Hilo Waikea Uka
Route 104 Intra-Hilo Mohouli
Route 201 South Kona via Alii Drive
Route 202 North Kona via Highway 19
Route 203 North Kona via Highway 190
Route 204 South Kona via Kuakini Highway
Totals
Community Circulators Rural:
Route 301 Waimea
Route 401 Hawaiian Beaches/Nanawale/Kalapana
Route 402 Hawaiian Paradise Park/Ainaloa
Route 403 Fern Acres/Fern Forest/Eden Roc
Totals
Mass Transit Agency - Bus Route Review Performance Report For the Month Ending:
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