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COM 0930.001 2020-2022
MgV Oik Mitchell D.Roth John C.Ando Mayor Mass Transit Administrator y of.µ',6 County of Hawaii Mass Transit Agency HILO:25 Aupuni Street • Hilo,Hawaii 96720 • (808)961-8744 • Fax(808)961-8745 t KAILUA-KONA:74-5044 Ane Keohokalole Hwy.,Bldg B•Kailua-Kona,Hawaii 96740 (808)3234330 w www.heleonbus.org September 2, 2022 To: Honorable Councilmembers Heather Kimball, Aaron Chung, Sue Lee Loy, _ Ashley Kierkiewicz, Matt Keneali'i-Kleinfelder, Maile David, Rebecca Villegas, Holeka Inaba, Tim Richards. From: John Andoh, Mass Transit Administrator& General Manager Subject: Presentation Regarding Mass Transit Agency's Activities for Communication 930 At the request to Councilmember Sue Lee Loy, this memorandum being provided is a summary the Mass Transit Agency activities since the last update in March 2022. Attached is a power point presentation regarding the Mass Transit Agency activities and direction where we are going to implement all aspects of the Transit and Multi-Modal Transportation Plan. The following topics will be discussed: 1. Ridership 2. Grants 3. Projects 4. Master Plan Update (review on the final draft) 5. Pahoa Transit Hub Project 6. Bus Fleet Replacement 7. Other Items of Interest Attached is supplemental information for the Council's review to this memorandum. Please review the power point presentation and supplemental information and contact j fin. l oi Cl,?11 'u3]C-au 7t°. oN.' or call (808) 961-8555 with any questions, Camra. N . / Ref.TO:V1 PWPATU Ref. date SEP 2022 Haivai'i County is an Equal Opportunity Employer andProvider 4 V c cu co O w cu 06,. co L a-J V) co cC O a-J f0 a-J L- 0 Q C N Co C N 2 O co N O ca U V C L o w U Ln v a. 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I S J 1 Ijj;• m U LO O O c0 O i c0 V O N U L 3 0 E a' co v Q = o @ w_ _ o% N C6 0 co O m i E t IL 0 LLI a) 0 co N m ,a N U) 4-0M a N w O 0 06 o m 0 Q_ > LmmNU '5 w 4-0 E oc: 0 u) 0 0 0Ua) a) }' 2m a U-a)L CO Q Q m x SZ) Z) a_ W W O N CCLO N N aQ a d oSa Om F- mm 4 U Ak COUNTY OF HAWAII TRANSIT AND M TI— MODAL TRANSPORTATIO MASTER PL -," T , 4 nu A w. r r. f 2022 SUPPLEMENT TO THE County of Hawaii TRANSIT AND TRANSPORTATION MULTI - MODAL TRANSPORTATION MASTER PLAN (AUGUST 2018) Draft July 2022 Prepared for County of Hawaii Mass Transit Agency Contract No. c.005806 Prepared by SSFM International, Inc. with Weslin Consulting Services, Inc. and Pacific Cartography TABLE OF CONTENTS BACKGROUND AND PURPOSE 1 What is in this Supplement to the Master Plan?. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 2 Highlights of Accomplishments towards Achieving the Programs recommended in the MasterPlan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . 2 Highlights of Conditions not Fully Anticipated in the Master Plan. . . . . . . . . . . .. . . . . . . . . . . . . . . . . 2 SECTION 1: CONTEXT AND ASSESSMENT OF SYSTEM CONDITION 5 Mass Transit Agency Mission. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 5 Vision (Updated). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . 5 The Five Goals of the Master Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . 6 Multi-Modal Program on Hawaii Island . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 6 Service Improvements Recommended for Public Transit . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . 7 Priorities and Timeframes . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 8 Priority Program I:Transition to Zero Emissions Fleet by 2035. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . 9 Priority Program 2: Hub Program . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . 10 Priority Program 3: Manage a Robust Grant Program . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 10 SECTION 2: THE TRANSIT FLEET INVENTORY, REPLACEMENT, AND EXPANSION 11 Fleet Characteristics . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . .11 FleetSize and Mix . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . 12 Vehicle Procurement. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 12 Large Bus Fleet Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 13 SmallBus Fleet Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . 13 Non-Revenue Fleet Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 13 Transition to Zero-Emission Buses . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . 13 Importance of a Preventive Maintenance Program . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 16 Facilities Maintenance Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 18 Transit Asset Management Plan (TAM Plan) . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . 18 Conclusion . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . 19 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — i SECTION 3: STAFFING & ORGANIZATION CHART 21 Need for Additional Positions in Administration, Maintenance, and Federal Compliance . 21 Program Management and Support. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . .23 Fleet and Facility Maintenance. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .23 PeerReview . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . .24 Need for Maintenance Capability in Kailua-Kona. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .25 SECTION 4: OPERATING & CAPITAL FINANCIAL PLANS 27 Capital Financial Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .27 Operating Financial Plan. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . .28 Combined Capital and Operating Financial Plan . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .29 Sources of Revenue . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . .36 General Excise Tax Surcharge. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . .37 Financial Plan Without GET After January 2031 . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . .40 Island-Wide Fare Structure . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .44 APPENDIX 1: PEER REVIEW TABLES 47 Appendix 1A- Peer Review for Fixed Route and Commuter Bus Service Area and Population. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . .48 Appendix 1B - Peer Review for Fixed Route and Commuter Bus,Vehicle,Vehicles Operated in Maximum Service,Vehicles Available for Maximum Service, Employee count. . . . . . . . . ..49 Appendix 1C - Peer Review for Fixed Route and Commuter Bus Unlinked Trips,Vehicle Revenue Miles,Vehicle Revenue Hours . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . .50 Appendix 1 D - Peer Review for Fixed Route and Commuter Bus Service Efficiency and Service Effectiveness . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 51 APPENDIX 2: CIRCULAR NO. 20-002 53 ii — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan LIST OF TABLES Table 2-1:MTA Average Age in Years in the Large Bus Fleet . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . ..12 Table 2-2:MTA Average Age in Years of the Small Bus Fleet . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . ..13 Table 2-3:Large Bus Fleet Plan(Expansion and Replacement) Fixed Route. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. .14 Table 4-1:Capital Costs(page 1 of 2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .30 Table 4-1:Capital Costs(page 2 of 2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . .31 Table 4-2:Operating Expenses by Fiscal Year(page 1 of2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . ..32 Table 4-2:Operating Expenses by Fiscal Year(page 2 of2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . ..33 Table 4-3:Financial Plan(page 1 of 2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .34 Table 4-3:Financial Plan(page 2 of 2). . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . .35 Table 4-4:FY 2031 with Full GET Funding Versus Half GET Funding. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .37 Table 4-5:User Revenue by Fiscal Year(page 1 of 2) . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . ..38 Table 4-5:User Revenue by Fiscal Year(page 2 of 2) . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . ..39 Table 4-6:FY 2032 Funding Options with No GET . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . ..43 Table 4-7:Proposed Fares . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . .45 LIST OF FIGURES Figure 3-1:Proposed County of Hawaii Mass Transit Agency Position Organization Chart . . . . . . . . . . . .. . . . . . . . . . .22 Figure 4-1:Contribution of Revenue Sources . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . .36 Figure 4-2:Subsidy per Unlinked Passenger Trip by Mode and Overall System. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . ..39 Figure 4-3:2032 Funding Scenario Using County Sources and Without GET . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . ..40 Figure 4-4:Combined Dedicated Funding&Expense Reduction Scenario. . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . .42 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — III IV — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan BACKGROUND AND PURPOSE F 4 ti d J afJ It has been three and a half years since the County The Supplement is an important addition to and should of Hawaii(COH)Transit and Multi-Modal be considered with the base Master Plan,putting the Transportation Master Plan(Master Plan)was Vision,Goals and Objectives from the 2018 Master Plan completed and presented to the administration and in the context of the current social and economic setting. the County Council for use in preparing policies and The Supplement extends the time period for revenue and adopting budgets. Remarkable accomplishments have expenditures five years beyond the original Master Plan, been achieved,especially in the past year;and also, adding the years FY 2028 through FY 2032. significant changes have occurred in ridership,travel needs,and available resources. Due to the rapid changes taking place at Hele-On and Mass Transit Agency's significant achievements at This Supplement to the Master Plan (Supplement) accomplishing service goals,it is advisable that the entire provides adjusted recommendations and justifications in Master Plan be reviewed and updated after five years,or the areas of approximately in 2025,along with a new public input effort. Staffing(organization chart); Fleet Maintenance and the bus replacement program;and finally, Operations and Capital Budgets for the next several years. County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 1 What is in this Supplement to • Implementation of Service Route improvements the Master Plan? and additions now provides all route service recommended in the Master Plan with a few exceptions. These additions started in September/ Section One re-caps the Master Plan Chapter 2 October 2021; all routes recommended will be in Vision,Goals),Chapter 3 (Multi-Modal Program), full service when Roberts Hawaii is able to provide Chapter 4(Transit Service Plan)and Chapter 7 the required number oftransit operators (i.e.bus Priorities for Timing of Implementation). drivers)which is expected in third quarter of 2022. Section Two revisits the Fleet Inventory,Fleet Steady progress on building the county-owned bus Replacement and Fleet Expansion program in fleet is underway and conversion to a zero emissions light of grant opportunities currently available and fleet are both likely to be completed in advance of reasonably expected to be available and in light of the the goals. goal to having a zero emissions fleet by 2030.Creation of a Social Media presence for public Section Three revisits the staffing needed to fulfill information. local needs as well as state and federal requirements. New logo, image, and marketing. Section Four updates the Financial Plans for Operations and for Capital Improvements and Staff training,recruitment of new positions,and extends the time through FY 2032.This includes a improved staff morale. review of revenue sources;and options for with and • Progress made on planning for hubs,building bus without the continuation ofthe General Excise Tax shelters,and installing improved signage. GET) surcharge beyond 2030. The recommendations made in this Supplement are Highlights of Conditions not based on available data and discussions with MTA and Fully Anticipated in the Master other County agencies.It did not include new public Plan outreach or original data collection. The COVID-19 pandemic can be dated to March Highlights of 2020 when Governor Ige issued an Emergency Accomplishments towards Proclamation which was extended twenty-five times over a two-year period.These orders outlining what Achieving the Programs activities were allowed(with restrictions) and,what recommended in the Master Fere prohibited.Adjustments due to COVID-19 continue to the present,although most federal Plan restrictions applying to public transit were lifted in April 2022.The pandemic response resulted in New Service Contract with Roberts Hawaii ($15.6 fundamental changes in travel to work,school,and Million)was implemented in 2020 for three (3) other trip purposes,due to changes in the economy years and with two(2)one(1)year extensions. This of the County and the State,most notably the volatile contract has helped achieve system reliability.The changes in the visitor industry.Ridership declined terms of the new service contract have features 50%.Yet,transit offers an important piece of the that have improved reliability of service;with the recovery package,especially for those on the social MTA providing buses from its fleet and Roberts spectrum who are transit dependent. supplementing the fleet as needed by the MTA to have an operating fleet of 32 buses on 14 routes. Other changes in the contract terms include collection of ridership and revenue data for reporting to Federal Transit Administration. 2 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan The Federal government,in recognition of the The commitment to zero emissions was made by essential nature of public transit,made grants all County Mayors in December 2017 to reach available to public transit agencies during 2020 zero emissions of their transit fleets by 2035.It has and 2021 for COVID-19 recovery under the also been made around the country with a major Coronavirus Aid,Relief and Economic Security boost coming from the Biden Administration as CARES),Coronavirus Response and Consolidated part of their energy policies.While this creates appropriations Act(CRRSAA),and the American some competition for electric buses coming off Rescue Plan(ARP).County ofHawaii realized three the assembly line,on the positive side,the bus allotments of$5,789,791,$4,319,700 and$1,879,773 manufacturing industry has made great strides to respectively from this unanticipated source and it has meet the demand for electric vehicles and associated ensured continued operations. infrastructure(charging stations).MTA's grant Starting in 2022,with passage of the Federal and bus procurement programs are being adjusted Infrastructure package,MTA expects to receive close to convert to all electric,both for the large 40-foot to 33%boost in Sections 5339 and 5311 FTA formula buses and for the smaller 30-and 35-foot buses.Still, and discretionary grants,available for operations and there is an over-lap when both diesel fuel and electric capital respectively. charging is needed. MTA is actively managing over a dozen federal grants awarded through the state).In 2021 they applied for eight grants and have eight more in preparation. Three(3)are awarded so far. The General Excise Tax source has come to replace the County General and Highway Funds as the major source of transit funding.But,the GET surcharge is due to expire in FY 2030.So,scenario review and a plan are now needed for the period beyond that. Recommendation for findings and deficiencies cited the State Management Review for State of Hawaii by FTA conducted in 2021.This includes implementing improved oversight of sub-grantees,such as the County ofHawaii.The MTA has prepared an Internal Action Plan to improve its reporting of grant activity,review of critical procurement and financial processes,and implementation of safety programs for a drug-free workplace. Recommendations from the ADA Compliance Audit in 2021 and agreement with US Department of Justice(DOJ).This includes transitioning flag stops to regular,accessible bus stops,and training for mechanics to improve availability of the wheelchair lifts. County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 3 4 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan SECTION 1 : CONTEXT AND ASSESSMENT OE SYSTEM CONDITION Section One re-caps essential elements of the Master Plan that are relevant to the overall picture and funding. Achievements are described and adjustment of timing recommendations are indicated based on accomplishments. r' 6 re 699 W1UCWdtc, U The Mass Transit Agency(MTA)provides island- Vision (Updated)wide public transportation system known as Hele-On. Services run seven days per week,almost 24 hours per The residents and visitors to the County of Hawaii areday. The Hele-On system plays a critical part in the able to enjoy and use a seamless system of transit routes,economy and the community.Many riders are low- bicycle and pedestrian facilities connected at clean and income,have no other means of transportation,and attractive hubs and bus stops. This inter-connected are dependent on the system to get to work. Individuals system is a desirable,safe and reliable preferred choice with disabilities who are unable to use the regular fixed as an alternative to automobile use. The transportationrouteserviceswithinHilo,Puna,and Kailua-Kona are able to use paratransit services called Hele-On Kakoo. system meets the needs for commuting,school trips, business and commerce,medical needs,shopping and recreation. It is readily accessible to all members ofthe Mass Transit Agency Mission community regardless of age or disability. Information for how to use the transportation system is readily Create a high quality,multi-modal transportation system available in real-time and on multiple platforms.The that provides safe,reliable,convenient,environmentally transportation system is environmentally sensitive, responsible,and cost-effective mobility choices that meet making use of fuels that create zero emissions and the needs of our residents and visitors. utilize renewable sources of energy at its facilities. The County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — r5 system proactively seeks out federal and state grants to Multi-Modal Program on support the mission and to keep prices as affordable as possible to users. Hawal'i Island Comments: Several modes comprise the multi-modal program for The Mission statement has been added.The Vision,as stated the island,including: in Chapter 2 ofthe Master Plan is adjusted to reflect an aspirations and potential benefits. Public Transit Ride-share, including Vanpools and Carpools The Five Goals of the Master Paratransit Plan Taxi Transportation Network Companies (TNC) such as Goal One: Uber and Lyft Make riding transit easier, reliable, and . Bicycling including bike share more desirable than other options. f Goal Two: Create a transit system to serve the 1 employment and social needs ofall people Goal Three: Implement technology to provide real time transportation information I Goal Four: W_A Create transportation hubs and bus stops with amenities thatprovide rider comfort Roadways for cars,trucks and private buses and safety and that help support community and village gatheringplaces Accomplishments: Goal Five' MTA has funded PATH to continue the bike share HIBIKE)program in Kailua-Kona and to extend Phase system implementation in a it to Hilo.Further expansion to Waimea and Pahoa fiscally sustainable manner awaits roadway improvements (by state)that would make the roads there safer for bicycling Comments: MTA is negotiating an agreement with EnterpriseThefivegoals,as described in Chapter 2 ofthe Master Plan, remain appropriate and no changes are recommended. Hawaii for a vanpool program,with MTA subsidizing vanpools at$500 per month Shared taxi program continues in Hilo and Kailua- Kona MTA is discussing"last mile"subsidies with Uber and Lyft Free vaccination transportation on Uber($15 per trip)through December 31, 2021. Paratransit program has been expanded to Puna in compliance with FTA requirements for providing comparable service to fixed route service. 6 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Added GMV Synchromatics technology on eight Comments: buses The multi-modal program for the island,as discussed in Launched credit card salesChapter3oftheMasterPlan,remains appropriate. Progress has been made and more is underway. Real time information for Routes 60, 301,and 403 on myheleonbus.org Further improvements to the island's multi-modal transportation system involve MTA working with Department of Public Works(DPW)on such items as pedestrian and bicycle paths/lanes;bus stop improvements; signage;additional connector and emergency roads,and the complete streets program for Hilo. Service Improvements e&s itRecommendedforPublic9 Transit County of Hawaii Bus The Master Plan focused on four areas for attention to the public transit system on the island which would B)Transit service Network improve its appeal and value to customers.These are to New routes and service were put into effect onhavebetter: September 5,2021 adding six new routes (for a new Customer information, including schedules and total of 23).Added evening and Sunday service on routes,and bus stop identification 12 routes,and using interim hubs.Once Roberts Hawaii hires additional drivers the final route Schedule adherence and safety by adding new buses additions will be added(Volcano to Ocean View, and keeping them in good repair Route 203 on Highway 190, micro-transit in Puna New service plan to include new circulator and and Kau District.) cross-island routes,both Flex and Zone service, Three express routes (Blue,Red and Green)went expanded hours and Sunday service into effect Fleet preventive maintenance system and inventory . Circulators in Waimea,Hilo,Pahoa and Kailua- control Kona with consistent headways of 60-120 minutes Flex time service (within one mile) for routes in Accomplishments: Fern Acres,Waimea,and Hamakua Coast (Route A)Improved customer information and ease in 60) using transit Trolley route started along Alii Drive in Kailua Paratransit service in Pahoa to match fixed route Expanded social media presence service on Routes 40,401,and 402 New branding(red lehua) Improved service to Hilo and Kona international New web site and Google app has been available airports since mid-2021 Interim hubs at Kona Commons,Parker Ranch,and Trip planner for bus,bike and Uber rides using Puna Kai Shopping Center,as well as Kedau and Moovit on Hele-On website,Google Play and Apple Prince Kuhio Plaza. app store for mobile phone users Implemented Moovit trip planner mobility app Implemented Token Transit mobile app for fare payment County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 7 C)Vehicle Fleet restored,continue to add additional service hours and routes to create a hub-and-spoke pattern. New vendors for bus washing,electronic fare boxes, Implemented) and Automatic Vehicle Locater(AVL) system 4. Start Hilo to Kailua-Kona service using 38 buses are in some stage of procurement. This Saddle Road and Daniel K. Inouye Highway. will lead to a fleet size of 55,with 40 in use during Implemented) regular and peak service. 5. Continue to review paratransit service per federal requirements. (Implemented) Active transition to zero emissions(electric, 6. Create amulti-modal transportation system on the hydrogen,and diesel hybrids)fleet including transit island.Embrace multiple vendors for providing vehicles,seven paratransit and five additional non- bicycle,vanpool,transit and other multi-modal revenue vehicles.Hydrogen buses(3)will start being services. (Implemented) used in Kailua-Kona service starting in 2022. $5.2 7. Increase staffing of the MTA to adequately addressMillionforchargingstationswillcomefromfederaltherangeofresponsibilitiesbeingassignedtoLow-No"Grants(2019 and 2021)and from the VW Settlement Fund. them.Add new positions for Garage Supervisor, Administrative Services Assistant I,and an Account Clerk. (Implemented) Comments: 8. Create a google transit app for rider information. Service improvements,as discussed in Chapter 4 of the Implemented) Master Plan,have seen nearly complete implementation. This is a great achievement.New routes were added in every district.An assessment of ridership and rider reactions Accomplishments: should be conducted six(6)months and again twelve(12)Virtually all eight(8) immediate priorities have months after they have been in effect in order to make route been addressed. Reliability and extended service adjustments. improvements are most noticeable. Ridership was 300,000 in 2021,a low due to COVID-19 Comments: restrictions on community activity. Ridership is below what is desired,but is expected to make a turn-around as the economy improves. Availability ofcounty-owned buses remains a problem due to their age,requiring large contract expenses with the Near Term (2020'2025)service operator.This will be reduced once the buses MTA is ordering start to arrive and be put into service. 1. Acquire five to six(5-6) new and replacement vehicles per year to bring the fleet to 55. Priorities and Timeframes In Progress) 2. Increase service to have all proposed circulators in place. (Implemented) The Master Plan assigned priorities to five timeframes: 3. Continue the multi-modal program. (In Progress) Immediate,Short Term,Mid-Term,Long Term,and 4. Plan,design,and build the Kailua-Kona hub. Vision.We are now in the midst of the Near-Term Consider options to provide light service from priority list,but accomplishments show that MTA is Kailua-Kona side. ahead of that timeframe in many areas,suggesting 5. Add staffing to include a Assistant Mass Transit adjustments are appropriate. Administrator,Inventory Clerk,and a second shift of four(4) mechanics and working supervisor.By Immediate (2018-2019) the time the fleet size is 35,there should be no less 1. Restore service reliability and get ridership back to than six mechanics. (In Progress) previous high level of 1.2 million passengers per 6. Start to implement the bus stop numbering and year. (In Progress) signage program at all time spots. (In Progress) 2. Acquire up to 14 buses using previous grants 7. Design and develop a Puna hub and complete and new capital funds to bring the fleet to 25. (In roadway improvements to allow for Intra-Puna Progress) service. (In Progress) 3. Once fleet size is enlarged and reliability can be 8 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Accomplishments: Long Term (2030-2035) Bus acquisition program proceeds at an accelerated 1. Plan,design,and construct a Waimea hub pace and fleet size should reach 55 by 2024-26 plus 2. Upgrade the Mo`oheau hub in downtown Hilo seven paratransit vehicles.This includes a mix of large 3. Update this Transit Master Plan buses,small buses,and thirteen support vehicles. 4. Expand the number of runs for routes that have The Kailua-Kona Hub project has a$2.6 million demonstrated consistently high ridership appropriation designated for design,environmental review,and land acquisition.MTA issued a Request Comments: for Proposals(RFP)for a consultant. Given the current rate ofprogress,all items in this phase can be pushed forward to Mid-Term,2025-30. Pahoa Hub project is in site selection/EA Vision Period(2035-2040) preparation stage.It is being planned for co-location of a state library and has received a state TOD 1. Service to operate a full hub and spoke pattern with planning grant.hubs in Hilo,Kona,Waimea,Puna and Keaau Style and colors for signage and bus stop 2. Conduct robust bike Share,Vanpool and TNC information is completed.Implementation to start programs in FY23. 3. Have a full Public Information and Outreach Program Comments:Comments: All these efforts are underway.New details for futureTheaveragefleetageis17.3 years in 2022.With an aggressive expansion should be forthcoming.It is timely now to startpurchaseplanfromavailablegrants(FTA Section 5339 an reviewing what type ofbase yard is appropriate in Kailua-CDBG)this should drop below 6.0.See Section 2 of this Kona,size,and functions.Supplement. As the Master Plan programs grow and the fleet size Priority Program I: Transition to increases,staffing needs to include an Assistant Mass Transit Zero Emissions Fleet b 2035Administratorandanadditionalmaintenancecrewisneededy as soon as possible,no later than the FY23 budget.A fleet size of 55(40 in peak service)would need eight(8)Transit The expectation for this priority program is to Vehicle Mechanics I and three(3)Transit Vehicle Mechanics immediately order hybrid buses,and to purchase zero II to comprise three full crews.See Section 3. emission buses(hydrogen and battery electric) as experience is gained from use ofthese in the county Mid Term (2025-2030) terrain and route distances.The zero-emission time goal 1. Reassess the paratransit program and expand of 2035 will most likely be exceeded by five or more it to other parts of the island.Add a paratransit years. Zero Emissions Bus Plan(required by FTA) is clerk position,as additional fixed routes warrant under preparation (2022). complementary paratransit service. 2. Continue the multi-modal,bus stop and amenities programs. 3. Implement the multi-modal complete streets program for Hilo. Accomplishments: The paratransit program was reviewed with FTA and Department of Justice in 2021.New service was added In Puna to match the fixed route service there.Flex service is an important addition. There are implications of zero-emission fleet to the Comments: budget: cost of a diesel bus at this time is$600,000. Passenger amenities programs should continue and be A diesel hybrid bus is$650,000,an electric bus is expanded.Hubs should be implemented. 750,000,and a hydrogen bus is$900,000. County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 9 As of early 2022, Since June 2021 MTA pursued eight grants,and Three(3)hydrogen buses will go into service in 2022 received three awards.Eight more are in pursuit on Kailua-Kono routes Areas of Persistent Poverty Program,MTA has Five(5) electric battery buses and charging requested$270,000 equipment will be purchased in 2022 Enhanced Mobility for Seniors and persons with Three(3) diesel hybrid buses are meant to be disabilities,MTA has requested$220,000 from HDOT. purchased in 2022 Innovative Mobility program,MTA has applied for 28 future purchases would be a combination of 259,000 diesel-electric,hybrid,electric,and/or hydrogen if • VW Mitigation Fund,MTA awarded$1,176,607. approved by HDOT. MTA was awarded the American Rescue Plan to support public transit industry during the COVID-19 Priority Program 2: Hub Program public health emergency in the amount of$1,879,773, MTA was awarded$4,319,700 from the Coronavirus The Puna Transit Hub is a project jointly managed by Aid,Reliefand Economic Security Act(CARES)and Planning,MTA,Finance,and the Office of the Mayor. 4,500,000 in operations funding and$3,500,270 The consultant(SSFM International)has been engaged to in vehicle purchase funding from the Coronavirus prepare an environmental assessment and site selection.Response and ReliefSupplemental Appropriations Act CRRSAA)of 2021. Funds received from the State TOD Program in the The Bipartisan Infrastructure Law(Biden amount of$100,000;in addition,the State will make Infrastructure)funds will become available in 2022 for available$1 million ifthe hub is co-located with a new four priorities:Safety,Modernization,Climate,and library. There are$350,000 in planning funds from the Equity. State Library to assist with this effort. Comments: Kailua-Kona Hub (which could also co-locate 1. The accelerated pace of implementation ofthe Master with a base yard) and planning work for Waimea, Plan recommendation including the Priority Program Mdoheau Bus Terminal,and Prince Kuhio Plaza is elements ofZero Emission and Hub Program both in procurement to hire a planning consultant. There require extensive coordination with other county are$2.5 million in FTA funds earmarked for design, agencies,state and federal entities,and private parties. environmental review,and land acquisition.This is labor intensive and underscores the urgency of adding an Assistant Mass Transit Administrator who can devote time to these and other efforts and to back stop Priority Program 3: Manage the Mass Transit Agency Administrator who is spread a Robust Grant Program very thin.See section 3. 2. The sheer volume and diversity offunding sources,One of the successes of MTA in the past several months including grants,that make possible all the progress, has been the ability to find grants and write attractive requires effort and close attention by the Mass Transit and ultimately successful)grant proposals.As of Administrator.As the State Management Review of October 2021, HDOT indicates,the state has been lax in its oversight, Six(6)Section 5311 discretionary grants are active; procedures,and reporting responsibilities.It is four(4)ofthese are fully spent and are ready for incumbent on MTA,as a sub-recipient to improve its closeout.Balance$9,094,668 own procedures,procurement,internal controls,timely reporting during the period of performance(POP),andEightdiscretionarySection5339areactive,two(2)of closeout require additional personnel.That is why it is these are mostly spent.Balance$25,513,447 recommended to add an Accountant I in the Fiscal/HR Formula Section 5311 grant will need an extension to unit of Administrative Support;along with an Assistant spend the$2,967,834 Mass Transit Administrator,a Secretary I,for the Mass Transit Administrator.See Section 3. Formula Section 5339 will need to be drawn down in 2022 to spend the$3,498,167 10 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan SECTION 2: THE TRANSIT FLEET INVENTORY, REPLACEMENT, AND EXPANSION Section Two revisits the Fleet Inventory, Fleet Replacement, and Fleet Expansion program in light ofgrant opportunities currently available and reasonably expected to be available. The Supplement also addresses the goal of having a zero-emissionsfleet operating by 2035. The 2018 Master Plan's Fixed Route Bus Inventory and Fleet Expansion plan includedfiscal years 2017 through 2027. This Supplement will take the plan to Fiscal Year 2032. d 4, a At the time the Master Plan was completed(2018),MTA Fleet Characteristics had an active fleet of 19 vehicles,and peak vehicle needs were 29 buses.This lack of buses required MTA to lease The recommended composition ofthe fleet is based upon vehicles to provide service.As ofNovember,2021 and passenger demand,vehicle spares,and vehicle useful life. with expanded service(described in Section One:Service Improvement Accomplishments),the available County- FTA requires a Spare ratio for both the bus fixed owned fleet has increased to 28 buses,with additional route fleet.The bus fleet spare ratio standard is vehicles being prepared for service.The goal is a fleet of 55 20 percent in urban areas,however FTA uses this vehicles for fixed route with 40 needed for peak service. guideline for rural areas even though it is not County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — mandated. These standards can be increased to private grants greatly relieves the County budget while provide sufficient spares with the addition of a achieving system goals. second maintenance facility. The MTA large bus fleet size based on the expected Average bus fleet age standard should be 7 years or delivery schedule will be 52 vehicles by 2025.MTA less and paratransit average fleet age should be 3 procured and received three(3) paratransit vehicles in years.2021 and is expected to receive eight(8) small buses less than 30-foot in length)to add to the fixed and flex Vehicle size(less than 30-foot,35-foot,and 40-45- route fleet.With delivery of these eight vehicles,MTAfoot)is based upon demand and geographic/terrain will have a small bus fleet of 22 vehicles.In 2023,32 constraints of the routes. buses are planned for procurement,which will expand the fleet with an additional eleven buses to be received The current(2022)overall age of MTA's large bus fixed in 2024. route fleet is 17.3 years.The industry standard for fixed route vehicles is an average useful life of 12 years. With these new buses,the average large bus fleet age The 12-year average is applied to the large bus fleet in drops to 2.3.Even with unexpected delays in bus the updated Fleet Plan.Smaller buses can have lesser delivery and prepping new buses for service,it is minimum life requirements(per Altoona Bus Test).In expected that those 32 new vehicles would be in service practice,transit systems often keep their best running by 2025. The age gradually increases to 8.9 in 2032 vehicles longer than 12 years.But currently transit as shown in the following figure.MTA will want to systems are using the 12-year retirement threshold to maintain the average fleet age as close to seven years as upgrade vehicle propulsion technology,especially to possible. This will require a minimum of ten(10)large acquire non-emission vehicles(see Transition to Zero bus new vehicles to be delivered in 2033 which would Emission Buses section below). reduce the average fleet age to 7.6 years. Fleet Size and Mix Table 2-1:MTA Average Age in Years in the Large Bus Fleet 17. 1 The Master Plan recommended a fleet size of 55 large buses,with 40 needed for peak service operation.The mix would be altered somewhat to have a fleet size of 62:47 large buses and 15 small and flex service vehicles.MTA has been actively working to increase the 9 county-owned vehicles and to reduce dependence on y 9 contractor provided vehicles,which are a major cost in 9 9 a, the operating budget.Between 2019 and 2021,four(4)El 2.3 z.e 4 9 Dorado cutaways and seven(7)paratransit vehicles were added.In 2022,four(4)MCI commuter buses and three 2021 2022 2023 2624 2025 2026 2027 2028 2029 2030 2031 2032 3)hydrogen buses will arrive and be added to the fleet. Smaller vehicles used for paratransit and flex service Vehicle Procurement have a much shorter useful life than the larger fixed route vehicles.These vehicles have a Useful Life of MTA is aggressively pursuing available grants to six years. The following figure shows MTA's small bus purchase vehicles. This includes the Section 5339 average fleet age to 2032. formula and discretionary capital grants from FTA. Also,one-time competitive grants from the VW Settlement Fund,and the"Lo-No"Federal Emissions Program.MTA also applied for or received other Federal fund sources including CDBG,CARES, CRRSAA and ARP.Additional federal funding is anticipated under the Bipartisan Infrastructure Law passed in the fall of 2021.Finding and using federal and 12 — Supplement 2022 •County of Hawai'i Transit and Multi-Modal Transportation Master Plan Table 2-2:MTA Average Age in Years of the Small Bus Fleet Non-Revenue Fleet PIan 5.1 The non-revenue fleet includes driver relief vehicles and 4.24.1 4 an additional shop vehicle. The non-revenue fleet would 5 3.5 17 be increased from eight(8) to 13. These vehicles have an average useful life of eight(8)years. Transition to Zero-Emission Buses 2022 2023 2024 2025 2026 2027 2628 2029 2030 2031 2032 In December 2017,The County of Hawaii adopted a policy to move to having a non-emission vehicle fleet Large Bus Fleet PIan by 2035. This will be accomplished through purchases to replace the existing fleet over time.In addition, The table,Large Bus Fixed Route Fleet Plan,provides there are infrastructure requirements such as charging an updated Fleet Plan between the years 2022 and 2032 stations for battery electric vehicles.A zero-emissions incorporating the assumptions discussed above. bus plan (ZEB) is underdevelopment. MTA continuously reviews ridership demand.It is Three hydrogen buses from US Hybrid are beinganticipatedthatthesereviewsmayidentifytheneedaddedtothefleetin2022throughapilotprogram with to purchase additional vehicles above what is shown National Energy Lab of Hawaii Authority(NELHA).in the table.Additional vehicles may need to be placed They will be used on routes in Kailua-Kona,re-fueled,into service in years 2027 or 2028 to accommodate and stored overnight at NELHA. the opening of a second maintenance facility in Kona along with increased passenger demand on selected Five battery-electric buses(four(4) 35-foot and one(1)routes. The budget year for these purchases would be 40-foot) and charging equipment will be purchased inapproximatelytwoyearsbeforethevehiclesareneeded2022aspartofajointprocurementwiththecounties to be in service. of Maui and Kauai(through the Hawaii Department of The 40-foot buses have an average useful life of 12 years Transportation(HDOT). In addition,three(3) diesel by industry standard,the smaller vehicles generally hybrid buses are planned for purchase in 2022. have a useful life of 7 to 9 years. Therefore,since MTA A planned purchase of 28 diesel buses is also pending will have a fleet composed of over 42 percent smaller a request for them to be converted to hydrogen or vehicles(by 2027),the overall average fleet age should battery electric. The current(2022)base cost for various be below six years. propulsion systems for a 40-foot bus is: Average diesel bus is$600,000 Small Bus Fleet Plan Average diesel hybrid bus is$650,000 Average electric bus is$750,000 The Small Bus Fleet Plan identifies vehicles that are less • Average hydrogen bus is$900,000 than 30-feet. The majority ofthese vehicles will provide Battery electric bus(BEB) ranges are dependent upon paratransit services in Hilo,Kailua-Kona,and Puna on-board battery size and the amount of energy used. and Flex Route services identified for Puna,Waimea, The amount of energy used is influenced by trip length,North Kohala Coast,and the Hamakua Coast between assignment length,terrain,passenger load,and bus Hilo and Honokaa. This plan may need to be adjusted operator driving techniques.in 2027 or 2028 to accommodate potential increased paratransit demand.When a second maintenance Calculating the estimated range for buses without priorfacilityopensinKailua-Kona a plan will be needed operating experience on MTA's bus routes,starts with to determine the optimal distribution of vehicles by the vehicle's kilowatt-hour(kWh) of stored energy,location for over-night storage and daily maintenance. reducing to a conservative usable energy amount of no County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 13 Table 2-3:Large Bus Fleet Plan(Expansion and Replacement)Fixed Route Year Added to Service Budget Model Mode Year Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Alexander Dennis Enviro500 Commuter 1994 1 1 Gillig Phantom Fixed Route 1995 2 Gillig Phantom Fixed Route 1997 6 Gillig Phantom Fixed Route 1998 10 4 Gillig Phantom Fixed Route 2000 3 Gillig Phantom Fixed Route 2005 2 Gillig Phantom Fixed Route 2007 5 MCI Commuter 2009 1 1 MCI Commuter 2010 0 Alexander Dennis Enviro500 Commuter 2013 1 1 1 1 1 MCI Commuter 2014 2 2 2 MCI Commuter 2014 2 2 2 2 ENC XHF Fixed Route 2015 1 1 1 MCI Commuter 2022 2 2 2 2 2 MCI Commuter 2020 2023 4 4 4 4 4 4 4 4 4 4 4 1)35-foot bus Fixed Route 2021 2023 1 1 1 1 1 1 1 1 1 1 1)35-foot bus Fixed Route 2021 2023 1 1 1 1 1 1 1 1 1 1 2)30-foot buses Fixed Route 2021 2023 2 2 2 2 2 2 2 2 2 2 1)40-foot electric bus Fixed Route 2021 2023 1 1 1 1 1 1 1 1 1 1 2)40-foot Hybrid buses Fixed Route 2021 2023 2 2 2 2 2 2 2 2 2 2 2)30-foot buses Fixed Route 2021 2023 2 2 2 2 2 2 2 2 2 2 10)40-foot buses Fixed Route 2021 2023 10 10 10 10 10 10 10 10 10 10 1)35-foot Hybrid buses Fixed Route 2021 2023 1 1 1 1 1 1 1 1 1 1 4)35-foot electric buses Fixed Route 2021 2023 4 4 4 4 4 4 4 4 4 4 8)35-foot buses Fixed Route 2021 2023 8 8 8 8 8 8 8 8 8 8 3)40-45 foot buses Commuter 2021 2024 3 3 3 3 3 3 3 3 3 3)40 footbuses Commuter 2021 2024 3 3 3 3 3 3 3 3 3 5)40-45 foot buses Commuter 2021 2024 5 5 5 3 5 5 5 5 5 6)40-45 foot buses Fixed Route 2030 2033 4)35 foot buses Fixed Route 2030 2033 Total Active Fleet 42 50 55 52 50 47 47 47 47 47 47 Peak Assignment 34 39 39 39 39 39 39 39 39 39 39 Spares 8 11 16 13 11 8 8 8 8 8 8 Spare Ratio(%) 23.5 28.2 41.0 33.3 28.2 20.5 20.5 20.5 20.5 20.5 20.5 Average Fleet Age 17.3 4.5 2.3 2.8 3.4 3.9 4.9 5.9 6.9 7.9 8.9 14 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 2-4: Small Bus Fleet Plan for Paratransit and Fixed Route Year Added to Service Bus Budget Model Description Mode Year Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 E1 Dorado Aero Elite-H2 Fixed Route 2012 2 2 2 2 2 Arboc Sprit ofMobility Flex Route 2013 1 Dodge Caravan Paratransit 2019 4 4 4 El Dorado Aero Elite Flex Route 2019 4 4 4 4 El Dorado Aero Elite-H2 Fixed Route 2015 1 1 1 1 Dodge Caravan Paratransit 2019 2021 3 3 3 6)<30-foot buses Fixed Route 2021 2023 6 6 6 6 6 6 G G G 2)<30-foot buses Flex Route 2021 2023 2 2 2 2 2 2 Minivan Paratransit 2023 2025 7 7 7 7 _ Minivan Paratransit 2028 2030 2)<30-foot buses Paratransit/FR 2029 2031 2 2 2 30-foot buses Fixed Route 2030 2032 6 Paratransit 2031 2033 Total Active Fleet 15 22 22 22 17 15 15 15 15 15 15 Peak Assignment 13 13 13 13 13 13 13 13 13 13 13 Spares 2 9 9 9 4 2 2 2 2 2 2 Spare Ratio(%) 15.4 69.2 69.2 69.2 30.8 15.4 15.4 15.4 15.4 15.4 15.4 Average Fleet Age 4.2 3.1 4.1 3.5 3.5 3.1 4.1 5.1 2.7 3.7 1.1 Table 2-5:Non-Revenue Fleet Plan Year Added to Service Budget Model Vehicle Description Year Year 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 94 P/U Truck#1GCGC24M7B2133657 CH1096 1994 1 Ford F350 4X4 Supercab F/B#09871 CH3151 2003 1 Ford F350 4X4 Supercab F/B#09871 CH3152 2003 1 Ford Expedition 1FMPU16506LA35586 2006 1 1 07 Ford E-450 Van 1FDXE45S970A56097 2007 1 2014 Ford Focus 4DR#1FADP3F29EL219588 2014 1 1 2018 Ford F-350 Truck JED02425 CH3471 2018 1 1 1 1 2020 Ford Explorer#1FMSK8BB8LGB12813 2020 1 1 1 1 1 1 1 Replacement Shop Truck 2023 4 4 4 4 4 4 4 4 4 Expansion Driver Relief Vehicle 2023 4 4 4 4 4 4 4 4 4 Replacement Office Vehicle 2022 2024 3 3 3 3 3 3 3 3 3 Replacement Shop Truck 2024 2026 1 1 1 1 1 1 1 Replacement Administator Vehicle 2027 2029 1 1 1 1 Replacement Shop Truck 2030 2032 4 Replacement Driver ReliefVehicle 2030 2032 4 Total Active Fleet 1 8 1 12 1 13 1 13 1 13 1 13 1 13 1 13 1 13 1 13 1 13 County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 15 more than 70 percent of stored energy.Using an average Importance of a Preventive of kWh used per mile of 2.4 and 440 kWh of stored energy,a range of 125 miles would be estimated. Maintenance Program There are two basic options for charging BEBs: on-route A strong preventive maintenance program(PM) charging located at transit centers or identified layover effectively reduces operational cost by decreasing the places and plug in charges at the maintenance facilities. frequency of unscheduled maintenance activities. Estimating charging times is like estimating BEB The PM program would be based on manufacturer- range without actual service experience.Charging is specific recommendations adjusted for local experience dependent upon energy used,battery size,and charging and local operating conditions.A solid preventive speed. maintenance program maximizes useful vehicle life, is more cost effective over the life of the vehicle,and Purchasing BEBs with a 125-mile range and fast on-ensures that vehicles are maintained to the highest route and maintenance facility chargers will help ensure Possible safety standards. MTA has enough vehicles and charging equipment to provide consistent service.Experience with operating A recent audit of HDOT oversight program included BEBs in the field may influence the fleet plan in future the recommendation that grantees follow best practices years,requiring more or fewer vehicles.for preventive maintenance by using FTA guidelines. The guidelines call for PM to be conducted every 6,000 MTA has worked in partnership with HDOT and the miles,at intervals called"K"ramp ups.There are eight counties of Maui and Kauai the Hawaii Zero Emission ramp-up levels until the vehicle reaches 48,000 miles. Bus Project(HZEB). The plan details the steps,costs, After that,the inspections occur based on revenue miles and funding sources to procure battery electric buses and/or time. BEB). Details identified in the table Hawaii Zero Emission Bus Project Detail include procuring charging An aggressive preventive maintenance program equipment in addition to the vehicles,modifications schedules vehicle inspections and preemptive to the maintenance facility to support BEB,employee maintenance activities for each fleet category and for training,and maintenance additions for the new each propulsion system type. The allowable variance propulsion.As shown in the table,sources include with all preventive maintenance inspections is plus/ several Federal grant programs,Volkswagen settlement minus 600 miles.Maintenance inspection activities funds,potential Hawaiian Electric Company(HECO) completed within this parameter are considered on- participation,and local matching funds. These are time. summarized below: Preventive maintenance for ADA related equipment Table 2-6: Hawaii Zero Emission Bus Project Funding covers wheelchair ramps,wheelchair lifts,securement Summary(as relates to County ofHawaii) equipment,securement belts,and annunciators are to Y FEDERAL LOCAL TOTAL be inspected on every 6,000-mile vehicle inspection HI-2019-008 $1,060,000 $255,294 $1,315,294 cycle.Wheelchair lifts,ramps,securement belts and annunciators are to be inspected by the vehicle operatorFY21Low-No $2,361,431 $396,638 $2,758,069 before a bus or paratransit vehicle is used for revenue Total Federal $3,421,431 service.Bus and paratransit operators are required to fill Total Local $651,932 out a Vehicle Condition Report card prior to leaving the Total VW $1,176,667 facility detailing the inspection of the ADA equipment. Total HECO TBD Following the FTA State Management Review of GRAND TOTAL $5,250,030 HDOT's oversight and a finding that preventive HAWAI`I) maintenance needed to be more rigorous,MTA is reviewing its maintenance practices to identify potential improvements to the overall vehicle maintenance program.Fluids and engine analysis is an integral part of the preventive maintenance program for gas,diesel, and hybrid vehicles.An engine oil analysis should occur 16 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan at 12K,24K,36K,and 48K(12,000-mile intervals) service by the quality assurance inspector. inspections,which is based on revenue mileage.A review . Rejected vehicles are routed back for further is needed for other propulsions system types and their corrective action. specific preventive maintenance procedures that MTA will need to adopt. A closing review/audit is required on rejected vehicles before deemed ready for revenue service. Quality Assurance Quality assurance is the process ofverifying or Brake Inspection determining whether the end product meets and/ The Brake Inspection Program inspects and ensures or exceeds established industry standards. Quality that all revenue service vehicles are safe to be assigned assurance is a process-driven approach that follows to revenue service daily.Each vehicle is subjected to specific and orderly steps to define and attain goals. a thorough inspection once per week.The inspection The quality assurance course of action is defined by a consists of examining the foundation brakes,parking Quality Assurance Inspection Checklist which MTA brake system,air brake system,safety interlock systems needs to develop and periodically review. Quality and draining of all air tanks on the coach.Twenty percent Assurance Checklists include Air Conditioning, 20%)of the fleet are inspected daily(Monday through Automotive,Electrical,Unit Repair,and Paratransit Friday).Ifbrake system defects are found,the vehicle features. The Quality Assurance sequence is defined as: is immediately removed from service until the brake defects have been corrected and verified by the Quality Vehicle is identified and assigned to a qualified Assurance procedures.The Brake Inspection Program technician for maintenance activity. also initiates brake relines by forwarding the daily Brake Vehicle repair and quality assurance inspection Inspection Sheet for evaluation of reline candidates. performed by same qualified technician. The smaller vehicles used for paratransit should have the entire brake system inspected at every 6K LubeSupervisorverifiesrepairandqualityassuranceInspectionandateachqualityassuranceinspection. Ifinspectionascomplete. defects are detected,the vehicle is immediately removed Supervisor performs periodic repairs and quality from service until the brake defect is corrected and assurance validation. verified. The brake reline criteria is determined by a Supervisor routes vehicle to the next appropriate minimum of lining thickness of three(3) millimeters, step as required. the standard used by the City&County of Honolulu. A comprehensive quality assurance audit is performed. Vehicle is rejected or deemed ready for revenue Table 2-7: Hawaii Zero Emission Bus Project Detail (as it relates to the County of Hawaii) HAWAII ZERO EMISSION BUS PROJECT TOTAL HI-2019,008 FY21 LOW-NO BREAKDOWN HIEB)SUMMARYOF FUNDING(HAWAI*Q HIES VW HECO FY21 Low-No Award FY20 5339 Rural Formula FY21 5339 Rural Formula Total FY21 Federal LEW121, Federal toCal Federal Local Federal Local Low-No BUY REPLACEMENT BUS BatterV Electric Bus 4,295,143 $810,0MI $190,294$1,176,667 - $1,716,667 $392,461 $84,638. $144935 2,119,162 A4UIRE MISC EIEC/POWER EQUIP Depat Chargers(Equipment Only) 5417,000 $70,000 X5,000 35'c3fi $3,893 5254,764, $28,907 $322,{100 ENG/DESIGN MISC ELEC/POWER EQUIP Depot Design&Construction Mgt S1D4,250 $71,000 $9,000 71,825' $2.,425 24,250 CON$TRUCT MISC ELEC/POWER EQUIP Oepot Construction 312,750 $106,000 $30,000 164,475 $18,275 182,750 Depot Charger Installation 541,70D $9,000 $1,000 28,530 $3,174 31,7D0 AQUIRE SHOP EQUIPMENT Maintenance Tools,Equipment Bc PPE $52,125 46,913 $5,212 52,125 EMPLOYEE EDUCATION/TRAINING Workforce Training 26,062 8,583! $17,479 26,062 GRANDTOFAL(HAWAI'I) $5,250,030$1,06D,00D $255,294,41,1.76,667 - $1,716,667 $302,941 $390,0130 $E5,390[ S254,7641 $28,307 $2,758,069 Apportlonment Balance Available $1,716,567 5390,0D0 1,400,000 Amount Remaining - 1,145,236 Updated:10/25/2021 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 - 17 Bus and Paratransit Maintenance Facilities Maintenance Plan Management Systems MTA maintenance division needs to develop a system The goal of facilities maintenance is"to ensure the of computerized forms and reports to manage each availability of safe,reliable,efficient and secure facilities segment of vehicle maintenance activities.This and equipment for Hele-On customers and employees." I computerized system will serve as the division's This includes the Hilo maintenance facility,hubs historical vehicle maintenance database.Documents including Mooheau Bus Terminal,park-and-ride lots, would include: and the equipment associated with these facilities. Vehicle Repair Orders(VRO's) A facilities maintenance plan develops the procedures Preventive Maintenance(PM)tracking report and makes sure they are followed to maximize cost effectiveness of maintenance efforts consistent with PM inspection forms that are based on 6,000-mile safe operations through a balance of preventive service intervals. maintenance,corrective maintenance,and systems Parts requests. improvements,where necessary. This includes an inventory of all facilities and equipment,log of VRO's based on scheduled and/or unscheduled vehicle maintenance activities and repairs,daily janitorial maintenance requirements are created.The PM services,and identification of those facilities and work orders are initiated using component mileage equipment that need replacement or major repairs. threshold reporting. Preventive maintenance and road Maintenance include HVAC,electrical,plumbing, call recording are tracked in real time.Preventive lifts,and general aesthetics(painting,flooring),safety maintenance schedules are based on vehicle mileage equipment including locks and alarms,and land and component mileage thresholds that are updated scaping and vegetation. daily.All PM measures are captured and stored in the maintenance management computerized based system. Transit Asset Management Hard copy VRO's of all maintenance activities Plan (TAM Plan) performed are kept on file and archived for the life The Federal Transit Administration(FTA)requires of the vehicle.Preventive maintenance monthly public transit providers that receive Federal reports are used to monitor fleet performance. The transit assistance to undertake certain transit asset computerized system generates reports that the management activities.Transit asset management is Maintenance Manager can use to track vehicles and/the strategic and systematic practice of procuring,or components that exhibit high incidences of road operating,inspecting,maintaining,rehabilitating,calls.Major failures including mechanical failures and replacing transit capital assets to manage their and interrupted service and system malfunctions are performance,risks,and costs over their life cycles. reported and monitored. Doing so provides safe,cost-effective,and reliable public transportation.Asset management is a Considering the current fixed route fleet is on average cornerstone of effective performance management. older than most systems,maintenance practices are Asset management improves reliability,safety,cost very important.Developing PM and other maintenance management,and customer service. reporting for multiple propulsions (such as hybrid, Direct recipients of federal dollars for capital gas,electric,hydrogen,diesel) is important to monitor acquisitions are required to prepare their own TAM the costs of maintenance by propulsion providing plans,updated every four(4)years.TAM Plans are nottheagencythebestinformationforfuturevehiclesubmittedtoFTAbutarerequiredtobeavailable.As a purchases. subrecipient,MTA would submit TAM Plan elements to HDOT for their TAM Plan. 1 Goal and section adapted from Miami Dade County Facilities Equipment&Maintenance Plan,June 2005 18 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan FTA established four performance measures to Conclusion approximate the State ofGood Repair(SGR)for four categories of capital assets.Calculating performance As a recipient of Federal funds(through HDOT)for measures helps transit agencies to quantify the vehicle purchases,MTA must keep federally funded condition of their assets,which facilitates setting targets vehicles,equipment,and facilities in good operating that support local funding prioritization. condition.MTA must keep Americans with Disabilities Act(ADA) accessibility features on all vehicles, 1111111 Table 2-8: FTA Established Performance Measures equipment,and facilities in good operating order. A ASSET CATEGORY TOTAL vigorous PM program must be developed immediately. Rolling Stock of revenue vehicles exceeding That along with the planned growth in the fleet size and useful life benchmark(ULB) mix of propulsion types underscore the critical need to Equipment of non-revenue service vehicles add additional trained mechanics and the additional of exceeding ULB a Transit Maintenance Manager(new position). This Facilities of facilities rated under 3.0 on the is discussed further in the next section,Staffing and Infrastructure N/A for MTA Organization Chart. The condition measure used in the NTD is the five-point scale used by FTNs Transit Economic Requirements Model(TERM).Agencies must use this scale to report the condition of their facility assets. This scale has the following values: Table 2-9: TERM Scale Values RATING CONDITION A, DESCRIPTION Excellent 4.8-5.0 No visible defects;new or ne7newcondition;may still be undertyifapplicable Good 4.0-4.7 Good condition,but no longernew; may be slightly defective or deterio- rated,but is overall functional Adequate 3.0-3.9 Moderately deteriorated or defective, but has not exceeded useful life Marginal 2.0-2.9 Defective or deteriorated;in need of replacement;exceeded useful life Poor 1.0-1.9 Critically damaged or in need of im- mediate repair;well past useful life An asset is deemed to be in good repair if it has a rating of 3,4,or 5 on this scale. Likewise,a facility is deemed to not be in good repair if it has a rating of 1 or 2.FTA requires that facility condition data be fully updated every four years,at a minimum.Agencies may choose to assess a quarter oftheir facilities every year,or more frequently.Each annual report must include updated facility condition data based on any assessments completed since the last report.Note: Only facilities with direct capital responsibility require condition assessments. 2 FTA TAM Facility Performance Measure Reporting Guidebook Condition Assessment Calculation,March 2018. County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 19 20 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan SECTION 3: STAFFING & ORGANIZATION CHART Section Three revisits the staffing needed tofulfill local needs as well as state andfederal requirements. The Master Plan discussed staffing needs in Chapter 7. Figure 7-3 presented a proposed organizational chart. Some important positions have been created andfilled, including Garage Supervisor, and two Account Clerks. This Supplementpresents a revised review of staffing needs andjustificationfor added positions. The organization chartfor MTA reflecting these needs is shown on the nextpage. r The Mass Transit Administrator should have aNeedforAdditionalSecretaryItosupporthis/her active schedule and Positions in Administration, breadth of responsibilities. Maintenance, and Federal Expansion of activities to essentially a 24-7 operation and the coordination needed for Compliance transition to an all-electric fleet underscores the urgent need for an Assistant Mass Transit The improvements at MTA are impressive and Administrator,as had been recommended in the forward thinking,but there is a grave need to hire Master Plan. The classification would be two levels more staff.This is evident in three important areas: below the Mass Transit Administrator. Administration, Maintenance,and Federal Compliance. . Growth depends on a robust grant application and grant management system.This requires creation of The Mass Transit Administrator position a Mobility and Compliance Program Manager whoclassificationshouldbereviewedandupgraded, ensures federal compliance and an Accountant I in commensurate with his/her duties and consistent the Fiscal/HR division. with the similar civil service position in other departments and agencies the County.Division FTA and HDOT have emphasized the critical nature Chiefs in larger department are EM-7, -8,or-9. of having a best practices preventive program.That combined with the program initiative for zero- County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 21 Figure 3-1:Proposed County of Hawaii Mass Transit Agency Position Organization Chart Mass Tra nsit Ad mi n istrator Transportation EM-03 00-03355 Commission Secretary I Clerk II SR-16 TBR AAsmstart Mass Transit Administrator SR-08 00.178040 EM-01 TBA Transit Vehicle Maintenance Administrative Support Support Transit Maintenance Program SR-24 Manager TBD Transit Services Fiscal/HR Garage Supervisor Paratransit&Demand Taxi,Mobility and Federal Administrative ServicesAssistant I Response Programs Fixed Route Programs Compliance SR-22 00.05009Ftl-10 00-05011 A g P Transit Program Manager Transit Program Manager Transit Program Manager Accountant I Transit Vehicle Mechanic 11 SR-24 00.04982 SR-24 00.004125 SR-24 TBA SR-18 TBA WS-11 00.03357 Account Clerk WS-11 00.05010 SR-11 00.04892 SR-11 00-04957 WS 11 TBA SR•1Y 00-0500$ Transit Vehicle Mechanic I SC-11 00-03358 BC-11 00-04714 BC-11 00.04875 BC-11 00.04876 BC-11 TBA BC-11 THA Bc.11 TBA BC-11 TBA Transit Operations Assistant SR-15 00-03356 Note:Position Mass Transit Assistant SR-12 [00-04893]is eliminated and reclassified into a Transit Program Manager. Colored boxes signify proposed new positions. 22 — Supplement 2022 •County of Hawai'i Transit and Multi-Modal Transportation Master Plan emissions means there will be a variety of types of on Maui are EM-7.A review is in order to properly vehicles in the fleet. Ensuring federal compliance for classify the Mass Transit Administrator.See Appendix 2 asset management leads to the recommendation for for the associated pay scales. a Transit Maintenance Program Manager,the same level as the other transit program managers (SR 24). Fleet and Facility Maintenance Increasing the fleet size to 35 and then on to 55 requires a third shift consisting of four(4) Transit This Supplement recommends filling five (5)positions Vehicle Mechanics I and a working supervisor in the maintenance unit: Four(4)Transit vehicle Transit Vehicle Mechanic II).Mechanics I and one(1)Transit Vehicle Mechanic II. The role for a Kailua-Kona-based maintenance crew This grouping would comprise a third shift,allowing has been reviewed for the near term.more round the clock maintenance function. It could Investigate the desirability of having dedicated also be used to help staff up a facility in Kailua-Kona, cleaning crews for the bus stops and transit centers. when that is ready. Currently this is contracted out on a limited scale.The look,cleanliness,and security of the bus system is important to attracting riders.MTA is committed Program Management and to a multi-year program for installing shelters, Support informational signage,and passenger amenities island- wide.Within three (3)to five (5)years (approximately FY 2026) as these reach a critical number,the CountyThisSupplementrecommendscreatingfournewshouldcreatetwo (2) or three(3)bus stop (and hub oradministrativepositionsandfillingthemupon transit center) cleaning crews under the supervision of approval of the FY 2023 Budget:Assistant Mass Transit MTA Maintenance Program Manager. Administrator;Accountant;reclassification of the Mass Transit Administrator;and a Transit Program Manager; As an example of this elsewhere,the County of KauaiandSecretarytotheMassTransitAdministrator. has two utility workers who are each assigned a well- supplied truck to do the cleanings. They clean the EiwaThisshouldgreatlyreducethecurrentpracticeofStreetstopandrestroomdailyandtheother115island moving people off one task to help with a current wide bus stops on a two-week rotation.Duties include: priority or crisis.MTA,in the opinion of this wipe down and disinfect,power wash,cut grass and consultant,has always been too short-handed for the greenery,minor repairs,update flyer and schedule responsibilities assigned to it,leaving no back-up for postings,and generate work orders when needed. emergencies,vacancies,and employees on leave.At times,other departments in the County have had to loan staff to fulfill a pressing need at MTA. The new proposed Organization Chart in this Supplement shows both new positions(highlighted) and positions being moved within the organization. See Figure 3-1. The Master Plan anticipates a substantial amount of extended effort and breadth of subordinate employees to be overseen by the Mass Transit Administrator. These duties are more commensurate with the duties of a division head in a department(which is an EM-7 or EM-8).In the City&County of Honolulu,the parallel position is an EM-8 and this person has at least two levels of authority above them. In Kauai,the position is an EM-3,which is comparable to Hawaii County. In Maui,the comparable position has no rating,and the salary is set by a Salary Commission;department heads County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 23 multi-year comparisons,peer reviews,and trend analyses.It contains a wealth of information such as agency funding sources,inventories of vehicles and maintenance facilities,safety event reports,measures of transit service provided and consumed,and data on transit employees.This last category of data on transit employees is broken down by vehicle operators, administration,vehicle maintenance,and facilityBUSmaintenanceemployees. Definitions MAINTENANC]ETwo measures were considered appropriate for comparison to MTA,to see where the county fits compared to the range and the median. INPROGRESS VOMS=Vehicles operating fixed route and commuter service in maximum service VAMS=Vehicles available for maximum service Table 1 shows there are 44 peers for average VOM;and 59 peers for average vehicles available for maximum service(VAMS).MTA averages for the Fiscal Year(FY) 2023 projections are compared to the per 39 VOMS and 52 VAMS. As seen in the picture above,they post a sign on the Discussion truck saying"Bus Stop Cleaning in Progress"This is a • MTA's service area is much larger than any other reminder to passersby that the County takes pride in peer systems.The average service area for the peer its appearance and the community can also.Similar group is 338 square miles.MTA service area is 4,028 cleanliness is needed on the inside and outside of the square miles. buses,which is currently assigned to Roberts Hawaii Of the 24 peer systems,six(6)had two(2) under their contract. operating/maintenance facilities. Most systems used full time vehicle maintenance Peer Review personnel;five systems also added part time vehicle maintenance employees. The assessment ofvehicle maintenance staffing needs - The peer systems have an average of 18 full time included a review of peer agencies to ascertain their maintenance employees to service fixed route staffing levels.The data shown in Appendix lA through and commuter bus vehicles.These numbers do D-Peer Review is taken from the 2019 National not include paratransit or facility maintenanceTransitDatabase(NTD).While 2020 NTD data tables employees.MTA currently has six(6) full time are available,the impact from the Covid-19 pandemic maintenance employees.The Supplement was not representative of normal operations. recommends increasing this number to eleven(11)The FTA requires all systems accepting federal monies by adding four(4)Mechanic I and one(1)Mechanic to report annually to the NTD. The NTD records II position. the financial,operating,and asset condition of transit systems helping to keep track of the industry and provide public information and statistics. 3 NTD data is available publicly and is beneficial for 3 The National Transit Database(NTD) I FTA(dot.gov) 24 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan On average,2.6 vehicles (operated in maximum hydrogen buses would be based and serviced out of service)are assigned per maintenance employee for Kona.It is recommended that the facility have four(4) the peer systems.MTA has the highest vehicle count or more bays. to employee ratio at 6.5 when comparing VOMS The peer average is 3.7 vehicles per maintenance Functions would include daily interior and employee when using the service vehicles available exterior washing,fueling;and also,preventative for maximum service(YAMS)metric. The MTA the maintenance for the fleet assigned to the Kailua- ratio is 8.7,over double the peer.Kona side. Fluids(e.g. engine oil,transmission,coolant,power Adding the five maintenance employees recommended steering fluid,windshield wiper fluid,etc.) would decrease the vehicle load to 3.5 VOMS and Preventive Maintenance and record keeping 4.7 VAMS per maintenance employee,still above the Limited body work(e.g. seat and scrape repair). average,but more reasonable.Ideally,MTA would have 15 vehicle maintenance employees to match the peer average for the fixed route and commuter bus fleet. The description of maintenance services for the new Decreasing the number of vehicles per maintenance facility is subject to further review,but the site selected employee to a more practicable level will help ensure should be adequate for growth.Major repair,warranty, service consistency with fewer service disruptions due engine overhaul,and body work would continue to be done in the Hilo base yard.to vehicle failure. Furthermore,it is noted that there is a high need for The Master Plan estimated full implementation of trained mechanics in different specialties for the mix Kailua-Kona base yard in FY 2027.A new facility would of vehicle propulsion systems:diesel,diesel hybrid, need to be able to maintain and store up to 25 vehicles electric,and hydrogen vehicles being procured or with room for growth.Maintenance,dispatch,bus already in service. operators,and administration personnel would report to the Kailua-Kona facility. Finally,overnight parking The comparisons cited above do not include paratransit sites are needed for Waimea and Ka`u to support unmet services.Many systems,including many ofthe peer operational needs. systems,contract paratransit services including dispatch,operating,and maintenance functions.MTA currently contracts Hilo,Puna,and Kailua-Kona paratransit service operations,but not service.For those peers that do maintain the paratransit vehicles,the average number of VOMS to maintenance employee is about five (5).MTA will need to add maintenance employees if paratransit vehicles are added to the fixed route and commuter bus fleet. Need for Maintenance Capability in Kailua-Kona MTA is responsible for an exceptionally large service area. The current maintenance facility and operating base is in Hilo. The Master Plan recommended a second operating and maintenance facility be in the Kona service area.Full implementation of the Master Plan would place at least 15 buses including spares for fixed route and commuter bus within the Kailua- Kona service area(North Kohala to Pahala).All of the County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 25 26 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan SECTION 4: OPERATING & CAPITAL FINANCIAL PLANS Section Four updates the Financial Plansfor Operations andfor Capital Improvements and extends the timefrom FY 2023 through FY 2032. This includes a review of revenue sources; and optionsfor with and without the continuation ofthe GET surcharge beyond 2030. In 2018, when the Master Plan was completed, the County had just voted to Implement a GET surcharge of.025 percent starting in January 2019 and dedicated to transportation needs at MTA and DPW. It was initiallypassed for one year so the Master Plan presentedfinancial plansfor with and without this source beyond that one year. Council later extended the GET to thefull term allowed under State law(FY 2030). It is due to expire in FY 2030. 344 The individual components of the financial plan are Capital Financial Planconnected.Iffor example, capital expenditures such as vehicle purchasing do not occur when planned, operating expenses may increase due to additional Capital costs are presented by budget year as shown in maintenance of older vehicles past their useful life.If Table 4-1 Capital Costs.Budget year is July to June of the following year.planned hiring,such as mechanics do not occur,then MTA typically will apply for grants vehicle reliability can fail increasing operations and to help off-set costs,and the savings are realized 1-2 two maintenance costs.Tables begin on Page 30. years later. The capital plan has four major components: Fleet composed of large buses,small buses and paratransit vehicles,and non-revenue vehicles(See Section 2 for details). County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 27 Facilities including expanding the current The bus stop,shelter and signage programs remain maintenance facility in Hilo and development of a ongoing through this time period as shown under new maintenance facility in Kailua-Kona by the year Facilities. The majority of the new installations of 2026. Costs for planning,design,environmental the Signs and Wayfinding program is scheduled to be review;land acquisition;and finally,construction complete in FY28 with the opening of new hubs and of a new facility are shown.Expansion of the the Kailua-Kona maintenance facility. This is reflected Hilo facility is needed due to expanding fleet and in the decrease in capital costs for this category in later multiple propulsions requiring additional space years. for fueling/charging.Also included in this category are new transit or mobility hubs,park and ride lot The Facilities program includes the planning,design, improvements,and passenger amenities including and construction of a new maintenance base in Kailua- shelters,Americans With Disabilities Act(ADA)Kona and expansion of the Hilo facility.Seven new upgrades,and signage. transit hubs and the rehabilitation oftwo hubs are Passenger Systems include a new fare collection part ofthe Facilities program.New transit hubs in in system and electronic information. Pahoa and Kailua-Kona as first priorities and then Bikeshare is identified as a separate line item.While Keaau,Waimea,Waikoloa,Ocean View,and Honoka'a Hele-On is a partner in Bikeshare but may need to are second priorities,the rehabilitation of Mooheau bear full responsibility for funding if grants are not Bus Terminal is a first priority while rehabilitation of readily available. Prince Kuhio Plaza is a second priority.Transit hubs would include bus bays,shelters,benches,trash cans, Fleet capital costs are shown for the large bus,small bike racks,parking,building with community room/ bus,and non-revenue fleet.In FY 2021 and 2022,MTA restroom,electric vehicle charging and secure bus successfully applied for Federal grants to purchase parking. 32 vehicles for delivery by FY 23 to 24. The majority of these vehicles will have a useful life of 12-years for The Facilities program includes upgrades to the park- large buses and 5-to 7-years for small buses.Generally, and-ride lots as well as new bus storage facilities in maintaining a fleet of 60 vehicles would require MTA Ocean View and Waimea. to purchase five or six vehicles a year.However,due to the urgent need to replace the fleet and because grants Passenger Systems include installing new fareforthiswereavailableinFY21,these vehicles will be collection and electronic information on all revenue replaced starting in FY30 as shown in the Table 4-1. service vehicles. These systems are identified in the Purchases for fleet In FY23 include seven (7)paratransit next couple budget cycles to provide retrofitting on vans and three (3)replacement office vehicles. Between buses already in service or purchased without the FY24 and FY27,a maintenance shop truck and systems. The fare system budget estimate is based upon administrative vehicle are scheduled for purchase,while retrofitting 20 buses.All new revenue vehicle purchases in FY28 seven(7)paratransit vans will be purchased, will have these systems in the specifications and will no and in FY29 two (2) cutaway paratransit vehicles are longer need to be a line item. scheduled for purchase as well as eight(8)non-revenue vehicles.FY30 has the largest number of replacement The final capital cost category is for the Bikeshare vehicles identified for purchase including four(4) 35- expansion program. foot and six(6) 40-foot battery electric buses.Eight(8) vehicles are purchased in FY31 and 32. Operating Financial Plan A separate line-item has been added to the Capital Costs plan to identify the investment in Zero-Emissions The operating financial plan shown in Table 4-2 shows Infrastructure. This program includes adding charging operating expenses by fiscal year for each mode. The equipment and hydrogen fueling stations to both State of Hawaii Department of Business,Economic maintenance facilities and charging equipment to Development&Tourism(DBEDT)has forecast the Transit Hub locations including Mooheau,Waimea, Consumer Price Index(CPI)for years 2023 at 2.6 Pahoa,Haw`i,and Waikoloa. percent,2024 at 2.3 percent,and 2025 at 2.1percent. Given current national and international events,the 28 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Financial Plan has taken a more conservative approach (9) additional positions and upgrades to two current of using three(3) percent beyond 2025.positions in FY 2023. This category increases in FY 2027 to account for the addition of maintenance Existing MTA bus services are shown in two categories: and administrative personnel due to the new Kona Current Routes&Additions to Current Routes and maintenance facility. Other operations and maintenance New Routes.It is expected that after nine (9) months costs have been separated into three cost categories: to one year of operating new routes,MTA will review administrative(supplies,advertising,utilities),bus the impact ofnew services. This review may lead to operations(fuel,parts,tools),and facilities (security, an increase or decrease in the number of bus trips,an cleaning).Costs are escalated at 3%per year after FY25. adjustment to the span of service on weekdays and weekends and route alignment adjustments to better Fiscal Year 2023 has higher costs in several categories serve County residents,businesses,and visitors. that will impact operating expenses during the year. This includes a printing cost of about$430,000 for The decrease in costs shown under Existing Services in the new Hele-On bus and logo designs.Annual costs FY24 and FY25 reflects the cost savings from not using will return to about$70,000 plus escalation following contractor-provided vehicles that MTA will realize due implementation in FY 2023.Another one-time expense to the purchasing of new buses. The Plan assumes the increase is for bus parts to maintain an aging fleet.As final new fixed route bus routes identified in the Master new buses arrive and are put into service this cost will Plan are added in FY 2024.be reduced by over$1 million as shown for fuel and parts in FY 2024 in Table 4-3. Other modal services,including Shared Taxi(including Uber&Lyft),Bikeshare,Paratransit,and ADA Paratransit are escalated at the same rates as fixed route services. The vanpool program is capped at 120 vanpools subsidized at$500 per month each. Combined Capital and Operating Financial Plan The combined capital and operating financial plan for the transit system and related programs is shown in Table 4-3. Bus operations,other modal operations, and capital investments are identified in more detail in Tables 4-1 and 4-2. Overall operating and capital expenses range from about$42,660,000 in FY 2024 to 30,263,000 in FY 2029. These costs will be partly offset by revenues and grants which will be discussed in the next section. Major capital investments including expanding the Hilo maintenance facility,construction ofthe Kailua-Kona maintenance facility,development of seven new transit hubs and the rehabilitation of two current hubs,and improvements to the park-and-ride lots are scheduled for the next several years.Capital costs taper down until FY 2030 when major vehicle purchases will be needed to begin replacing the large bus fleet. Administration and maintenance costs include nine County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 29 Table 4-1:Capital Costs(page 1 of2) CAPITAL COST BY BUDGET YEAR ITEM 2023 2024 2025 2026 027 FLEET(all vehicles) specifications 20,000 20,000 Large Bus Fleet 1,800,000 Small Bus Fleet 700,000 Non-Revenue Fleet 105,000 86,800 50,000 Fleet Subtotal 2,625,000 86,800 70,000 FACILITIES Bus Stops(ADA&Shelters) planning&design/survey 270,000 30,000 30,000 30,000 30,900 land acquisition 205,000 $140,000 $140,000 140,000 144,200 Installation 450,000 $350,000 $350,000 350,000 360,500 Signs&Wayfinding planning&design/survey 50,000 procurement installation 350,000 $100,000 $100,000 100,000 100,000 Transit Hubs planning&design/survey 950,000 $650,000 $650,000 650,000 650,000 land acquisition 1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 construction 5,000,000 $5,000,000 $5,000,000 $5,000,000 Zero Emissions Infrastructure 1,000,000 $1,200,000 $1,000,000 $1,000,000 Maintenance Facility planning&design/survey 125,000 land acquisition construction W 2,500,000 equipment 400,000 installation x 150,000 planning&design/survey 1,800,000 land acquisition 1,500,000 construction 4,000,000 equipment 500,000 installation 250,000 Park&Ride Lots 250,000 $1,070,000 $1,070,000 250,000 $1,070,000 Facilities Subtotal 7,950,000 $16,040,000 $9,890,000 $9,270,000 $8,355,600 PASSENGER SYSTEMS Fare Collection System specifications 20,000 procure&install 400,000 $400,000 Electronic Information Apps&Information 250,000 planning&specifications 100,000 procure&install 330,000 WI-FI on buses 300,000 Passenger Systems Subtotal 1,100,000 700,000 0 0 0 BIKESHARE Match 181,200 500,000 TOTALS 11,856,200 $16,826,800 $9,890,000 $9,770,000 $8,425,600 30 - Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 4-1:Capital Costs(page 2 of2) CAPITAL COST BY BUDGET YEAR ITEM 2028 2029 2030 2031 2032 SUBTOTAL FLEET(all vehicles) specifications 35,000 75,000 Large Bus Fleet 9,633,500 $7,676,000 $7,300,000 $26,409,500 Small Bus Fleet 789,000 $578,000 $1,776,000 3,843,000 Non-Revenue Fleet 544,000 785,800 Fleet Subtotal 789,000 $1,157,000 $11,409,500 $7,676,000 $7,300,000 $31,113,300 FACILITIES Bus Stops(ADA&Shelters) planning&design/survey 31,827 32,782 33,765 34,778 35,822 $559,874 land acquisition 148,526 $152,982 $157,571 $162,298 $167,167 $1,557,745 Installation 371,315 $382,454 $393,928 $405,746 $417,918 $3,831,862 Signs&Wayfinding planning&design/survey 50,000 100,000 procurement 0 installation 100,000 20,000 20,000 20,000 20,000 $930,000 Transit Hubs planning&design/survey 650,000 4,200,000 land acquisition 1,000,000 6,000,000 construction 5,000,000 25,000,000 Zero Emissions Infrastructure 4,200,000 Maintenance Facility planning design/surveypg&desig y 125,000 land acquisition 0 construction W 2,500,000 equipment 400,000 installation x 150,000 planning&design/survey 1,800,000 land acquisition 1,500,000 construction 4,000,000 equipment 500,000 installation 250,000 Park&Ride Lots 1,070,000 $250,000 250,000 5,280,000 Facilities Subtotal 8,421,668 $838,218 $605,265 $872,823 $640,907 $62,884,480 PASSENGER SYSTEMS Fare Collection System specifications 20,000 procure&install 800,000 Electronic Information Apps&Information 250,000 planning&specifications 100,000 200,000 procure&install 330,000 WI-FI on buses 300,000 Passenger Systems Subtotal 100,000 0 0 0 0 $1,900,000 BIKESHARE Match 500,000 1,181,200 TOTALS 9,310,668 $2,495,218 $12,014,765 $8,548,823 $7,940,907 $97,078,980 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 - 31 Table 4-2:Operating Expenses by Fiscal Year(page 1 of 2) CAPITAL COST BY BUDGET YEAR IAN SERVICE 2023 2024 2025 2026 jIff EXISTING SERVICE Current Routes&Additions to Current Routes 16,375,015 $14,223,670 $11,714,617 $12,066,056 $12,428,038 NEW ROUTES Route 12(two round trips) 230,000 $235,290 $240,231 247,438 254,861 Route 60 Hdo/Honokaa Flex Service 340,598 $348,432 $355,749 366,421 377,414 Route 203 North Kona via Highway 190 428,348 $438,200 $447,402 460,824 $474,649 Zones and Flex Service Adjustments 244,927 $250,560 255,822 263,496 $271,401 Fixed Route Operations Subtotal 17,618,888 $15,496,152 $13,013,821 $13,404,236 $13,806,363 SHARED TAXI/TNC 1,000,000 $1,023,000 $1,044,483 $1,075,817 $1,108,092 BIKE SHARE(Expansion Kailua-Kona,Hilo,Waimea)174,300 130,000 132,730 $136,712 $140,813 PARATRANSIT 1,500,000 $1,534,500 $1,566,725 $1,613,726 $1,662,138 ADA PARATRANSIT 515,000 $526,845 $537,909 554,046 570,667 VANPOOL 300,000 $570,000 $720,000 720,000 720,000 Other Modes Subtotal 3,489,300 $3,784,345 $4,001,846 $4,100,302 $4,201,711 Totals 21,108,188 $19,280,497 $17,015,668 $17,504,538 $18,008,074 Notes: 1. 2.6% escalation 2023, 2.3% in 2024, 2.1% in 2025,then increased to 3%. 2. FYs 24 and 25 show a decrease in operating costs for current routes due to the addition of MTA buses and less need on renting buses to provide scheduled service. 3. Shared Ride is capped at$1,000,000 in 2023 and 2024,then escalated at 3%per year. This category includes introduction of working with TNCs such as Uber/Lyft. 4. Bike Share has an annual operation fee to maintain bikes. In addition to supporting the travel mode,MTA provides matching funds for grants. $54,300 is estimated local match for a Transporta- tion Alternatives Program (TAP) grant in 2023. 5.ADA Paratransit current service cost is based upon an estimate of$515,000 for FY23 with escala- tion provided above. 6.Vanpool is based on 50 vanpools in FY2023, 95 total in FY2024 and 120 in later years. Based on 500 per month subsidy. 32 - Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 4-2:Operating Expenses by Fiscal Year(page 2 of 2) 1115 1 CAPITAL COST BY BUDGET YEAR IAN SERVICE 2029 2030 2031 2032OF EXISTING SERVICE Current Routes&Additions to Current Routes 12,800,879 $13,184,905 $13,580,452 $13,987,866 $14,407,502 NEW ROUTES Route 12(two round trips) 262,507 $270,382 $278,494 $286,848 295,454 Route 60 Hdo/Honokaa Flex Service 388,736 $400,398 $412,410 424,783 437,526 Route 203 North Kona via Highway 190 488,888 $503,555 $518,662 534,222 550,248 Zones and Flex Service Adjustments 279,543 287,930 $296,568 305,465 314,628 Fixed Route Operations Subtotal 14,220,554 $14,647,171 $15,086,586 $15,539,183 $16,005,359 SHARED TAXI/TNC 1,141,335 $1,175,575 $1,210,842 $1,247,167 $1,284,582 BIKE SHARE(Expansion Kailua-Kona,Hilo,Waimea)145,038 149,389 153,870 $158,487 $163,241 PARATRANSIT 1,712,002 $1,763,362 $1,816,263 $1,870,751 $1,926,874 ADA PARATRANSIT 587,787 $605,421 623,584 $642,291 661,560 VANPOOL 720,000 $720,000 $720,000 720,000 720,000 Other Modes Subtotal 4,306,162 $4,413,747 $4,524,559 $4,638,696 $4,756,257 Totals 18,526,716 $19,060,917 $19,611,145 $20,177,879 $20,761,616 Notes: 1. 2.6% escalation 2023, 2.3% in 2024, 2.1% in 2025,then increased to 3%. 2. FYs 24 and 25 show a decrease in operating costs for current routes due to the addition of MTA buses and less need on renting buses to provide scheduled service. 3. Shared Ride is capped at$1,000,000 in 2023 and 2024,then escalated at 3%per year. This category includes introduction of working with TNCs such as Uber/Lyft. 4. Bike Share has an annual operation fee to maintain bikes. In addition to supporting the travel mode,MTA provides matching funds for grants. $54,300 is estimated local match for a TAP grant in 2023. 5.ADA Paratransit current service cost is based upon an estimate of$515,000 for FY23 with escala- tion provided above. 6.Vanpool is based on 50 vanpools in FY2023, 95 total in FY2024 and 120 in later years. Based on 500 per month subsidy. County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 - 33 Table 4-3:Financial Plan(page 1 of 2) CAPITAL COST BY BUDGET YEAR EXPENSES 2023 2024 2025 2026 027 Operating Expenses Administration&Maintenance S&W 2,092,284 $2,140,407 $2,185,355 $2,250,916 $2,918,443 Fringe&Benefits 650,000 $664,950 $678,914 $699,281 720,260 Administration(office,advertising) 1,108,000 686,000 700,406 721,418 $743,061 Bus Operations 17,618,888 $15,496,152 $13,013,821 $13,404,236 $13,806,363 Bus Operations(fuel,parts,etc.) 2,960,000 $1,766,000 $1,803,086 $1,857,179 $1,912,894 Information Systems Maintenance 208,000 $125,000 $127,625 131,454 $135,397 O&M Facilities(bases,stops,hubs)760,000 $875,000 $1,408,000 $1,450,240 $1,493,747 Special Projects 700,000 $300,000 $300,000 300,000 300,000 Other Modal Operations 3,489,300 $3,784,345 $4,001,846 $4,100,302 $4,201,711 Capital Investments 11,856,200 $16,826,800 $9,890,000 $9,770,000 $8,425,600 Subtotal Expenses Subtotal 41,442,672 $42,664,654 $34,109,054 $34,685,025 $34,657,476 FUNDING SOURCES 2025 User Revenue Bus Fare Revenue 0 0 897,000 $1,117,513 $1,285,139 Other Revenue 405,000 $410,000 $556,718 701,731 705,721 Subtotal User Revenue 405,000 $410,000 $1,453,718 $1,819,244 $1,990,861 Grants Federal Operating Grant 2,159,939 $1,500,000 $1,575,000 $1,653,750 $1,736,438 Federal Bus&Facilities,formula 6,561,431 $1,400,000 $1,470,000 $1,543,500 $1,620,675 Bus&Facilities;competitive 2,361,431 $3,700,000 $1,500,000 $1,500,000 $1,500,000 Other Funding&Grants,competitive 1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Subtotal Grants 12,382,801 $7,900,000 $5,845,000 $5,997,250 $6,157,113 County Funding: General Obligation(GO) Bonds(CIP) 2,810,000 $9,950,000 $6,650,000 $6,650,000 $6,650,000 General&Highway Fund 0 0 0 0 0 General Excise Tax Estimated Excise Tax Revenue 50,000,000 $50,000,000 $50,000,000 $50,000,000 $50,000,000 GET Transit Funding 25,844,871 $24,404,654 $20,160,336 $20,218,532 $19,859,503 GET Other Transportation Projects 24,155,129 $25,595,346 $29,839,664 $29,781,468 $30,140,497 SUMMARY 2023 2024 2025 A,2026 2027 Total Expenses 41,442,672 $42,664,654 $34,109,054 $34,685,025 $34,657,476 Revenues 405,000 $410,000 $1,453,718 $1,819,244 $1,990,861 Grants 12,382,801 $7,900,000 $5,845,000 $5,997,250 $6,157,113 County GO Bonds(CIP) 2,810,000 $9,950,000 $6,650,000 $6,650,000 $6,650,000 GET Transit Funding 25,171,596 $24,404,654 $20,160,336 $20,218,532 $19,859,503 County General Fund 0 0 0 0 0 County Highway Fund 0 0 0 0 0 Total Funding Sources 41,442,672 $42,664,654 $34,109,054 $34,685,025 $34,657,476 GET Other Transportation Projects&Carryover 24,155,129 $25,595,346 $29,839,664 $29,781,468 $30,140,497 34 - Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 4-3:Financial Plan(page 2 of 2) CAPITAL COST BY BUDGET YEAR EXPENSES 2028 2029 2030 2031 03 Operating Expenses Administration&Maintenance S&W 3,005,996 $3,096,176 $3,189,062 $3,284,734 $3,383,276 Fringe&Benefits 741,868 $764,124 $787,047 810,659 834,979 Administration(office,advertising) 765,353 788,313 811,963 836,321 861,411 Bus Operations 14,220,554 $14,647,171 $15,086,586 $15,539,183 $16,005,359 Bus Operations(fuel,parts,etc.) 1,970,281 $2,029,389 $2,090,271 $2,152,979 $2,217,568 Information Systems Maintenance 139,459 $143,643 147,952 152,391 156,963 O&M Facilities(bases,stops,hubs) 1,538,560 $1,584,716 $1,632,258 $1,681,226 $1,731,662 Special Projects 300,000 $300,000 $300,000 300,000 300,000 Other Modal Operations 4,306,162 $4,413,747 $4,524,559 $4,638,696 $4,756,257 Capital Investments 9,310,668 $2,495,218 $12,014,765 $8,548,823 $7,940,907 Subtotal Expenses Subtotal 36,298,900 $30,262,497 1 $40,584,462 $37,945,011 $38,188,381 FUNDING SOURCES MiL112030 2031 2032 User Revenue Bus Fare Revenue 1,477,910 $1,625,701 $1,788,271 $1,967,099 $2,163,808 Other Revenue 713,101 717,270 $721,483 725,740 736,328 Subtotal User Revenue 2,191,011 $2,342,972 $2,509,755 $2,692,839 $2,900,136 Grants Federal Operating Grant 1,823,259 $1,914,422 $2,010,143 $2,110,651 $2,216,183 Federal Bus&Facilities,formula 1,701,709 $1,786,794 $1,876,134 $1,969,941 $2,068,438 Bus&Facilities;competitive 1,500,000 $1,500,000 $6,845,700 $4,605,600 $5,840,000 Other Funding&Grants,competitive 1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Subtotal Grants 6,324,968 $6,501,217 $12,031,977 $9,986,191 $11,424,621 County Funding: General Obligation(GO) Bonds(CIP) 6,650,000 0 0 0 0 General&Highway Fund 0 0 0 $12,632,990 $23,863,624 General Excise Tax Estimated Excise Tax Revenue 50,000,000 $50,000,000 $50,000,000 $25,000,000 0 GET Transit Funding 21,132,921 $21,418,309 $26,042,730 $12,632,991 0 GET Other Transportation Projects 28,867,079 $28,581,691 $23,957,270 $12,367,009 0 SUMMARY 202 2029 2030 2031 2032 Total Expenses 36,298,900 $30,262,497 $40,584,462 $37,945,011 $38,188,381 Revenues 2,191,011 $2,342,972 $2,509,755 $2,692,839 $2,900,136 Grants 6,324,968 $6,501,217 $12,031,977 $9,986,191 $11,424,621 County GO Bonds(CIP) 6,650,000 0 0 0 0 GET Transit Funding 21,132,921 $21,418,309 $26,042,730 $12,632,991 0 County General Fund 0 0 0 $9,474,743 $17,897,718 County Highway Fund 0 0 0 $3,158,248 $5,965,906 Total Funding Sources 36,298,900 $30,262,497 $40,584,462 $37,945,011 $38,188,381 GET Other Transportation Projects&Carryover 28,867,079 $28,581,691 $23,957,270 $12,367,009 0 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 35 Sources of Revenue Currently,MTA receives approximately$1.4 million per year. The Federal Bus&Facilities capital grant formula Over the past two years,the major sources of revenue program(5339(a)) is likewise expected to have at least for MTA have been the State GET surcharge and federal a minimum increase to$1.4 million. Both of these funds. This will remain the case through FY 2030. formula grant programs are passed through the HDOT Figure 4-1 shows the major revenue sources and their to MTA.Combined these two programs will provide percent of contribution toward MTA expenses by fiscal a minimum of 6.8 percent offunding in FY 2024 to a year through FY 2031.As shown the GET surcharge high of 21.4 percent of funding in FY 2023. accounts for over 50 percent of funds for each year. Fiscal year 2032 is not shown in this table as the GET The goal is for competitive capital federal grants to fund sunsets on December 31,2030.Each of these revenue the cost of bus fleet expansion,with MTA paying the sources are discussed in the following paragraphs. local match. The competitive grants are for vehicle and facilities purchases and can have a significant impact Figure 4-1:Contribution of Revenue Sources on funding for the system when successful. In addition, 100% 75% 0 55:1 56.4161.210 5 % 66.9% 61.3'% 63.4% n 50% 6.9% 23.3% 19.5% 18.2% 19.2% 18.3% 0 0 20.11`0 15.6% 25% 8.0% 8.2% 8.1% 8.1% 7.7% 9.3 21.4% 11.7% 819% 9.2% 9.7% 9.7% 12.2% 9.6% 10.8% 1.6% 7.0% 8.6% 8.1% 9.3% 11.6% 9.1% 10.2% 0% 2023 2024 2025 2026 2027 2028 2029 2030 2031 User Fees Federal Formula Grants Competitive Grants GO Bonds GET 7ederal Formula Funds there are discretionary grants for such efforts as rural transportation,commuter services,and electric vehicle The Infrastructure Investment and Jobs Act passed in (EV) charging that will be actively pursued.MTA hasthefallof2021meansmorefederalfundswillcomebeenverysuccessinobtaininggrantsoverthepastyear.to MTA and the County. The emphasis is on Safety, This plan,however,maintains a conservative estimate Modernization,Climate and Equity,all goals that are for grant revenues. well suited to the mission and objectives of the MTA Master Plan. Over the first five years of the program, these funds are anticipated to grow as much as 33%in formula programs. The Federal operating grant formula for rural areas 5311) is expected to increase at a minimum to$1.5 million in FY 2024 with following years showing an escalation of the funding by about five percent per year. 36 - Supplement 2022 •County of Hawai'i Transit and Multi-Modal Transportation Master Plan General Excise Tax Surcharge Table 4-4:FY 2031 with Full GET Funding Versus HalfGET Funding In the first year that the County of Hawaii collected FY 2031 FY 2031 the GET allowed under State law,it was assessed at the SUMMARY USING FULL USING 50% rate of 0.25 through the year 2019.After that,it was GET FUNDS GET FUNDS raised to 0.50.While there was some dip during the Total Expenses 37,945,011 $37,945,011 COVID-19 period when people were not traveling,the Fare Revenue 2,692,839 $2,692,839 GET surcharge has proven to be an excellent source of Grants 9,986,191 $9,986,191 funding for county transportation programs,including, County Go Bonds(Clp) 0 0 but not only public transit. GET Transit Funding 25,000,000 $12,632,991 County General Fund 265,982 $9,474,743 For planning purposes,this plan holds constant at County Highway Fund 0 $3,258,248 50,000,000 the amount raised each year from GET. Total Funding Sources 37,945,011 $37,945,011 While this could rise or fall according to economic GET other Transportation 0 $12,367,009 conditions,especially tourism,the GET Surcharge Projects&Carryover raises enough to cover the full cost of transit expenses after user fees and Federal grants are deducted,or around$22 million per year. The difference in what County Funds is collected(around$28 million) is applied to other mere are three major categories of County funding that transportation projects of the County such as roadways MTA can access in addition to the GET. These are: and bridges. General Obligation Bonds (GO Bonds).GO Bonds The GET will be in effect until the law sunsets on are usually packaged for major capital investments. December 31,2030(which is mid-year FY2031). The GO Bonds have been identified for funding of Because it is unknown what the legislature will do about the maintenance facility and transit hubs.However, extending it,this financial plan addresses FY 2032 as if MTA is successful in being awarded discretionary WITHOUT the GET source,discussed later in this Federal grants for these projects,then the amounts section of the supplement.Table 4-3 shows that GET shown in Table 4-3 would be reduced for GO Bond funding is used for FY 2031. funding. County Highway Fund.Almost 40 percent of the It is estimated that the GET would raise$25 million for Highway Fund comes from fuel taxes.Street Use FY 2031 (half of the annual estimate of$50 million). fees and a Public Utility Franchise tax are other There are two options for using the GET in FY 2031. components of this fund's revenues. The first uses the full GET funds as shown in Table 4-4. County General Fund. Real property taxes comprise This would require$265,982 in County General Funds 76.4 percent of revenues in the County General to meet expenses.An alternative for FY 2031 is to use Fund. County funds from the Highway and General Funds for prior to the GET being implemented,MTA was fundedhalfoftheresourcesneededandusingtheremainderprimarilythroughtheHighwayandGeneralFunds.from the GET. The remaining just over$12 million GET funds would be available for other County projects. As shown in Table 4-4,the 75 percent of the County User Fares and the Free Fare Pilot funding portion is assigned to the General Fund with Fares raise$560,000 in revenues per year. This is less 25 percent coming from the Highway Fund. than 1%of all operating costs and requires positions just for cash handling.MTA implemented a Fare Free Pilot Program for fixed route and ADA paratransit services on February 27,2022. The program is expected to run for about two years. The program will allow time for MTA to build ridership,introduce the community to the new service improvements,set a new image for using the bus,and install new fare collection and County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 37 Table 4-5:User Revenue by Fiscal Year(page 1 of 2) USER REVENUE BY FISCAL YEAR SERVICE 2023 2024 2025 2026 20271 BUS SERVICES Annual Passenger Trips 500,000 650,000 747,500 859,625 988,569 Revenue per Unlinked Trip 0.00 0.00 1.20 1.30 1.30 Bus Passenger Fares 0.0 0.0 897,000 $1,117,513 $1,285,139 ADA PARATRANSIT Annual Passenger Trips 7,880 8,700 9,570 10,527 10,843 Revenue per Unlinked Trip 0.00 0.0 2.40 2.40 2.40 Paratransit Passenger Fares 0.0 0.0 22,968 25,265 26,023 SHARED TAXI Annual Passenger Trips 150,000 152,000 155,000 155,775 156,554 Revenue per Unlinked Trip 2.50 2.50 3.25 4.15 4.15 Shared Taxi Passenger Fares 375,000 $380,000 1 $503,750 1 $646,466 1 $649,699 OTHER(advertising;taxicab licenses) 30,000 30,000 30,000 30,000 30,000 TOTALS 405,000 $410,000 $1,453,718 $1,819,244 $1,990,861 passenger information infrastructure.Table 4-5 shows resist efforts to establish a FRR above ten percent even no Bus Services or ADA Paratransit revenue for FY though the FRR is expected to increase over the next 2023 and FY 2024. The table shows User Fare Revenues several years. This can be revisited after several years resuming January 1,2025. of data showing that MTNs FRR is substantially higher than ten percent.However,it is important to avoid any The last year when Hele-On was free was from 2005 automatic service reduction or fare increase if the FRR to 2013 and in 2013 that was also the year with the is not met. highest ridership (1.2 million passengers). Fare free would be a social benefit to the community while it is in Figure 4-2 presents the county subsidy per unlinked recovery mode from both the volcanic eruption (Puna passenger trip by mode and for the overall system. District) and the pandemic(island wide).Other places Unlinked passenger trips are defined as the number which have gone fare-free include Missoula,Montana; of passengers boarding public transportation vehicles. Olympia,Washington;and Burlington,North Carolina. Passengers are counted each time they board a vehicle. After the three-year pilot is complete,MTA will assess If a passenger transfers to another vehicle they are what has occurred and make further recommendations. counted again.Modes include commuter bus,demand During this time,MTA also plans to select its preferred response,and the taxi demand response services. Fare payment approach and purchase equipment by then,policy impacts revenue and subsidy. For example,free including,but not limited to the option of participating transfers decrease revenue per passenger boarding since in the HOLO Card(Stored Value cards) system of the passengers pay once. City&County of Honolulu. Subsidy is determined by the operating expense by Farebox Recovery and System mode or combined system per unlinked passenger trip Subsidy operating expenses divided by number of unlinked Many systems have policies that set a farebox recovery Passenger trips)minus fare revenue per unlinked trip. The figure provides the overall system subsidy perratio (FRR),usually a range based on historical data.unlinked passenger trip.As shown,demand responsePertheNationalTransitDatabase,farebox recovery for trips had a much higher subsidy up until 2019,whereruralsystemsnationwideaveragesunder10percent.commuter bus had a slightly higher subsidy.In 2020FareboxrecoveryistheportionofexpensespaiddatareportedtotheNTDappearstocombinethetaxi directly by passengers.It is recommended that MTA demand response statistics with the demand response 38 - Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 4-5:User Revenue by Fiscal Year(page 2 of 2) USER REVENUE BY FISCAL YEAR 2028 2029 2030 203 032 BUS SERVICES Annual Passenger Trips 1,136,854 1,250,539 1,375,593 1,513,153 1,664,468 Revenue per Unlinked Trip 1.30 1.30 1.30 1.30 1.30 Bus Passenger Fares 1,477,910 $1,625,701 $1,788,271 $1,967,099 $2,163,808 ADA PARATRANSIT Annual Passenger Trips 11,168 11,503 11,848 12,204 12,570 Revenue per Unlinked Trip 2.70 2.70 2.70 2.70 3.20 Paratransit Passenger Fares 30,154 31,058 31,990 32,950 40,223 SHARED TAXI Annual Passenger Trips 157,337 158,123 158,914 159,709 160,507 Revenue per Unlinked Trip 4.15 4.15 4.15 4.15 4.15 Shared Taxi Passenger Fares 652,947 $656,212 659,493 662,790 666,104 OTHER(advertising;taxicab licenses) 30,000 30,000 30,000 30,000 30,000 TOTALS 2,191,011 $2,342,972 $2,509,755 $2,692,839 $2,900,136 Figure 4-2:Subsidy per Unlinked Passenger Trip by Mode and Overall System 30.00 22.50 22.2 18.6 15.00 10.9 7.50 7.49 6.1.6 5.65 6.33 0.00 16 2014 2015 2016 2017 2018 2019 2020 Commuter Bus Demand Response-Taxi demand Response Overall System Subsidy Source:National Transit Database Note:In 2020 Demand Response-Taxi and Demand Response were reported as a combined category. County of Hawai'i Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 39 category.Overall,the system subsidy has increased Financial Plan Without GET since 2017. After January 2031 Revenues for bus and ADA paratransit services are calculated based upon annual passenger trips and The last year of the Financial Plan,FY 2032,is revenue per passenger board(unlinked trip). The rates presented without the GET funding source in Table 4-3. estimated per trip is based upon MTA experience. If the State Legislature extends the GET,and the County Council approves the extension then that revenueFareincreaseswerenotrecommendedduringthesourcewouldbeused. However,if GET is not available,Transit Master Plan implementation due to the need to concentrate resources on building the agency and then County funding sources would be needed to its dependability.However,the Transit Master Plan fund the system.As shown in Table 4-3,the remaining did recommend discontinuing transfers in favor of expenses of about$23.9 million after fare revenues and a one-day pass.With the implementation of the new grants are applied would be from County Funds;75 fare equipment,MTA will be able to implement pass percent General Fund and 25 percent from the Highway programs.During this period revenues from shared Fund. taxi.MTA expects minimal revenue from advertising By FY 2032,the major capital projects other than onandothersources. going vehicle purchases have been purchased or built. MTA will have had ten years of dependable service Figure 4-3:2032 Funding Scenario Using County Sources and Without GET 16,875,000 48.21 8,500,000 24.3% 5,625,000 4,000,000 16.1% 11.41°) Fare Revenue Grants General Fund Highway Fund 40 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan delivery. The new bus routes and other modal services County Tax Increases for Dedicated will also have had ten years of experience for MTA to Transit FundingdetermineappropriatelevelsofserviceinresponsetoMTAdoesnothaveapermanent dedicated fundingcustomerdemand.With these accomplishments,it is source for its programs.If the GET is not extended expected the level of expenses will be predictable. If the County should consider identifying permanentadditionalfundsarenotavailable,then County funds dedicated funding.Two major sources for revenue arewouldbebetween60to70percentofMTAfundingRealPropertyTaxesintheGeneralFundandtheFueltomaintainthesystem. Figure 4-3 shows the average Tax in the Highway Fund.Increasing taxes on one orannualbreakdownoffundingsourceswithoutGET.both for a dedicated MTA funding source is defensible.County funds are divided with seventy-five percent MTA serves residents,businesses,and visitors and theyfromtheGeneralFundand25percentarefrom rely upon a dependable service.Highway Fund. Without County funding commitments,the system Increasing the Real Property Tax two percent,based on current estimates,would provide almost$7.1 million, would degrade and not meet its Mission: annually.Increasing the Fuel Tax 4 cents,based on Create a high quality, multi-modal transportation current estimates,would provide about$3 million annually.Currently,the Hawaii County fuel tax is 23systemthatprovidessafe, reliable, convenient, cents.Increasing the tax by 4 cents would be about a 17environmentallyresponsible, and cost-effective percent increase,although negligible compared to fuel mobility choices that meet the needs of our residents and visitors. prices. The stipulation for these two increases would be these Federal and State Programs revenues are dedicated to transit.Combined,this In addition to the formula and discretionary or dedicated funding would provide about 30 percent of competitive Federal grant opportunities,there are other revenue needs. These tax increases would need to be Federal programs that could potentially be tapped for supplemented with additional funding from both the funding.For example,the"Community Development General and Highway Funds. The intent is to provide Block Grant(CDBG) program supports community a base of dedicated funding,that will be supplemented development activities to build stronger and more with user fees,grants,and other sources of funding. resilient communities.To support community development,activities are identified through an Expense Reduction and User Fee ongoing process.Activities may address needs such as infrastructure,economic development projects,public Increase facilities installation,community centers,housing Along with dedicated County funding sources and rehabilitation,public services,clearance/acquisition,new funding from State and Federal programs,and microenterprise assistance,code enforcement,potential new partnerships,MTA may need to reduce homeowner assistance,etc,"This Housing and Urban expenses and increase revenues from fares and fees. In Development Department(HUD) related program both cases,higher fares and service reduction,impacts provided the County with$2,739,143 in funding in will occur to ridership numbers.On average,a five 2021.Transit which falls under infrastructure and 5%)percent increase in fares will result in a ten (10%) public services,would be in competition with other percent decrease in ridership.This decrease in ridership County needs. Other sources such as the Older impacts expected fare revenues. Service reductions have Americans Act which is passed to the County Office a similar impact on ridership.In most cases,ridership on Aging may provide some funding. It is expected, can be expected to rebound in two years assuming however,that these secondary funding sources would reliable service provision is maintained. provide a limited amount of revenue.With aggressive grant applications and partnerships,MTA could receive Assuming a ten(10%)percent decrease in expenses and up to$1.5 million annually. a ten percent increase in fares and fees,an average of almost$3.9 million reduction in County funding could be realized. The expense decrease may be met by lower County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 41 inflation factors than assumed,efficiency adjustments The second scenario starts with a reduction in the Total in service,and lower use of the other modes such as Expenses due to expense reduction.Fares and grants paratransit,vanpools,and taxi thereby reducing the are higher and two new dedicated County funding systems subsidy requirement. sources are identified. These include the 2 percent increase on the Real Property Tax which is dedicated The additions of dedicated funding sources from the to MTA funding and the 4-cent increase in the fuel tax Highway and General Funds,together with aggressive also dedicated to MTA. These two dedicated funding grant writing and development of partnerships,a sources will fluctuate so the County General and ten percent increase in user fees and fares,and a 10 Highway Funds would also fluctuate to provide the percent reduction in expenses will reduce the overall difference.Even though the two dedicated sources are commitment of County funds from about 64 percent County Funds,the overall impact on County services shown in Figure 4-3 to 49 percent including the are minimized since these are increased amounts. This dedicated funding. This funding scenario based upon diminishes the impact on the General and Highway average annual expenses of$35 million by FY 2032 is fund which transit competes with other funding presented in Figure 4-4. The$35 million is the average priorities. for Total Operating and Capital Expenses shown in Table 4-3. Other Strategies The following two strategy categories should be Table 4-6 presents how the two funding scenarios undertaken. shown in Figures 4-3 and 4-4 would be applied to FY 2032.As shown,County Funds from the General Impact Fees: Currently major developments through and Highway Funds would provide$23,863,624 or the permitting process are required to provide about 69 percent of total funding in the"FY 2032 infrastructure and install bus stops with passenger USING COUNTY FUNDS/NO FARE INCREASE OR amenities within or connecting to their developments. SERVICE REDUCTION"scenario. This is particularly noticeable in Kona where bus stops have been constructed.For particularly large Figure 4-4:Combined Dedicated Funding&Expense Reduction Scenario Dedicated Fuel Tax 8.6% $3,000,000 Dedicated 2% Property Tax 20.2%7,060,000 Highway Fund 5.0%$1,760,000 General Fund 15.1% $5,280,000 Grants 28.6% 10,000,000 Fare Revenue 12.6% $4,400,000 Expense Reduction 10.0% $3,500,000 0 2,500,000 $5,000,000 $7,500,000 $10,000,000 42 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan developments,an annual fee equal to the provision The University of Hawaii campuses as well as the of one bus route,approximately$300,000,or other community colleges and other universities on metric could be part of the permitting process. The Honolulu are part of TheBus'U-Pass program. In some annual fee would be required over a set number ofyears universities the students pay a transportation fee as part depending upon development size. Or,alternatively,the of their tuition payments which includes a transit pass developer could be required to provide an annual bus for the quarter or semester. This is an automatic fee, pass to each household upon occupancy for housing although some institutions provide an opt-out option. developments and a set number of passes based on With new technologies the passes could be combined employment projections for major employment centers with other modes such as bike share to provide a benefit or mixed-use developments. to students or employees and encourage alternative travel to campuses or employment centers. The annual pass could be provided at a bulk purchase discount rate.For example,annual passes usually are Another benefit of the new fare collection system is priced for 11 months,with the 12th month free.Prior that MTA can easily introduce other fare categories to the fare free implementation,the MTA monthly pass such as a surcharge for commuter trips.A new fare was$60.An annual pass in this scenario would cost structure to include taxi and other mode fees should be 660. This fee could be reduced to$600 for an annual implemented no later than 2030. This will allow MTA pass with a set number of pass purchases under a new time to monitor revenues and ridership and identify U-Pass or E-Pass program.and implement any needed adjustments. Fare Structure: Over the next three years,Hele-On will be fare free as discussed previously.During this time period,MTA has the opportunity to review the fare structure. Day,monthly,and annual pass options can be made available with the new fare collection system. Specialized passes can be offered to schools universities) and major employment centers such as a U-Pass or E-Pass.Many systems partner with universities and major employers to provide discounted annual passes for bulk purchases. The benefit for MTA is that purchases,and revenues,are up-front. Table 4-6:FY 2032 Funding Options with No GET FY 2032 SUMMARY FY 2032 USING COUNTY FUNDS/NO FARE FY 2032 USING MULTIPLE STRATEGIESINCREASEORSERVICEREDUCTIONIFotalExpenses38,188,381 34,688,381 are Revenue 2,900,136 4,400,000 Grants 11,424,621 12,924,621 County General Fund 17,897,718 5,477,820 County Highway Fund 5,965,906 1,825,940 Dedicated General Fund 0 7,060,000 Dedicated Highway Fund 0 3,000,000 County GO Bonds(CIP)0 0 GET Transit Funding 0 0 Total Funding Sources 38,188,381 34,688,381 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 43 Island-Wide Fare Structure into the bus seat"have conflicts with other passengers that can distract drivers creating tense situations for Fare Recommendations all.The Hele-On Rules of the Road is being codified into Chapter 18 to make it an infraction to ride buses Table 4-7 provides the proposed fares when MTA without a destination. reintroduces fares on January 1,2026. These fares are for the major services and do not include all While small in the overall revenue picture,fare free requirements or exceptions.Fare categories have been means no passenger fares.Hele-On passenger fares increased to include a Day Pass good for 24-hours and a have contributed about 10 percent of the overall 7-day pass which is good for a one-year period. funding for the system(fixed-route,commuter,and ADA paratransit). This loss of passenger funding wouldWiththeintroductionoftheDaypassthatwouldbeneedtobereplacedwithCountyand/or Federal funds. valid for 24 hours,it is recommended that free transfers politically,some believe that passengers have morebediscontinued. Passengers would be required to pay respect for a system if they are contributing with fares.for each bus boarding.Eliminating transfers reduces confrontations between drivers and passengers and MTA has the benefit of this current multi-year fare adds efficiency to operations by not taking time free experience to determine if the benefits outweigh to verify transfer time limits.Encouraging the use potential negative abuses. of passes reduces cash transactions also providing operational efficiencies and less driver interactions. Shared-Ride Fares Fare Free Shared ride is open to all potential passengers in areas that have participating taxi companies or TNCs;Hele-On became fare free on February 27,2022. The currently in Hilo.Based upon Hele-On shared-ridefarefreeprogramisscheduledtoendonDecember31, rules,the maximum subsidy is$18.60 based on current2023,although there is a proposal to extend the fare taxi rates for a five (5)mile trip.Current taxi rates arefreeprogramtwoyearstoDecember31,2025. There listed in Section 18-49 of the County Code'and areareseveralargumentsinfavorofremainingfarefree. composed o£ The main argument is it is easy.No need for passengers or drivers to worry about proper fares,passenger 3.00 initial meter actuation plus 1/8 mile and identification for reduced fares,or other restrictions. 0.40 for each additional 1/8 mile Passengers can board at any door for those vehicles with multiple doors which speeds the boarding process passengers are responsible for any additional costs over resulting in increased schedule adherence.Additionally, the subsidy permitted for their trip.It is recommendedfarefreesystemseliminatecashhandling,counting,and that the MTA regularly review and update the Shared-verification. Ride rules based on program performance. Other benefits include increasing transit ridership which reduces personal vehicle travel,adding additional dollars to the economy assuming money not being spent on transit fares or personal vehicle fuel are spent elsewhere in the economy,and potentially fewer traffic crashes.An increase in walking to and from transit may provide increased physical activity for passengers with the associated health benefits. Arguments against fare free include potential abuses by passengers. These invariably involve"joy-riding" for air conditioning or entertainment purposes.In some cases,disruptive passengers that have"settled 4 Chapter 18 (hawaiicounty.gov)updated through Ordinance 22-62,effective 6/15/22 44 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Table 4-7:Proposed Fares FARE TYPE COST Cash Fare: Non-discounted,single ride trip 2.00,fixed route,commuter 2.00 additional charge per flex route pick up or drop off Discounted,single ride trip-Seniors(60 and older),Persons with $1.00,fixed route,commuter Disabilities with appropriate ID card,Students with valid school $2.00 additional charge per flex route pick up or drop off ID,Youth 5 through 17,valid Medicare Card holders,Veterans with valid DD-214 document Under 5 years old No charge(when traveling with a fare paying person) Flex route 10-ride deviation pass 20.00 Transfers-discontinued Passes,unlimited rides: n Day Pass(24-hour pass),non-discounted 5.00,fixed route,commuter Day Pass(24-hour pass),discounted(see above requirements)2.50,fixed route,commuter 7-Day Pass,non-discounted 30.00,fixed route,commuter 7-Day Pass,discounted(see above requirements) 15.00,fixed route,commuter 31-Day Pass,non-discounted 60.00,fixed route,commuter 31-DayPass,discounted(see requirements) 30.00,fixed route,commuter Flex Routes 2.00 upcharge per pick up or drop off on flex routes is in addition to the pass cost Paratransit&Rural Demand Response Services One-way trip 4.00 or twice the non-discounted one-way trip Passenger companion 4.00 or twice the non-discounted one-way trip Personal care attendant No charge County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 45 46 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan APPENDIX 1 : PEER REVIEW TABLES 1 A Fixed Route Service Area and Population 1 B Vehicles Operated in Maximum Service (VOMS) and Vehicles Available in Maximum Service (YAMS) 1 C Unlinked Trips, Vehicles Revenue Miles, Vehicles Revenue Hours 1 D Service Efficiency and Service Effectiveness County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 47 Appendix 1A - Peer Review for Fixed Route and Commuter Bus Service Area and Population Service Area Statistics Square 2020 Census System Name City State Miles Population Billings Metropolitan Transit Billings MT 53 110,323 City ofGardena Transportation Department Gardena CA 40 463,968 City ofSanta Rosa Santa Rosa CA 51 308,231 Culver City Municipal Bus Lines Culver City CA 33 341,718 El Dorado County Transit Authority Diamond Springs CA 1,551 147,200 Everett Transit Everett WA 34 111,262 Gold Coast Transit Oxnard CA 84 367,260 Golden Empire Transit District Bakersfield CA 111 500,977 Link Transit Wenatchee WA 197 108,660 Missoula Urban Transportation District Missoula MT 70 73,340 Montebello Bus Lines Montebello CA 151 315,074 Monterey-Salinas Transit Monterey CA 294 435,594 Placer County Dept.of Public Works&Facilities Auburn CA 471 386,166 Rogue Valley Transportation District Medford OR 50 132,022 San Joaquin Regional Transit District Stockton CA 1,426 762,997 San Luis Obispo Regional Transit Authority San Luis Obispo CA 130 206,008 Santa Barbara Metropolitan Transit District Santa Barbara CA 52 199,668 Santa Cruz Metropolitan Transit District Santa Cruz CA 446 274,146 Skagit Transit Burlington WA 760 115,484 SunLine Transit Agency Thousand Palms CA 1,120 466,366 Torrance Transit System Torrance CA 103 606,847 Valley Regional Transit Meridian ID 66 338,759 Whatcom Transportation Authority Bellingham WA 776 225,099 Yakima Transit Yakima WA 33 100,715 Averages: 338 295,745 County ofHawaii Mass Transit Agency Hilo 111 4,02 Source:2019 National Transit Database Note:Hawaii square miles is total land area,not service area. 48 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Appendix 1B - Peer Review for Fixed Route and Commuter Bus, Vehicle, Vehicles Operated in Maximum Service, Vehicles Available for Maximum Service, Employee count Vehicle Maintenance Employee ount Vehicles Vehicles Operated in Available for VOMS per VAMS per Maximum Maximum Vehicle Vehicle Service Service Maintenance Maintenance Number of Na ,SystemmL (VOMS) (VAMS) Full Time Part Time Employee Employee,,,,,,,, Facilities Billings Metropolitan Transit 18 25 3.5 5.1 7.1 1 City ofGardena Transportation 43 68 21.7 2.0 3.1 1 Department City ofSanta Rosa 26 31 13.0 2.0 2.4 1 Culver City Municipal Bus Lines 44 54 17.9 2.5 3.0 1 El Dorado County Transit 19 28 3.7 5.1 7.6 1 Authority Everett Transit 31 41 9.0 3.4 4.6 1 Gold Coast Transit 47 56 23.0 1.0 2.0 2.3 1 Golden Empire Transit District 69 88 32.3 2.1 2.7 1 Link Transit 33 44 16.2 1.8 1.8 2.4 1 Missoula Urban Transportation 21 24 7.4 2.8 3.2 1 District Montebello Bus Lines 67 72 27.0 2.5 2.7 1 Monterey-Salinas Transit 78 120 41.0 1.9 2.9 2 Placer County Dept.of Public 21 34 1.4 5.3 3.1 5.1 2 Works&Facilities Rogue Valley Transportation 21 26 12.0 1.8 2.2 1 District San Joaquin Regional Transit 79 128 29.0 2.7 4.4 2 District San Luis Obispo Regional Tran- 25 42 8.9 2.8 4.7 1 sit Authority Santa Barbara Metropolitan 93 117 22.0 9.0 3.0 3.8 1 Transit District Santa Cruz Metropolitan Transit 74 94 33.9 2.2 2.8 1 District Skagit Transit 21 42 9.7 2.2 4.3 1 SunLine Transit Agency 58 72 32.3 1.8 2.2 2 Torrance Transit System 48 56 29.4 1.6 1.9 1 Valley Regional Transit 43 55 17.2 2.5 3.2 2 Whatcom Transportation 47 61 18.9 2.5 3.2 1 Authority Yakima Transit 20 31 2.0 3.0 4.0 6.2 2 Averages: 44 59 18.0 2.6 3.7 County of awai`i Mass Transit 39 52 6.0 6.5 8.7 1 Agency County ofHawaii Mass Transit 39 52 11.0 3.5 4.7 Agency IIAII All Source:2019 National Transit Database Notes:MTAs VOMS and VAMS are projected for FY2023 for planning purposes.All other MTA statistics are from 2019 NTD. The second Mass Transit Agency line shows the VOMS and VAMS with additional maintenance employees.This brings MTA closer in line with peer systems. County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 - 49 Appendix 1C - Peer Review for Fixed Route and Commuter Bus Unlinked Trips, Vehicle Revenue Miles, Vehicle Revenue Hours 2019 Statistics Unlinked Vehicle Vehicle Passenger Revenue Revenue Operating System Name" III Trips Miles Hours Expenses Billings Metropolitan Transit 424,671 606,184 41,735 $3,893,242 City ofGardena Transportation Department 2,920,856 1,691,303 136,619 $12,832,130 City ofSanta Rosa 1,817,112 1,026,468 86,386 $7,901,618 Culver City Municipal Bus Lines 4,600,876 1,656,768 169,841 $23,608,735 El Dorado County Transit Authority 356,969 822,438 38,593 $5,480,180 Everett Transit 1,606,899 1,195,418 103,309 $15,385,230 Gold Coast Transit 3,524,674 2,163,227 201,431 $21,052,979 Golden Empire Transit District 6,196,795 3,885,910 308,984 $27,164,041 Link Transit 979,166 1,883,755 91,510 $12,428,376 Missoula Urban Transportation District 1,556,774 686,258 50,193 $5,543,103 Montebello Bus Lines 5,258,035 2,357,424 235,654 $27,919,966 Monterey-Salinas Transit 4,228,507 4,577,352 274,468 $38,250,540 Placer County Dept.of Public Works&Facilities 711,484 1,535,019 73,896 $12,522,341 Rogue Valley Transportation District 1,184,003 976,332 67,339 $10,340,721 San Joaquin Regional Transit District 3,583,078 2,601,253 184,599 $33,593,843 San Luis Obispo Regional Transit Authority 1,039,546 1,361,513 57,008 $7,284,538 Santa Barbara Metropolitan Transit District 6,432,190 2,606,184 219,864 $25,467,695 Santa Cruz Metropolitan Transit District 5,045,972 2,867,890 207,348 $40,459,619 Skagit Transit 706,442 1,354,903 77,023 $9,525,227 SunLine Transit Agency 4,039,450 3,364,995 228,131 $27,310,333 Torrance Transit System 3,595,705 2,096,764 167,395 $34,298,864 Valley Regional Transit 1,213,678 1,556,235 105,051 $10,915,400 Whatcom Transportation Authority 4,451,508 2,123,146 152,623 $21,237,451 Yakima Transit 949,560 797,155 51,551 $7,308,778 Averages: 2,767,665 1,908,079 138,773 $18,405,206 County ofHawaii Mass Transit AgencyIIII11111 511,412 1, 15, 76' 48,884 $11,557,853 Source:2019 National Transit Database 50 - Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Appendix 1D - Peer Review for Fixed Route and Commuter Bus Service Pff Service Efficiency Service Effectiveness Operating Unlinked Unlinked Expenses Operating Trips/Trips/ per Vehicle Expenses/ Vehicle Vehicle Revenue Unlinked Revenue Revenue System Name Hour Trip Mile Hour Billings Metropolitan Transit 93.28 9.17 0.7 10.2 City ofGardena Transportation Department 93.93 4.39 1.7 21.4 City ofSanta Rosa 91.47 4.35 1.8 21.0 Culver City Municipal Bus Lines 139.00 5.13 2.8 27.1 El Dorado County Transit Authority 142.00 15.35 0.4 9.2 Everett Transit 148.92 9.57 1.3 15.6 Gold Coast Transit 104.52 5.97 1.6 17.5 Golden Empire Transit District 87.91 4.38 1.6 20.1 Link Transit 135.81 12.69 0.5 10.7 Missoula Urban Transportation District 110.44 3.56 2.3 31.0 Montebello Bus Lines 118.48 5.31 2.2 22.3 Monterey-Salinas Transit 139.36 9.05 0.9 15.4 Placer County Dept.of Public Works&Facilities 169.46 17.60 0.5 9.6 Rogue Valley Transportation District 153.56 8.73 1.2 17.6 San Joaquin Regional Transit District 181.98 9.38 1.4 19.4 San Luis Obispo Regional Transit Authority 127.78 7.01 0.8 18.2 Santa Barbara Metropolitan Transit District 115.83 3.96 2.5 29.3 Santa Cruz Metropolitan Transit District 195.13 8.02 1.8 24.3 Skagit Transit 123.67 13.48 0.5 9.2 SunLine Transit Agency 119.71 6.76 1.2 17.7 Torrance Transit System 204.90 9.54 1.7 21.5 Valley Regional Transit 103.91 8.99 0.8 11.6 Whatcom Transportation Authority 139.15 4.77 2.1 29.2 Yakima Transit 141.78 7.70 1.2 18.4 Averages: 132.58 8.12 1.4 18.6 ounty of Hawaii Mass Transit Agency 236.43 22.60 0.3 10.5 Source:2019 National Transit Database County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 - 51 52 — Supplement 2022 •County of Hawaii Transit and Multi-Modal Transportation Master Plan APPENDIX 2: CIRCULAR NO. 20mOO2 Appendix 2: Circular No. 20-002 from County of Hawaii Department of Human Resources regarding Excluded Managerial Compensation Plan (EMCO) Instructions BU 35 County of Hawaii Transit and Multi-Modal Transportation Master Plan •Supplement 2022 — 53 Harry Kim JNII of trq Wi([iam V.Bri(hante,Jr. Mayor o°.•'4 q DirectorofHumu Resourres q)e0F.N County of Hawaii Department of Human Resources Aupuni Center.101 Pauahi Street,Suite 2.Hi(o,Hawaii 96720,(808)961-8361,Fax(808)961-8617 website:fittp/lfiaxmiicountv.tov/huttian-resources a-mai(:iQGsCafmrrniicouirv.er Circular No.20-002 To: Department and Agency Heads From: William V. Brilhante, Jr., Director of Human Resources Date: September 28, 2020 Subject: Excluded Managerial Compensation Plan (EMCP)Instructions BU35 Policy Pursuant to§89C, HRS, the County of Hawai'i may determine the salary and benefit adjustments that are relevant for its Excluded Managerial employees in BU35 hereinafter"employees") based upon my recommendations as the Director of Human Resources. Furthermore, §89C, HRS requires in relevant part that 1) employees and employee organizations representing them have an opportunity to provide input on adjustments that are relevant and important to them for my approval and 2) adjustments shall result in compensation and benefit packages that are at least equal to the compensation and benefit packages provided under collective bargaining for counterparts and subordinates within the County of Hawai'i. The following instructions comply with the aforementioned legal requirements and effectuate the County of Hawai'i's Excluded Managerial Compensation Plan hereinafter"EMCP") for such employees as it relates to Executive Order No. 158 dated June 17, 2013. This supersedes Circular No. 17-004 dated September 15,2017. Salary and Within Range Progression(WIRP)Schedules Effective July 1,2019, employees shall be placed on the attached salary schedule designated as Exhibit A. Effective July 1,2020, employees shall be placed on the attached salary schedule designated as Exhibit B. Hawaii County is an Equal Opportunity Provider and Empfoyer. 54 — Supplement 2022 9 County of Hawai'i Transit and Multi-Modal Transportation Master Plan Circular No. 20-002 September 28, 2020 Page 2 of 4 Compensation A. The salaries of employees shall be placed on the attached salary schedules designated as Exhibits A and B as appropriate,and adjusted in the following manner from July 1, 2019 through June 30,2021: 1. Effective July 1, 2019 a. Employees shall receive a 2.15%increase to their June 30, 2019 basic rate of pay. b. Employees not assigned to the salary schedule shall receive a 2.15%pay increase to their June 30, 2019 basic rate of pay. 2. Effective July 1, 2020 a. Employees shall receive a 2.03%increase to their June 30, 2020 basic rate of pay. b. Employees not assigned to the salary schedule shall receive a 2.03%pay increase to their June 30, 2020 basic rate of pay. B. "Within Range Progression" (hereinafter"WIRP") means the adjustment of an Excluded Manager's basic rate of pay by adding the flat dollar amount applicable to the Excluded Manager's respective pay range in the EMCP as provided for in the WIRP schedule. 1. Based on the appropriate WIRP amounts in Exhibits A and B, employees shall be entitled to receive a WIRP increase during the period July 1, 2019 through June 30, 2021 on their WIRP date. 2. If the WIRP increase in B.1 results in an amount which is above the maximum rate of the applicable pay range on Exhibits A and B, the employee shall be compensated at the maximum rate. C. Lump Sum Payment 1. Effective July 1, 2019, employees who were on at the maximum rate of the pay range as of June 30,2019, shall receive a lump sum payment of$750. Employees who are less than full-time shall receive a prorated amount. 2. Effective July 1,2020, employees who were on at the maximum rate of the pay range as of June 30,2019, shall receive a lump sum payment of$750. Employees who are less than full-time shall receive a prorated amount. County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 — 55 Circular No. 20-002 September 28, 2020 Page 3 of 4 Compensation Adjustments Compensation adjustments shall be in accordance with Department of Human Resources procedures for Compensation. You may contact Lee Botelho at 961-8361 or by email at lee.botelho@hawaiicounty,-gov if you have any questions or concerns regarding the above. Attachment LBJWVB:gy 56 — Supplement 2022 9 County of Hawaii Transit and Multi-Modal Transportation Master Plan Circular No. 20-002 September 28, 2020 Page 4 of 4 Attachment to Circular No.20-002 (BU35) Exhibit A-Salary/WIRP Schedule 07101/19 EM SALARY SCHEDULE EM WIRP SCHEDULE Minimum Maximum Monthly Annual Monthly Annual Monthly Annual EM-01 $5,560 $66,720 $10,243 $122,916 $173 2,076 EM-02 $5,783 $69,396 $10,654 $127,848 $180 2,160 EM-03 $6,014 $72,168 $11,080 $132,960 $188 2,256 EM-04 $6,256 $75,072 $11,523 $138,276 $195 2,340 EM-05 $6,505 $78,060 $11,983 $143,796 $203 2,436 EM-06 $6,765 $81,180 $12,463 $149,556 $211 2,532 EM-07 $7,037 $84,444 $12,961 $155,532 $219 2,628 EM-08 $7,318 $87,816 $13,480 $161,760 $228 2,736 Exhibit B-Salary/WIRP Schedule 07/01/20 EM SALARY SCHEDULE EM WIRP SCHEDULE Minimum Maximum Monthly Annual Monthly Annual Monthly Annual EM-01 $5,673 $68,076 $10,451 $125,412 $177 2,124 EM-02 $5,901 $70,812 $10,871 $130,452 $184 2,208 Recommended for EM-03 $6,137 $73,644 $11,305 $135,660AssistantMassTransit{ 191 2,292 Adminstrator EM-04 $6,383 $76,596 $11,757 $141,084 $199 2,388 EM-05 $6,638 $79,656 $12,227 $146,724 $207 2,484 EM-06 $6,903 $82,836 $12,716 $152,592 $215 2,580 Recommended for EM-07 $7,180 $86,160 $13,225 $158,700MassTransit{ 224 2,688 Adminstrator EM-08 $7,467 $89,604 $13,754 $165,048 233 2,796 County of Hawaii Transit and Multi-Modal Transportation Master Plan 9 Supplement 2022 - 57 a'InqP 7 . a f PA i August 20122 r Transit Hu" b ' an"'d"c a CO t i ra - 11 f WORw PL r Creates!'far.' d r' County ofi Hawaii Mass Tra c F n fl ion , Hawaii State Public Lib stem E0=23 FBEft F=Mqtei--Oft I n t e F-ri a t i o n a I r COH MTA Pahoa Transit Hub and Library Work Plan & Schedule 1) Project Purpose & Background Transit Hub The County of Hawaii Transit and Multi-Modal Transportation Master Plan (Master Plan) completed in August 2018 identified five (5) goals, including the following: "Create transportation hubs and bus stops with amenities that provide rider comfort and safety and that help support community and village gathering places." The County of Hawai'i Planning Department and Mass Transit Agency (AGENCY) is initiating the planning phase of the Pahoa Transit Hub.This includes the preparation of a Site Selection Report followed by an Environmental Assessment in compliance with Chapter 343 of the Hawai'i Revised Statutes(HRS 343), and the applicable Hawai'i Administrative Rules set forth in Title 11, Chapter 200.1. Conceptual designs for the preferred site, as well as two alternative sites, will be completed in support of the Environmental Assessment. The AGENCY has also applied for a grant from the Federal Transit Administration (FTA); therefore, compliance with the National Environmental Policy Act(NEPA) will be required. As per the draft Scope of Work provided by the AGENCY,three sites will be evaluated in the Environmental Assessment, as well as the No-Action Alternative. In addition,tasks will include public outreach prior to site selection and upon publication of the Draft Environmental Assessment. In building a major transit facility, it is important to break up the project into separate portions: Environmental Assessment+ 30% Design Land Acquisition Final Design/Construction An environmental assessment is required to be done when purchasing property as defined by the National Environmental Protection Act (NEPA) and HRS Chapter 343 regarding Environmental Impact Statements. This critical task has not been done for any of the sites previously proposed. The purpose of this effort is to address the first bullet above so that the land acquisition process can begin. The types of features to be provided at the Hub along with other considerations include: Access: Including bus-only signs to access the facility. Drop-off locations and commuter parking areas should be clearly signed.Transit facilities should have pedestrian access such as sidewalks or separated walking areas. Parking: Including parking for cars, carpool, vanpool, bikes, bikeshare, carshare, taxi and Transportation Network Company's (TNC's)—Park and Ride/Kiss and Ride. Bus Stop Positions: There are two prominent designs for the bus positions: straight curb and saw tooth. For example, the existing Mooheau Bus Terminal (MBT) has a straight curb design. The individual bus stops at a hub should be constructed with reinforced concrete. Passenger Waiting Area: There are three types of passengers waiting areas: center island, plaza, and sidewalk. The center island is where buses stop on both sides and passengers can transfer 1 between buses without vehicle conflicts. Plaza designs are similar, but the center pedestrian area is built on a larger scale and may include fountains,food kiosks and other services. Lighting: A range is possible from high-mast streetlamps to specialized in-ground lighting. Passenger shelters at hubs should have overhead lights underneath the shelter roof. Passenger Seating: Options include stools, standard benches, seating extended from planters and other landscaping features such as walls. Passenger Shelters: These can be the standard shelters the County uses at bus stops, or they may be unique shelter designs. Trash receptacles Bicycle Racks/Lockers Public Restrooms Wayfinding Displays and Maps Vending machines dispensing items such as newspapers, free publications, snacks, drinks, as well as ATM. Wi-Fi and Telephones Community functions such as a library, community room, police sub-station, donation drop-offs, ballot droboxes, mailboxes, staffed community service offices, recycling locations, day care and other community functions. Other elements specific brought up by attendees at the 2019 Pahoa public meetings: o ADA compliant, giving priority to the safety of pedestrians and children who may be in the parking lot. Consider goals of Vision Zero and the needs of the disabled. o Lighting o Security, have a locked gate after hours o Soften the area with landscaping o A big concrete structure(such as Wahiawa Transit Center) may be safer but is not"Pahoa." Size should reflect the area. o Shelters need sides for the lighting. Consider environmental conditions (rain/wind) in choosing orientation of the shelters. o "Stool" design for seating, avoids people sleeping on the benches. o Transit functions such as driver break room, restrooms for public and drivers, customer service storage, and general storage. Previous Efforts on Puna Hub The project was initiated as part of the Transit and Multi-Modal Transportation Plan that was completed in August of 2018. The AGENCY initiated public outreach in 2019 along with initial identification of locations 2 COH MTA Pahoa Transit Hub and Library Work Plan & Schedule for consideration of a bus hub. A community meeting was in March 2019, where four possible locations were proposed, along with parcel ownership, address tax map key (TMK), size (in acres), and zoning. Two additional sites were later added by the County prior to a second community meeting in July 2019. After research results were presented, and site advantages/disadvantages were discussed by attendees, and a seventh location was added. After the public outreach,the County and AGENCY added additional locations and ranked the 13 potential sites based on the criteria previously identified. Of the 13, two were removed from consideration. Therefore, the site selection study and report included in this project will evaluate eleven (11) sites. In addition, a new component is being added to the scope as it relates to evaluating these sites. That is the potential to co-locate a public library on the same parcel as the transit hub, either as a separate building or integrated with the transit hub building. The follow section gives an overview of this. Possible Co-Location of Hub with New Proposed Pahoa Libraay The Hawaii State Public Library System (HSPLS) intends to construct a new library in the Pahoa region on the Island of Hawai'i. The HSPLS also desires to support the County Transit-Oriented-Development (TOD) and determine the possibilities of co-locating the library with the future transit center. Previously, the Department of Accounting and General Services' (DAGS) consultant, G70, completed an Environmental Assessment for the Pahoa Public Library Site Selection in September 2021 with findings of no significant impact. The document identified six (6) State-owned and County-owned sites in Pahoa. However, the identified sites were not satisfactory for HSPLS to proceed with the design phase. The State of Hawai'i,through the Office of Planning and the County of Hawai'i are undertaking TOD planning in the Pahoa region with intentions to identify both publicly and private-owned lands suitable for the transit center. HSPLS is aware of the transit efforts and has no objections to considering private-owned lands for the future library. The planning effort for the library project by HSPLS project would include additional site review and subsequent resubmission of an Environmental Assessment in compliance with Chapter 343, Hawaii Revised Statutes, Hawaii Administrative Rules, Chapter 11-220.1. The completion of the hub site selection and EA that identifies co-location of the library would satisfy the library requirements and thus allow forward movement into the design phase. A coordination meeting was held between the AGENCY, HSPLS, State Office of Planning and Sustainable Development(OPSD), DAGS,and SSFM on August 1,2022,to discuss co-location of the Puna Hub and Pahoa Library. Key takeaways include the following: The 2018 Project Development Report is still relevant and can help guide the design. Of note is the space program outlined in the report which includes: o Approximately 8,000 sf of indoor space, 1,000 sf of entry lanai area; 4,900 sf of exterior uses 0 30 parking stalls o Rough breakdown of program components shows 3 Public Space—68% of interior space Staff Area—25% of interior space Community Use Space—7% of interior space The library will be evaluated based on two options: o Option 1—Stand-alone building o Option 2—Integrated with on site or attached to the Transit Hub Building Key factors to consider as it relates to the pros/cons of the options would be: o Efficient use of space o Sharing of infrastructure o Separation of uses o Operations and maintenance agreements Notable library specific design considerations included: o Flexible spaces o Both large and small gathering spaces with outdoor access o Welcoming feel It was acknowledged that Site#2 was preferred based on the previous study of eleven sites initiated by COH. HSPLS agreed that this site appeared desirable for their purposes as well. The HSPLS has found that the library is generally supported by the community and that future public outreach efforts will be an important component of this project. Stakeholder consultations would be integrated within the overall project process to improve community input and support. Such effective community consultation conducted during the site selection phase should improve the effectiveness of the environmental review process. The library project status and requirements discussed here were developed based on the following references provided to SSFM: April 2018 Project Development Report (PDR) prepared by G70 February 2021 Pahoa Public Library Site Selection, Draft Environmental Assessment/Anticipated Finding of No Significant Impact prepared by G70 and available online Draft memorandum of agreement between HSPLS and COH, Exhibit A Scope of Work 2) Project Tasks & Work Plan Based on the project Scope of Work appended to the Project contract, SSFM has identified and developed this Work Plan around four main tasks: 4 COH MTA Pahoa Transit Hub and Library Work Plan & Schedule Task 1: Work Plan and Schedule Task 2: Site Selection Report Task 3: Conceptual Site Plan Task 4: NEPA/HRS Chapter 343 Environmental Assessment The proposed approach and deliverables for each task are provided below, along with team leads. For all tasks, SSFM will provide drafts of deliverables including meeting materials, meeting notes, and reports for AGENCY approval prior to finalization. SSFM and its subcontractors will implement thorough Quality Assurance/Quality Control (QA/QC) of all deliverables in accordance with SSFM's corporate QA/QC standards. SSFM will also utilize our network and contacts in the community to gather input from key stakeholders and incorporate their input into deliverables. TASK 1: WORK PLAN &SCHEDULE SSFM -Austen Drake,Jennifer Scheffel, Robyn Ito, Cheryl Soon,Jo-Anna Herkes The purpose of this task is to develop a detailed work plan and schedule that establishes a clear and shared understanding of the approach, deliverables, and timeline. The Project Manager Austen Drake will be responsible for overseeing the implementation of the work plan and providing progress updates and deliverables to the AGENCY. This will include bi-weekly progress meetings with the AGENCY through the completion of Task 2,with progress updates as needed during Task 3 and 4. SSFM will also submit progress reports to the AGENCY with project billings. In addition to the AGENCY, other key stakeholders include the following: County Planning Department (COH-PD) Hawai'i State Public Library System (HSPLS) State Office of Planning and Sustainable Development(OPSD) Department of Accounting and General Services (DAGS) Pahoa Community Non-Profits Pahoa Community Plan Action Committee Area Council Members Area State Representatives Area State Senators Task 1.1 — Prepare Work Plan and Project Schedule. This document serves as the Draft Work Plan and Schedule for the purposes of the project. It is intended as a "living document" and any changes to it will be documented as agreed by SSFM and the AGENCY. It will be reviewed and approved by the AGENCY prior to finalization. Deliverables Draft and Final Work Plan and Schedule 5 TASK 2: SITE SELECTION REPORT SSFM -Austen Drake,Jennifer Scheffel, Robyn Ito, Cheryl Soon,Jo-Anna Herkes, and Melissa May Subcontractors: Ferraro Choi (Architecture) and Insynergy(Electrical Engineer) The purpose of this task is to identify three (3) sites as that are preferred and advance them to the Environmental Assessment/Conceptual Design phases. SSFM will be responsible for overall project management, civil engineering, and public outreach. Ferraro Choi will be responsible for architecture for the building(s) site layout, and cost estimates. Insynergy will be responsible for electrical engineering. Task 2.1— Perform site visits of potential properties. This includes visiting properties being evaluated as well as existing libraries in the State. Libraries to be visited include (all on O'ahu): Nanakuli Aiea Liliha McCully Task 2.2— Evaluate sites.The evaluation will be generally based on the following criteria: Size and configuration Access Acquisition cost Supporting infrastructure Pedestrian access Bicycle access Volcanic hazard risks Environmental impacts Library co-location potential Total estimated cost Task 2.3— Provide mapping of sensitive resources. This will include special status species, critical habitat, and historic resources. Task 2.4—Preliminary Site Selection Report. Task 2.5 — Prepare for and facilitate one (1) Public Information Meeting. The purpose of this task is to initiate the Site Selection phase of the Pahoa Transit Hub and Co-Located Library project.The leads Jennifer Scheffel and Melissa May, will be responsible for overseeing the implementation of all sub-tasks including: Task 2.59 —Prepare public outreach plan. The purpose of this task is to develop a Public Outreach Plan that details the approach, objectives, and schedule of the outreach activities.The objective of outreach efforts is to communicate the project's purpose to gain community input on preferred locations from a pre-selected list of 11 sites. 6 COH MTA Pahoa Transit Hub and Library Work Plan & Schedule Task 2.52 — Public information meetings. Preparation for the Public Information Meetings will include development of a mailing list, providing mapping of sensitive resources(e.g., special status species, critical habitat, historic resources) for the 11 previously identified sites, preparation of graphics, and preparation of project information handouts. In this era of COVID-19,alternatives to traditional community engagement are being implemented e.g., virtual engagement and meeting participation) as well as traditional (e.g., in-person engagement and meeting participation). Thus, community outreach will include one public information meeting in the town of Pahoa and one virtual public information meeting. Task 2.53 —Virtual open house. The project team will develop and host a Virtual Open House, which will be accessible online and linked to on the Department and Mass Transit Agency websites. The Virtual Open House will be an interactive website with information about the project including a recorded video presentation, informational graphics and interactive features that allow for the collection of public comments. The materials will be developed by SSFM based on existing information provided by the Department related to the results of previous planning, analysis, and community consultation that supported the initial site selection. Task 2.54— Public outreach summary report. Results from the Public Information Meetings and Virtual Open House will be documented and summarized in the Final Public Outreach Summary Report. Task 2.6—Site Selection Report. This will incorporate the research, mapping,evaluation,and other analysis with the public outreach results. Deliverables Draft Site Selection Report Draft and Final Public Outreach Plan and Schedule Public Information Meeting Materials Website Draft and Final Public Outreach Summary Report Final Site Selection Report TASK 3: CONCEPTUAL DESIGN SSFM -Austen Drake and Robyn Ito Subcontractors: Ferraro Choi (Architecture) and Insynergy(Electrical Engineer) The purpose of this task is to develop architectural, civil, and electrical conceptual designs for the three (3) sites that will be evaluated in the Environmental Assessment. This will include a conceptual site plan to accommodate both a transit hub and co-located library. In addition, a conceptual design including floor plan, building sections, exterior elevations, and space program will be developed for the transit hub and library building(s). 7 Task 3.1—Pre-Design. Review planning documentation to date including 2018 PDR. Research built project examples on the mainland. Participate in meetings to discuss updates to the library design parameters, and considerations for co-locating the library with the transit hub. Task 3.2 — Preliminary Concept. Develop space program and preliminary conceptual design of the co- located library and transit hub for a maximum of three sites. Preliminary conceptual design will be limited to site plan, floor plan, and inspiration images. It is anticipated that the site and building design will vary depending upon site configuration/size. Participate in meetings to present concept designs for the purpose of stakeholders' selection of a preferred site. Task 3.3 - Final Concept. Prepare pre-final concept plans consisting of site plan, floor plan with generic furniture, diagrammatic building sections an exterior elevation. Address stakeholder review comments. DeWerables Preliminary and final conceptual site plan for 3 sites Conceptual Construction Cost Estimates for 3 sites (cost projected to the expected build year to account for inflation). TASK 4: ENVIRONMENTAL ASSESSMENT SSPM -Jennifer Scheffel, Michael Packard, and Melissa May Subcontractors: ASM Affiliates (Cultural Impact Assessment/Section 106); Geometrician Associates, LLC Flora and Fauna Survey and Report/Sectuon 7) The purpose of this task is to prepare a Draft and Final Environmental Assessment compliant with HRS Chapter 343 and NEPA so that the AGENCY and the Federal Transit Administration (FTA) may issue a Finding of No Significant Impact(FONSI) for the project.The Environmental Assessment will be prepared as a joint HRS Chapter 343/NEPA document that will be processed concurrently. Since FTA is providing funding they will be the lead agency for NEPA. The accepting authority for HRS Chapter 343 will be the Mayor of the County of Hawaii. The NEPA process will follow FTA's Standard Operating Procedures (SOP) for preparing environmental documents. SOP No. 9, Review and Distribution of Environmental Assessments (March 2019), provides guidance on the processing of Environmental Assessments. The lead,Jennifer Scheffel, will coordinate and manage sub-consultant work for technical studies.This includes providing necessary project information, coordinating site visits in coordination with the Project Manager, reviewing draft reports, and providing draft and final reports to the Project Manager for submittal to the AGENCY.The technical studies and consultations that will be prepared for the Environmental Assessment include the following: Cultural Impact Assessment(ASM Affiliates) Historic and Archaeological Resources (ASM Affiliates) Flora and Fauna Survey and Report (Geometrician Associates, LLC) Traffic Impact Assessment and Report(SSFM—Traffic) Section 7, Endangered Species Act Consultation (Geometrician Associated, LLC) Section 106, National Historic Preservation Act Consultation (ASM Affiliates) The lead,Jennifer Scheffel, will be responsible for overseeing the implementation of all sub-tasks. 8 COH MTA Pahoa Transit Hub and Library Work Plan & Schedule Task 4.1—Pre-Assessment Consultation. SSFM will prepare a mailing list that includes all entities designated "Mandatory' and "Recommended" in the document distribution list chart of the OPSD Environmental Review Program's "The Environmental Guidebook: A Guidebook for the Environmental Review Process".The mailing list will also include other stakeholders (e.g., businesses, churches, schools) and other interested parties identified during the preparation of the Master Plan. SSFM will also prepare a pre-consultation package for distribution to agencies consisting of project description, maps, and exhibits describing the scope and extent of the project. Recipients of the pre-consultation package will be provided 30 days to provide comments. Comments received will be reviewed and written responses will be prepared and mailed prior to the publication of the Draft Environmental Assessment. Task 4.2—Draft Environmental Assessment. SSFM will prepare an Administrative Draft Environmental Assessment for AGENCY review. Upon completion of AGENCY review, SSFM will prepare the Draft Environmental Assessment for final review and publication approval as well as a transmittal letter for submittal with the Draft Environmental Assessment to the OPSD Environmental Review Program (ERP). The Draft Environmental Assessment will be published in ERP's The Environmental Notice, a bi-monthly online publication. SSFM will send out a Notice of Availability of the Draft Environmental Assessment to the mailing list prepared for the Pre-Assessment Consultation. Hard copies of the Draft Environmental Assessment will be provided to the Hawaii State Library Documents Center in Honolulu and the Pahoa Public Library for public review. Task 4.3—Public Meeting. SSFM will update the website utilized for the Site Selection Public Outreach to include information relevant to the Draft Environmental Assessment.This will include the addition of an online comment form. SSFM will prepare meeting materials for one public meeting which may be either in-person or virtual. SSFM will prepare and mail/email notices of the public meeting and flyers for distribution to the public. A Public Meeting Summary Report will be prepared to be included as an appendix to the Final Environmental Assessment. Task 4.4—f=inal Environmental Assessment. SSFM will prepare a master comment matrix of all comments received during the public review period of the Draft Environmental Assessment. Written responses will be prepared for all substantive comments,which will be included in an appendix to the Final Environmental Assessment. SSFM will prepare an Administrative Final Environmental Assessment for AGENCY review. Upon completion of AGENCY review, SSFM will prepare the Final Environmental Assessment for final review and publication approval as well as the FONSI letter for HRS Chapter 343 for submittal with the Final Environmental Assessment to the ERP.The Final Environmental Assessment will be published in ERP's The Environmental Notice. SSFM will send out a Notice of Availability of the Final Environmental Assessment to the mailing list prepared for the Pre-Assessment Consultation. Deliverables Mailing List Pre-Assessment Consultation Package Public Meeting Materials Website Updates Draft and Final Public Meeting Summary Report Technical Studies 9 Responses to Public Comments during Pre-Assessment Consultation and Draft Environmental Assessment Public Review Period Draft and Final Environmental Assessment and FONSI 3) Project Team The Project Team is composed of experienced planners, architects, and engineers from SSFM and strategically selected subcontractors. The table below shows staff and roles that will be assigned to the project. (Note that head shots and qualifications will be added) Team Member Role SSEM Staff Austen Drake, P.E. Project Manager Jennifer Scheffel Senior Planner Robyn Ito P.E. Senior Civil Engineer Michael Packard, PTOE Senior Traffic Engineer Cheryl Soon Advisor and Quality Review Jo-Anna Herkes Advisor and Public Outreach Melissa May Planning and Public Outreach Subconsultants Ferraro Choi Architecture Insynergy Engineering Electrical Engineering ASM Affiliates Cultural Assessment Geometrician Associates, LLC Biological Assessment, Flora and Fauna 4) Schedule & Milestones The Project is expected to last up to sixteen (16) months. 10 COH MTA Pahoa Transit Hub and Library Work Plan & Schedule r r. TASK 1: WORK PLAN &SCHEDULE (July-August 2022) 1.1 Project Kick-off July 2022 1.1 Draft Work Plan &Schedule July 2022 1.1 Final Work Plan &Schedule August 2022 TASK 2: SITE SELECTION REPORT(September to December 2022) 2.1-2.4 Site visits/Initial Evaluation/Mapping of September to October 2022 Resources/Preliminary Report 2.5 Public Outreach November 2022 2.6 Site Selection Report December 2022 TASK 3: CONCEPTUAL DESIGN (August 2022 to January 2023) 3.1 Pre-Design August to November 2022 3.2 Preliminary Concept December 2022 to January 2023 3.3 Final Concept February 2023 TASK 4: ENVIRONMENTAL ASSESSMENT(December 2022 to November 2023) 4.1 Pre-Assessment/Technical Studies December 2022 to February 2023 4.2 Draft Environmental Assessment February to June 2023 4.3 Public Meeting July 2023 4.4 Final Environmental Assessment August to November 2023 None at this time. 11 O OaZZ m m a J (6 0 (6 N N N N wNU NU` O O O O w N O V M Om MLL Q N L}L O V M Om MaQ N O V M Om MLL Q N L}L a O V M Om M Q < Q O N N O V M Om MaLLaN -6Q OQ NQ MQ L}L O V M OM a Q N p N 0 N O N N M OM NLLa Q N INNO O M M M O M N LL a Q N M N M M N INM N } O o o M OM O LL p N N N N 7 O V N 7 7 O V C M O M NaLLa Q E 4 N NO d N N V V N N N N M 0 0 0 0 0 0 0 0 0 0 O O O O O N ON T'6 6I N ip d N NN rN VNNNNN rrrN t O a N Fr 02 LL O O N N N N O N 0 N M M M M M M m m m m m M M M MOOOOOOOOOOOOOOOOOOOOOOOOOO0 N 0go0of T Y Y w NNNNNNNNNNNNNNNNNNNNNNNNNNNN O ' N 0 Ir O N N o a N O O O O O O O O O O O O O O O O O O O O O O O O O O O OOOOOOOOOOOOOOOOOOOOOOOOOOOOO o NOwOOOOOOOOOOOOOOOOOOOOOOOOOOOO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 61 O O O O O O O O O O O O O O O O O O O O O O O O O O O O m N a ooloN oMCNNoccn N M M M M M N N N N N N N N N0000000000OONNNNNNNNNNNNNNN a O O O co O co O O O O O O O O O O O O O O O O O O O Q N N N N N N N N N N N N N N N N N N N N N N N N O Q d 0— ( N N V V N N N N M V N N M 0 M V (O M M N C O O _ _ CL 0 S NMMO N O 0 N W WOONN 'O 0 0 N S N N 7 U 7 7 LL c E E E E E E rX X m ' N n as N s o s o yNu aswIcN3nu o00000WNNNWEni w0N = w nnsE W ou000) 00)6m m m m m m x -0 o -o >. 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( jiff}\\\\\}}} 7® I11::l:l::::::::::::...."I”, \\\\\\\\\\\\:: 00 XXMMTlTX.11 11 11 j} f•,r§rrlE;E MTA Fleet as of 9/1/2022 Age of Miles as of Bus# Description/Model Size Vehicle 8-5-2021 Retirement Date Replacement Bus Type of Vehicle PV 1 2019 Dodge PVAN Van 2 4,134 None 4Yrs/100,000 miles PV 2 2019 Dodge PVAN Van 2 224 None 4Yrs/100,000 miles PV 3 2019 Dodge PVAN Van 2 802 None 4Yrs/100,000 miles PV 4 2019 Dodge PVAN Van 2 103 None 4Yrs/100,000 miles PV 5 2019 Dodge PVAN Van 0 49 None 4 Yrs/100,000 miles PV 6 2019 Dodge PVAN Van 0 93 None 4Yrs/100,000 miles PV 7 2019 Dodge PVAN Van 0 71 None 4Yrs/100,000 miles 106 2013 Chevy(Arboc Sprit of Mobility) 26 Ft 8 116,967 2022 Retire 7 years/200,000 miles 107 2019 EI Doradao AeroElite 28 Ft 2 37,609 2025 New<30 Foot Bus 7 years/200,000 miles 108 2019 EI Doradao AeroElite 28 Ft 2 65,851 2025 New<30 Foot Bus 7 years/200,000 miles 109 2019 EI Doradao AeroElite 28 Ft 2 47,144 2025 New<30 Foot Bus 7 years/200,000 miles 110 2019 EI Doradao AeroElite 28 Ft 2 58,350 2025 New<30 Foot Bus 7 years/200,000 miles 111 2019 EI Doradao AeroElite Hydrogen 26 Ft 2 1,101 2025 New Flyer Hydrogen 40 Foot Bus(3) 7 years/200,000 miles 240 1998 Gillig Phantom 30 Ft 23 977,803 2023 EZ Rider 11 30 Foot 12 years/500,000 miles 241 1998 Gillig Phantom 30 Ft 23 947,439 2023 EZ Rider 11 30 Foot 12 years/500,000 miles 242 1998 Gillig Phantom 30 Ft 23 966,476 2023 EZ Rider 11 35 Foot 12 years/500,000 miles 243 1998 Gillig Phantom 30 Ft 23 945,579 2023 EZ Rider 11 35 Foot 12 years/500,000 miles 244 1998 Gillig Phantom 30 Ft 23 929,245 2023 New Flyer Xclesor DE-35 Foot 12 years/500,000 miles 245 1998 Gillig Phantom 30 Ft 23 918,148 2023 New Flyer Xclesor DE-35 Foot 12 years/500,000 miles 246 1998 Gillig Phantom 30 Ft 23 914,658 2023 Retire 12 years/500,000 miles 247 1998 Gillig Phantom 30 Ft 23 920,316 2023 Retire 12 years/500,000 miles 248 1998 Gillig Phantom 30 Ft 23 904,041 2023 Retire 12 years/500,000 miles 249 1998 Gillig Phantom 30 Ft 23 934,900 2023 Retire 12 years/500,000 miles 301 1997 Gillig Phantom 40 Ft 25 776,663 2024 40 Foot Bus 12 years/500,000 miles 302 1997 Gillig Phantom 40 Ft 25 753,627 2024 40 Foot Bus 12 years/500,000 miles 303 1997 Gillig Phantom 40 Ft 25 770,852 2024 40 Foot Bus 12 years/500,000 miles 304 1997 Gillig Phantom 40 Ft 25 775,726 2024 40 Foot Bus 12 years/500,000 miles 307 1997 Gillig Phantom 40 Ft 25 764,442 2024 40 Foot Bus 12 years/500,000 miles 310 1997 Gillig Phantom 40 Ft 25 767,170 2023 40 Foot Bus 12 years/500,000 miles 312 1997 Gillig Phantom 40 Ft 25 731,287 2023 40 Foot Bus 12 years/500,000 miles 314 1997 Gillig Phantom 40 Ft 25 764,801 2023 40 Foot Bus 12 years/500,000 miles 315 1997 Gillig Phantom 40 Ft 25 784,842 2024 40 Foot Bus 12 years/500,000 miles 317 1997 Gillig Phantom 40 Ft 25 776,639 2024 40 Foot Bus 12 years/500,000 miles 320 1997 Gillig Phantom 40 Ft 25 776,745 2024 40 Foot Bus 12 years/500,000 miles 322 1997 Gillig Phantom 40 Ft 25 763,071 2023 Retire 12 years/500,000 miles 323 1997 Gillig Phantom 40 Ft 25 778,821 2023 Retire 12 years/500,000 miles 341 1997 Gillig Phantom 40 Ft 24 926,703 2022 Honolulu Buses 300s 12 years/500,000 miles 342 1997 Gillig Phantom 40 Ft 24 884,573 2023 40 Foot Bus 12 years/500,000 miles 406 2005 Gillig Phantom 40 Ft 16 488,187 2022 Honolulu Buses 300s 12 years/500,000 miles 408 2005 Gillig Phantom 40 Ft 16 648,459 2024 40 Foot Hybrid 12 years/500,000 miles 409 2007 Gillig Phantom 40 Ft 14 525,619 2023 45 Foot Commuter 12 years/500,000 miles 410 2007 Gillig Phantom 40 Ft 14 549,546 2023 45 Foot Commuter 12 years/500,000 miles 411 2007 Gillig Phantom 40 Ft 14 389,212 2024 40 Foot Hybrid 12 years/500,000 miles 412 2007 Gillig Phantom 40 Ft 14 497,567 2023 40 Foot Bus 12 years/500,000 miles 601 2010 MCI D4000 40 Ft 11 581,946 2022 MCI D4000 12 years/500,000 miles 602 2010 MCI D4000 40 Ft 11 643,237 2022 MCI D4000 12 years/500,000 miles 604 2010 MCI D4000 40 Ft 11 452,964 2022 MCI D4000 12 years/500,000 miles 605 2010 MCI D4000 40 Ft 11 662,275 2022 MCI D4000 12 years/500,000 miles 608 2013 MCI D4000 40 Ft 8 389,133 2023 45 Foot Commuter 12 years/500,000 miles 610 2014 MCI D4000 40 Ft 7 439,726 2025 Retire 12 years/500,000 miles 611 2014 MCI D4000 40 Ft 7 431,738 2025 Retire 12 years/500,000 miles 612 2015 MCI D4000 40 Ft 6 450,147 2026 Retire 12 years/500,000 miles 613 2015 MCI D4000 40 Ft 6 388,410 2026 Retire 12 years/500,000 miles 801 2014 EI Doradio XHF 34 Ft 7 250,630 2025 Retire 10 years/350,000 miles 802 2014 EI Doradio XHF 34 Ft 7 298,209 2025 Retire 10 years/350,000 miles 803 2014 EI Doradio XHF 34 Ft 7 222,215 2025 Retire 10 years/350,000 miles 609 2013 MCI D4000 40 Ft 8 1 370,409 2024 Retire 12 years/500,000 miles