HomeMy WebLinkAboutCOH Transit and Multi-Modal Transportation Master Plan Supplement 2022SEPTEMBER 2022
2022 SUPPLEMENT TO THECounty of Hawaii TRANSIT AND TRANSPORTATION MULTI-MODAL TRANSPORTATION MASTER PLAN (AUGUST 2018)
September 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
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — i
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
Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .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 Hawai‘i 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
Fleet Size and Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Vehicle Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Large Bus Fleet Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Small Bus 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
ii — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
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
Peer Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .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 1D - Peer Review for Fixed Route and Commuter Bus Service Efficiency and
Service Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
APPENDIX 2: CIRCULAR NO. 20-002 53
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — iii
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 of 2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Table 4-2: Operating Expenses by Fiscal Year (page 2 of 2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .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 Hawai‘i 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
iv — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 1
BACKGROUND AND PURPOSE
It has been three and a half years since the County
of Hawai‘i (COH) Transit and Multi-Modal
Transportation Master Plan (Master Plan) was
completed and presented to the administration and
the County Council for use in preparing policies and
adopting budgets . Remarkable accomplishments have
been achieved, especially in the past year; and also,
significant changes have occurred in ridership, travel
needs, and available resources .
This Supplement to the Master Plan (Supplement)
provides adjusted recommendations and justifications in
the areas of
• Staffing (organization chart);
• Fleet Maintenance and the bus replacement
program; and finally,
• Operations and Capital Budgets for the next several
years.
The Supplement is an important addition to and should
be considered with the base Master Plan, putting the
Vision, Goals and Objectives from the 2018 Master Plan
in the context of the current social and economic setting .
The Supplement extends the time period for revenue and
expenditures five years beyond the original Master Plan,
adding the years FY 2028 through FY 2032 .
Due to the rapid changes taking place at Hele-On and
Mass Transit Agency’s significant achievements at
accomplishing service goals, it is advisable that the entire
Master Plan be reviewed and updated after five years, or
approximately in 2025, along with a new public input
effort .
2 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
What is in this Supplement to
the Master Plan?
• Section One re-caps the Master Plan Chapter 2
(Vision, Goals), Chapter 3 (Multi-Modal Program),
Chapter 4 (Transit Service Plan) and Chapter 7
(Priorities for Timing of Implementation).
• Section Two revisits the Fleet Inventory, Fleet
Replacement and Fleet Expansion program in
light of grant opportunities currently available and
reasonably expected to be available and in light of the
goal to having a zero emissions fleet by 2030.
• Section Three revisits the staffing needed to fulfill
local needs as well as state and federal requirements.
• Section Four updates the Financial Plans for
Operations and for Capital Improvements and
extends the time through FY 2032. This includes a
review of revenue sources; and options for with and
without the continuation of the General Excise Tax
(GET) surcharge beyond 2030.
The recommendations made in this Supplement are
based on available data and discussions with MTA and
other County agencies . It did not include new public
outreach or original data collection .
Highlights of
Accomplishments towards
Achieving the Programs
recommended in the Master
Plan
• New Service Contract with Roberts Hawaii ($15.6
Million) was implemented in 2020 for three (3)
years and with two (2) one (1) year extensions. This
contract has helped achieve system reliability. The
terms of the new service contract have features
that have improved reliability of service; with the
MTA providing buses from its fleet and Roberts
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.
• Implementation of Service Route improvements and additions now provides all route service recommended in the Master Plan with a few exceptions. These additions started in September/October 2021; all routes recommended will be in full service when Roberts Hawaii is able to provide the required number of transit operators (i.e. bus drivers) which is expected in third quarter of 2022.
• Steady progress on building the county-owned bus
fleet is underway and conversion to a zero emissions
fleet are both likely to be completed in advance of
the goals.
• Creation of a Social Media presence for public information.
• New logo, image, and marketing.
• Staff training, recruitment of new positions, and improved staff morale.
• Progress made on planning for hubs, building bus
shelters, and installing improved signage.
Highlights of Conditions not
Fully Anticipated in the Master
Plan
• The COVID-19 pandemic can be dated to March
2020 when Governor Ige issued an Emergency
Proclamation which was extended twenty-five times
over a two-year period. These orders outlining what
activities were allowed (with restrictions) and, what
were prohibited. Adjustments due to COVID-19
continue to the present, although most federal
restrictions applying to public transit were lifted
in April 2022. The pandemic response resulted in
fundamental changes in travel to work, school, and
other trip purposes, due to changes in the economy
of the County and the State, most notably the volatile
changes in the visitor industry. Ridership declined
50%. Yet, transit offers an important piece of the
recovery package, especially for those on the social
spectrum who are transit dependent.
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 3
• The Federal government, in recognition of the
essential nature of public transit, made grants
available to public transit agencies during 2020 and 2021 for COVID-19 recovery under the Coronavirus Aid, Relief and Economic Security (CARES), Coronavirus Response and Consolidated appropriations Act (CRRSAA), and the American Rescue Plan (ARP). County of Hawaii realized three allotments of $5,789,791, $4,319,700 and $1,879,773 respectively from this unanticipated source and it has ensured continued operations.
• Starting in 2022, with passage of the Federal
Infrastructure package, MTA expects to receive close
to 33% boost in Sections 5339 and 5311 FTA formula
and discretionary grants, available for operations and
capital respectively.
• 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 Hawai‘i by FTA conducted in 2021. This includes implementing improved oversight of sub-grantees, such as the County of Hawai‘i. 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.
• The commitment to zero emissions was made by all County Mayors in December 2017 to reach zero emissions of their transit fleets by 2035. It has also been made around the country with a major boost coming from the Biden Administration as part of their energy policies. While this creates some competition for electric buses coming off the assembly line, on the positive side, the bus manufacturing industry has made great strides to meet the demand for electric vehicles and associated infrastructure (charging stations). MTA's grant and bus procurement programs are being adjusted to convert to all electric, both for the large 40-foot buses and for the smaller 30- and 35- foot buses. Still, there is an over-lap when both diesel fuel and electric charging is needed.
4 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 5
SECTION 1: CONTEXT AND
ASSESSMENT OF SYSTEM
CONDITION
The Mass Transit Agency (MTA) provides island-
wide public transportation system known as Hele-On .
Services run seven days per week, almost 24 hours per
day . The Hele-On system plays a critical part in the
economy and the community . Many riders are low-
income, have no other means of transportation, and
are dependent on the system to get to work . Individuals
with disabilities who are unable to use the regular fixed
route services within Hilo, Puna, and Kailua-Kona are
able to use paratransit services called Hele-On Kako’o .
Mass Transit Agency Mission
Create a high quality, multi-modal transportation system
that provides safe, reliable, convenient, environmentally
responsible, and cost-effective mobility choices that meet
the needs of our residents and visitors .
Vision (Updated)
The residents and visitors to the County of Hawai‘i are
able to enjoy and use a seamless system of transit routes,
bicycle and pedestrian facilities connected at clean and
attractive hubs and bus stops . This inter-connected
system is a desirable, safe and reliable preferred choice
as an alternative to automobile use . The transportation
system meets the needs for commuting, school trips,
business and commerce, medical needs, shopping and
recreation . It is readily accessible to all members of the
community regardless of age or disability . Information
for how to use the transportation system is readily
available in real-time and on multiple platforms . The
transportation system is environmentally sensitive,
making use of fuels that create zero emissions and
utilize renewable sources of energy at its facilities . The
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.
6 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
system proactively seeks out federal and state grants to
support the mission and to keep prices as affordable as
possible to users .
Comments:
The Mission statement has been added . The Vision, as stated
in Chapter 2 of the Master Plan is adjusted to reflect an
aspirations and potential benefits .
The Five Goals of the Master
Plan
Goal One:
Make riding transit easier, reliable, and
more desirable than other options.
Goal Two:
Create a transit system to serve the
employment and social needs of all people
Goal Three:
Implement technology to provide real
time transportation information
Goal Four:
Create transportation hubs and bus stops
with amenities that provide rider comfort
and safety and that help support community and
village gathering places
Goal Five:
Phase system implementation in a
fiscally sustainable manner
Comments:
The five goals, as described in Chapter 2 of the Master Plan,
remain appropriate and no changes are recommended .
Multi-Modal Program on
Hawai‘i Island
Several modes comprise the multi-modal program for
the island, including:
• Public Transit
• Ride-share, including Vanpools and Carpools
• Paratransit
• Taxi
• Transportation Network Companies (TNC) such as
Uber and Lyft
• Bicycling including bike share
• Roadways for cars, trucks and private buses
Accomplishments:
• MTA has funded PATH to continue the bike share
(HIBIKE) program in Kailua-Kona and to extend
it to Hilo. Further expansion to Waimea and Pahoa
awaits roadway improvements (by state) that would
make the roads there safer for bicycling
• MTA is negotiating an agreement with Enterprise 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.
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 7
Comments:
The multi-modal program for the island, as discussed in
Chapter 3 of the Master Plan, remains appropriate . Progress
has been made and more is underway .
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
Recommended for Public
Transit
The Master Plan focused on four areas for attention to
the public transit system on the island which would
improve its appeal and value to customers . These are to
have better:
• Customer information, including schedules and
routes, and bus stop identification
• Schedule adherence and safety by adding new buses
and keeping them in good repair
• New service plan to include new circulator and
cross-island routes, both Flex and Zone service,
expanded hours and Sunday service
• Fleet preventive maintenance system and inventory
control
Accomplishments:
(A)Improved customer information and ease in
using transit
• Expanded social media presence
• New branding (red lehua)
• New web site and Google app has been available
since mid-2021
• Trip planner for bus, bike and Uber rides using
Moovit on Hele-On website, Google Play and Apple
app store for mobile phone users
• Implemented Moovit trip planner mobility app
• Implemented Token Transit mobile app for fare
payment
• Added GMV Synchromatics technology on eight buses
• Launched credit card sales
• Real time information for Routes 60, 301, and 403 on myheleonbus.org
(B)Transit service Network
• New routes and service were put into effect on
September 5, 2021 adding six new routes (for a new
total of 23). Added evening and Sunday service on
12 routes, and using interim hubs. Once Roberts
Hawaii hires additional drivers the final route
additions will be added (Volcano to Ocean View,
Route 203 on Highway 190, micro-transit in Puna
and Ka‘u District.)
• Three express routes (Blue, Red and Green) went
into effect
• Circulators in Waimea, Hilo, Pahoa and Kailua-
Kona with consistent headways of 60-120 minutes
• Flex time service (within one mile) for routes in
Fern Acres, Waimea, and Hamakua Coast (Route
60)
• Trolley route started along Ali‘i Drive in Kailua
• Paratransit service in Pahoa to match fixed route
service on Routes 40, 401, and 402
• Improved service to Hilo and Kona international
airports
• Interim hubs at Kona Commons, Parker Ranch, and
Puna Kai Shopping Center, as well as Kea‘au and
Prince Kuhio Plaza.
8 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
(C)Vehicle Fleet
• New vendors for bus washing, electronic fare boxes,
and Automatic Vehicle Locater (AVL) system
• 38 buses are in some stage of procurement. This
will lead to a fleet size of 55, with 40 in use during
regular and peak service.
• Active transition to zero emissions (electric,
hydrogen, and diesel hybrids) fleet including transit
vehicles, seven paratransit and five additional non-
revenue vehicles. Hydrogen buses (3) will start being
used in Kailua-Kona service starting in 2022. $5.2
Million for charging stations will come from federal
“Low-No” Grants (2019 and 2021) and from the VW
Settlement Fund.
Comments:
Service improvements, as discussed in Chapter 4 of the
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
should be conducted six (6) months and again twelve (12)
months after they have been in effect in order to make route
adjustments .
Ridership was 300,000 in 2021, a low due to COVID-19
restrictions on community activity .
Availability of county-owned buses remains a problem
due to their age, requiring large contract expenses with the
service operator . This will be reduced once the buses MTA is
ordering start to arrive and be put into service .
Priorities and Timeframes
The Master Plan assigned priorities to five timeframes:
Immediate, Short Term, Mid-Term, Long Term, and
Vision . We are now in the midst of the Near-Term
priority list, but accomplishments show that MTA is
ahead of that timeframe in many areas, suggesting
adjustments are appropriate .
Immediate (2018-2019)
1 . Restore service reliability and get ridership back to
previous high level of 1 .2 million passengers per
year . (In Progress)
2 . Acquire up to 14 buses using previous grants
and new capital funds to bring the fleet to 25 . (In
Progress)
3 . Once fleet size is enlarged and reliability can be
restored, continue to add additional service hours
and routes to create a hub-and-spoke pattern .
(Implemented)
4 . Start Hilo to Kailua-Kona service using
Saddle Road and Daniel K . Inouye Highway .
(Implemented)
5 . Continue to review paratransit service per federal
requirements . (Implemented)
6 . Create a multi-modal transportation system on the
island . Embrace multiple vendors for providing
bicycle, vanpool, transit and other multi-modal
services . (Implemented)
7 . Increase staffing of the MTA to adequately address
the range of responsibilities being assigned to
them . Add new positions for Garage Supervisor,
Administrative Services Assistant I, and an Account
Clerk . (Implemented)
8 . Create a google transit app for rider information .
(Implemented)
Accomplishments:
Virtually all eight (8) immediate priorities have
been addressed . Reliability and extended service
improvements are most noticeable .
Comments:
Ridership is below what is desired, but is expected to make a
turn-around as the economy improves .
Near Term (2020-2025)
1 . Acquire five to six (5-6) new and replacement
vehicles per year to bring the fleet to 55 .
(In Progress)
2 . Increase service to have all proposed circulators in
place . (Implemented)
3 . Continue the multi-modal program . (In Progress)
4 . Plan, design, and build the Kailua-Kona hub .
Consider options to provide light service from
Kailua-Kona side .
5 . Add staffing to include a Assistant Mass Transit
Administrator, Inventory Clerk, and a second shift
of four (4) mechanics and working supervisor . By
the time the fleet size is 35, there should be no less
than six mechanics . (In Progress)
6 . Start to implement the bus stop numbering and
signage program at all time spots . (In Progress)
7 . Design and develop a Puna hub and complete
roadway improvements to allow for Intra-Puna
service . (In Progress)
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 9
Accomplishments:
• Bus acquisition program proceeds at an accelerated
pace and fleet size should reach 55 by 2024-26 plus
seven paratransit vehicles. This includes a mix of large
buses, small buses, and thirteen support vehicles.
• The Kailua-Kona Hub project has a $2.6 million appropriation designated for design, environmental review, and land acquisition. MTA issued a Request for Proposals (RFP) for a consultant.
• Pahoa Hub project is in site selection/EA
preparation stage. It is being planned for co-location
of a state library and has received a state TOD
planning grant.
• Style and colors for signage and bus stop information is completed. Implementation to start in FY23.
Comments:
The average fleet age is 17 .3 years in 2022 . With an aggressive
purchase plan from available grants (FTA Section 5339 an
CDBG) this should drop below 6 .0 . See Section 2 of this
Supplement .
As the Master Plan programs grow and the fleet size
increases, staffing needs to include an Assistant Mass Transit
Administrator and an additional maintenance crew is needed
as soon as possible, no later than the FY23 budget . A fleet
size of 55 (40 in peak service) would need eight (8) Transit
Vehicle Mechanics I and three (3) Transit Vehicle Mechanics
II to comprise three full crews . See Section 3 .
Mid Term (2025-2030)
1 . Reassess the paratransit program and expand
it to other parts of the island . Add a paratransit
clerk position, as additional fixed routes warrant
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 .
Comments:
Passenger amenities programs should continue and be
expanded . Hubs should be implemented .
Long Term (2030-2035)
1 . Plan, design, and construct a Waimea hub
2 . Upgrade the Mo‘oheau hub in downtown Hilo
3 . Update this Transit Master Plan
4 . Expand the number of runs for routes that have
demonstrated consistently high ridership
Comments:
Given the current rate of progress, all items in this phase can
be pushed forward to Mid-Term, 2025-30 .
Vision Period (2035-2040)
1 . Service to operate a full hub and spoke pattern with
hubs in Hilo, Kona, Waimea, Puna and Keaau
2 . Conduct robust bike Share, Vanpool and TNC
programs
3 . Have a full Public Information and Outreach Program
Comments:
All these efforts are underway . New details for future
expansion should be forthcoming . It is timely now to start
reviewing what type of base yard is appropriate in Kailua-
Kona, size, and functions .
Priority Program I: Transition to
Zero Emissions Fleet by 2035
The expectation for this priority program is to
immediately order hybrid buses, and to purchase zero
emission buses (hydrogen and battery electric) as
experience is gained from use of these in the county
terrain and route distances . The zero-emission time goal
of 2035 will most likely be exceeded by five or more
years . Zero Emissions Bus Plan (required by FTA) is
under preparation (2022) .
There are implications of zero-emission fleet to the
budget: cost of a diesel bus at this time is $600,000 .
A diesel hybrid bus is $650,000, an electric bus is
$750,000, and a hydrogen bus is $900,000 .
10 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
As of early 2022,
• Three (3) hydrogen buses will go into service in 2022
on Kailua-Kono routes
• Five(5) electric battery buses and charging
equipment will be purchased in 2022
• Three (3) diesel hybrid buses are meant to be purchased in 2022
• 28 future purchases would be a combination of
diesel-electric, hybrid, electric, and/or hydrogen if
approved by HDOT.
Priority Program 2: Hub Program
The Puna Transit Hub is a project jointly managed by
Planning, MTA, Finance, and the Office of the Mayor .
The consultant (SSFM International) has been engaged to
prepare an environmental assessment and site selection .
Funds received from the State TOD Program in the
amount of $100,000; in addition, the State will make
available $1 million if the hub is co-located with a new
library . There are $350,000 in planning funds from the
State Library to assist with this effort .
Kailua-Kona Hub (which could also co-locate
with a base yard) and planning work for Waimea,
Mo‘oheau Bus Terminal, and Prince Kuhio Plaza is
in procurement to hire a planning consultant . There
are $2 .5 million in FTA funds earmarked for design,
environmental review, and land acquisition .
Priority Program 3: Manage
a Robust Grant Program
One of the successes of MTA in the past several months
has been the ability to find grants and write attractive
(and ultimately successful) grant proposals . As of
October 2021,
• Six (6) Section 5311 discretionary grants are active;
four (4) of these are fully spent and are ready for closeout. Balance $9,094,668
• Eight discretionary Section 5339 are active, two (2) of
these are mostly spent. Balance $25,513,447
• Formula Section 5311 grant will need an extension to spend the $2,967,834
• Formula Section 5339 will need to be drawn down in
2022 to spend the $3,498,167
• Since June 2021 MTA pursued eight grants, and
received three awards. Eight more are in pursuit
• Areas of Persistent Poverty Program, MTA has
requested $270,000
• Enhanced Mobility for Seniors and persons with disabilities, MTA has requested $220,000 from HDOT.
• Innovative Mobility program, MTA has applied for
$259,000
• VW Mitigation Fund, MTA awarded $1,176,607.
• MTA was awarded the American Rescue Plan to
support public transit industry during the COVID-19
public health emergency in the amount of $1,879,773,
MTA was awarded $4,319,700 from the Coronavirus
Aid, Relief and Economic Security Act (CARES) and
$4,500,000 in operations funding and $3,500,270
in vehicle purchase funding from the Coronavirus
Response and Relief Supplemental Appropriations Act
(CRRSAA) of 2021.
• The Bipartisan Infrastructure Law (Biden Infrastructure) funds will become available in 2022 for four priorities: Safety, Modernization, Climate, and Equity.
Comments:
1 . The accelerated pace of implementation of the Master
Plan recommendation including the Priority Program
elements of Zero Emission and Hub Program both
require extensive coordination with other county
agencies, state and federal entities, and private parties .
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
the Mass Transit Agency Administrator who is spread
very thin . See Section 3 .
2 . The sheer volume and diversity of funding sources,
including grants, that make possible all the progress,
requires effort and close attention by the Mass Transit
Administrator . As the State Management Review of
HDOT indicates, the state has been lax in its oversight,
procedures, and reporting responsibilities . It is
incumbent on MTA, as a sub-recipient to improve its
own procedures, procurement, internal controls, timely
reporting during the period of performance (POP), and
closeout require additional personnel . That is why it is
recommended to add an Accountant I in the Fiscal/HR
unit of Administrative Support; along with an Assistant
Mass Transit Administrator, a Secretary I, for the Mass
Transit Administrator . See Section 3 .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 11
SECTION 2: THE TRANSIT FLEET
INVENTORY, REPLACEMENT, AND
EXPANSION
At the time the Master Plan was completed (2018), MTA
had an active fleet of 19 vehicles, and peak vehicle needs
were 29 buses . This lack of buses required MTA to lease
vehicles to provide service . As of November, 2021 and
with expanded service (described in Section One: Service
Improvement Accomplishments), the available County-
owned fleet has increased to 28 buses, with additional
vehicles being prepared for service . The goal is a fleet of 55
vehicles for fixed route with 40 needed for peak service .
Fleet Characteristics
The recommended composition of the fleet is based upon
passenger demand, vehicle spares, and vehicle useful life .
• FTA requires a Spare ratio for both the bus fixed route fleet. The bus fleet spare ratio standard is 20 percent in urban areas, however FTA uses this guideline for rural areas even though it is not
Section Two revisits the Fleet Inventory, Fleet Replacement, and Fleet Expansion program in light
of grant opportunities currently available and reasonably expected to be available. The Supplement
also addresses the goal of having a zero-emissions fleet operating by 2035. The 2018 Master Plan’s
Fixed Route Bus Inventory and Fleet Expansion plan included fiscal years 2017 through 2027. This
Supplement will take the plan to Fiscal Year 2032.
12 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
mandated. These standards can be increased to
provide sufficient spares with the addition of a
second maintenance facility.
• Average bus fleet age standard should be 7 years or
less and paratransit average fleet age should be 3
years.
• Vehicle size (less than 30-foot, 35-foot, and 40-45-foot) is based upon demand and geographic/terrain constraints of the routes.
The current (2022) overall age of MTA’s large bus fixed
route fleet is 17 .3 years . The industry standard for
fixed route vehicles is an average useful life of 12 years .
The 12-year average is applied to the large bus fleet in
the updated Fleet Plan . Smaller buses can have lesser
minimum life requirements (per Altoona Bus Test) . In
practice, transit systems often keep their best running
vehicles longer than 12 years . But currently transit
systems are using the 12-year retirement threshold to
upgrade vehicle propulsion technology, especially to
acquire non-emission vehicles (see Transition to Zero
Emission Buses section below) .
Fleet Size and Mix
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
county-owned vehicles and to reduce dependence on
contractor provided vehicles, which are a major cost in
the operating budget . Between 2019 and 2021, four (4) El
Dorado cutaways and seven (7) paratransit vehicles were
added . In 2022, four (4) MCI commuter buses and three
(3) hydrogen buses will arrive and be added to the fleet .
Vehicle Procurement
MTA is aggressively pursuing available grants to
purchase vehicles . This includes the Section 5339
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
private grants greatly relieves the County budget while
achieving system goals .
The MTA large bus fleet size based on the expected
delivery schedule will be 52 vehicles by 2025 . MTA
procured and received three (3) paratransit vehicles in
2021 and is expected to receive eight (8) small buses
(less than 30-foot in length) to add to the fixed and flex
route fleet . With delivery of these eight vehicles, MTA
will have a small bus fleet of 22 vehicles . In 2023, 32
buses are planned for procurement, which will expand
the fleet with an additional eleven buses to be received
in 2024 .
With these new buses, the average large bus fleet age
drops to 2 .3 . Even with unexpected delays in bus
delivery and prepping new buses for service, it is
expected that those 32 new vehicles would be in service
by 2025 . The age gradually increases to 8 .9 in 2032
as shown in the following figure . MTA will want to
maintain the average fleet age as close to seven years as
possible . This will require a minimum of ten (10) large
bus new vehicles to be delivered in 2033 which would
reduce the average fleet age to 7 .6 years .
Table 2-1: MTA Average Age in Years in the Large Bus Fleet
Smaller vehicles used for paratransit and flex service
have a much shorter useful life than the larger fixed
route vehicles . These vehicles have a Useful Life of
six years . The following figure shows MTA’s small bus
average fleet age to 2032 .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 13
Table 2-2: MTA Average Age in Years of the Small Bus Fleet
Large Bus Fleet Plan
The table, Large Bus Fixed Route Fleet Plan, provides
an updated Fleet Plan between the years 2022 and 2032
incorporating the assumptions discussed above .
MTA continuously reviews ridership demand . It is
anticipated that these reviews may identify the need
to purchase additional vehicles above what is shown
in the table . Additional vehicles may need to be placed
into service in years 2027 or 2028 to accommodate
the opening of a second maintenance facility in Kona
along with increased passenger demand on selected
routes . The budget year for these purchases would be
approximately two years before the vehicles are needed
to be in service .
The 40-foot buses have an average useful life of 12 years
by industry standard, the smaller vehicles generally
have a useful life of 7 to 9 years . Therefore, since MTA
will have a fleet composed of over 42 percent smaller
vehicles (by 2027), the overall average fleet age should
be below six years .
Small Bus Fleet Plan
The Small Bus Fleet Plan identifies vehicles that are less
than 30-feet . The majority of these vehicles will provide
paratransit services in Hilo, Kailua-Kona, and Puna
and Flex Route services identified for Puna, Waimea,
North Kohala Coast, and the Hāmākua Coast between
Hilo and Honoka’a . This plan may need to be adjusted
in 2027 or 2028 to accommodate potential increased
paratransit demand . When a second maintenance
facility opens in Kailua-Kona a plan will be needed
to determine the optimal distribution of vehicles by
location for over-night storage and daily maintenance .
Non-Revenue Fleet Plan
The non-revenue fleet includes driver relief vehicles and
an additional shop vehicle . The non-revenue fleet would
be increased from eight (8) to 13 . These vehicles have
an average useful life of eight (8) years .
Transition to Zero-Emission
Buses
In December 2017, The County of Hawai‘i adopted a
policy to move to having a non-emission vehicle fleet
by 2035 . This will be accomplished through purchases
to replace the existing fleet over time . In addition,
there are infrastructure requirements such as charging
stations for battery electric vehicles . A zero-emissions
bus plan (ZEB) is underdevelopment .
Three hydrogen buses from US Hybrid are being
added to the fleet in 2022 through a pilot program with
National Energy Lab of Hawai‘i Authority (NELHA) .
They will be used on routes in Kailua-Kona, re-fueled,
and stored overnight at NELHA .
Five battery-electric buses (four (4) 35-foot and one (1)
40-foot) and charging equipment will be purchased in
2022 as part of a joint procurement with the counties
of Maui and Kaua‘i (through the Hawaii Department of
Transportation (HDOT) . In addition, three (3) diesel
hybrid buses are planned for purchase in 2022 .
A planned purchase of 28 diesel buses is also pending
a request for them to be converted to hydrogen or
battery electric . The current (2022) base cost for various
propulsion systems for a 40-foot bus is:
• Average diesel bus is $600,000
• Average diesel hybrid bus is $650,000
• Average electric bus is $750,000
• Average hydrogen bus is $900,000
Battery electric bus (BEB) ranges are dependent upon
on-board battery size and the amount of energy used .
The amount of energy used is influenced by trip length,
assignment length, terrain, passenger load, and bus
operator driving techniques .
Calculating the estimated range for buses without prior
operating experience on MTA’s bus routes, starts with
the vehicle’s kilowatt-hour (kWh) of stored energy,
reducing to a conservative usable energy amount of no
14 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Bus Description Mode Budget Year Model Year
Year Added to Service
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 foot buses Commuter 2021 2024 3 3 3 3 3 3 3 3 3
(5) 40-45 foot buses Commuter 2021 2024 5 5 5 5 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
Table 2-3: Large Bus Fleet Plan (Expansion and Replacement) Fixed Route
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 15
Vehicle Description Budget Year Model Year
Year Added to Service
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 Relief Vehicle 2030 2032 4
Total Active Fleet 8 12 13 13 13 13 13 13 13 13 13
Table 2-5: Non-Revenue Fleet Plan
Bus Description Mode Budget Year Model Year
Year Added to Service
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
El Dorado Aero Elite - H2 Fixed Route 2012 2 2 2 2 2
Arboc Sprit of Mobility 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 6 6 6
(2) <30-foot buses Flex Route 2021 2023 2 2 2 2 2 2 2
Minivan Paratransit 2023 2025 7 7 7 7 7
Minivan Paratransit 2028 2030 7 7 7
(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 2-4: Small Bus Fleet Plan for Paratransit and Fixed Route
16 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
more than 70 percent of stored energy . Using an average
of kWh used per mile of 2 .4 and 440 kWh of stored
energy, a range of 125 miles would be estimated .
There are two basic options for charging BEBs: on-route
charging located at transit centers or identified layover
places and plug in charges at the maintenance facilities .
Estimating charging times is like estimating BEB
range without actual service experience . Charging is
dependent upon energy used, battery size, and charging
speed .
Purchasing BEBs with a 125-mile range and fast on-
route and maintenance facility chargers will help ensure
MTA has enough vehicles and charging equipment to
provide consistent service . Experience with operating
BEBs in the field may influence the fleet plan in future
years, requiring more or fewer vehicles .
MTA has worked in partnership with HDOT and the
counties of Maui and Kaua‘i the Hawai‘i Zero Emission
Bus Project (HZEB) . The plan details the steps, costs,
and funding sources to procure battery electric buses
(BEB) . Details identified in the table Hawai‘i Zero
Emission Bus Project Detail include procuring charging
equipment in addition to the vehicles, modifications
to the maintenance facility to support BEB, employee
training, and maintenance additions for the new
propulsion . As shown in the table, sources include
several Federal grant programs, Volkswagen settlement
funds, potential Hawaiian Electric Company (HECO)
participation, and local matching funds . These are
summarized below:
Table 2-6: Hawaii Zero Emission Bus Project Funding
Summary (as relates to County of Hawai‘i)
SUMMARY FEDERAL LOCAL TOTAL
HI-2019-008 $1,060,000 $255,294 $1,315,294
FY21 Low-No $2,361,431 $396,638 $2,758,069
Total Federal $3,421,431
Total Local $651,932
Total VW $1,176,667
Total HECO TBD
GRAND TOTAL
(HAWAI‘I)
$5,250,030
Importance of a Preventive
Maintenance Program
A strong preventive maintenance program (PM)
effectively reduces operational cost by decreasing the
frequency of unscheduled maintenance activities .
The PM program would be based on manufacturer-
specific recommendations adjusted for local experience
and local operating conditions . A solid preventive
maintenance program maximizes useful vehicle life,
is more cost effective over the life of the vehicle, and
ensures that vehicles are maintained to the highest
possible safety standards .
A recent audit of HDOT oversight program included
the recommendation that grantees follow best practices
for preventive maintenance by using FTA guidelines .
The guidelines call for PM to be conducted every 6,000
miles, at intervals called “K” ramp ups . There are eight
ramp-up levels until the vehicle reaches 48,000 miles .
After that, the inspections occur based on revenue miles
and/or time .
An aggressive preventive maintenance program
schedules vehicle inspections and preemptive
maintenance activities for each fleet category and for
each propulsion system type . The allowable variance
with all preventive maintenance inspections is plus/
minus 600 miles . Maintenance inspection activities
completed within this parameter are considered on-
time .
Preventive maintenance for ADA related equipment
covers wheelchair ramps, wheelchair lifts, securement
equipment, securement belts, and annunciators are to
be inspected on every 6,000-mile vehicle inspection
cycle . Wheelchair lifts, ramps, securement belts and
annunciators are to be inspected by the vehicle operator
before a bus or paratransit vehicle is used for revenue
service . Bus and paratransit operators are required to fill
out a Vehicle Condition Report card prior to leaving the
facility detailing the inspection of the ADA equipment .
Following the FTA State Management Review of
HDOT’s oversight and a finding that preventive
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
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 17
at 12K, 24K, 36K, and 48K (12,000-mile intervals)
inspections, which is based on revenue mileage . A review
is needed for other propulsions system types and their
specific preventive maintenance procedures that MTA
will need to adopt .
Quality Assurance
Quality assurance is the process of verifying or
determining whether the end product meets and/
or exceeds established industry standards . Quality
assurance is a process-driven approach that follows
specific and orderly steps to define and attain goals .
The quality assurance course of action is defined by a
Quality Assurance Inspection Checklist which MTA
needs to develop and periodically review . Quality
Assurance Checklists include Air Conditioning,
Automotive, Electrical, Unit Repair, and Paratransit
features . The Quality Assurance sequence is defined as:
• Vehicle is identified and assigned to a qualified
technician for maintenance activity.
• Vehicle repair and quality assurance inspection
performed by same qualified technician.
• Supervisor verifies repair and quality assurance
inspection as complete.
• Supervisor performs periodic repairs and quality
assurance validation.
• Supervisor routes vehicle to the next appropriate
step as required.
• A comprehensive quality assurance audit is
performed.
• Vehicle is rejected or deemed ready for revenue
service by the quality assurance inspector.
• Rejected vehicles are routed back for further
corrective action.
• A closing review/audit is required on rejected vehicles before deemed ready for revenue service.
Brake Inspection
The Brake Inspection Program inspects and ensures
that all revenue service vehicles are safe to be assigned
to revenue service daily . Each vehicle is subjected to
a thorough inspection once per week . The inspection
consists of examining the foundation brakes, parking
brake system, air brake system, safety interlock systems
and draining of all air tanks on the coach . Twenty percent
(20%) of the fleet are inspected daily (Monday through
Friday) . If brake system defects are found, the vehicle
is immediately removed from service until the brake
defects have been corrected and verified by the Quality
Assurance procedures . The Brake Inspection Program
also initiates brake relines by forwarding the daily Brake
Inspection Sheet for evaluation of reline candidates .
The smaller vehicles used for paratransit should have
the entire brake system inspected at every 6K Lube
Inspection and at each quality assurance inspection . If
defects are detected, the vehicle is immediately removed
from service until the brake defect is corrected and
verified . The brake reline criteria is determined by a
minimum of lining thickness of three (3) millimeters,
the standard used by the City & County of Honolulu .
Table 2-7: Hawai‘i Zero Emission Bus Project Detail (as it relates to the County of Hawai‘i)
18 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Bus and Paratransit Maintenance
Management Systems
MTA maintenance division needs to develop a system
of computerized forms and reports to manage each
segment of vehicle maintenance activities . This
computerized system will serve as the division’s
historical vehicle maintenance database . Documents
would include:
• Vehicle Repair Orders (VRO’s)
• Preventive Maintenance (PM) tracking report
• PM inspection forms that are based on 6,000-mile
service intervals.
• Parts requests.
VRO’s based on scheduled and/or unscheduled vehicle
maintenance requirements are created . The PM
work orders are initiated using component mileage
threshold reporting . Preventive maintenance and road
call recording are tracked in real time . Preventive
maintenance schedules are based on vehicle mileage
and component mileage thresholds that are updated
daily . All PM measures are captured and stored in the
maintenance management computerized based system .
Hard copy VRO’s of all maintenance activities
performed are kept on file and archived for the life
of the vehicle . Preventive maintenance monthly
reports are used to monitor fleet performance . The
computerized system generates reports that the
Maintenance Manager can use to track vehicles and/
or components that exhibit high incidences of road
calls . Major failures including mechanical failures
and interrupted service and system malfunctions are
reported and monitored .
Considering the current fixed route fleet is on average
older than most systems, maintenance practices are
very important . Developing PM and other maintenance
reporting for multiple propulsions (such as hybrid,
gas, electric, hydrogen, diesel) is important to monitor
the costs of maintenance by propulsion providing
the agency the best information for future vehicle
purchases .
1 Goal and section adapted from Miami Dade County Facilities Equipment & Maintenance Plan, June 2005
Facilities Maintenance Plan
The goal of facilities maintenance is “to ensure the
availability of safe, reliable, efficient and secure facilities
and equipment for Hele-On customers and employees .”1
This includes the Hilo maintenance facility, hubs
including Mo’oheau Bus Terminal, park-and-ride lots,
and the equipment associated with these facilities .
A facilities maintenance plan develops the procedures
and makes sure they are followed to maximize cost
effectiveness of maintenance efforts consistent with
safe operations through a balance of preventive
maintenance, corrective maintenance, and systems
improvements, where necessary . This includes an
inventory of all facilities and equipment, log of
maintenance activities and repairs, daily janitorial
services, and identification of those facilities and
equipment that need replacement or major repairs .
Maintenance include HVAC, electrical, plumbing,
lifts, and general aesthetics (painting, flooring), safety
equipment including locks and alarms, and land
scaping and vegetation .
Transit Asset Management
Plan (TAM Plan)
The Federal Transit Administration (FTA) requires
public transit providers that receive Federal
transit assistance to undertake certain transit asset
management activities . Transit asset management is
the strategic and systematic practice of procuring,
operating, inspecting, maintaining, rehabilitating,
and replacing transit capital assets to manage their
performance, risks, and costs over their life cycles .
Doing so provides safe, cost-effective, and reliable
public transportation . Asset management is a
cornerstone of effective performance management .
Asset management improves reliability, safety, cost
management, and customer service .
Direct recipients of federal dollars for capital
acquisitions are required to prepare their own TAM
Plans, updated every four (4) years . TAM Plans are not
submitted to FTA but are required to be available . As a
subrecipient, MTA would submit TAM Plan elements to
HDOT for their TAM Plan .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 19
FTA established four performance measures to
approximate the State of Good Repair (SGR) for four
categories of capital assets . Calculating performance
measures helps transit agencies to quantify the
condition of their assets, which facilitates setting targets
that support local funding prioritization .2
Table 2-8: FTA Established Performance Measures
ASSET CATEGORY TOTAL
Rolling Stock % of revenue vehicles exceeding
useful life benchmark (ULB)
Equipment % of non-revenue service vehicles
exceeding ULB
Facilities % of facilities rated under 3 .0 on the
Infrastructure N/A for MTA
The condition measure used in the NTD is the
five-point scale used by FTA’s 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 DESCRIPTION
Excellent 4 .8 - 5 .0 No visible defects; new or near new
condition; may still be under warran-
ty if applicable
Good 4 .0 - 4 .7 Good condition, but no longer new;
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 of their 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 .
Conclusion
As a recipient of Federal funds (through HDOT ) for
vehicle purchases, MTA must keep federally funded
vehicles, equipment, and facilities in good operating
condition . MTA must keep Americans with Disabilities
Act (ADA) accessibility features on all vehicles,
equipment, and facilities in good operating order . A
vigorous PM program must be developed immediately .
That along with the planned growth in the fleet size and
mix of propulsion types underscore the critical need to
add additional trained mechanics and the additional of
a Transit Maintenance Manager (new position) . This
is discussed further in the next section, Staffing and
Organization Chart .
20 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 21
SECTION 3: STAFFING &
ORGANIZATION CHART
Need for Additional
Positions in Administration,
Maintenance, and Federal
Compliance
The improvements at MTA are impressive and
forward thinking, but there is a grave need to hire
more staff . This is evident in three important areas:
Administration, Maintenance, and Federal Compliance .
• The Mass Transit Administrator position
classification should be reviewed and upgraded,
commensurate with his/her duties and consistent
with the similar civil service position in other
departments and agencies the County. Division
Chiefs in larger department are EM-7, -8, or -9.
• The Mass Transit Administrator should have a Secretary I to support his/her active schedule and breadth of responsibilities.
• Expansion of activities to essentially a 24-7
operation and the coordination needed for
transition to an all-electric fleet underscores
the urgent need for an Assistant Mass Transit
Administrator, as had been recommended in the
Master Plan. The classification would be two levels
below the Mass Transit Administrator.
• Growth depends on a robust grant application and grant management system. This requires creation of a Mobility and Compliance Program Manager who ensures federal compliance and an Accountant I in the Fiscal/HR division.
• FTA and HDOT have emphasized the critical nature
of having a best practices preventive program. That
combined with the program initiative for zero-
Section Three revisits the staffing needed to fulfill local needs as well as state and federal requirements.
The Master Plan discussed staffing needs in Chapter 7. Figure 7-3 presented a proposed organizational
chart. Some important positions have been created and filled, including Garage Supervisor, and two
Account Clerks. This Supplement presents a revised review of staffing needs and justification for added
positions. The organization chart for MTA reflecting these needs is shown on the next page.
22 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Figure 3-1: Proposed County of Hawai‘i Mass Transit Agency Position Organization Chart
Note: Position Mass Transit Assistant SR-12 [00-04893] is eliminated and reclassified into a Transit Program Manager .
Colored boxes signify proposed new positions .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 23
emissions means there will be a variety of types of
vehicles in the fleet. Ensuring federal compliance for
asset management leads to the recommendation for a Transit Maintenance Program Manager, the same level as the other transit program managers (SR 24).
• Increasing the fleet size to 35 and then on to 55
requires a third shift consisting of four (4) Transit
Vehicle Mechanics I and a working supervisor
(Transit Vehicle Mechanic II).
• The role for a Kailua-Kona-based maintenance crew has been reviewed for the near term.
• Investigate the desirability of having dedicated
cleaning crews for the bus stops and transit centers.
Currently this is contracted out on a limited scale.
Program Management and
Support
This Supplement recommends creating four new
administrative positions and filling them upon
approval of the FY 2023 Budget: Assistant Mass Transit
Administrator; Accountant; reclassification of the Mass
Transit Administrator; and a Transit Program Manager;
and Secretary to the Mass Transit Administrator .
This should greatly reduce the current practice of
moving people off one task to help with a current
priority or crisis . MTA, in the opinion of this
consultant, has always been too short-handed for the
responsibilities assigned to it, leaving no back-up for
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 Kaua‘i, the position
is an EM-3, which is comparable to Hawai‘i County . In
Maui, the comparable position has no rating, and the
salary is set by a Salary Commission; department heads
on Maui are EM-7 . A review is in order to properly
classify the Mass Transit Administrator . See Appendix 2
for the associated pay scales .
Fleet and Facility Maintenance
This Supplement recommends filling five (5) positions
in the maintenance unit: Four (4) Transit vehicle
Mechanics I and one (1) Transit Vehicle Mechanic II .
This grouping would comprise a third shift, allowing
more round the clock maintenance function . It could
also be used to help staff up a facility in Kailua-Kona,
when that is ready .
The look, cleanliness, and security of the bus system
is important to attracting riders . MTA is committed
to a multi-year program for installing shelters,
informational signage, and passenger amenities island-
wide . Within three (3) to five (5) years (approximately
FY 2026) as these reach a critical number, the County
should create two (2) or three (3) bus stop (and hub or
transit center) cleaning crews under the supervision of
MTA Maintenance Program Manager .
As an example of this elsewhere, the County of Kaua‘i
has two utility workers who are each assigned a well-
supplied truck to do the cleanings . They clean the Eiwa
Street stop and restroom daily and the other 115 island
wide bus stops on a two-week rotation . Duties include:
wipe down and disinfect, power wash, cut grass and
greenery, minor repairs, update flyer and schedule
postings, and generate work orders when needed .
24 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
As seen in the picture above, they post a sign on the
truck saying “Bus Stop Cleaning in Progress .” This is a
reminder to passersby that the County takes pride in
its appearance and the community can also . Similar
cleanliness is needed on the inside and outside of the
buses, which is currently assigned to Roberts Hawaii
under their contract .
Peer Review
The assessment of vehicle maintenance staffing needs
included a review of peer agencies to ascertain their
staffing levels . The data shown in Appendix 1A through
D – Peer Review is taken from the 2019 National
Transit Database (NTD) . While 2020 NTD data tables
are available, the impact from the Covid-19 pandemic
was not representative of normal operations .
The FTA requires all systems accepting federal monies
to report annually to the NTD . The NTD records
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) | FTA (dot .gov)
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 facility
maintenance employees .
Definitions
Two measures were considered appropriate for
comparison to MTA, to see where the county fits
compared to the range and the median .
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 .
Discussion
• MTA’s service area is much larger than any other
peer systems. The average service area for the peer
group is 338 square miles. MTA service area is 4,028
square miles.
• Of the 24 peer systems, six (6) had two (2)
operating/maintenance facilities.
• Most systems used full time vehicle maintenance
personnel; five systems also added part time vehicle
maintenance employees.
• The peer systems have an average of 18 full time
maintenance employees to service fixed route
and commuter bus vehicles. These numbers do
not include paratransit or facility maintenance
employees. MTA currently has six (6) full time
maintenance employees. The Supplement
recommends increasing this number to eleven (11)
by adding four (4) Mechanic I and one (1) Mechanic
II position.
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 25
• On average, 2.6 vehicles (operated in maximum
service) are assigned per maintenance employee for
the peer systems. MTA has the highest vehicle count to employee ratio at 6.5 when comparing VOMS
• The peer average is 3.7 vehicles per maintenance
employee when using the service vehicles available
for maximum service (VAMS) metric. The MTA the
ratio is 8.7, over double the peer.
Adding the five maintenance employees recommended
would decrease the vehicle load to 3 .5 VOMS and
4 .7 VAMS per maintenance employee, still above the
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 .
Decreasing the number of vehicles per maintenance
employee to a more practicable level will help ensure
service consistency with fewer service disruptions due
to vehicle failure .
Furthermore, it is noted that there is a high need for
trained mechanics in different specialties for the mix
of vehicle propulsion systems: diesel, diesel hybrid,
electric, and hydrogen vehicles being procured or
already in service .
The comparisons cited above do not include paratransit
services . Many systems, including many of the peer
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
hydrogen buses would be based and serviced out of
Kona . It is recommended that the facility have four (4)
or more bays .
• Functions would include daily interior and
exterior washing, fueling; and also, preventative
maintenance for the fleet assigned to the Kailua-
Kona side.
• Fluids (e.g. engine oil, transmission, coolant, power steering fluid, windshield wiper fluid, etc.)
• Preventive Maintenance and record keeping
• Limited body work (e.g. seat and scrape repair).
The description of maintenance services for the new
facility is subject to further review, but the site selected
should be adequate for growth . Major repair, warranty,
engine overhaul, and body work would continue to be
done in the Hilo base yard .
The Master Plan estimated full implementation of
Kailua-Kona base yard in FY 2027 . A new facility would
need to be able to maintain and store up to 25 vehicles
with room for growth . Maintenance, dispatch, bus
operators, and administration personnel would report
to the Kailua-Kona facility . Finally, overnight parking
sites are needed for Waimea and Ka‘u to support unmet
operational needs .
26 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 27
SECTION 4: OPERATING & CAPITAL
FINANCIAL PLANS
The individual components of the financial plan are
connected . If for example, capital expenditures such
as vehicle purchasing do not occur when planned,
operating expenses may increase due to additional
maintenance of older vehicles past their useful life . If
planned hiring, such as mechanics do not occur, then
vehicle reliability can fail increasing operations and
maintenance costs . Tables begin on Page 30 .
Capital Financial Plan
Capital costs are presented by budget year as shown in
Table 4-1 Capital Costs . Budget year is July to June of
the following year . MTA typically will apply for grants
to help off-set costs, and the savings are realized 1-2 two
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).
Section Four updates the Financial Plans for Operations and for Capital Improvements and extends
the time from FY 2023 through FY 2032. This includes a review of revenue sources; and options for with
and without the continuation of the 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 initially passed for one year so the Master Plan presented financial plans for with and
without this source beyond that one year. Council later extended the GET to the full term allowed under
State law (FY 2030). It is due to expire in FY 2030.
28 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
• Facilities including expanding the current
maintenance facility in Hilo and development of a
new maintenance facility in Kailua-Kona by the year 2026. Costs for planning, design, environmental review; land acquisition; and finally, construction of a new facility are shown. Expansion of the Hilo facility is needed due to expanding fleet and multiple propulsions requiring additional space for fueling/charging. Also included in this category are new transit or mobility hubs, park and ride lot improvements, and passenger amenities including shelters, Americans With Disabilities Act (ADA) upgrades, and signage.
• Passenger Systems include a new fare collection
system and electronic information.
• Bikeshare is identified as a separate line item. While Hele-On is a partner in Bikeshare but may need to bear full responsibility for funding if grants are not readily available.
Fleet capital costs are shown for the large bus, small
bus, and non-revenue fleet . In FY 2021 and 2022, MTA
successfully applied for Federal grants to purchase
32 vehicles for delivery by FY 23 to 24 . The majority
of these vehicles will have a useful life of 12-years for
large buses and 5- to 7-years for small buses . Generally,
maintaining a fleet of 60 vehicles would require MTA
to purchase five or six vehicles a year . However, due to
the urgent need to replace the fleet and because grants
for this were available in FY21, these vehicles will be
replaced starting in FY30 as shown in the Table 4-1 .
Purchases for fleet In FY23 include seven (7) paratransit
vans and three (3) replacement office vehicles . Between
FY24 and FY27, a maintenance shop truck and
administrative vehicle are scheduled for purchase, while
in FY28 seven (7) paratransit vans will be purchased,
and in FY29 two (2) cutaway paratransit vehicles are
scheduled for purchase as well as eight (8) non-revenue
vehicles . FY30 has the largest number of replacement
vehicles identified for purchase including four (4) 35-
foot and six (6) 40-foot battery electric buses . Eight (8)
vehicles are purchased in FY31 and 32 .
A separate line-item has been added to the Capital
Costs plan to identify the investment in Zero-Emissions
Infrastructure . This program includes adding charging
equipment and hydrogen fueling stations to both
maintenance facilities and charging equipment to
Transit Hub locations including Mo‘oheau, Waimea,
Pahoa, Haw‘i, and Waikoloa .
The bus stop, shelter and signage programs remain
ongoing through this time period as shown under
Facilities . The majority of the new installations of
the Signs and Wayfinding program is scheduled to be
complete in FY28 with the opening of new hubs and
the Kailua-Kona maintenance facility . This is reflected
in the decrease in capital costs for this category in later
years .
The Facilities program includes the planning, design,
and construction of a new maintenance base in Kailua-
Kona and expansion of the Hilo facility . Seven new
transit hubs and the rehabilitation of two hubs are
part of the Facilities program . New transit hubs in in
Pahoa and Kailua-Kona as first priorities and then
Kea’au, Waimea, Waikoloa, Ocean View, and Honoka’a
are second priorities, the rehabilitation of Mo’oheau
Bus Terminal is a first priority while rehabilitation of
Prince Kūhiō Plaza is a second priority . Transit hubs
would include bus bays, shelters, benches, trash cans,
bike racks, parking, building with community room/
restroom, electric vehicle charging and secure bus
parking .
The Facilities program includes upgrades to the park-
and-ride lots as well as new bus storage facilities in
Ocean View and Waimea .
Passenger Systems include installing new fare
collection and electronic information on all revenue
service vehicles . These systems are identified in the
next couple budget cycles to provide retrofitting on
buses already in service or purchased without the
systems . The fare system budget estimate is based upon
retrofitting 20 buses . All new revenue vehicle purchases
will have these systems in the specifications and will no
longer need to be a line item .
The final capital cost category is for the Bikeshare
expansion program .
Operating Financial Plan
The operating financial plan shown in Table 4-2 shows
operating expenses by fiscal year for each mode . The
State of Hawai‘i Department of Business, Economic
Development & Tourism (DBEDT) has forecast the
Consumer Price Index (CPI) for years 2023 at 2 .6
percent, 2024 at 2 .3 percent, and 2025 at 2 .1percent .
Given current national and international events, the
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 29
Financial Plan has taken a more conservative approach
of using three (3) percent beyond 2025 .
Existing MTA bus services are shown in two categories:
Current Routes & Additions to Current Routes and
New Routes . It is expected that after nine (9) months
to one year of operating new routes, MTA will review
the impact of new services . This review may lead to
an increase or decrease in the number of bus trips, an
adjustment to the span of service on weekdays and
weekends and route alignment adjustments to better
serve County residents, businesses, and visitors .
The decrease in costs shown under Existing Services in
FY24 and FY25 reflects the cost savings from not using
contractor-provided vehicles that MTA will realize due
to the purchasing of new buses . The Plan assumes the
final new fixed route bus routes identified in the Master
Plan are added in FY 2024 .
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 of the 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
(9) additional positions and upgrades to two current
positions in FY 2023 . This category increases in FY
2027 to account for the addition of maintenance
and administrative personnel due to the new Kona
maintenance facility . Other operations and maintenance
costs have been separated into three cost categories:
administrative (supplies, advertising, utilities), bus
operations (fuel, parts, tools), and facilities (security,
cleaning) . Costs are escalated at 3% per year after FY25 .
Fiscal Year 2023 has higher costs in several categories
that will impact operating expenses during the year .
This includes a printing cost of about $430,000 for
the new Hele-On bus and logo designs . Annual costs
will return to about $70,000 plus escalation following
implementation in FY 2023 . Another one-time expense
increase is for bus parts to maintain an aging fleet . As
new buses arrive and are put into service this cost will
be reduced by over $1 million as shown for fuel and
parts in FY 2024 in Table 4-3 .
30 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Table 4-1: Capital Costs (page 1 of 2)
CAPITAL COST BY BUDGET YEAR
ITEM 2023 2024 2025 2026 2027
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 $2,500,000
equipment $400,000
installation $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 Hilo ExpansionKailua-Kona
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 31
Table 4-1: Capital Costs (page 2 of 2)
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/survey $125,000
land acquisition $0
construction $2,500,000
equipment $400,000
installation $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 Hilo ExpansionKailua-Kona
32 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
CAPITAL COST BY BUDGET YEAR
SERVICE 2023 2024 2025 2026 2027
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 Hilo/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 .
Table 4-2: Operating Expenses by Fiscal Year (page 1 of 2)
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 33
CAPITAL COST BY BUDGET YEAR
SERVICE 2028 2029 2030 2031 2032
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 Hilo/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 .
Table 4-2: Operating Expenses by Fiscal Year (page 2 of 2)
34 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Table 4-3: Financial Plan (page 1 of 2)
CAPITAL COST BY BUDGET YEAR
EXPENSES 2023 2024 2025 2026 2027
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 2023 2024 2025 2026 2027
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 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
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 35
Table 4-3: Financial Plan (page 2 of 2)
CAPITAL COST BY BUDGET YEAR
EXPENSES 2028 2029 2030 2031 2032
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 $40,584,462 $37,945,011 $38,188,381
FUNDING SOURCES 2028 2029 2030 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 2028 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
36 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Sources of Revenue
Over the past two years, the major sources of revenue
for MTA have been the State GET surcharge and federal
funds . This will remain the case through FY 2030 .
Figure 4-1 shows the major revenue sources and their
percent of contribution toward MTA expenses by fiscal
year through FY 2031 . As shown the GET surcharge
accounts for over 50 percent of funds for each year .
Fiscal year 2032 is not shown in this table as the GET
sunsets on December 31, 2030 . Each of these revenue
sources are discussed in the following paragraphs .
Figure 4-1: Contribution of Revenue Sources
Federal Formula Funds
The Infrastructure Investment and Jobs Act passed in
the fall of 2021 means more federal funds will come
to MTA and the County . The emphasis is on Safety,
Modernization, Climate and Equity, all goals that are
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 .
Currently, MTA receives approximately $1 .4 million per
year . The Federal Bus & Facilities capital grant formula
program (5339(a)) is likewise expected to have at least
a minimum increase to $1 .4 million . Both of these
formula grant programs are passed through the HDOT
to MTA . Combined these two programs will provide
a minimum of 6 .8 percent of funding in FY 2024 to a
high of 21 .4 percent of funding in FY 2023 .
The goal is for competitive capital federal grants to fund
the cost of bus fleet expansion, with MTA paying the
local match . The competitive grants are for vehicle and
facilities purchases and can have a significant impact
on funding for the system when successful . In addition,
there are discretionary grants for such efforts as rural
transportation, commuter services, and electric vehicle
(EV) charging that will be actively pursued . MTA has
been very success in obtaining grants over the past year .
This plan, however, maintains a conservative estimate
for grant revenues .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 37
General Excise Tax Surcharge
In the first year that the County of Hawai‘i collected
the GET allowed under State law, it was assessed at the
rate of 0 .25 through the year 2019 . After that, it was
raised to 0 .50 . While there was some dip during the
COVID-19 period when people were not traveling, the
GET surcharge has proven to be an excellent source of
funding for county transportation programs, including,
but not only public transit .
For planning purposes, this plan holds constant at
$50,000,000 the amount raised each year from GET .
While this could rise or fall according to economic
conditions, especially tourism, the GET Surcharge
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
is collected (around $28 million) is applied to other
transportation projects of the County such as roadways
and bridges .
The GET will be in effect until the law sunsets on
December 31, 2030 (which is mid-year FY2031) .
Because it is unknown what the legislature will do about
extending it, this financial plan addresses FY 2032 as
WITHOUT the GET source, discussed later in this
section of the supplement . Table 4-3 shows that GET
funding is used for FY 2031 .
It is estimated that the GET would raise $25 million for
FY 2031 (half of the annual estimate of $50 million) .
There are two options for using the GET in FY 2031 .
The first uses the full GET funds as shown in Table 4-4 .
This would require $265,982 in County General Funds
to meet expenses . An alternative for FY 2031 is to use
County funds from the Highway and General Funds for
half of the resources needed and using the remainder
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
funding portion is assigned to the General Fund with
25 percent coming from the Highway Fund .
Table 4-4: FY 2031 with Full GET Funding Versus Half GET
Funding
SUMMARY FY 2031 USING FULL GET FUNDS
FY 2031 USING 50% GET FUNDS
Total Expenses $37,945,011 $37,945,011
Fare Revenue $2,692,839 $2,692,839
Grants $9,986,191 $9,986,191
County GO Bonds (CIP)$0 $0
GET Transit Funding $25,000,000 $12,632,991
County General Fund $265,982 $9,474,743
County Highway Fund $0 $3,258,248
Total Funding Sources $37,945,011 $37,945,011
GET Other Transportation
Projects & Carryover
$0 $12,367,009
County Funds
There are three major categories of County funding that
MTA can access in addition to the GET . These are:
• General Obligation Bonds (GO Bonds). GO Bonds
are usually packaged for major capital investments.
The GO Bonds have been identified for funding of
the maintenance facility and transit hubs. However,
if MTA is successful in being awarded discretionary
Federal grants for these projects, then the amounts
shown in Table 4-3 would be reduced for GO Bond
funding.
• County Highway Fund. Almost 40 percent of the Highway Fund comes from fuel taxes. Street Use fees and a Public Utility Franchise tax are other components of this fund’s revenues.
• County General Fund. Real property taxes comprise
76.4 percent of revenues in the County General
Fund.
Prior to the GET being implemented, MTA was funded
primarily through the Highway and General Funds .
User Fares and the Free Fare Pilot
Fares raise $560,000 in revenues per year . This is less
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
38 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
passenger information infrastructure . Table 4-5 shows
no Bus Services or ADA Paratransit revenue for FY
2023 and FY 2024 . The table shows User Fare Revenues
resuming January 1, 2025 .
The last year when Hele-On was free was from 2005
to 2013 and in 2013 that was also the year with the
highest ridership (1 .2 million passengers) . Fare free
would be a social benefit to the community while it is in
recovery mode from both the volcanic eruption (Puna
District) and the pandemic (island wide) . Other places
which have gone fare-free include Missoula, Montana;
Olympia, Washington; and Burlington, North Carolina .
After the three-year pilot is complete, MTA will assess
what has occurred and make further recommendations .
During this time, MTA also plans to select its preferred
payment approach and purchase equipment by then,
including, but not limited to the option of participating
in the HOLO Card (Stored Value cards) system of the
City & County of Honolulu .
Farebox Recovery and System
Subsidy
Many systems have policies that set a farebox recovery
ratio (FRR), usually a range based on historical data .
Per the National Transit Database, farebox recovery for
rural systems nationwide averages under 10 percent .
Farebox recovery is the portion of expenses paid
directly by passengers . It is recommended that MTA
resist efforts to establish a FRR above ten percent even
though the FRR is expected to increase over the next
several years . This can be revisited after several years
of data showing that MTA’s FRR is substantially higher
than ten percent . However, it is important to avoid any
automatic service reduction or fare increase if the FRR
is not met .
Figure 4-2 presents the county subsidy per unlinked
passenger trip by mode and for the overall system .
Unlinked passenger trips are defined as the number
of passengers boarding public transportation vehicles .
Passengers are counted each time they board a vehicle .
If a passenger transfers to another vehicle they are
counted again . Modes include commuter bus, demand
response, and the taxi demand response services . Fare
policy impacts revenue and subsidy . For example, free
transfers decrease revenue per passenger boarding since
passengers pay once .
Subsidy is determined by the operating expense by
mode or combined system per unlinked passenger trip
(operating expenses divided by number of unlinked
passenger trips) minus fare revenue per unlinked trip .
The figure provides the overall system subsidy per
unlinked passenger trip . As shown, demand response
trips had a much higher subsidy up until 2019, where
commuter bus had a slightly higher subsidy . In 2020
data reported to the NTD appears to combine the taxi
demand response statistics with the demand response
USER REVENUE BY FISCAL YEAR
SERVICE 2023 2024 2025 2026 2027
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 $503,750 $646,466 $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
Table 4-5: User Revenue by Fiscal Year (page 1 of 2)
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 39
USER REVENUE BY FISCAL YEAR
SERVICE 2028 2029 2030 2031 2032
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
Table 4-5: User Revenue by Fiscal Year (page 2 of 2)
Source: National Transit Database
Figure 4-2: Subsidy per Unlinked Passenger Trip by Mode and Overall System
Note: In 2020 Demand Response-Taxi and Demand Response were reported as a combined category .
40 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
category . Overall, the system subsidy has increased
since 2017 .
Revenues for bus and ADA paratransit services are
calculated based upon annual passenger trips and
revenue per passenger board (unlinked trip) . The rates
estimated per trip is based upon MTA experience .
Fare increases were not recommended during the
Transit Master Plan implementation due to the need
to concentrate resources on building the agency and
its dependability . However, the Transit Master Plan
did recommend discontinuing transfers in favor of
a one-day pass . With the implementation of the new
fare equipment, MTA will be able to implement pass
programs . During this period revenues from shared
taxi . MTA expects minimal revenue from advertising
and other sources .
Financial Plan Without GET
After January 2031
The last year of the Financial Plan, FY 2032, is
presented without the GET funding source in Table 4-3 .
If the State Legislature extends the GET, and the County
Council approves the extension then that revenue
source would be used . However, if GET is not available,
then County funding sources would be needed to
fund the system . As shown in Table 4-3, the remaining
expenses of about $23 .9 million after fare revenues and
grants are applied would be from County Funds; 75
percent General Fund and 25 percent from the Highway
Fund .
By FY 2032, the major capital projects other than on
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
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 41
delivery . The new bus routes and other modal services
will also have had ten years of experience for MTA to
determine appropriate levels of service in response to
customer demand . With these accomplishments, it is
expected the level of expenses will be predictable . If
additional funds are not available, then County funds
would be between 60 to 70 percent of MTA funding
to maintain the system . Figure 4-3 shows the average
annual breakdown of funding sources without GET .
County funds are divided with seventy-five percent
from the General Fund and 25 percent are from
Highway Fund .
Without County funding commitments, the system
would degrade and not meet its Mission:
Create a high quality, multi-modal transportation
system that provides safe, reliable, convenient,
environmentally responsible, and cost-effective
mobility choices that meet the needs of our
residents and visitors.
Federal and State Programs
In addition to the formula and discretionary or
competitive Federal grant opportunities, there are other
Federal programs that could potentially be tapped for
funding . For example, the “Community Development
Block Grant (CDBG) program supports community
development activities to build stronger and more
resilient communities . To support community
development, activities are identified through an
ongoing process . Activities may address needs such as
infrastructure, economic development projects, public
facilities installation, community centers, housing
rehabilitation, public services, clearance/acquisition,
microenterprise assistance, code enforcement,
homeowner assistance, etc .” This Housing and Urban
Development Department (HUD) related program
provided the County with $2,739,143 in funding in
2021 . Transit which falls under infrastructure and
public services, would be in competition with other
County needs . Other sources such as the Older
Americans Act which is passed to the County Office
on Aging may provide some funding . It is expected,
however, that these secondary funding sources would
provide a limited amount of revenue . With aggressive
grant applications and partnerships, MTA could receive
up to $1 .5 million annually .
County Tax Increases for Dedicated
Transit Funding
MTA does not have a permanent dedicated funding
source for its programs . If the GET is not extended
the County should consider identifying permanent
dedicated funding . Two major sources for revenue are
Real Property Taxes in the General Fund and the Fuel
Tax in the Highway Fund . Increasing taxes on one or
both for a dedicated MTA funding source is defensible .
MTA serves residents, businesses, and visitors and they
rely upon a dependable service .
Increasing the Real Property Tax two percent, based on
current estimates, would provide almost $7 .1 million,
annually . Increasing the Fuel Tax 4 cents, based on
current estimates, would provide about $3 million
annually . Currently, the Hawai‘i County fuel tax is 23
cents . Increasing the tax by 4 cents would be about a 17
percent increase, although negligible compared to fuel
prices .
The stipulation for these two increases would be these
revenues are dedicated to transit . Combined, this
dedicated funding would provide about 30 percent of
revenue needs . These tax increases would need to be
supplemented with additional funding from both the
General and Highway Funds . The intent is to provide
a base of dedicated funding, that will be supplemented
with user fees, grants, and other sources of funding .
Expense Reduction and User Fee
Increase
Along with dedicated County funding sources and
new funding from State and Federal programs, and
potential new partnerships, MTA may need to reduce
expenses and increase revenues from fares and fees . In
both cases, higher fares and service reduction, impacts
will occur to ridership numbers . On average, a five
(5%) percent increase in fares will result in a ten (10%)
percent decrease in ridership . This decrease in ridership
impacts expected fare revenues . Service reductions have
a similar impact on ridership . In most cases, ridership
can be expected to rebound in two years assuming
reliable service provision is maintained .
Assuming a ten (10%) percent decrease in expenses and
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
42 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
inflation factors than assumed, efficiency adjustments
in service, and lower use of the other modes such as
paratransit, vanpools, and taxi thereby reducing the
system’s subsidy requirement .
The additions of dedicated funding sources from the
Highway and General Funds, together with aggressive
grant writing and development of partnerships, a
ten percent increase in user fees and fares, and a 10
percent reduction in expenses will reduce the overall
commitment of County funds from about 64 percent
shown in Figure 4-3 to 49 percent including the
dedicated funding . This funding scenario based upon
average annual expenses of $35 million by FY 2032 is
presented in Figure 4-4 . The $35 million is the average
for Total Operating and Capital Expenses shown in
Table 4-3 .
Table 4-6 presents how the two funding scenarios
shown in Figures 4-3 and 4-4 would be applied to
FY 2032 . As shown, County Funds from the General
and Highway Funds would provide $23,863,624 or
about 69 percent of total funding in the “FY 2032
USING COUNTY FUNDS/NO FARE INCREASE OR
SERVICE REDUCTION” scenario .
The second scenario starts with a reduction in the Total
Expenses due to expense reduction . Fares and grants
are higher and two new dedicated County funding
sources are identified . These include the 2 percent
increase on the Real Property Tax which is dedicated
to MTA funding and the 4-cent increase in the fuel tax
also dedicated to MTA . These two dedicated funding
sources will fluctuate so the County General and
Highway Funds would also fluctuate to provide the
difference . Even though the two dedicated sources are
County Funds, the overall impact on County services
are minimized since these are increased amounts . This
diminishes the impact on the General and Highway
fund which transit competes with other funding
priorities .
Other Strategies
The following two strategy categories should be
undertaken .
Impact Fees: Currently major developments through
the permitting process are required to provide
infrastructure and install bus stops with passenger
amenities within or connecting to their developments .
This is particularly noticeable in Kona where bus
stops have been constructed . For particularly large
Figure 4-4: Combined Dedicated Funding & Expense Reduction Scenario
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 43
developments, an annual fee equal to the provision
of one bus route, approximately $300,000, or other
metric could be part of the permitting process . The
annual fee would be required over a set number of years
depending upon development size . Or, alternatively, the
developer could be required to provide an annual bus
pass to each household upon occupancy for housing
developments and a set number of passes based on
employment projections for major employment centers
or mixed-use developments .
The annual pass could be provided at a bulk purchase
discount rate . For example, annual passes usually are
priced for 11 months, with the 12th month free . Prior
to the fare free implementation, the MTA monthly pass
was $60 . An annual pass in this scenario would cost
$660 . This fee could be reduced to $600 for an annual
pass with a set number of pass purchases under a new
U-Pass or E-Pass program .
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 .
The University of Hawai‘i campuses as well as the
community colleges and other universities on
Honolulu are part of TheBus’ U-Pass program . In some
universities the students pay a transportation fee as part
of their tuition payments which includes a transit pass
for the quarter or semester . This is an automatic fee,
although some institutions provide an opt-out option .
With new technologies the passes could be combined
with other modes such as bike share to provide a benefit
to students or employees and encourage alternative
travel to campuses or employment centers .
Another benefit of the new fare collection system is
that MTA can easily introduce other fare categories
such as a surcharge for commuter trips . A new fare
structure to include taxi and other mode fees should be
implemented no later than 2030 . This will allow MTA
time to monitor revenues and ridership and identify
and implement any needed adjustments .
FY 2032 SUMMARY FY 2032 USING COUNTY FUNDS/NO FARE INCREASE OR SERVICE REDUCTION FY 2032 USING MULTIPLE STRATEGIES
Total Expenses $38,188,381 $34,688,381
Fare 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
Table 4-6: FY 2032 Funding Options with No GET
44 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Island-Wide Fare Structure
Fare Recommendations
Table 4-7 provides the proposed fares when MTA
reintroduces fares on January 1, 2026 . These fares
are for the major services and do not include all
requirements or exceptions . Fare categories have been
increased to include a Day Pass good for 24-hours and a
7-day pass which is good for a one-year period .
With the introduction of the Day pass that would be
valid for 24 hours, it is recommended that free transfers
be discontinued . Passengers would be required to pay
for each bus boarding . Eliminating transfers reduces
confrontations between drivers and passengers and
adds efficiency to operations by not taking time
to verify transfer time limits . Encouraging the use
of passes reduces cash transactions also providing
operational efficiencies and less driver interactions .
Fare Free
Hele-On became fare free on February 27, 2022 . The
fare free program is scheduled to end on December 31,
2023, although there is a proposal to extend the fare
free program two years to December 31, 2025 . There
are several arguments in favor of remaining fare free .
The main argument is it is easy . No need for passengers
or drivers to worry about proper fares, passenger
identification for reduced fares, or other restrictions .
Passengers can board at any door for those vehicles
with multiple doors which speeds the boarding process
resulting in increased schedule adherence . Additionally,
fare free systems eliminate cash handling, counting, and
verification .
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
into the bus seat” have conflicts with other passengers
that can distract drivers creating tense situations for
all . The Hele-On Rules of the Road is being codified
into Chapter 18 to make it an infraction to ride buses
without a destination .
While small in the overall revenue picture, fare free
means no passenger fares . Hele-On passenger fares
have contributed about 10 percent of the overall
funding for the system (fixed-route, commuter, and
ADA paratransit) . This loss of passenger funding would
need to be replaced with County and/or Federal funds .
Politically, some believe that passengers have more
respect for a system if they are contributing with fares .
MTA has the benefit of this current multi-year fare
free experience to determine if the benefits outweigh
potential negative abuses .
Shared-Ride Fares
Shared ride is open to all potential passengers in
areas that have participating taxi companies or TNCs;
currently in Hilo . Based upon Hele-On shared-ride
rules, the maximum subsidy is $18 .60 based on current
taxi rates for a five (5) mile trip . Current taxi rates are
listed in Section 18-49 of the County Code4 and are
composed of:
• $3 .00 initial meter actuation plus 1/8 mile and
• $0 .40 for each additional 1/8 mile
Passengers are responsible for any additional costs over
the subsidy permitted for their trip . It is recommended
that the MTA regularly review and update the Shared-
Ride rules based on program performance .
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 45
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
Disabilities with appropriate ID card, Students with valid school
ID, Youth 5 through 17, valid Medicare Card holders, Veterans with
valid DD-214 document
$1 .00, fixed route, commuter
$2 .00 additional charge per flex route pick up or drop off
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:
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
Table 4-7: Proposed Fares
46 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 47
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 (VAMS)
1 C Unlinked Trips, Vehicles Revenue Miles, Vehicles Revenue Hours
1 D Service Efficiency and Service Effectiveness
48 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
Service Area Statistics
System Name City State Square Miles 2020 Census Population
Billings Metropolitan Transit Billings MT 53 110,323
City of Gardena Transportation Department Gardena CA 40 463,968
City of Santa 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 of Hawai‘i Mass Transit Agency Hilo HI 4,028 201,513
Source: 2019 National Transit Database
Note: Hawai‘i square miles is total land area, not service area .
Appendix 1A - Peer Review for Fixed Route and Commuter Bus Service
Area and Population
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 49
Vehicle Maintenance Employee Count
System Name
Vehicles
Operated in Maximum
Service
(VOMS)
Vehicles
Available for Maximum
Service
(VAMS)Full Time Part Time
VOMS per Vehicle
Maintenance
Employee
VAMS per Vehicle
Maintenance
Employee
Number of
Facilities
Billings Metropolitan Transit 18 25 3 .5 5 .1 7 .1 1
City of Gardena Transportation
Department
43 68 21 .7 2 .0 3 .1 1
City of Santa 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
Authority
19 28 3 .7 5 .1 7 .6 1
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
District
21 24 7 .4 2 .8 3 .2 1
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 Works & Facilities 21 34 1 .4 5 .3 3 .1 5 .1 2
Rogue Valley Transportation
District
21 26 12 .0 1 .8 2 .2 1
San Joaquin Regional Transit
District
79 128 29 .0 2 .7 4 .4 2
San Luis Obispo Regional Tran-sit Authority 25 42 8 .9 2 .8 4 .7 1
Santa Barbara Metropolitan
Transit District
93 117 22 .0 9 .0 3 .0 3 .8 1
Santa Cruz Metropolitan Transit
District
74 94 33 .9 2 .2 2 .8 1
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
Authority
47 61 18 .9 2 .5 3 .2 1
Yakima Transit 20 31 2 .0 3 .0 4 .0 6 .2 2
Averages:44 59 18 .0 2 .6 3 .7
County of Hawai‘i Mass Transit
Agency
39 52 6 .0 6 .5 8 .7 1
County of Hawai‘i Mass Transit Agency 39 52 11 .0 3 .5 4 .7 1
Source: 2019 National Transit Database
Notes: MTA’s 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 .
Appendix 1B - Peer Review for Fixed Route and Commuter Bus, Vehicle, Vehicles
Operated in Maximum Service, Vehicles Available for Maximum Service, Employee count
50 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
2019 Statistics
System Name
Unlinked
Passenger Trips
Vehicle
Revenue Miles
Vehicle
Revenue Hours Operating Expenses
Billings Metropolitan Transit 424,671 606,184 41,735 $3,893,242
City of Gardena Transportation Department 2,920,856 1,691,303 136,619 $12,832,130
City of Santa 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 of Hawai‘i Mass Transit Agency 511,412 1,705,076 48,884 $11,557,853
Source: 2019 National Transit Database
Appendix 1C - Peer Review for Fixed Route and Commuter Bus Unlinked
Trips, Vehicle Revenue Miles, Vehicle Revenue Hours
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 51
Service
Efficiency Service Effectiveness
System Name
Operating Expenses per Vehicle
Revenue
Hour
Operating Expenses /
Unlinked
Trip
Unlinked Trips / Vehicle
Revenue
Mile
Unlinked Trips / Vehicle
Revenue
Hour
Billings Metropolitan Transit $93 .28 $9 .17 0 .7 10 .2
City of Gardena Transportation Department $93 .93 $4 .39 1 .7 21 .4
City of Santa 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
County of Hawai‘i Mass Transit Agency $236 .43 $22 .60 0 .3 10 .5
Source: 2019 National Transit Database
Appendix 1D - Peer Review for Fixed Route and Commuter Bus Service
Efficiency and Service Effectiveness
52 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 53
APPENDIX 2: CIRCULAR NO. 20-002
Appendix 2: Circular No. 20-002 from County of Hawaii Department of Human
Resources regarding Excluded Managerial Compensation Plan (EMCO) Instructions
BU 35
54 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 55
56 — Supplement 2022 • County of Hawai‘i Transit and Multi-Modal Transportation Master Plan
County of Hawai‘i Transit and Multi-Modal Transportation Master Plan • Supplement 2022 — 57
Recommended for
Assistant Mass Transit Adminstrator
Recommended for Mass Transit
Adminstrator