Study Report. Kalispel Indian Tribe. Public Transit Study. May, RAE Consultants, Inc.

Transcription

1 Consultants, Inc. Public Transit Study Kalispel Indian Tribe Study Report May, 2011 Consultants, Inc E. 8th Ave. Suite 807 Denver, CO (303)

2 KALISPEL INDIAN TRIBE PUBLIC TRANSIT STUDY FINAL REPORT May 2011 Consultants, Inc E. 8 th Avenue, Suite 807 Denver, CO rick@raeconsultants.com with TransitPlus, Inc. Elizabeth, Colorado

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4 NOTE TO THE READER The was prepared under difficult circumstances. Only a few weeks before the study began, the Tribe learned it would not receive funding under the FY 2010 Federal Transit Administration (FTA) Section 5311(c) Tribal Transit Program. This resulted in a funding reduction of approximately 90%; over $400,000 out of a budget of approximately $450,000 for the year. Funding from the Tribal Transit Program, at 100% federal share, had provided the financial backbone for the KALTRAN service. Given the reality of lost funding, the focus of the study shifted dramatically, from looking at ways to expand transit service and meet additional needs, to how to maintain existing services. In order to provide the best guidance to the Tribe, the consultant team continued with the previously identified early study tasks of documenting and evaluating the current service. This included the material presented in Chapter II-Study Area Background and Transit Demand Analysis and Chapter III-Existing Service Providers. Subsequent chapters then focused on specific options for the Tribe to consider in responding to funding cutbacks, and how to best move into the future given the new reality.

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6 TABLE OF CONTENTS I. INTRODUCTION Overview Study Process and Report Organization II. STUDY AREA BACKGROUND AND DEMAND ANALYSIS Study Area Overview Demographic Profile Employment Data Transit Demand Analysis III. EXISTING SERVICE PROVIDERS KALTRAN Transportation Services Provided by Other Tribe Departments. 21 Other Kalispel Departmental Services Non-Tribe Organizations Providing Transportation in the Area. 29 IV. TRANSIT DEVELOPMENT ALTERNATIVES General Transit Service Considerations Transit Alternatives V. RECOMMENDATIONS FOR SERVICE CONTINUATION Potential Available Funding Estimated Service Costs and Productivity Preliminary Service Priorities Other Considerations Regarding Short Term Priorities.. 45 Long Term Considerations VI. TRANSIT SERVICE IMPLEMENTATION PLAN Transit Operations Transit Management Funding Strategies for the Future APPENDICES A Study Advisory Committee B Study Meeting Summaries C Information from Interviews with Other Tribe Departments D Other Public Transportation Services in the Area E Generic Transit Service Alternatives F Transit Manager s Matrix to Evaluate KALTRAN G Draft KALTRAN Cost Allocation Model H Transit Marketing Considerations

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8 I. INTRODUCTION Overview The initial purpose of the was to review and evaluate the existing KALTRAN public transit operation and to identify options for expanding transit service. However, only weeks before the study began, the Tribe received notice that it had not been awarded an anticipated grant from the Federal Transit Administration (FTA), through the Section 5311(c) Tribal Transit Program. This reduction in funding resulted in a loss of approximately 90% of anticipated program revenue. Therefore, the focus of the study shifted from how to expand service to how to maintain service given the drastic funding cut. The analysis presented in this report provides a review of data regarding the previous, pre-funding cut, KALTRAN public transit service, followed by an assessment of alternatives and strategies for moving into the future given the new financial reality. The study was funded through the Community Transportation Association of America (CTAA) using funds from the U.S. Department of Agriculture, an equal opportunity employer. Study Process and Report Organization At the beginning of the study, the consulting team met individually with representatives of various Kalispel Tribe departments and then with a Study Advisory Committee made up of key KALTRAN administrative staff. The meetings were used to gather data on the existing transit operation and perceptions of KALTRAN service by stakeholders. The consultant team also gathered available information on Tribe demographics, activity centers, and information from previous transportation studies in the area. An initial Technical Memorandum was prepared to document background information on the area, existing transportation services and estimated transit demand. A preliminary review of transit service alternatives for KALTRAN was also included, given the need to quickly identify service reduction options, given reduced funding. The Technical Memorandum was reviewed with the Study Advisory Committee at a meeting in February 2011 and, based on comments received; a draft study report was developed. The draft report was then given to KALTRAN staff as background for a presentation to the Kalispel Tribal Council in April The final study report was developed in response to the decisions made at that Tribal Council meeting. Chapter I provides an overview of the purpose and process of the study. Chapter II presents background information on the service area and an analysis of transit demand. Chapter III includes a review and evaluation of the existing transportation services and Chapter IV presents an analysis of service development alternatives. Chapter V provides an implementation plan for the service adjustments approved by the Tribal Council. 1

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10 II. STUDY AREA BACKGROUND AND TRANSIT DEMAND ANALYSIS This chapter presents background information on the KALTRAN service area as well as an analysis of the estimated demand for public transit services in the region. Service Area Overview The Kalispel Transit System (KALTRAN) is a public transportation system operated by the Kalispel Tribal Planning Department in Pend Oreille County, Washington. KALTRAN offices are located approximately 50 miles north of Spokane in Cusick, Washington. The Kalispel Tribe reservation is approximately 10 miles long by 1 mile wide and located just east of Cusick. KALTRAN provides deviated fixed route service to the reservation, to the towns of Cusick and Usk and regionally to north Spokane, Newport, and Ione. A map of the study area is shown in Figure 1. 3

11 Land and Geography The Kalispel Tribe of Indians reservation is located in Pend Oreille County, in the extreme northeast corner of Washington, bordering the Idaho panhandle. Newport is the largest town and county seat. Adjacent counties include: Boundary County, Idaho (to the east), Bonner County, Idaho (to the east), Spokane County, Washington (to the south), and Stevens County, Washington (to the west). Pend Oreille County shares its northern border with British Columbia, Canada. Five major highways run through Pend Oreille County: U.S. Route 2, State Route 20, State Route 31, State Route 41, and State Route 211. Major land owners in the study area are the Forest Service, the State of Washington, the Kalispel Tribe, and the Bureau of Land Management. According to the U.S. Census, Pend Oreille County has a total area of 1,425 square miles. There are 55 lakes, thousands of acres of forest and mountains climbing to heights of 7,300 feet. The Pend Oreille River divides the county vertically. Deer, elk, black bear, mountain goat, caribou, bighorn sheep, mountain lion, moss, and grizzly bear can be found in the vast forests throughout the county. National protected areas include: Colville National Forest, Kaniksu National Forest, and Little Pend Oreille National Wildlife Refuge. The main Kalispel Reservation consists of 4,654 acres along ten miles of the Pend Oreille River s east bank near Usk. The Tribe owns 3,527 acres of Tribal trust land. There are approximately 2,600 acres of fee lands scattered across 20 sites in Washington and Idaho, obtained for habitat conservation and other economic purposes. Since 1996, the Kalispel Tribe has acquired ownership of approximately 300 acres of land in Airway Heights, on the western side of the Spokane metropolitan area. This area includes 40 acres of Reservation Trust Land designated for gaming. Climate Summers in Pend Oreille County are warm or hot in most valleys and cooler in the mountains. Winters are cold in the mountains. Precipitation occurs in the mountains throughout the year, and a deep snow pack accumulates during winter. Snowmelt usually supplies more water than can be used for agriculture. Average precipitation ranges from 24 to 30 inches, depending on the specific location within the county. Tribal Government and Culture The Kalispel tribe is a self-sufficient entity with its own business enterprises, tribal education and health programs, and strong alliances with non-tribal entities. The tribe has a rich heritage and uses tradition to work together for the advancement of its people. The Kalispel Indians have been called the river/lake paddlers because they were originally semi-nomadic hunters, diggers, and fisherman. 4

12 Today there are over 400 Kalispel tribe members: 1/3 live on the reservation, 1/3 live in Spokane, and 1/3 live throughout the rest of the US, according to tribal sources. Approximately 54 percent of all Tribe membership is under the age of 18. The smallest percentage of Tribe members are elders. The Kalispel Business Council consists of five tribal members and is a self-governing entity. Its mission is to guide tribal services and promote the advancement of its sovereign status. The Business Council oversees services, programs, business endeavors, and is the policy making body of the Tribe with legislative authority. Council members are elected by the tribal membership and serve three-year terms. The Kalispel Cultural Department hosts a variety of cultural activities including: Camas Dig and Bake, Huckleberry Picking, Bitterroot Gathering, Hide Tanning, Beading, Roach Making, Regalia, Basket Weaving, Drying Meat, and Annual Cultural Camp. In addition, the Tribe hosts an annual Pow Wow at the end of July or beginning of August. The Pow Wow includes a drum contest, dance contest, dance specials, stick game tournament, buffalo barbecue, softball tournament, and a buffalo fun run. In partnership with other governmental entities in the area, the Kalispel Tribe promotes the education, employment, and health and wellness of people throughout the region. The Camas Education Program provides educational opportunities for Kalispel Tribe members, other Native Americans, and the community at large. The higher education program provides clients with life coaching, financial aid and scholarship workshops, a resource library, personal computers, and budget consultation. The Camas Learning Center provides cultural activities, in-school tutoring, and coordination of parent and tribal participation in educational activities. The Read Right program provides reading assistance to Tribe members and others in the community who want further education. Tutoring is administered by professionals in an individual, group, or telephone setting. The Kalispel Language Program serves to protect and preserve the Kalispel language through the creation of a new generation of native language speakers. Currently, the program teaches Kalispel I and II to grades 1-12 in the Cusick School District. In the future the program will offer an adult evening class. Public Transportation and Aviation Three public transportation services operate in the area. KALTRAN In May 2009, the Kalispel Tribe of Indians initiated a deviated fixed route service centering around the Wellness Center on the reservation. The service was initially operated by a third-party contractor but in November 2009 the Tribe took over the daily operation. 5

13 Service is provided to communities as far north as Ione, south to Spokane, and east to Newport. Service is open to the general public and operates Monday through Thursday between the hours of approximately 5:45 AM and 7:30 PM, using three vehicles. The fare is $1.00 per one-way trip, with a 20-ride punch pass for the discounted rate of $ The system s central hub is the Wellness Center on the reservation. Approximate drive distances between the Wellness Center and primary route stops are listed below. Cusick: 10 minutes Ione: 1 hour Newport: 25 minutes Riverside: 40 minutes Spokane: 1 hour 5 minutes Rural Resources Community Action (RR) Rural Resources operates a flexible fixedroute bus service Monday through Thursday between Newport and the Kalispel Wellness Center near Usk. Limited dial-a-ride service is provided along the way. This service was designed to supplement KALTRAN s Newport route between the hours of 10:00 AM and 5:00 PM. Service is open to the general public and has a $0.50 suggested donation for local trips. A dial-a-ride service also operates Fridays between Metaline Falls and Newport. Buses arrive in Newport between 9:00 AM and 9:15 AM and return from Newport between 4:15 PM and 4:30 PM. This bus meets with the Special Mobility Services bus (see below) at the Safeway store in Newport for passengers wishing to travel to Spokane. Reservations for the dial-a-ride service must be made a minimum of one day, and a maximum of one week, in advance. Special Mobility Services (SMS) Special Mobility Services (SMS) is the Medicaid Broker for Pend Oreille County as well as for other counties in the area. SMS arranges trips for Medicaid recipients to eligible Medicaid services. They provide other, related (but non-medicaid) transportation services in the area. More detailed information on each of these transit services is provided in Chapter III and Appendix C of this report. With respect to aviation, there are two small airports in the local area as well as the Spokane International Airport. The Airport River Bend is a small airport with charter service located in Cusick. The Onserud Airfield is located in Usk. Primary passenger transportation is provided at the Spokane International Airport. This airport is a 4,800 acre commercial service airport served by nine airlines and three air cargo carriers. The airport served 3.4 million passengers and 52,076 air cargo tons in

14 Demographic Profile According to the 2000 census, there are 11,732 individuals residing in Pend Oreille County, representing 4,639 households. The Kalispel Reservation is home to 177 of those individuals, nearly half of whom are under the age of 20. According to the Kalispel Tribal Enrollment office, there are approximately 400 total tribal members, with roughly 30% living on the reservation. The community of Cusick is home to 212 individuals and 87 households, according to the 2000 Census. Newport, the county seat, has 1,921 individuals and Ione has 200 residents. The remainder of the county, including unincorporated areas, is home to the highest number of residents, 8,943, including 3,546 households. The 2000 Census provides detailed information on the population of both counties and incorporated areas. Therefore, data are available for the Kalispel Reservation, Ione, Newport, and Cusick, as well as for Pend Oreille County as a whole. Usk is not an incorporated area and is therefore included in the rural demographics. As shown in Table II-1, of the individual incorporated areas, Newport has the highest percentage of the county s total population (16.4%), followed by Ione at 4.3%. Cusick and the Kalispel Reservation have slightly less than 3 percent of Pend Oreille s total population. With respect to income, Newport has the highest per capita income at $13,900, followed by Ione at $12,093 and Cusick at $11,371. For the county as a whole, the per capita income is $15,731, indicating that individuals living in unincorporated areas tend to have higher income than those living in any of the individual jurisdictions. With respect to poverty status, Cusik has the highest percentage of individuals below the poverty level, at 41%. The Kalispel Reservation is next at 23.2%, followed by Newport at 22.0%. The largest percentage of persons with disabilities (seniors and disabled) is in Cusick, 30.7%. 7

15 TABLE II-1 Demographic Factors Pend Oreille Cusick Newport Ione Kalispel Rural Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Age Under 20 3, % % % % % 2, % , % % % % % 5, % 65+ 1, % % % % 7 4.0% 1, % Total 11, % % 1, % % % 8, % Households 4, ,546 Gender Male 5, % % % % % 4, % Female 5, % % % % % 4, % Income Per Capita Income $15,731 $11,371 $13,900 $12,093 $6,973 Median Earnings Household $31,677 $14,000 $25,709 $24,083 $23,125 Poverty Status Households % % % % % % Individuals 2, % % % % % 1, % Persons with Disabilities Under 64 2, % % % % % 1, % 65 and Over % % % % % % Total 2, % % % % % 2, % Source: Census 2000 Demographic Characteristics 8

16 Transit Dependent Population To assess the need for public transit services in small urban and rural areas, several demographic factors can be used to predict ridership. Generally these population characteristics indicate an individual s difficulty in using a private automobile. Primary factors indicating transit dependent populations include: Older adults who may need to curtail driving due to frailty and other age-related physical conditions such as reduced vision; Persons of all ages with physical limitations, both permanent and temporary; Persons or families with limited access to cars due to income. Table II-2 presents data on these transit dependent populations. Data are presented for Pend Oreille County as a whole as well as for the individual subareas, based on the U.S. Census TABLE II-2 Transit Dependent Population County Individual Jurisdictions Pend Oreille Cusick Newport Ione Kalispel Rural # % # % # % # % # % # % Total Residents: 11, , ,943 Age: Under 64 9, % % 1, % % % 7, % Over 65 1, % % % % 7 4.0% 1, % Mobility Limited: 2, % % % % % 2, % Poverty: Households % % % % % % Individuals 2, % % % % % 1, % In the Workforce: 9, , ,079 Unemployed: % % % % % % Source: Census 2000 Demographic Characteristics The table shows that in the county as a whole, 24.4% have a mobility limitation, 2,860 individuals. Most of those individuals, 2,235 live in rural (unincorporated) areas. The highest percentage of the population with a mobility limitation, however, is in Cusick, at 30.7%. Countywide, the percentage of mobility-limited individuals is higher than the national and state averages. With the exception of the Kalispel reservation, the percentage of mobility-limited individuals in the individual communities is also higher than both the national and state averages. 9

17 Mobility-Limited Individuals United States: 16.2% Washington State 14.7% Pend Oreille County 24.4% Cusick 30.7% Newport 22.2% Ione 23.2% Kalispel Reservation 12.4% Employment Data The overall unemployment rate for the county was a relatively low 5.1% in the year The highest percentage of unemployment was in Kalispel (17.6%) followed closely by Cusick (17.5%). Both Newton and Ione had unemployment rates far lower than Kalispel and Cusick, but both are higher than the county average. Table II-3 presents the employment status based on Census 2000 information for the county, the individual communities, and the rural areas. TABLE II-3 Unemployment Profile of Work Force County Individual Communities Pend Oreille Cusick Newport Ione Kalispel Rural Employment Status (age 16+) 9, % % 1, % % % 7, % Employed 4, % % % % % 3, % Unemployed % % % % % % Not in the Labor Force 4, % % % % % 3, % Source: Census 2000 Demographic Characteristics The percent of persons identified as not in the labor force is 50.3% countywide, which is greater than that reported for the state of Washington (33.8%). While it is not clear why there is high percentage of people not in the workforce, one may speculate that it is due to the great travel distances between employment and residences. The category not in labor force is defined as: Consists mainly of students, individuals taking care of home or family, retired workers, seasonal workers enumerated in an off-season who were not looking for work, institutionalized people, and people doing only incidental unpaid family workers (fewer than 15 hours). Source: US Census Bureau, Census The overall employment profile, shown in Table II-4, indicates a balance of work force sectors, with a wider range of industries represented than is often observed in rural areas. 10

18 TABLE II-4 Jobs/Employment Summary Pend Oreille Occupation County Cusick Newport Ione Kalispel Management 1, % % % % % Service % % % % % Sales/Office % % % % % Farming, Fishing % 0 0.0% % 9 6.2% % Construction % 0 0.0% % % 2 4.4% Production % % % % 0 0.0% 4, % % % % % Industry Pend Orielle County Cusick Newport Ione Kalispel Agriculture % 0 0.0% % 9 6.2% % Construction % 2 5.0% % % 0 0.0% Manufacturing % % % % 0 0.0% Wholesale % 0 0.0% % 6 4.1% 0 0.0% Retail % 3 7.5% % % 2 4.4% Transportation % 0 0.0% % % 0 0.0% Information % 3 7.5% 2 0.3% 0 0.0% 0 0.0% Finance % 2 5.0% % 6 4.1% 0 0.0% Professional % 0 0.0% % 1 0.7% 0 0.0% Education/Heath % % % % % Food/Hotel Service % 3 7.5% % % 3 6.7% Other Service % 0 0.0% % 4 2.7% 1 2.2% Public Admin % 2 5.0% % 8 5.5% % 4, % % % % % Source: Census 2000 Demographic Characteristics Transit Demand Analysis Quantitative Analysis An important step in developing and evaluating transit services is an analysis of the mobility needs of various segments of the population and the potential ridership on transit services. The demographic data previously presented have been used to provide quantitative estimates of current service needs and potential transit demand. Transit planners use a variety of methods to estimate demand for transit services. Quantitative methods rely on mathematical models based on observed ridership in similar communities. These techniques provide a ballpark estimate of ridership if transit services are operated. Actual ridership will depend on an area s ability to provide effective service, as well as the demand. In order for transit services to meet the estimated demand, they must operate frequently and provide convenient connections between trip origins and destinations. Due to geographic and/or financial constraints, the opportunities to meet the estimated demand will vary by community. 11

19 Two mathematical models were used to predict potential transit ridership in the study area. These two models are used frequently for estimating transit demand in rural areas. The models chosen are: R & R Method: Relies on mobility factors reported in U.S. Census. This method groups the elderly and mobility limited populations. Model Form General Population Trips = Population under 65, w/o mobility limitations x 1 trip per person per year (on average) Elderly/Disabled Trips = Pop. 65+ and population under 65 with mobility limits x 4 trips per person per year (on average) Survey Research Trip Method: Developed in 1992 for Mesa County, CO, this method provides separate projections for general, elderly, and mobility limited populations. Factors developed for this model should reflect the rural/small town characteristics of the Kalispel reservation area. Model Form General Population Trips = Population under 65, w/o mobility limitations x 6.5% of that population use transit x 0.02 round trips per day per person x 2 one way trips per round trips x 365 days per year Elderly Population Trips = Population 65+, w/o mobility limitations x 7.6% of that population use transit x 0.04 round trips per day per person x 2 one way trips per round trip x 365 days per year Disabled Population Trips = Mobility limited population all ages x 80% of that population use transit x 0.03 round trips per day per person x 2 one way trips per round trips x 365 days per year The results of the models are shown in Table II-5. By averaging the Survey Research Trip Method and R & R Method, a demand estimate of approximately 46,000 annual oneway passenger trips is projected for Pend Oreille County as a whole, in the year The Total County column presents the total estimated demand for the county. The other columns present the estimated annual demand (in terms of one-way trips) for the individual areas. As shown, the highest demand is for unincorporated rural areas. Newport has the highest demand of the incorporated areas; the Kalispel Reservation has the lowest. This would be expected given the relative populations of the areas. 12

20 TABLE II-5 Transit Demand Estimate Data Factors Total County Cusick Newport Ione Kalispel Rural Total Population 11, , ,943 Under 65 9, , , , ,287 Mobility Limited 2, ,235 Ridership Estimate: R and R Total 28, ,691 1, ,744 General Population 9, , ,656 Elderly/Disabled 18, , ,088 Survey Total 63,464 1,373 9,754 2, ,279 General Population 9, , ,266 Elderly Population 3, ,856 Disabled Population 50,107 1,139 7,481 1, ,157 Average: Annual One-Way 45, ,222 1, ,511 Passenger Trips Table II-6 shows the number of trips which would need to be provided in each area, on a daily basis, in order to meet the estimated demand. Figures are shown for transit services operating either four or five days a week, for comparison purposes. TABLE II-6 Transit Need Estimate Daily One-Way Passenger Trips 4 Days/Week 5 Days/Week Pend Oreille County Cusick 5 4 Newport Ione 9 7 Kalispel 2 2 Rural Of the estimated total transit demand for the county, 46,000 annual one-way passenger trips, KALTRAN provided approximately 7,800 in That would leave an estimated unmet need of 38,200 trips. However, Rural Resources is also providing some transit services in the area, as is Special Mobility Services (SMS). Unfortunately, ridership on services in Pend Oreille County was not provided by those two agencies. Therefore, the quantitative analysis remains incomplete. In addition to the traditional general public transit demand, there is a perceived need for transit service to the Northern Quest Casino in Airway Heights, at the western edge of the Spokane metropolitan area. While some of the employment-related demand relative to 13

21 this type of service is assumed to be included in the demand analysis above, the demand for recreational trips associated with travel to casinos is not. KALTRAN has estimated that, at a minimum, a weekend-oriented demand for trips to the Casino would be at least 25 one-way passenger trips per day. This is a reasonable expectation, at least initially, based on the consultant team s experience with other casino-focused services. This service option is discussed further in Chapter IV-Analysis of Alternatives. Qualitative Assessment of Need During individual interviews with the consultant team, community stakeholders provided input regarding qualitative aspects of transit service needs. Input was obtained from representatives of the following programs: KALTRAN Rural Resources Social Services Camas Medical Center Wellness Center Tribal Court Learning Center Domestic Violence Based on the information gathered during the interviews, the following considerations should be included in the assessment of needed transit services. People want a reliable source of transportation in and around the Reservation area, including trips to Newport, Ione, Usk and Cusick. Access is needed to services including: work, shopping, fitness, education, and personal business. Service to the Northern Quest Casino for work and recreation trips is also needed. KALTRAN provides a much needed service, but in order to make it more successful, additional marketing and public outreach is needed. A driver training program that instructs drivers on safety issues including texting while driving, maintaining a safe speed, and schedule adherence appears to be needed. A rider comment process that ensures confidentiality is needed, including an on-line comment form, (if possible). More detailed information on existing Tribe, and other, service providers is provided in Chapter III. 14

22 III. EXISTING SERVICE PROVIDERS This chapter presents information on transportation services operated in the study area. This includes KALTRAN (prior to the reduction in funding), various agencies and departments of the Tribe, and other providers in the area, including Rural Resources and Special Mobility Services. In addition, information is provided on Kalispel Tribe departments that do not currently provide transportation but who have an interest in the development of public transit in the area. The information was obtained by the consultant team during structured interviews with program representatives in January At the end of the section on Tribe programs, two tables are presented. This first shows summary information on existing transportation programs of the Tribe. The second summarizes the perceptions of various Tribe department representatives regarding the need for transit service, as well as their comments on current KALTRAN services. KALTRAN KALTRAN (Kalispel Tribal Transit System) is a public transportation service operated by the Kalispel Tribe Planning Department under the Kalispel Tribe Business Council. The service began on May 4, 2009, using a private sector contractor. However, on November 11, 2009, the Tribe took over the service due to performance issues with the contractor. KALTRAN s mission is to enhance the economic and social wellbeing of the Kalispel tribal people and surrounding communities, through the delivery of safe, reliable, efficient and friendly transportation services. Service Characteristics KALTRAN has provided deviated route transit service four days a week, Monday through Thursday. Prior to necessary service cutbacks, buses operated in four service areas, three in Pend Oreille County and one extending to North Spokane. All routes served the Tribe s Wellness Center on the Reservation, which has functioned as a type of central transfer point. The fare was $1.00 for any of the provided services. Spokane Service - Service between the Usk/Cusick/Reservation area and the Wal- Mart store in North Spokane was provided three times a day. One round trip was provided morning and afternoon commuter service, bringing workers to the Reservation area in the morning and retuning them to Wal-Mart at the end of the day. Two other round trips were provided during the middle of the day for shopping and other personal business trips at Wal-Mart, or in the surrounding area. The beginning and ending runs were typically operated in a deadhead mode (without passengers), although passengers could ride if interested. KALTRAN tracked this service as two routes. Route #1 was the commuter service, to and from Spokane and the Reservation area, bringing employees from the Spokane area. Route #5 was the 15

23 midday service oriented to shopping and personal business trips for the reservation area residents. The Route #1 commuter service was funded through the Federal Transit Administration Section 5311(c) Tribal Transit Program. Route #5 was funded through the Washington State DOT (WSDOT). Ione Service - Service between the Tribe s Wellness Center on the Reservation and Ione, 45 miles to the north, operated three times a day, and was designated as Route #2. Given funding cutbacks this service was reduced to two days a week. Local Service Route #3 was specifically designed as local service within the Usk/Cusick/Reservation area, although the other routes served this area at passengers requests. Most of the route deviations in the system occurred within this more local service area. Newport Service - Service to and from Newport, approximately 30 miles to the east, was provided twice a day, prior to the service cutbacks. This service, designated as Route #4, was oriented to commuters coming from Newport to the Usk/Cusick/Reservation area. Midday service between Newport and the Reservation area continues to be provided by the non-profit agency Rural Resources. Table III-1 shows the services in the four service area categories, as operated prior to service cutbacks. The schedule times shown are approximate. A map of the Reservation area is shown in Figure 2. TABLE III-1 KALTRAN Service Schedules Spokane Service (Routes #1 and #5) Wellness Wellness Vehicle Trip Center Riverside Walmart Walmart Riverside Center Run #1 N/A N/A 5:45 5:55 6:15 7:00 Run #2 8:00 8:40 9:10 9:20 9:45 10:30 Run #3 2:30 3:10 3:40 4:15-4:55 Run #4 5:05 5:45 6:15 6:25-7:27 Ione Service (Route #2) Wellness Tribal Tribal Wellness Vehicle Trip Center Court Ione Ione Court Center Run #1 7:05 7:15 8:10 8:20-9:20 Run #2 11:30-12:30 12:40-1:40 Run #3 2:50-3:40 3:55 4:45 5:00 Local Service (Route #3) Wellness Panther Wellness Vehicle Trip Center Pit Usk Center Run #1 9:45 9:55 10:05 10:15 Run #2 1:50 2:00 2:01 2:20 Newport Service (Route #4) Wellness Wellness Wellness Wellness Vehicle Trip Center Newport Center Center Newport Center Run #1-6:30 7:00 Run #2 5:05 5:30-16

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25 Vehicle Fleet In early 2011, KALTRAN had four vehicles in operation. Two were passenger Ford E450 buses, one a passenger Dodge Caravan, and one a passenger Ford bus. In addition, two vehicles were on order: one 38-passenger wheelchair accessible bus and one 15-passenger non-accessible van. The 38-passenger bus was originally purchased to provide service two days a week to the Northern Quest Casino in Airway Heights, as well as commuter service to Spokane. However, this hoped-for service has been put on hold given the funding cutback. Staff There were five full time staff members at KALTRAN in early 2011: a Transit Manager, a Transportation Coordinator/Scheduler-Dispatcher, and three full-time drivers. In addition, four part-time drivers were available as needed. Budget Table III-2 provides a detailed breakdown of KALTRAN s original calendar-year 2010 budget for administrative and operations expenses and revenues. The total KALTRAN annual operating budget for 2010 was $448,944. Of this amount, 93% was expected to be from the FTA Section 5311(c) Tribal Transit Program. The remainder was to be funded by the Washington DOT (WSDOT). All transit services, other than the midday service to and from the Wal-Mart in North Spokane, were projected to be funded through the Tribal Transit grant. The midday service to/from Spokane has been funded by WSDOT. TABLE III-2 KALTRAN 2010 Operating Budget 2010 FTA WSDOT Total Salaries and Wages $188,974 $14,346 $203,320 Fringe Benefits $50,759 $4,734 $55,493 Capital Assets $0 Contract Services $50,000 $50,000 Supplies and Materials $51,600 $51,600 Travel $9,600 $761 $10,361 Vehicle Expense $25,263 $11,207 $36,470 Indirect $41,700 $41,700 $417,896 $31,048 $448,944 Performance Measures Table III-3 details service characteristics in 2010, by funding source, including one-way trips, service hours and service miles. Productivity measures were calculated based on the annual operating costs and related services, by funding source. However, the data should be treated with caution as it was based on budgeted rather than actual figures. 18

26 TABLE III-3 KALTRAN 2010 Performance Measures Service Characteristics FTA WSDOT Total Passenger Trips 6, ,785 Revenue Service Hours 2,617 1,145 3,762 Revenue Service Miles 75,053 36, ,204 Performance Measures Cost/Trip $60.80 $34.04 $57.67 Cost/Revenue Hour $ $27.12 $ Cost/Revenue Mile $5.57 $ 0.86 $4.04 Riders/Revenue Hour Riders/Revenue Mile According to these data, the cost of KALTRAN service was high, in terms of cost per trip, cost per hour, and cost per mile. Also productivity was low in terms of passengers per hour and passengers per mile. Ideally, rural fixed route services would carry 6-12 passengers per hour. One primary reason appears to relate to the high proportion of KALTRAN vehicle trips that were deadhead trips (i.e., no passengers on board). If these deadhead trips could be converted to passenger-carrying trips, the productivity statistics would change significantly. The cost per hour could nearly double and productivity would increase. However, given the way the service was configured, that may not have been possible. Coordination KALTRAN schedules and service had been coordinated with the shuttle service to Newport, provided by Rural Resources Community Action. Many KALTRAN riders and non-riders indicated that mid-day service between Newport and the Wellness Center was also needed. However, this service was currently being provided by Rural Resources, although it was underutilized. In an effort to increase ridership on this mid-day service and meet the needs of the community, KALTRANS and Rural Resources hoped to develop a coordinated marketing effort. Initial thinking was to develop a brochure describing all available services in the Newport area and then to move forward with a community outreach/education program. KALTRAN had a history of working with non-tribal members and transportation providers to meet the needs of the community as a whole. This included working with outside agencies to reduce duplication of service and provide service in areas where there were gaps. Transportation Service Needs Based on interviews with stakeholders, the following additional service needs were identified. 19

27 KALTRAN received service requests from tribal properties located in and around Airway Heights, near the Tribe s Northern Quest Casino. The Tribe had applied for and received funding through ARRA for the purchase of a 38-passenger bus to provide new service to the Casino. The original plan was for the service to operate Friday and Saturday afternoon/evening to accommodate both swing shift workers and people going to the Casino for entertainment. Eventually the Tribe hoped to provide service to Airway Heights seven days per week. The transit agency also received requests to provide transportation to the 49 Degrees North Ski Area and to the Chewelah areas. However, KALTRAN was not able to provide service at that time. They did have conversations, however, with the Spokane Tribe regarding a service connection point in Chewelah, at a later date. Requests had also been received to provide transportation to Newport at midday and on weekends. Most requests were for riders coming to the Tribal Wellness Center. However, trips to education facilities in Newport may have also been a high priority. At that time, there were no specific plans to provide additional service to Newport since Rural Resources provided midday service. Instead, as stated above, KALTRAN and Rural Resources planned to coordinate marketing efforts regarding available transit services within, and to and from, Newport. KALTRAN was also looking for better ways to identify and evaluate new service opportunities. Transportation Challenges Prior to 2011, KALTRANS received approximately 90 percent of its operations and administration funding through the FTA 5311(c) Tribal Transit Program. However, the Tribe was not awarded funding through that program for the current year, leaving it with a huge deficit in its operating budget. KALTRAN was severely challenged in determining how to continue operating service. The Tribe needed to either find alternate sources of funding or reduce service significantly. PEL TRIBE OF INDIANS, continued Program Strengths and Developmental Needs Based on the consultant s initial program review, the following preliminary assessment was provided: Strengths The Kalispel Tribe had effectively implemented a transit program that meets many transportation needs of the community. The service was people-oriented and attempted to respond to service requests to the extent possible. Drivers typically knew their riders and visa versa. With the great geographic distances many riders travel daily, the service was both needed and appreciated by the riders. KALTRAN requested input from the community and was attempting to increase service. Service to Airway Heights was planned as well as finding ways to provide more effective service to and from Newport in the middle of the day. 20

28 KALTRAN staff appeared to be well trained and committed to their jobs. Service Development Needs Finding new funding resources to continue service was the highest immediate priority. A methodology was needed to effectively determine route/system productivity and take related action. A structured community participation process was needed. More understandable marketing materials were needed, as well as an outreach program to show people how to use the system. A more structured driver training program was needed. These issues are addressed in Chapter IV-Transit Development Alternatives. Transportation Services Provided by Other Kalispel Tribe Departments Other Kalispel Tribe departments that provide at least some transportation services are listed below, with summary information in Table III-2. Detailed information from the consultant interviews is provided in Appendix C. Social Services The Department of Social Services provides programs to promote self-sufficiency among tribal and community members including community-based health and educational awareness, emergency assistance, contract health services, senior services, energy assistance, and transportation. Contract Health Services (CHS) provides health care services to eligible members of the Kalispel Tribe and natives of the Kalispel Reservation Community (Usk and Cusick). The Senior Program prepares and delivers meals, provides transportation and cultural activities to tribal elders 55 years of age and older who live in the communities of Usk and Cusick. The Community Assistance Programs provides emergency and energy assistance to tribal members who have urgent or emergent financial needs. Social Services provides door-to-door transportation to appointments including medical, dental, and court in Spokane, Newport, and Cusick. Additionally, the driver may pick up prescriptions in Newport and deliver them to the individual s house. Clients are asked to make reservations for transportation services at least 24 hours in advance. There are approximately 20 clients active in the Social Services program on any given day. Up to five trips are provided per day with approximately 600 trips per year. The department employs eight people including one full time and one as-needed driver. There are two vehicles used for the transportation service. One is in full time use and the other is used as needed. Neither is wheelchair accessible, but they have never had a request for accessible service. 21

29 The representatives from Social Services indicated that KALTRAN is providing a much needed service to employees in the area. Although the tribe is not open on Fridays, additional service particularly to the Wellness Center is needed on Fridays and the weekends. Learning Center The Learning Center provides a variety of programs for youth and adults, including after school activities, adult education, and personal enrichment. Programs are available in Cusick, Newport, and in the Spokane area. Transportation is provided using four vehicles: two minivans, a standard van and an auto. Anywhere from 10 to 30 children are served at any one time, depending on the season. Typically after school activities are provided between 3:00 PM and 8:00 PM. Usually both larger vehicles must make two trips in order to take children home in the evening after Learning Center activities. A signed parental release is required in order for afterschool transportation to be used. Without a parental release, children must walk home. Vehicles are typically not scheduled before 3:00 PM but they are loaned out to other KIT programs. The school district also provides some supplemental transportation through funding from a 21st Century Grant. The transportation service provided by the Learning Center is important since KALTRAN ends service at 5:00 PM. The Learning Center Director believes KALTRAN operates a needed service. However better information is needed regarding when service is available and how it works. Travel training may be needed to show individuals exactly how to use the service, including where to catch the bus at Wal-Mart in Spokane. Ideally KALTRAN would be used more to get people to the Wellness Center, to and from Newport, to the Casino in Airway Heights and to shopping at Wal-Mart. If KALTRAN hours were extended into the evening, more children could participate in after school activities. Weekend service would also be good, even if it was very basic. Service to away basketball games would also be well utilized. Domestic Violence The Domestic Violence Program provides medical advocacy, legal advocacy, and general advocacy for persons in domestic violence situations. Referrals are provided to other agencies when needed, such as medical, psychiatry, income assistance, etc. Gas, food, and rental assistance is provided by the Domestic Violence Program, as well as childcare and transportation. The Director is currently the only staff person although a second staff person will be coming on board soon. Transportation is provided when needed using the director s personal automobile. This occurs at least once a week and absorbs approximately 20% of the Director s time overall. According to Ms. Jones, KALTRANS is a much needed service. However, better written information is needed. Ideally web-based information would be available, as well as the 22

30 ability to schedule rides via the Internet. The Domestic Violence Program currently purchases KALTRAN bus passes for clients. Approximately 20 have been purchased in the last six months. Priorities for improved service include: better information on what s available, midday service to Newport, weekend service, and service later on weekdays. Service should also be provided on Fridays, when Tribe employees are off work. Also, more service should be available to the north end of the reservation. A commute schedule should be provided to both the Wellness Center and to Tribe Headquarters. Transportation to away basketball games would be well used. Improvements to communication on the system should include: flyers, outreach, and on-line opportunities. A customer comment card system is also needed. Other Kalispel Departmental Services The agencies below did not provide transportation but were interviewed as other stakeholders to help in assessing additional transportation service needs. More detailed summaries of the interviews are provided in Appendix C. Medical Center The Medical and Dental Clinic provides comprehensive health care including medical services, physical and aquatic therapy, dental services, chiropractic care, and mental health services. The clinic is located on the Kalispel Indian Reservation in the Camas Wellness Center on the north end of the building. The hours of operation are Mondays, Tuesdays, and Thursdays from 8:00 AM to 5:00 PM and Wednesdays from 9:00 AM to 5:00 PM. Services are available to anyone and approximately 60% of patients are lowincome. There are approximately 15 individuals employed in the medical and dental clinic. Two of whom live in Ione and work from 7:00 AM to 5:00 PM Monday through Thursday. Other employees live in Newport and work from 8:00 AM to 5:00 PM Monday through Thursday. Approximately 25 people travel to the clinic for services per day. The majority of these individuals travel from Cusick, Usk, Newport, Spokane, and from locations along the US 211 corridor. Many patients have transportation issues due to a lack of available funds or the condition of the road. According to the director, KALTRAN s service is very valuable and is utilized by a variety of people, both employees and patients. The service could be improved by increasing the reliability and the frequency. Most patients would utilize either a morning or an afternoon trip and one mid-day trip. For example, a patient with a 10:00 AM appointment could take the bus from Newport at 9:00 AM and return from the Wellness Center at 12:00 PM. Alternately, a patient with an appointment at 2:00 PM could take the bus from Newport at 1:00 PM and return from the Wellness Center at 4:00 PM. This would reduce the amount of time the patient would be required to wait for the return bus following their appointment. 23

31 The current schedule is difficult to read. Patients and employees are confused about the routes and the scheduled times. It would be useful to develop a comprehensive brochure that presents a simplified timeline and provides a detailed map of the service. Additionally, a comprehensive outreach and education program would provide members of the community with information about the service. Tribal Court Tribal Court is held twice a month in Cusick and twice a month in Airway Heights. There is also a Bureau of Indian Affairs (BIA) Court on the Spokane Reservation and Pend Oreille County hold court in Newport. Court dates are typically known at least two weeks ahead of time. KALTRAN offers a good service, both locally and to Spokane, according to Gary Herron, although better information is needed regarding how each element of the service works. The transit service could be important to those who have lost their driver s licenses and/or those with Court dates who don t have transportation options. Incarcerated individuals are currently transported by the Tribal Police, although the Tribal Court will soon have its own vehicle for that purpose. The biggest need now for KALTRAN, according to Mr. Herron, is better information on the system, especially how the local demand response service operates. Mr. Herron has also heard a few complaints about drivers (driving too slow) and the need for a lavatory on buses for long distance trips. Service should also be operated to the new Cultural Center once it opens. Camas Wellness Center The Tribe s Camas Center for Community Wellness is a center for the promotion of health. The Camas Center for Community Wellness is part of the Kalispel Tribe s vision for improving the standard of living among tribal members and the community. Located on tribal land, the center is operated by the Kalispel Tribal Government and is a comprehensive health care asset for the local community. The fitness center provides members with group classes, circuit training, personal training and aquatics. The center has state-of-the-art fitness equipment, a 33-foot rock climbing wall, a gymnasium, a group exercise room, and four pools. The center is open Monday through Friday from 6:00 AM to 8:00 PM, Saturdays from 8:00 AM to 8:00 PM, and Sundays from 9:00 AM to 6:00 PM. There are approximately 70 individuals employed at the center with the majority residing in Cusick, Usk, Newport, or Ione. Many don t have access to transportation. Reliable public transportation is vital to hiring and employee retention. There are approximately 5,000 wellness center clients in the database and approximately 1,000 are active members. On an average day there are anywhere between 130 and

32 people visiting the center. These clients would likely use the public transportation service more if: 1) a more comprehensive and readable brochure and schedule were created, and 2) days and frequency of service were increased. First, the schedule is difficult to read and employees of the center are hesitant to distribute them to members because they do not know how to accurately communicate the schedule. A brochure that is easy to read is vital to the success of this service. Additionally, the wellness center would benefit from a comprehensive public outreach and education program designed to educate employees so they can effectively communicate the schedule with clients. Second, the center is open seven days a week. At a minimum KALTRAN should operate Monday through Friday and increase the mid-day service to accommodate those members going to the center for more brief periods of time. 25

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34 TABLE III-5 KALISPEL TRANSPORTATION SERVICES Agency / Department Number of Vehicles Service Description Hours of Operation Special Issues Coordination Considerations KALTRAN 4 General public deviated fixed route and demand response Mon through Thurs; 5:45 AM to 7:27 PM 1. Funding is an issue Tribal Transit funds were not awarded this year. 2. A comprehensive marketing and outreach program needs to be developed and coordinated with RR; 3. A methodology needs to be developed for determining productivity and addressing issues KALTRAN does a good job coordinating with other organizations and communities currently. They are currently working on coordinating marketing and public outreach efforts with Rural Resources for the Newport route. Special Mobility Services 12 General public route deviation and Medicaid demand response Newport Shuttle: 6:30 to 10:30 a.m. and 2:00-6:30 p.m. Monday, Wednesday, Thursday and Friday; Medicaid brokerage: 8:00 to 4:30 p.m. and 2:00-6:30 p.m. Monday to Friday, but also provides service 24/7. 1. Transportation needs relate to funding reductions cut service from five to four days a week for the Newport Shuttle. Additional operating and capital funds are needed as well as help designing marketing program/ materials. Their current major challenge is funding. SMS reported that as a Medicaid transportation broker, they provide the lowest cost and the most appropriate transportation for each client. The agency currently contracts with human service transportation providers, commercial service providers, and volunteers to serve eligible clients in the tri-county area. Rural Resources Community Action 16 Demand-Response; Volunteer Deviated Fixed- Route Mon-Fri 7:05 am to 5:00 PM 1. Unmet needs among low-income clients that need access to work at odd hours; 2. Continued funding from WSDOT RR coordinates with KALTRAN on the Newport Route. More coordination is necessary in terms of marketing and public outreach/education. Social Services 1 General public demand response service Mon - Thurs 1. Since there is only one full time and one backup driver, they are sometimes not able to provide service at the requested date/time. Social Services is referring clients to KALTRAN on an as appropriate basis. It would be useful to develop more user-friendly marketing materials and increase service to include Fridays. 27

35 Agency / Department Number of Vehicles Learning Center 2 Service Description Hours of Operation Special Issues Coordination Considerations Demand response service for youth Mon Thurs; 3:00 PM to 8:00 PM 1. Some children are unable to participate in after school activities because there is no There may be a potential for vehicle sharing since public transit service in the evenings; 2. the Learning Center s vehicles are only in use Children without parental permission slips between 3:00 PM and 8:00 PM daily must walk home from the program Agency / Department Social Services TABLE III-6 PERCEIVED TRANSPORTATIN NEEDS Additional Client Needs Service for non-medical appointments Additional General Public Needs Community members need reliable transportation to services Learning Center Children need later hours in order to participate in school activities The public transportation service should run more frequently and on Fridays Medical Center Tribal Court Many clients need service to medical appointments and other services Individuals with driving restrictions need transportation options to court dates, employment, and services Greater frequency in service would provide people with more options. Reliable service is vital. Training on the use of the service and increased frequency/days of service is needed. Wellness Center Members and employees travel to the center at all hours of the day. Frequent service is needed The community needs transportation that is convenient and reliable. Additionally a marketing and training program is needed. 28

36 Non-Tribe Organizations Providing Transportation in the Area Two non-tribe agencies provide transportation services in the area, Rural Resources Community Action (RR) and Special Mobility Services (SMS). The services of each are summarized below. More detailed information is provided in Appendix D. Rural Resources Community Action Rural Resources (RR) is a nonprofit agency whose mission is to assist people and communities to develop the skills, resources and services necessary to improve their general welfare. The agency provides services throughout a multi-county area in eastern Washington, including transportation services in Pend Oreille County. In Pend Oreille County, RR provides a deviated fixed-route service between Newport and the Kalispel Tribal Wellness Center. The service connects passengers to the Wellness Center for trips into Spokane and trips from the Wellness Center to Newport. Dial-a-ride service is also provided between Metaline Falls and Newport (Fridays only). This service provides a connection with Special Mobility Services into Spokane or allows for up to three hours of local shopping, medical appointments, etc. in Newport. The Rural Resources Pend Oreille County dial-a-ride arrives in Newport between 9:00 and 9:15 AM and returns from Newport at 4:15-4:30 PM, Friday only. The County deviated fixed-route operates from 9:05 AM to 5:00 PM, four round-trips per day. Out of area and out of service area trips are limited to one day per week. A commuter route operates from 7:05 AM to 8:45 AM and from 4:00 PM to 5:33 PM, Monday-Thursday. A fleet of 16 agency vehicles and 16 volunteer vehicles is used. The agency vehicles range from 1992 to Seven vehicles are wheelchair accessible mini-buses (sometimes referred to as body on chassis or cutaways). Buses used for Head Start conform to Head Start requirements. Rural Resources has the following service contracts: Aging and Long Term Care of Eastern Washington (the local Area Agency on Aging contracts with Rural Resources to provide services to independently living seniors 60 years and older). The agency contracts to provide transportation services for the Washington State Department of Transportation (WSDOT) and Head Start, and provides occasional trips for Labor and Industries, Division of Developmental Disabilities, and other state agencies. Rural Resources has a pool of volunteer drivers that it uses to provide transportation to residents of the tri-county area that live outside of the regular weekday services or need additional service, particularly to non-medicaid eligible seniors for specialized care in Spokane. These trips may also be scheduled with an agency vehicle if the passenger has a physical need of an accessible vehicle. Volunteers are reimbursed at the state rate (currently 50 cents per mile), plus a meal for trips over four hours. 29

37 In , Rural Resources was awarded $1,067,638 from WSDOT to sustain dial-aride service in Stevens, Ferry, and Pend Oreille Counties, and for the commuter service between Kettle Falls and Chewelah. Funding sources include FTA Section 5311 funds, FTA Section 5310 funds, Older Americans Act Title IIIB funds, and Washington State funds. Its annual operating budget is approximately $689,000. Annual one-way passenger trips total 10,877 using agency vehicles and 4,883 using volunteers. Annual vehicle-miles total 124,229 and annual vehicle hours total 5,513 using agency vehicles. MMUNITY ACTION, continued Unmet transportation needs include needs among low-income clients that need access to work at odd hours, weekends, and out of the area. Special Mobility Services (SMS) Special Mobility Services is a nonprofit transportation provider and a regional Medicaid transportation broker for Ferry, Stevens, and Pend Oreille counties. SMS provides public transportation as part of the Newport Shuttle that operates from Newport/Priest River to Spokane. SMS picks up or drops off passengers anywhere in the Spokane city limits including the airport. They also pick up and drop off passengers in Newport at the Safeway and in Priest River at Mitchell s or the Senior Center. Special Mobility Services provides transit services under contract for the Washington Department of Transportation (WSDOT) and is the Medicaid Broker for the Washington Department of Social and Health Services (DSHS). SMS uses other transportation providers to furnish Medicaid transportation and volunteer/escort drivers for brokerage services. There are approximately 50 volunteer drivers between SMS and other volunteer agencies that are located in the three county area. Volunteers are reimbursed in accordance with the Washington Office of Financial Management rate. In addition, SMS has approximately 20 agency vehicles that belong to local subcontractors serving the tri-county area. The agency does not have any funding restrictions and trip restrictions on the Newport Shuttle that limit transportation to a specific group of participants. Funding sources include FTA Section 5311, WSDOT Rural Mobility, and Medicaid. The annual operating budget for the Newport Shuttle is $79,771. Annual one-way passengertrips total approximately 1,900 (Spokane-Newport) and 250 (Newport, WA-Priest River, ID). Operating days and hours are Newport Shuttle: 6:30 AM to 10:30 AM and 2:00 PM to 6:30 PM, Monday, Wednesday, Thursday, and Friday; Medicaid brokerage: 8:00 AM to 4:30 PM and 5:00-6:30 PM Monday to Friday, but also provides service 24/7. The agency has 12 vehicles. Chapter IV presents transit development alternatives. 30

38 IV. TRANSIT DEVELOPMENT ALTERNATIVES This chapter presents alternatives for transit service development for the KALTRAN operation. General considerations regarding the development of transit services are presented first, followed by specific alternatives for KALTRAN. Additional background information on generic transit service types is presented in Appendix E. Key Factors in Developing Public Transit Services Several factors need to be taken into consideration in planning public transit systems. Services need to travel through areas of highest demand; Dispersed populations in low density areas must also be considered; Service levels, including the days and hours of service and the frequency of service, needed to fit the demand; and Funding levels usually limit the type and amount of service that can be provided. The initial intent of this technical assistance effort was to evaluate the existing KALTRAN service and identify options for service development, primarily oriented to service expansion. However, since 2010, KALTRAN s primary funding source decided not to continue financial support into 2011, and therefore, by necessity, the focus changed to how to maintain existing services. Transit Alternatives The following transit alternatives are presented below: 1) Strengthening KALTRAN Management and Operation, 2) Service Change Options, 3) Service Coordination, and 4) Other Alternatives. These alternatives were discussed at a Study Advisory Committee meeting in February Following that discussion, a recommended alternative was identified. Strengthening KALTRAN Management and Operation KALTRAN is a well run operation. The staff is highly professional and the Director appears to have the broad range of skills needed to manage a public transit program. However, especially given the current challenging time regarding funding cuts, several issues are apparent. Management Availability and Analysis of Performance Data KALTRAN is challenged in terms of having good data in place to analyze the service, as well as having an analysis process in place. While this issue is common among rural transit providers in general, and especially new rural transit providers, during challenging times like these, the consequences of this lack of good data and an 31

39 effective process become more critical. Current issues for KALTRAN in terms of data quality and availability were discussed in Chapter III. Relatively good data appears to be available with respect to service hours, service miles and ridership. The largest problem appears to be comparing that data to related information on costs. Given differences in funding years between the federally funded grants, state, and local fiscal years, managing the financial side of service operations can be extremely challenging. For best results, the consulting team recommends that KALTRAN use a consistent 12-month period to develop cost and performance statistics. An option would be to have two consistent 12-month cycles, based on local needs (the Tribe funding cycle) and/or federal grant year requirements. For individual grant reporting, additional reports may be needed, based on grant start and closure dates, but for the purpose of analyzing system performance, one or two (at the most) time periods should be used. The following data should be gathered and reviewed, on a monthly basis: ridership, revenue-service hours, revenue-service miles, and costs. Trends should be identified and adjustments made as needed. Cost data should be reviewed monthly with respect to budget management, but in terms of developing performance statistics, only annual data should be used. This is because cost data can vary significantly by month, based on expenses such as insurance premiums, one-time marketing costs, etc. that occur at one time of year and not another, etc. Monthly data or ridership, service hours, and service miles should be reviewed, for trends, to keep in touch with the pulse of the system. Performance data such as riders-per-hour and riders-per-mile should be developed on a monthly basis, ideally by route (or service type). Annual performance statistics should be developed in terms of cost-per-hour, cost-per-mile, and cost-per-trip, also ideally by route and/or service type. For KALTRAN, this would include the five current routes, and the Casino route if that is implemented. Qualitative Assessment of the Existing Service Based on the information provided to the consultant, there is no on-going service review committee. Ideally, some type of Transit Advisory Committee would be established to discuss how well the service is functioning and ideas for service improvements. This would include the performance data (discussed above), potential changes in service, and coordination opportunities (internally as well as with external providers such as Rural Resources and Special Mobility Services). Operating policies and procedures The Transit Manager has developed an excellent set of operating policies and procedures for KALTRAN. This excellent beginning will need to be kept up to date. 32

40 Marketing During the consultant s stakeholder interviews, many department representatives stated that more and better marketing information is needed for the KALTRAN service. This includes both informing people of the availability of the service and teaching them how to use the service. The written flyer was mentioned as being difficult to read. It can be difficult to communicate bus service information to people who are not used to reading maps and schedules. A useful technique is to try some different formats and test them by taking various formats to people and asking them to tell you what is understandable and how it can be improved. Funding Funding was obviously the most challenging issue throughout the study process. Given the lack of continued FTA Section 5311(c) funding, the transit program was put in a precarious position. Approximately 93% of the funding to support KALTRAN s 2010 operating budget was cut ($417,896 out of $448,944). In hindsight, the Tribe should have applied for funding through WSDOT from both the traditional Section 5311 Rural Transit Program and State funding, as back-up. However, no indication was given that Section 5311(c) Tribal Transit funding was not to be continued. Therefore, the emphasis should be shifted to identifying potential new funding sources. Options for consideration include: 1) Job Access and Reverse Commute (JARC) JARC funding is potentially available through the Spokane Regional Transportation Planning Commission, and/or through the WSDOT or the rural RPC. JARC funds are oriented to either job access services for low income individuals and/or reverse commute services, such as commuter service into Spokane from outlying areas. 2) Pending WSDOT grant requests As of this writing, notice had not been received regarding the Tribe s three requests for WSDOT funding. These included continuation funding for midday service to Spokane, service to the Northern Quest Casino, and computer dispatch equipment. The possibility may exist to amend these grant requests to provide funding to retain existing services. 3) The Tribe or a Tribe Business Enterprise The Tribe itself may be willing to support transit services or a Tribe enterprise such as that supporting the Northern Quest Casino. Bridge-funding during this difficult time can be looked at as an option. 4) Medicaid It may be possible for KALTRAN to become a Medicaid transportation provider. This situation would likely require the Tribe to become certified through the current Medicaid broker for the area, Special Mobility Services (SMS). 33

41 5) FTA Section 5311 Funding and State Funding through WSDOT In general, this is usually an excellent funding possibility. However, WSDOT has just completed the application cycle for its two-year funding program. Therefore, unless there is some type of contingency fund that could be drawn upon, the Tribe will not be able to apply for additional funding through WSDOT until December 2012, with funds flowing in July ) Future FTA 5311(c) Tribal Transit Program Funding While not funded this year, it may be possible for the Tribe to successfully apply again in 2011, with funding likely to be available in early ) IRR Funds Indian Road funding is sometimes used by tribes to fund transit services, as well as road projects. However, given that the Kalispel Tribe is a small tribe, the amount of funding available may not be sufficient, especially since there is likely to be a high demand for road projects. 8) Other long term options include the possibility of local funding through the creation of a Transit District for the area. The Regional Transportation Planning Commission is in the process of developing a study scope to assess this possibility for the area. Service Change Options Given the recent funding cut, service reductions will be required unless additional funding sources are identified (as mentioned above). Several service reduction options are presented below, as well as a discussion of two service expansion options. Service Reduction Alternatives Given the previously identified issues regarding the availability of good data, determining specific cost savings associated with various service cut options is difficult. In spite of that, however, the consultant developed several options based on the best available data. Table IV-1 was prepared based on data provided by the Transit Manager (shown in Appendix F-Transit Manager s Matrix to Evaluate KALTRAN 01/31/11). The data represent a quick initial analysis by the Transit Manager to estimate costs and productivity of existing KALTRAN routes. As previously stated, the data are incomplete and therefore may not fully reflect existing conditions. For example: 1) Some elements of the current transit service were not included (such as on-call trips because they don t neatly fall into one of the existing route descriptions). 2) The columns shown in the appendix as Operational, Administrative, and Operational and Maintenance for each route do not appear to reflect fully allocated costs. The sum of the three columns is $295,869, considerably less than the

42 budget of $448,944, or the actual FTA Tribal Transit expenditures for federal fiscal year 2010 (October 1, 2009 through September 30, 2010) of $338,653, shown in the KALTRAN Ledger, as of 9/30/10. 3) There may be other issues related to these data. However, in spite of these issues, the data may be helpful in assessing the relative productivity and cost of the existing routes. For example, based on the data provided, the Spokane/Wal-Mart commuter route was by far the most productive, in terms of passengers carried per hour of service, The next most productive route was the Newport commuter route, at 4.1 passengers per hour. The routes with lowest productivity were the Ione route and the Spokane midday route, at 0.7 and 0.8 passengers per hour respectively. Similarly, the cost per trip was highest for the Ione route, followed by the Spokane Midday route. TABLE IV-1 PRELIMINARY ROUTE ANALYSIS BASED ON KALTRAN MATRIX Revenue Revenue Operating & Rider/ Rider/ Cost/ KALTRAN Services Miles Hours Riders Admin. Costs Mile Hour Rider Tribal Transit Routes Spokane Commuter 22, ,268 $ 73, $ Ione 46,800 1, $ 86, $ Cusick/Usk 3, $ 22, $ Newport 15, $ 40, $ Subtotal 88,350 1,952 6,257 $ 222, $ WSDOT Route Spokane Midday 22, $ 73, $ Total 110,400 2,927 7,058 $ 295, $ Note: All data based on MATRIX TO EVALUATE KALTRN 01/31/11 Therefore, based on this analysis, the Ione and Spokane Midday routes would logically be the first to be cut. The local Cusick/Usk route and the Newport route would be next. Perhaps, given a potential priority for local service, focusing on the Wellness Center, maintaining or potentially increasing service on the Cusick/Usk route may have priority. There may be an opportunity for Rural Resources to take over the commuter route from Newport or maybe a carpool and/or vanpool arrangement could be developed by the Tribe, as discussed later in this chapter. The consultant also developed a draft cost allocation model for KALTRAN, using available 2010 data. While similar data issues remain, in general, a cost allocation model is an excellent tool to evaluate cost impacts related to various service changes, either service expansion or service reduction. The process is based on actual line item 35

43 expenditures from the previous year, along with related service characteristics in terms of service hours and service miles, vehicles required, and fixed costs. The consultant s draft cost allocation model is presented in Appendix G. Again, having questionable data limits the potential use of the model but it still should be of some help in assessing the various elements of current and proposed KALTRAN operations. The draft model, presented in the appendix, will need to be refined by KALTRAN staff, to include the assumptions made by the consultant. The results of the draft cost allocation model, presented in Appendix G, are summarized in Table IV- 2. TABLE IV-2 PRELIMINARY ROUTE ANALYSIS FROM COST ALLOCTION MODEL Revenue Revenue Estimated Rider/ Rider/ Cost/ KALTRAN Services Miles (1) Hours (1) Riders (1) Cost (2) Mile Hour Rider Tribal Transit Routes Spokane Commuter 22, ,268 $ 41, $ 9.78 Ione 46,800 1, $ 126, $ Cusik/Usk 3, $ 34, $ Newport 15, $ 37, $ Subtotal 88,350 1,952 6,257 $ 239, $ WSDOT Route Spokane Midday 22, $ 78, $ Total 110,400 2,927 7,058 $ 318, $ ) Based on Transit Manager's MATRIX TO EVALUATE KALTRAN, 01/31/11. 2) Based on preliminary cost allocation model. The only real difference in the figures presented in Tables IV-2 and Table IV-1, is cost. In Table IV-2, the costs shown are based on actual expenditures taken from the KALTRAN General Ledger for the fiscal year ending 9/30/10 (for the Tribal Transit program only). They appear to show costs more fully than those shown in Table IV-1. However, as stated, caution should be used in reviewing the data presented in both tables. If the data in Table IV-2 are accurate, the cost of KALTRAN service is quite high, both in terms of cost-per-trip (averaging $45.11 and ranging from $9.78 to $ depending on the route) and cost-per-service-hour, which averages $ However, since an estimated 50% of KALTRAN s service has operated in deadhead mode (buses operating without passengers), the number of hours and miles actually operated on the street has been approximately double. If total service hours and miles are reported, the cost-per- 36

44 hour and cost-per-mile figures are roughly half those shown. However, productivity figures would be worse. The data in Table IV-2 confirm the relative priorities suggested in Table IV-1 with respect to the estimated cost per trip and productivity (riders per hour and riders per mile) among the previously operated routes. Table IV-3 shows a potential priority ranking of the previous routes based on this analysis. The last column shows the cumulative cost of continuing those routes based on the priority order identified by the consultant. This assessment and priority ranking were considered as the staff decided which service elements to recommend for continuation. TABLE IV-3 SERVICE PRIORITY CONSIDERATIONS Annual Annual Cost/ Riders/ Cumulative KALTRAN Services Cost (1) Riders (2) Rider Hour Cost 1. Spokane Commuter $ 41,728 4,268 $ $ 41, Cusik/Usk $ 34, $ $ 75, Newport $ 37, $ $ 113, Ione $ 126, $ $ 239, Spokane Midday $ 78, $ $ 318,356 Total $ 318,356 7,058 $ ) Based on preliminary cost allocation model. 2) Based on KALTRAN estimates 01/31/11. Service Expansion Options In 2010, the Tribe received a FTA 5311 ARRA grant to purchase a 38-passenger bus and other equipment. The plan was to use that bus to provide two-day-a-week service to the Northern Quest Casino in Airway Heights. In addition, during consultant interviews with stakeholders, the highest level of interest was midday service to Newport, to complement KALTRAN s current commuter service to the Reservation from Newport. Rural Resources currently provides midday service but it is not well used. Expansion of KALTRAN services to the Casino and providing midday service to Newport are discussed below. These could be considered once a solid funding base has been achieved. 37

45 Service to the Northern Quest Casino In September of 2010, KALTRAN administered a rider survey to gather information on potential utilization of services relative to expanding routes that would travel from the Reservation area to the Tribe s Northern Quest Casino in Airway Heights. Over a 30-day period, 145 riders completed the survey. Out of the 145 respondents, 137 indicated they would utilize the proposed service. A majority of those surveyed (65%) indicated they would use the service in the evening to access work, school, medical services, entertainment, shopping, and the Spokane International Airport. In response to this interest, KALTRAN submitted an application to the FTA for operations funding to run six round trips per week between the Usk/Cusick/Reservation area and the Northern Quest Casino. Three round trips would be operated on Fridays and three on Saturdays. KALTRAN estimated the minimum number of daily riders at 25, for a total of 50 for the two days. This would equate to 8-10 passenger trips per round trip, 4-5 people. This demand estimate was chosen because it was perceived as a modest, realistic, and reasonable expectation for this service, at least initially. Service times were planned to coincide with weekend swing shifts at the Casino and interface with scheduled Spokane Transit Authority (STA) stops in Airway Heights. The cost estimate provided in the grant was $104,023 per year. Revenues from riders were expected to total $3,250 per year. Assuming six round trips per week, at 2.75 hours per round trip, 16.5 hours of service would be provided per week (including deadhead miles). Assuming 50 weeks a year, a total of 825 service hours would be provided annually, at an average cost of roughly $126 per revenue service hour. Funding for this service, and others, were among those pending grant approval by WSDOT at the time of this writing. Midday Service to Newport The most requested additional service mentioned during interviews with stakeholders was midday service from the Reservation area to Newport. The current service of one round trip per day requires an estimated 195 revenue service hours per year, according to the Transit Manager. This equates to approximately 4 hours per week, for a four day week, or one hour per day. The estimated cost for this current service is approximately $37,300 based on the consultant s draft cost allocation model. If service were doubled, the cost would be an estimated $74,600. If tripled, the cost would be $111,900. Given current funding challenges, the best strategy may be to work out some type of arrangement with Rural Resources to provide all service to and from Newport and the Reservation area, unless alternate funding can be found. 38

46 Service Coordination Alternatives for coordination include options to coordinate among Kalispel Tribe departments who provide transportation services, and with external transportation providers, such as Rural Resources and SMS. Internal Tribe Department Coordination Three Kalispel Tribe programs provide transportation service other than the Community Planning and Development Department where KALTRAN is housed. Each of these other transportation services is oriented to the clientele of the individual department through which it is operated. A description of these services was provided in Chapter III- Existing Service Providers. They are summarized below. Social Services The Social Services program provides door-to-door transportation to medical and dental appointments and to court in Spokane, Newport and Cusick. Clients are asked to make reservations at least 24 hours in advance. Up to five trips are provided a day. In addition, the Senior Program transports seniors to tribal cultural events. Two vehicles are used, neither is wheelchair accessible. Learning Center The Learning Center uses four vehicles, two minivans, a standard van and an auto to provide transportation for youth, primarily to afterschool activities and then home. The vehicles are used mostly between 3:00 PM and 8:00 PM. They are loaned to other Tribe departments at other times, when needed. Domestic Violence Transportation is provided, when needed, using the Director s personal car. With respect to coordination, one option would be to use Social Services and/or Learning Center vehicles in combination with KALTRAN vehicles to provide daily local service in the Usk/Cusick/Reservation area and periodically (1-3 times a week) to Newport and Spokane, on a scheduled basis. Coordination with External Transportation Providers Rural Resources and Special Mobility Services both provide transportation in the area. Given the difficult history between the Tribe and Special Mobility Services, the best option in terms of coordination with external providers may be with Rural Resources. During the consultant s initial on-site visit, discussions were held with Rural Resources regarding opportunities for coordination between KALTRAN and Rural Resources specific to Newport services. While the focus then was on coordinated marketing of the separate service provided by the two agencies, given KALTRAN s funding challenges, other coordination of services to and from Newport may be in order. This could 39

47 potentially include having Rural Resources take over the current KALTRAN commuter service to Newport. Other coordination opportunities may exist with the Spokane Transit Authority (STA). This could include some type of connection of services at Wal-Mart, with respect to planned service to the Northern Quest Casino. The potential may exist for KALTRAN to take individuals to Wal-Mart where they would transfer to STA services to go to the Casino. Other opportunities may exist as well. Other Alternatives Other alternatives deserve consideration, including car and/or vanpool services. Carpool/Vanpool Another option would be to establish carpools or vanpools as replacement service for commuters coming to the Reservation area from Newport or from Wal-Mart, and/or to the Northern Quest Casino from the Reservation area, and/or elsewhere. Vanpools could be an effective temporary, or permanent, response to current funding challenges. A structured carpool program would include a matching service for individuals wishing to car-share to work. A vanpool simply uses a larger vehicle. To initiate a structured vanpool program, the tribe could purchase one or more vans (or potentially use GSA or other vehicles) that would be used for commute trips in the morning and afternoon. Designated van drivers would be identified from among the riders (who would logically be among the employees going to work) and vehicles would be housed at the driver s residence over night. Typically, riders pay for vanpool service on a monthly basis. They pay for operating costs and insurance and/or for capitalization of the vehicles used. The Tribe, however, could purchase the vehicles to reduce rider fees. During the midday, vehicles are typically parked at the work site, although they could potentially be used for other tribe business. Vanpools could be effective to serve work trips to the Reservation from Newport, Spokane and/or Ione, or to Newport or Spokane from the Reservation area. Chapter V presents recommendations for service continuation. 40

48 V. RECOMMENDATIONS FOR SERVICE CONTINUATION Given the decision by the Federal Transit Administration (FTA) not to fund the KALTRAN transit program in 2011 (federal FY 2010 funds), difficult decisions were required by the Tribal Council regarding how to preserve transit services. These decisions were even more challenging given many unknowns, including: 1) uncertainty as to the type and amount of funding likely to become available from other sources, 2) the degree to which any funds which are awarded can be flexed to best fit Tribe priorities, 3) lack of clear information from consumers regarding service priorities, and 4) questions regarding the accuracy of available cost estimates regarding individual KALTRAN services. In spite of these difficulties, the consultant refined options for consideration by the Tribe. The following sections are included below as part of the consultant s analysis: Potential Available Funding, Estimated Service Costs and Productivity, Preliminary Service Priorities, and Other Considerations Regarding Short Term Priorities. A brief discussion on Long Term Considerations is also included. Potential Available Funding Table V-1 shows short term funding potentials to support operating and administrative costs, based on the best information available to the consultant as of this writing. The table includes pending grant requests, other than the current capital grant request to WSDOT for computerized dispatch equipment. The assumptions used in developing the table are included in the table notes and repeated in more detail following the table. TABLE V-1 Estimated Available Operating and Administration Funding - Short Term Total Estimated Tribe & Project Initially Timeframe Source Federal Other Local Fares (4) Amount/Year Intended Purpose Availability Spokane Reg'l Transp. Council Job Access/Reverse Commute (1) $ 54,660 $ 54,661 $ 13,693 $ 123,014 Commuter service from 7/1/2011-6/30/12 Spokane (Walmart) to Cusick/Usk/Reservation WSDOT Spokane Midday Service (2) $ 44,298 $ 14,766 $ 500 $ 59,564 Spokane midday service 7/1/2011-6/30/12 Airway Heights (2days/week) (3) $ 50,752 $ 50,752 $ 3,250 $ 104,754 Airways heights service 7/1/2011-6/30/12 Other Empire Health Foundation $ - $ 25,000 $ - $ 25,000 Health-related service 7/1/2011-6/30/12 Other - To be determined $ - $ - $ - $ - To be determined 7/1/2011-6/30/12 Total $ 149,710 $ 145,179 $ 17,443 $ 312,332 Notes: 1) Assumes a total project cost of $246,027 for two years, $123,013 per year. Assuming $13,693 in annual fare revenue and a 50%/50% match, the Tribe (in combination of other local funding ) and the JARC program would each contribute approximately $54,660 per year. 2) Assumes a total project cost of $119,128 for two years ($59,564/year), $500 per year in fares, 75% WSDOT funding of the net operating deficit, and Tribe and/or other local funding for the remainng 25% of the net operating deficit. 3) Assumes a total project cost of $209,508 for two years ($104,754/year), $3,250 per year in fares, 50% WSDOT funding of the net operating deficit (since it's a new service), and Tribe and/or other local funding for the remainng 50% of the net operating deficit. 41

49 Key assumptions associated with Table V-1 are explained in more detail below: Commuter Service from Spokane (Wal-Mart) Although this is far from certain, the figures in Table V-1 assume full funding of the current JARC request, through the Spokane Regional Transportation Planning Council (SRTPC). The request was for two years of funding, at a total project cost of $246,027, including $109,321 in federal JARC funds, $109,321 in Tribe/local funding, and $27,385 in fares (assumed). On a per year basis, this equates to a total project cost of $123,014; $54,660 per year in federal JARC funding and $54,660 in Tribe and/or other local funding, and $13,693 in fares. Spokane Midday Service Assumes a total project cost of $119,128 for two years, $59,564 per year. Assumes $500 per year in fares and WSDOT funding 75% of the net operating deficit ($44,298) and the Tribe and/or other local funding 25% of the net operating deficit, $14,766 per year. Airway Heights Service Assumes a total project cost of $209,508 for two years, $104,754 per year. Assumes $3,250 per year in fares and WSDOT funding of 50% of the net operating cost - $50,752(a lower percentage since WSDOT gives a lower priority to new services); and the Tribe and/or other local funding to cover the remaining 50% of net operating costs, $50,752 per year. Healthcare-Related Funding Assumes the grant request from Empire Health Foundation is funded. Given these assumptions, in the 12 month period from July 1, 2011 through to June 30, 2012, transit services costing a total of approximately $312,000 could be supported, including an estimated $150,000 in federal funds, $145,000 in Tribe (and/or other local) contributions and approximately $17,000 in fare revenue. This total, $312,000, is roughly comparable to the $338,654 shown as total Tribal Transit Program expenses in the Kalispel Tribe General Ledger for FY 2010, ending September 30, The figures in Table V-1 need to be confirmed by KALTRAN staff. They may or may not be overly optimistic. Less federal funds may be forthcoming but other (additional) funding may also become available from other sources. Also, it needs to be determined how the numbers shown in the table under Tribe and/or local funding compare to current Tribe/local expenditures for KALTRAN. Estimated Service Costs and Productivity Based on the analysis of costs and service productivity presented in chapter IV-Transit Development Alternatives (Table IV-2) there are substantial differences in cost and productivity among the various services operated by KALTRAN. The consultant s analysis from chapter IV is shown again in Table V-2 for convenience to the reader. Again, these figures need to be compared to recent KALTRAN staff estimates. 42

50 TABLE V-2 PRELIMINARY ROUTE ANALYSIS FROM COST ALLOCTION MODEL Revenue Revenue Estimated Rider/ Rider/ Cost/ KALTRAN Services Miles (1) Hours (1) Riders (1) Cost (2) Mile Hour Rider Tribal Transit Routes Spokane Commuter 22, ,268 $ 41, $ 9.78 Ione 46,800 1, $ 126, $ Cusick/Usk 3, $ 34, $ Newport 15, $ 37, $ Subtotal 88,350 1,952 6,257 $ 239, $ WSDOT Route Spokane Midday 22, $ 78, $ Total 110,400 2,927 7,058 $ 318, $ ) Based on Transit Manager's MATRIX TO EVALUATE KALTRAN, 01/31/11. 2) Based on preliminary cost allocation model. Based on the data presented in Table V-2, the most efficient and effective existing service in terms of cost (cost-per-rider) and productivity (riders-per-hour) was the Spokane Commuter Route. The least efficient and effective routes were the Ione Route and the Spokane Midday Route. Therefore, unless there are other reasons to change the priorities, the Ione and Spokane Midday Routes should be the first to be considered for termination, given the reduction in federal funding. The next most costly and least productive route, according to this analysis, was the Cusick/Usk Route. Preliminary Service Priorities Given the data presented in Tables V-1 and V-2, a priority list of current services was developed by the consultant, showing their total cumulative costs. This information is shown in Table V-3. According to this analysis, if the Ione and Spokane Midday services are cut, the total transit program cost could be reduced from $312,000 to an estimated $113,086. Another consideration, however, relates to how much financial support is needed by the Tribe to support transit services, both existing and proposed. Table V-4 presents a bestguess as to how much Tribe/local funding would be needed to support various services. Existing services, as of early 2011, are presented at the top of the table. The newly proposed Airway Heights service is shown at the bottom of the table. Again, various assumptions were made by the consultant in preparing Table V-4. 43

51 TABLE V-3 ESTIMATED CUMULATIVE TOTAL SERVICE COSTS BY SERVICE PRIORITY Total Service Cost Individual Cumulative KALTRAN Services Costs (1) Cost 1. Spokane Commuter $ 41,728 $ 41, Newport $ 37,317 $ 79, Cusik/Usk $ 34,041 $ 113, Ione $ 126,311 $ 239, Spokane Midday $ 78,959 $ 318,356 Total $ 318,356 1) Based on preliminary cost allocation model and KALTRAN estimates 01/31/11. TABLE V-4 ESTIMATED CUMULATIVE COSTS TO THE TRIBE OF CONTINUING OR STARTING VARIOUS SERVICES Estimated Tribe Costs Individual Cumulative KALTRAN Services Costs (1) Cost Existing Services 1. Spokane Commuter $ 54,661 $ 54, Newport $ 18,659 $ 73, Cusik/Usk $ 17,021 $ 90, Ione $ 63,156 $ 153, Spokane Midday $ 14,766 $ 168,262 New Services 1. Airway Heights $ 50,752 $ 219,014 Total $ 219,014 1) Assumes Tribe/Local cost estimates from Table V-1 for Spokane Commuter service, Spokane Midday service, and Airway Heights service. Assumes Tribe/local funds would support 50% of cost estimates taken from Table V-2. 44

52 Based on the data presented in Tables V-3 and V-4, the highest priority transit service would be the continuation of the Spokane Commuter service. This was verified by input obtained at recent public meetings. Funding to continue the Spokane Commuter service was included in the recent grant request to the Spokane Regional Planning Council, using Job Access and Reverse Commute (JARC) funds. The next highest priorities, according to this analysis, are the Newport commuter service and local Cusick/Usk/Reservation area service. The other services; Ione, Spokane Midday, and Airway Heights would be lower priorities. However, it is important to remember that no specific funding request has been submitted for the Newport or local services, as of this writing, whereas funding requests have been submitted for the Spokane Midday and Airway Heights services. Other Considerations Regarding Short Term Priorities There are several related issues that were presented for consideration as the Tribe moved forward with a plan for service development. Several of these are identified below. 1. Alternative service configurations a) Although the Spokane Commuter service rates high, in terms of the analysis presented in this chapter, operating that service as one or more vanpools would be much less expensive. The same can be said for the Tribe s current Newport Commuter service. In terms of long term service sustainability, replacing fixed route service with vanpools should be considered. b) Similarly, given the relatively low ridership on the Ione service, an organized carpool arrangement may be able to meet that need at a much lower cost. The same would be true with the Spokane Midday service. However, considerable administrative expense is typically needed to keep car and/or vanpool services operating effectively. c) It is assumed that the planned service to Airway Heights would be primarily oriented to entertainment trips for residents of the reservation area (including Ione and Newport). The planned two-day-a-week service does not appear to be a realistic service option for most Casino employees. Perhaps a prearranged service could be developed to provide entertainment trips to the Northern Quest Casino, based on advanced reservation and advanced payment. The Tribe (or the Casino) could subsidize those trips at its discretion. This could assure a higher farebox recovery rate. 2. Coordination a) Opportunities for coordinating existing Tribe transportation resources among the various departments should also continue to be considered. Several alternatives were identified in chapter IV. One option would be for KALTRAN, Social Services, the Senior Program, and the Learning Center to combine resources in some way to serve local transportation needs in the Usk/Cusick/Reservation area (primarily to the Wellness Center), as well as for midday trips to Newport and/or Spokane. 45

53 b) Another option is to work with Rural Resources, and potentially Special Mobility Services, to address some trip needs in the area. 3. Management KALTRAN is a well managed service. However, the recommendations included in chapter IV will need to be considered. These include: a) developing a system to better gather and analyze performance data, overall and by route, b) establishing a Transit Advisory Committee to obtain rider (and other public) input regarding existing and planned transit services, c) continuing to update the existing well-developed KALTRAN operating policies and procedures, d) strengthening marketing and community outreach, and e) solidifying a sustainable service based on available funding. Long Term Considerations Obviously, KALRTAN s immediate priority is to determine the services which can be sustained over the next 12 month period. There will also be an opportunity to apply again for 100% federal funding through the FTA Section 5311(c) Tribal Transit Program. Applications are likely to be due in late summer 2011, with funds flowing in early However, given passed experience, those funds should be considered as supplemental to a base-level program that can be instituted and sustained without that funding. A transit program needs to be identified which relies on available funding through WSDOT and the Regional Transportation Councils, fares, foundations in the area, and internal transportation service coordination as well as coordination with other providers in the area. In the long term, the Tribe should consider participating in any regional transit districts that are created for the area. A feasibility study regarding the creation of a regional transportation district is currently being pursued by the Spokane Regional Transportation Planning Council. Recommended Alternative Based on the analysis presented by the consultant (above and in the previous chapter) as well as internal analysis by KALTRAN staff, the following recommended alternative was presented and approved by the KIT Tribal Council in April Continue commuter service from north Spokane to the reservation area, using remaining Tribal Transit funding and then Job Access and Reverse Commute (JARC) funding, if provided through the Spokane Regional Transportation Planning Council (SRTPC). Continue the midday service between the reservation and north Spokane using funding provided by WSDOT, while funding for that service continues. Continue service from Ione to the reservation area two days-a-week (instead of four days-a-week). 46

54 Eliminate the Newport commuter service, unless some type of coordinated service arrangement can be developed with Rural Resources. Or other funding is identified. Provide two-day-a-week service to Airway Heights, if funding becomes available. Apply to local foundations to provide local cash match and continue Tribe in-kind contributions to the transit program. Implement the consultant s management recommendations. Identify ways to improve marketing and outreach of continued services. Develop a diverse funding base for the future. The elements of the recommended alternatives are discussed in detail in Chapter VI- Transit Service Implementation Plan. 47

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56 VI. TRANSIT SERVICE IMPLEMENTATION PLAN This chapter presents an implementation plan for the recommended alternative identified in the previous chapter. The plan is driven by the need to reduce services and diversify funding, given the Federal Transit Administration s (FTA s) decision not to fund KALTRAN s request for FY 2010 funds under the Tribal Transit Program. Sections on Transit Operations, Transit Management, and Funding are included in the chapter. Transit Operations The operations plan calls for an initial reduction in KALTRAN services based on reduced funding. Then, once a stable funding base is established, consideration will be given to re-establishing previous routes or initiating other needed services. Short-Term Operating Plan In the short term, roughly May 1, 2011 through January 31, 2012, the following services will be continued: Spokane Commuter Service The current four day-a-week service from North Spokane (Wal-Mart) to the reservation area will be continued. This includes two round trips a day, with vehicles based in Cusick and operating primarily in deadhead mode during the first and last vehicle trips. The estimated cost of this service is approximately $10,000 per month, based on KALTRAN estimates. The service will be funded through January 2012 using remaining Tribal Transit Program funds. After that, it is hoped that Job Access and Reverse Commute (JARC) funding will be provided through the Spokane Regional Transportation Planning Council (SRTPC). Ione Service Transit service to and from Ione will be reduced from four days a week to two days a week, beginning May 1, Based on current ridership, the two-day-a-week service will be operated on Mondays and Wednesdays. It will be funded using remaining FTA Tribal Transit Program funds at least through January 31, Spokane Midday Service This service (two round trips a day) will be continued using existing and anticipated future funding through the Washington State Department of Transportation (WSDOT). If funding to support this service is not forthcoming from WSDOT, this midday route will be considered for termination. In order to accommodate these changes, KALTRAN expects to reduce all three current full-time drivers to part time status. The existing commuter service from Newport to the reservation area will be discontinued unless some type of funding/coordination effort can be arranged with the Rural Resources Community Action Program. This could include both service operation and marketing. 49

57 The potential may exist for KALTRAN to provide both commuter and midday service through some type of service and funding agreement with Rural Resources. Mid-Term Operating Plan The goal of the mid-term operating plan, roughly calendar year 2012, will be to continue, and potentially expand, the base service level. In general, priority will be given continuing existing services. However, some adjustments may be considered. If ridership continues to be low on the Spokane Midday Service, with WSDOT s concurrence, consideration will be given to terminating that service and using those resources to support other services. The Tribe will also consider further steps in terms of coordination among existing tribal transportation services, including the Social Services/Senior Program, the Learning Center, and KALTRAN. Although each of these programs (other than KALTRAN) targets a different client base, there appear to be opportunities to reduce the number of vehicles in operation, share drivers and other operational resources, and reduce costs. True coordination is a difficult, time consuming process but the potential benefits are significant. Long-Term Operating Plan The long term operating plan focuses on continuing and expanding the service concepts presented above. This includes: continuing the most productive routes, expanding services where possible and where cost effective, coordinating internal Tribe transportation services to the maximum extent, and coordinating with external transportation services, including Rural Resources and Special Mobility Services. Where possible, the opportunity for Medicaid-funded services should be considered. Transit Management An on-going issue for KALTRAN staff will be to assess when and how to add or terminate individual services as funding changes occur. Determining Service Priorities Both quantitative and qualitative factors should be considered in determining service priorities. Quantitative factors include: riders-per-mile, riders-per-hour, cost-per-hour, and cost-per-rider. Qualitative factors include other considerations based on community values. For example, should medical or other trips be given priority? Should midday trips to the Wellness Center be given priority over trips to after-school activities? Another factor relates to who is willing to fund a specific type of service. Individual funding agencies have their own priorities. Transit services that are able to attract funders are likely to be given consideration compared to others. There is no magic in assessing or 50

58 determining service priorities. Several quantitative and qualitative factors need to be considered. With respect to quantitative analysis, transit service productivity factors for various types of transit services are presented in Table E-1 in Appendix E. Different levels of productivity should be expected from different types of transit service. If an area is small geographically and has low population density, demand response services are generally best. If an area has large numbers of people going from one area to another, fixed route or modified fixed route services are typically best. Generally, rural demand response services should expect to carry 2-8 passenger trips (riders)-per hour of service provided. Fixed route services in urban areas should expect to carry 22 passenger trips (riders)-per-hour. Rural fixed route services, such as those operated by KALTRAN, should generally expect to carry 6-12 passengers-per-hour of service operated. Based on the analysis provided earlier in this report, the KALTRAN system as a whole carries an average of 2-3 passenger trips (riders)-per hour. Individual KALTRAN services/routes vary between 17.3 riders-per-hour for the Spokane Commuter Route and 0.7 riders-per-hour for the Ione Route, based on data provided by KALTRAN staff. Two considerations are relevant, however: 1) most KALATRAN services operate over long distances with high mileage, requiring long service time (service hours), and 2) much of the service provided is operated in deadhead mode, meaning vehicles are operating without riders for a significant portion of the overall service. A related issue is how service hours and service miles are calculated. WSDOT requires that Revenue Service Hours and Revenue Service Miles be calculated. This statistic excludes the time vehicles are on the road and not carrying passengers (deadhead miles and hours). The factors included in the table in Appendix E were calculated based on a count of all hours vehicles are on the road, roughly equivalent to paid driver time. While both type of calculations are useful (revenue service hours and miles and total service hours and miles), each tells a somewhat different story. Generally, for planning purposes, it is recommended that Total Service Hours and Total Service Miles be calculated to determine how much of an agency s funding resources will be used (or saved) when adding or reducing service. Questions need to be asked such as, Is it worth it to use a certain amount of your resources on one route versus another? and How many passengers (riders in terms of one-way passenger trips) are likely to be generated compared to the cost? A related question is, How much time and money will be used operating parts of a route (or service) when no passengers are likely to ride. The section below on Monitoring Performance Statistics addresses this issue in more detail. In summary, in determining service priorities, the following questions should be considered: 51

59 1. How much is a proposed service expected to cost? 2. How many riders (one-way passenger trips) are likely to be served? 3. What community values are being served? 4. Can the service be operated in a way in which little or no deadhead miles and hours are required (i.e.: stationing vehicles at the start point of a route in Spokane near the Wal-Mart or in Ione, for example, rather than in Cusick)? 5. Is the service so important that funders are willing to support the service even if it isn t as cost effective as another service? Monitoring Performance Statistics KALTRAN appears to have good data on service hours, service miles, and ridership. As discussed above, it is recommended that data be gathered and reviewed both in terms of Total Service Miles and Hours and Revenue Service Hours and Miles. Another issue relates to how to compare information on service hours and service miles with costs. Given differences in funding periods between the various federally funded grants, the state fiscal year, and the local fiscal year, managing the financial side of the transit program can be extremely challenging. The following is recommended: 1. Monthly Analysis - Data on ridership, service hours and service miles should be gathered and evaluated on a monthly basis, for the system as a whole and by individual services/routes. Performance statistics should be calculated to show riders-per-hour and riders-per-mile data. Again, these statistics should be developed for the system as a whole and for individual services/routes. Generally, productivity data on riders-per-hour is best for evaluating demand response services and riders-per-mile is best for evaluating fixed route services. For effective service management, trends should be identified and operational adjustments made as needed. 2. Annual Analysis Statistics relative to cost should be computed on an annual basis. A consistent 12-month period should be used (probably October 1 st through September 30 th since that is the Tribe s fiscal year). Annual costs should be compared to data on riders, service hours and service miles for the same twelvemonth period. Annual statistics should then be developed on cost-per-hour, costper-mile, and cost-per-rider, as well as on riders-per-hour and riders-per-mile (taken from monthly reports). 3. Cost Allocation Models The data above should be presented in monthly and annual reports to show how the service is doing overall and how productivity and cost data vary among the different services being provided. For a more detailed (and accurate) analysis, particularly for assessing the cost impact of adding or reducing service, one or more cost allocation models should be used. Cost allocation models reflect how costs change based on changes in the number of service hours and service miles provided and the number of peak hour vehicles 52

60 used. Cost allocation models also show fixed costs, which are costs that don t vary by the amount of service on the street. Typically fixed costs include office space, administrative staff, indirect costs, etc. These fixed costs are shared among the different services provided. Appendix G includes a preliminary cost allocation model developed by the consultant for KALTRAN. This model will need to be refined by KALTRAN staff to best reflect existing service and cost characteristics. For questions please contact Rick Evans, Consultants, Inc. at Total Service Hours versus Revenue Service Hours and Total Service Miles versus Revenue Service Miles As stated above, another important issue with respect to cost and productivity analysis for KALTRAN relates to the distinction between total service hours and revenue service hours, and total service miles and revenue service miles. It appears that the Washington State DOT requires information in terms of revenue-service hours and revenue-service miles. Using those data is useful to show the impact of operating deadhead service such as occurs with the Ione service and probably also the Spokane commuter service when no riders are carried on one leg of the route. However, it s also helpful to know the cost for every hour (and mile) of service operated, including deadhead hours (and miles). These data are helpful for budget estimating purposes. For example, it appears that KALTRAN s average cost of putting transit service on the street is roughly $60 per hour. That is a useful statistic for getting a rough estimate for the cost of expanded services. For example, if service was provided on Fridays, using two vehicles, operating eight hours a day, the estimated annual cost would be $49,920 (2 vehicles, 8 hours a day each for 52 $60 per hour). If only revenue service hours are counted, and if there are a lot of deadhead miles in the system, such as occurs on much of the KALTRAN service, the cost per revenue service hour would be much higher. Service hours (as opposed to revenue service hours) are generally considered to be the total of all hours that vehicles are in service. The more simple revenue hour data should roughly correspond to paid drivers hours, for estimating purposes. For use in a cost allocation model, revenue hours and revenue miles should be used to estimate the impact of adding or reducing transit service, if a lot of deadhead miles and hours are operated. Again, to discuss this further, please contact Rick Evans, Consultants, Inc. at Monitoring Individual Grant Expenditures and Grant Fund Draw-Downs KALTRAN needs to monitor all current grants with respect to monthly expenditures and remaining budget availability. It is assumed this is currently being done, if not by KALTRAN staff, then by other Tribe management staff who provide reports to KALTRAN. 53

61 With respect to grant fund draw-downs, funding agencies want to know how their funds are being used. Therefore, grant funding should be drawn-down on a consistent basis. One potential reason the Tribe was not awarded funds under the latest round of FTA Tribal Transit grants is that FTA managers may have assumed additional funding was not needed because current grant funds were not being drawn-down in an expeditious manner. Transit Advisory Committee It is recommended that KALTRAN develop a Transit Advisory Committee. Such a committee would meet monthly (or at least quarterly) to provide input to transit staff regarding KALTRAN operations and be a forum for discussing potential service changes. Committee members should also function as KALTRAN s eyes-and-ears in the community. Such a committee would have been helpful during the recent discussions of optional service reductions. A Transit Advisory Committee would also serve as a forum for presenting and reviewing the monthly and annual performance data and coordination opportunities, as discussed above. Operating policies and procedures The Transit Manager has developed an excellent set of operating policies and procedures for KALTRAN. These will need to be kept up to date to coincide with service and management changes. Marketing and Community Outreach During the consultant s stakeholder interviews, many department representatives stated that more and better marketing information is needed for KALTRAN services. This includes both informing people of the availability of the service and teaching them how to use the service. The current written flyer was mentioned as being difficult to read. It can be difficult to communicate bus service information to people who are not used to reading maps and schedules. A useful technique is to try different formats and test those formats by taking them to people and asking for feedback regarding how understandable they are and how they could be improved. Changes will be needed to marketing information given the recent proposed service changes so this provides an opportunity to strengthen the marketing program. Direct technical assistance may also be available through the Community Transportation Association of America. General marketing program considerations are included in Appendix H of this report. Staffing Given the limited staff at KALTRAN, it will be challenging to address the issues identified above. The current two administrative staff, Transit Manager and Transit Coordinator, are quite competent but they are already extremely busy. Consideration should be given to obtaining part-time or full-time help in order to avoid burnout of 54

62 existing staff. Effective management is an essential component of a successful transit program. Funding KALTRAN has already taken significant steps to address funding issues. These steps include reducing service and costs and pursuing additional revenue sources. Current Funding Funding programs anticipated to be available for the rest of calendar 2011, and into early 2012, are listed below, along with the services they are expected to support. 1. Current Tribal Transit Funding As of May 1, 2011, KALTRAN estimates that there will be a balance of approximately $150,000 in previous year s Tribal Transit Program funding. At the reduced transit program cost of approximately $15,600 per month, roughly nine months of service can be provided. This is projected to support continuation of the Spokane Commuter Service and two-day-a-week Ione Service through January 31, Washington State DOT As of this writing, the amount of WSDOT funding for the next biennium is not known. Grant requests were submitted in late 2010 for $44,300 to continue Spokane Midday Service to Spokane and $50,700 for two day-a-week service to Airway Heights, along with a capital grant request to support dispatch. 3. Job Access and Reverse Commute (JARC) KALTRAN applied for JARC funding through the Spokane Regional Transportation Planning Commission. Based on discussions with the Spokane Transit Authority, the other applicant for JARC funding, it appears that approximately $80,000 will be available to KALTRAN for a two year period, beginning roughly July 1, JARC program funding is provided on a 50%/50% matching basis. Therefore, $80,000 in local matching funds will be required for the two-year period, for a total JARC project cost of $160,000. KALTRAN estimates that the four day-a-week Spokane commuter service costs approximately $10,000 a month to operate. Therefore, the total JARC program funding over two years ($160,000) will allow the service to operate for approximately 16 months. 4. Other funding Other current funding estimates include: a) $10,000 from the KIT Natural Resources Department, b) potential funding of $25,000 in IRR funds, c) potential funding from the Empire Health Foundation of $25,000, as 55

63 well as d) in-kind support provided by the Tribe. KALTRAN is also investigating potential advertising revenue and possibly a fare increase. In addition, the Tribe expects to apply for FTA Tribal Transit Program funding again in late Therefore, it appears that KALTRAN s reduced service operation will be able to continue, at least through January 31, This includes: Spokane Commuter Service through 1/31/12 using remaining Tribal Transit funding; Reduced Ione Service through 1/31/12 using remaining Tribal Transit funding; and Spokane Midday Service for a limited time using existing WSDOT funds and then continuing, depending on additional WSDOT funding. Two day-a-week service to Airway Heights may also be provided depending on soon-tobe-announced WSDOT grants. As of this writing, it appears that continuation of the Newport service will only continue if a funding/coordination arrangement can be developed with Rural Resources. Continuing transit services through 2012 will depend on several factors: 1) soon-to-beannounced WSDOT biennial funding; 2) soon-to-be announced JARC biennial funding through the SRTPC; and potential funding in 2012 and beyond through the FTA Tribal Transit Program. Other funding through foundations and other resources may also help support the continuation of transit services. Grant Timing Issues Key dates for KALTRAN staff to keep in mind are listed below. 1. April/May 2011 notice re WSDOT biennial funding award (Spokane Midday Service, Airway Heights Service, and/or to support other existing services). 2. April/May 2011 notice re JARC funding through the SRTPC. 3. Summer/Fall 2011 grant application for FY 2011 Tribal Transit funding, to support transit services in Fall 2012 application for the next round of biennial WSDOT funding to support transit services from roughly July 1, 2013 through June On-going - funding from foundations and other potential resources such as the IRR program. Strategies for the Future Suggested strategies for the future are listed below. Address the management recommendations presented earlier in this chapter, including: monitoring performance data, marketing, and coordination of 56

64 transportation resources within the Tribe and with external transportation providers. Review and evaluate ways to reduce the amount of deadhead mileage on all services provided. Consider the option of vanpools for long distance commuting. 57

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66 APPENDIX A STUDY ADVISORY COMMITTEE Sev Jones, KIT Planning and Development Felipe Gonzales, KIT Grant Writer Julia Seyler, KALTRANS Transportation Manager Barb Cordes, KALTRANS Transportation Coordinator Charlie Rutkowski, Community Transportation Association of America (CTAA) Rick Evans, Consultants, Inc. Emily Jackson, TransitPlus, Inc. 59

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68 APPENDIX B MEETING SUMMARIES Attendance KALISPEL INDIAN TRIBE PUBLIC TRANSIT STUDY KICK-OFF MEETING KALTRAN Office Cusick, Washington January 19, 2011 Sev Jones, KIT Planning and Development Felipe Gonzales, KIT Grant Writer Julia Seyler, KALTRAN Transportation Manager Barb Cordes, KALTRAN Transportation Coordinator Charlie Rutkowski, Community Transportation Association of America (CTAA) Rick Evans, Consultants, Inc. Emily Jackson, TransitPlus, Inc. Getting Started Sev Jones introduced himself and then asked Rick Evans, Project Manager, to proceed with his planned meeting agenda. Rick then asked Charlie Rutkowski of CTAA to introduce himself and provide background information on the technical assistance project. Following that, the others in the room then introduced themselves. After introductions, Rick stated that the purpose of the meeting was for the consultants to share what they had learned so far and to review the study goals, process, and timetable. He stated that, from his perspective, the purpose of the study was to provide an assessment of the current KALTRAN operation, examine alternatives for the future, and then to develop an implementation plan for future transit service development. Study Content and Timing Rick then reviewed the study tasks and timing and asked if there were any questions. He stated that, due to funding commitments from CTAA to the U.S. Department of Agriculture (the funder of the study), the study needed to be completed by the end of April In response to a question about previous related studies, Julia and Felipe stated that data from the initial Nelson Nygaard feasibility study and the Regional Transportation Coordination Plan, completed by LSC Transportation Consultants, would be useful background information. Rick stated that in terms of public involvement, for this current study, the consultant team planned to rely on information from the interviews conducted that day and the next day, and feedback from the Study Advisory Committee as the study progresses. 61

69 Key Issues Initially it was assumed that key issues for the study would relate to: 1) opportunities for service expansion given recent ARRA funding for additional vehicles and related equipment, and 2) strengthening KALTRAN s overall operations and management. However, during the kick-off meeting it was announced that the Tribe had not been awarded funding for FY 2010 under the Federal Transit Administration (FTA) Tribal Transit Program as anticipated. Therefore, at least in part, the focus of the study would need to shift to assessing options for other funding in order to continue KALTRAN s existing operation. Financial sustainability becomes an immediate high priority. Other issues would include: 1) options for short and long distance service improvements, including potential new service to the Northern Quest Casino and Hotel in Airway Heights; 2) coordination among existing providers, including Tribe departmental transportation services and Rural Resources transportation services, and 3) other issues to be identified. On-Site Visit Information and Contacts With respect to consultant access to previous transit studies in the area, KIT staff agreed to forward the following to : the initial feasibility study completed by Nelson Nygaard, the regional transportation coordination plan (accessible via the LSC Transportation website), and socioeconomic data updates for the Tribe. In addition, Sev agreed to contact other staff in the Planning Department to obtain GIS maps of the area. Next Steps Arrangements were made for the consultant team to meet with KIT staff at the Northern Quest Casino in Airway Heights the following day. It was also suggested that the consultant team contact both WSDOT and the FTA regarding other funding options. The next meeting was scheduled for Wednesday, February 23, 2011 at 9:00 AM at KALTRAN offices. There being no further business, the meeting ended at approximately 4:40 PM. 62

70 KALISPEL INDIAN TRIBE PUBLIC TRANSIT STUDY Advisory Group Meeting #2 Kalispel Tribe Offices Airway Heights, Washington February 23, 2011 Attendance Sev Jones, KIT Planning and Development Barb Cordes, KALTRANS Transportation Coordinator (via telephone) Tom Hanson, WSDOT Kelly Shawn, Community Transportation Association of America (CTAA) Emily Jackson, TransitPlus, Inc. Rick Evans, Consultants, Inc. Getting Started Introductions were made as necessary. Rick stated the purpose of the meeting was to review the first Technical Memorandum including background information, existing services, and suggested service alternatives. The consultant team s goal was to get input from the group including: accuracy of background information, strategies for the future, and service priorities. Technical Memorandum 1 Rick reviewed the demographic information and existing conditions presented in the Tech Memo. The demographic information was derived from the 2000 census so it is old but also useful in developing a baseline for demand estimation. Tom noted that on page 7, SMS is only a broker for Medicaid, not a direct Medicaid service provider. However, they also provide other services. Rick reviewed the demand analysis with the group and noted that information is needed from Rural Resources regarding the trips they provide in Pend Oreille County. Tom responded that he would contact Rural Resources to request this information. Rick asked the group about the route deviation distance. Barb responded that buses will deviate anywhere within ¾ of a mile of the fixed route and to any location on the reservation. In the vehicle fleet section, it was noted that the new 38-passenger bus is proposed to be used for Routes #1 and #4 (the peak-hour and midday service to Wal-Mart in Spokane) as well as to Airway Heights. 63

71 With respect to staffing, it was stated that KALTRAN does not have a dedicated mechanic. There is a Transit Manager (Julia Seyler) and a Transportation Coordinator who does scheduling and dispatch (Barb Cordes), three full-time drivers, and four parttime drivers. In Table III-3 of the report, the service-hours shown do not include hours when no passengers are on the bus. However, if someone requests a ride the hours are included in the revenue-hour figure. For example, on the Spokane early morning route, the hours the bus is traveling between the garage and the Wal-Mart are not included in the revenuehour data if there are no passengers on the vehicle (which is typically the case). However, if someone requests service during this time, the hours are included. This results in the cost-per-hour figures to be relatively high but the passengers-per-hour statistic is relatively low. There was discussion regarding data gathering and performance statistics. Rick stated that KALTRAN needs to have a consistent method for data collection and assessing route productivity. He also suggested that a Transit Advisory Committee (TAC) should be established. In addition, a comprehensive travel training and marketing effort is needed to help potential riders become familiar with the system. On page 21, it was mentioned that there is a potential for other transportation services on the reservation to financially contribute to KALTRAN. Those departments already purchase bus passes on behalf of their clients. Key Issues Rick provided a brief overview of the key issues as follows: 1. Management: a. Need to develop a cost analysis that encompasses a 12 month period. Good information needs to be available so systems and route productivity can be reviewed monthly. b. A Transit Advisory Committee should be formed to review the productivity and assist with decision-making. c. Existing Operating Policies and Procedures are excellent. d. Marketing and travel training should be strengthened. 2. Funding Options: Approximately 93% of KALTRAN funding has been cut. Options for funding to enable the service to continue may include: a. Revising the WSDOT application for the midday service to Spokane - $87,872; b. Revising the WSDOT application for service to Airway Heights - $155,255 funding be awarded in June 2011; c. Don t change the capital request for a dispatch system $20,800; d. An application for JARC funding for service to Spokane has been submitted to the Spokane Regional Transportation Commission (SRTC). However, the Tribe s request will be in competition with Spokane Regional Transit Authority (SRTA). Total available Federal funding is 64

72 $109,321. Given a 50%/50% match requirement, the total project cost would be $218,642 over two years; e. Tribe funding KALTRAN should present data to the casino to leverage funding. The employer and commuter tax credits should be discussed; f. The Tribe itself may be willing to provide some funding; g. KALTRAN could apply for 5311(c) Tribal Transit funding later this year and for regular 5311 funding through WSDOT in December 2012, with funding available in July of 2013; and h. The Northeast Washington RPTO is working on a transit feasibility study, with the long-term potential of creating a transit district for the area. The Tribe should consider participating in this effort. 3. Service Change Options: a. The highest ridership/hour is on the Spokane commuter route and the worst is on the Ione route and Spokane Midday services. b. The Technical Memorandum suggested the following initial priorities (for discussion purposes): i. Spokane commuter route, due to high productivity levels. ii. The Cusick/Usk local service as a local service priority. iii. The Newport commuter route. Next Steps The group determined that the development of a methodology to determine KALTRAN route productivity is needed. A method for collecting the data and utilizing it to determine service changes is critical. In addition, data should be gathered on the types of riders using the different services. In addition to information from KALTRAN staff, input should be gathered from a public open house being held on March 3, A goal of completing the analysis by early April was set, with a potential consultant presentation to the Tribal Council. Potential strategies should be addressed that include no more that $100,000 in funding support from the Tribe. Kelly Shawn stated that CTAA is available to assist with key project elements as needed, including: more detailed input re data gathering and operational recommendations, marketing, vanpooling information, and how to approaching Congressional representatives. Sev will follow up with the Casino regarding the average amount of revenue generated per casino visitor. This data can be used in support of casino transit service. There being no further business, the meeting ended at approximately 12:30 PM. 65

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74 APPENDIX C INFORMATION FROM INTERVIEWS WITH KALISPEL DEPARTMENT STAFF Summaries of the consultant interviews with Kalispel Tribe department staff members are presented below. First are summaries of the interviews with staff of departments that provide at least some transportation service. Second are summaries of the interviews with staff from agencies that do not provide transportation. Transportation Services Provided by Other Tribe Departments The following interviews are with staff from agencies that provide at least some transportation service. Social Services Contact: Earl Ault (Driver) or Michelle (Administrative Assistant), The Department of Social Services provides enhancement programs to promote selfsufficiency among tribal and community members including community-based health and educational awareness, emergency assistance, contract health services, senior services, energy assistance, and transportation. Contract Health Services (CHS) uses federal dollars to supplement and complement the health care resources available to eligible members of the Kalispel Tribe and natives of the Kalispel Reservation Community (Usk and Cusick). The Senior Program prepares and delivers nutritious meals, provides transportation and cultural activities to tribal elders 55 years of age and older who live in the communities of Usk and Cusick. The Community Assistance Programs, including emergency assistance and energy assistance, are provided to tribal members who have urgent or emergent financial needs. With the exception of emergency situations, members must apply in advance for assistance. Because the Community Assistance funds are limited, clients are required to utilize other existing programs prior to using this program. Each fund has different eligibility requirements. Social Services provides door-to-door transportation to appointments including medical, dental and court in Spokane, Newport, and Cusick. Additionally, the driver may pick up prescriptions in Newport and deliver them to the individual s house. Clients are asked to make reservations for transportation services at least 24 hours in advance. There are approximately 20 clients active in the Social Services program on any given day. Up to five trips are provided per day with approximately 600 trips per year. 67

75 The department employs eight people including one full time and one as-needed driver. There are two vehicles used for the transportation service. One is in full time use and the other is used as needed. Neither are wheelchair accessible, but they have never had a request for accessible service. The representatives from Social Services indicated that KALTRAN is providing a much needed service to employees in the area. Although the tribe is not open on Fridays, additional service, particularly to the Wellness Center, is needed on Fridays and the weekends. Learning Center Ann Armstrong, Director, , Aarmstrong@kalispeltribe.com The Learning Center provides a variety of programs for youth and adults, including after school activities, adult education, and personal enrichment. Programs are available in Cusik, Newport, and in the Spokane area. Transportation is provided using four vehicles: two minivans, a standard van, and an auto. Anywhere from 10 to 30 children are served at any one time, depending on the season. Typically after school activities are provided between 3:00 PM and 8:00 PM. Usually both larger vehicles must make two trips in order to take children home in the evening after Learning Center activities. A signed parental release is required in order for after-school transportation to be used. Without a parental release, children must walk home. Vehicles are typically not scheduled before 3:00 PM but they are loaned out to other KIT programs. The school district also provides some supplemental transportation through funding from a 21st Century Grant. The transportation service provided by the Learning Center is important since KALTRAN ends service at 5:00 PM. The Learning Center Director believes KALTRAN operates a needed service. However better information is needed regarding when service is available and how it works. Travel training may be needed to show individuals exactly how to use the service, including where to catch the bus at Wal-Mart in Spokane. Ideally KALTRAN would be used more to get people to the Wellness Center, to and from Newport, to the Casino in Airway Heights, and to shopping at Wal-Mart. If KALTRAN hours were extended into the evening, more children could participate in after school activities. Weekend service would also be good, even if it was very basic. Service to away basketball games would also be well utilized. Domestic Violence Jenny Jones, Director, , jjones@kalispeltribe.com The Domestic Violence Program provides medical advocacy, legal advocacy, and general advocacy for persons in domestic violence situations. Referrals are provided to other agencies when needed, such as medical, psychiatry, income assistance, etc. Gas, food, 68

76 and rental assistance is provided by the Domestic Violence Program, as well as childcare and transportation. The Director is currently the only staff person although a second staff person will be coming on board soon. Transportation is provided when needed using the director s personal automobile. This occurs at least once a week and absorbs approximately 20% of the Director s time overall. According to Ms. Jones, KALTRANS is a much needed service. However, better written information is needed. Ideally web-based information would be available, as well as the ability to schedule rides via the Internet. The Domestic Violence Program currently purchases KALTRAN bus passes for clients. Approximately 20 have been purchased in the last six months. Priorities for improved service include: better information on what s available, midday service to Newport, weekend service, and service later on weekdays. Service should also be provided on Fridays, when Tribe employees are off work. Also, more service should be available to the north end of the reservation. A commute schedule should be provided to both the Wellness Center and to Tribe Headquarters. Transportation to away basketball games would be well used. Improvements to communication on the system should include: flyers, outreach, and on-line opportunities. A customer comment card system is also needed. Other Kalispel Non-Transportation Services The agencies below do not provide transportation services but were interviewed as stakeholders with an interest in transportation service development. Medical Center Contact: Lora Jasman, Doctor; ; ljasman@camashealth.com The Medical and Dental Clinic provides comprehensive health care including medical services, physical and aquatic therapy, dental services, chiropractic care, and mental health services. The clinic is located on the Kalispel Indian Reservation in the Camas Wellness Center on the north end of the building. The hours of operation are Mondays, Tuesdays, and Thursdays from 8:00 AM to 5:00 PM and Wednesdays from 9:00 AM to 5:00 PM. Services are available to anyone and approximately 60% of patients are lowincome. There are approximately 15 individuals employed in the medical and dental clinic. Two of whom live in Ione and work from 7:00 AM to 5:00 PM Monday through Thursday. Other employees live in Newport and work from 8:00 AM to 5:00 PM Monday through Thursday. Approximately 25 people travel to the clinic for services per day. The majority of these individuals travel from Cusick, Usk, Newport, Spokane, and from locations along the US 211 corridor. Many patients have transportation issues due to a lack of available funds or the condition of the road. 69

77 Dr. Jasman indicated that the KALTRAN service is very valuable and is utilized by a variety of people, both employees and patients. The service could be improved by increasing the reliability and the frequency. Most patients would utilize either a morning or an afternoon trip and one mid-day trip. For example, a patient with a 10:00 AM appointment could take the bus from Newport at 9:00 AM and return from the Wellness Center at 12:00 PM. Alternately, a patient with an appointment at 2:00 PM could take the bus from Newport at 1:00 PM and return from the Wellness Center at 4:00 PM. This would reduce the amount of time the patient would be required to wait for the return bus following their appointment. The current schedule is difficult to read. Patients and employees are confused about the routes and the scheduled times. It would be useful to develop a comprehensive brochure that presents a simplified time line and provides a detailed map of the service. Additionally, a comprehensive outreach and education program would provide members of the community with information about the service. Tribal Court Gary Herron, Probation Officer and Court Bailiff, , gherron@kalispeltribe.com Tribal Court is held twice a month in Cusik and twice a month in Airway Heights. There is also a Bureau of Indian Affairs (BIA) Court on the Spokane Reservation and Pend Oreille County holds court in Newport. Court dates are typically known at least two weeks ahead of time. KALTRAN offers a good service, both locally and to Spokane, according to Gary Herron, although better information is needed regarding how each element of the service works. The transit service could be important to those who have lost their driver s licenses and/or those with Court dates who don t have transportation options. Incarcerated individuals are currently transported by the Tribal Police, although the Tribal Court will soon have its own vehicle for that purpose. The biggest need now for KALTRAN, according to Mr. Herron, is better information on the system, especially how the local demand response service operates. Mr. Herron has also heard a few complaints about drivers (driving too slow) and the need for a lavatory on buses for long distance trips. Service should also be operated to the new Cultural Center once it opens. Camas Wellness Center Adrian Olson, Membership Director, , aolson@kalispeltribe.com The Kalispel Tribe of Indians Camas Center for Community Wellness is a center for the promotion of health. The Camas Center for Community Wellness is part of the Kalispel Tribe s vision for improving the standard of living among tribal members and the community. Located on tribal land, the center is operated by the Kalispel Tribal Government and is a comprehensive health care asset for the local community. 70

78 The fitness center provides members with group classes, circuit training, personal training, and aquatics. The center has state of the art fitness equipment, a 33-foot rock climbing wall, a gymnasium, group exercise room, and four pools. The center is open Monday through Friday from 6:00 AM to 8:00 PM, Saturdays from 8:00 AM to 8:00 PM and Sundays from 9:00 AM to 6:00 PM. There are approximately 70 individuals employed at the center with the majority residing in Cusick, Usk, Newport or Ione. Many don t have access to transportation. Reliable public transportation is vital to hiring and employee retention. There are approximately 5,000 wellness center clients in the database and approximately 1,000 are active members. On an average day there are anywhere between 130 and 150 people visiting the center. These clients would likely use the public transportation service more if: 1) a more comprehensive and readable brochure and schedule were created, and 2) days and frequency of service were increased. First, the schedule is difficult to read and employees of the center are hesitant to distribute them to members because they do not know how to accurately communicate the schedule. A brochure that is easy to read is vital to the success of this service. Additionally, the wellness center would benefit from a comprehensive public outreach and education program designed to educate employees so they can effectively communicate the schedule with clients. Second, the center is open seven days a week. At a minimum, KALTRAN should operate Monday through Friday and increase the mid-day service to accommodate those members going to the center for more brief periods of time. 71

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80 APPENDIX D OTHER TRANSPORTATION PROVIDERS IN THE AREA Two other public transportation providers operate in the KALTRAN service area, Rural Resources Community Action Program and Special Mobility Services. Information on these operators was taken from the Tri-County Coordinated Public Transit-Human Services Transportation Plan, completed in December, Rural Resources Community Action Rural Resources Community Action is a nonprofit agency whose mission is to assist people and communities to develop the skills, resources, and services necessary to improve their general welfare. Rural Resources provides dial-a-ride (demand-response) transportation service with the following schedules. There is no limit in terms of the number of trips a passenger can be provided. Dial-a-Ride in Pend Oreille County In Pend Oreille County, the agency provides dial-a-ride service between Metaline Falls and Newport (Fridays only). This service provides a connection with Special Mobility Services into Spokane or allows for up to three hours of local shopping, medical appointments, etc. in Newport. In Pend Oreille County, the agency provides a deviated fixed-route service between Newport and the Kalispel Tribal Wellness Center across the river from Usk. This project connects passengers to the Wellness Center for trips into Spokane and trips from the Wellness Center to Newport. Current contracted services include the following: -Aging and Long Term Care of Eastern Washington (the local Area Agency on Aging contracts with Rural Resources to provide services to independently living seniors (60 years and older). -The agency contracts to provide transportation services for the Washington State Department of Transportation (WSDOT) and Head Start, and provides occasional trips for Labor and Industries, Division of Developmental Disabilities, and other state agencies. -The agency has a pool of volunteer drivers that it uses to provide transportation to residents of the tri-county area that live outside of the regular weekday services or need additional service, particularly to non-medicaid eligible seniors for specialized care in Spokane. These trips may also be scheduled with an agency vehicle if the passenger has a physical need of an ADA vehicle. Volunteers are reimbursed at the state rate (currently 50 cents per mile), plus a meal for trips over four hours. E -Rural Resources provides some Head Start transportation directly and contracts for service with some school districts. School district transportation for Head Start is currently provided under a waiver of the Head Start Transportation Regulations. -While most of the transportation services are open to the general public, the agency does have a funding source restriction that limits Head Start transportation to Head Start students and senior transportation (funded by Title IIIB) to seniors (60 years and 73

81 older). For seniors and the general public, there is no difference in the service available. Trips are charged to the appropriate cost center based on the rider s eligibility. -Trips are not limited by the trip purpose but by the number of trips people can take out of the local service areas. For the trips out of the local service areas and to Spokane, trips are limited to one per week. There are no other limitations on trips locally or on the regularly scheduled dial-a-ride services. Summary Type of Agency: Private Nonprofit Type of Service: Demand-Response; Volunteer and agency drivers provide service needed at scheduled times based on passenger need. Deviated Fixed-Route: stops and schedules are fixed, but deviations occur to accommodate ADA requests. Funding Sources: FTA Section 5311 (rural), FTA Section 5310 (currently for vehicle purchases, in the past for purchase of service), Older Americans Act Title IIIB, Washington state funds:paratransit/special Needs, Rural Mobility, donations, volunteer in-kind service. WSDOT Funding: In the WSDOT grants, Rural Resources was awarded $1,067,638 from WSDOT to sustain dial-a-ride service in Stevens, Ferry, and Pend Oreille Counties, and for the commuter service between Kettle Falls and Chewelah. Eligibility: Varies depending on the transportation service. General public; Head Start children; seniors (60 years and over). Service Area: Pend Oreille Dial-a-Ride: deviated fixed-route service between Newport and Kalispel Tribal Wellness Center. Also, limited dial-a-ride service between Metaline Falls and Newport for shopping, medical, and social purposes. Fares: Commuter Route: Deviated fixed-route commuter service between Kettle Falls, Colville, and Chewelah. Ferry, Stevens, and Pend Oreille Dial-a-Ride Dial-a-ride services has a suggested donation of $0.50 (one-way trip) for local trips, $5.00 (round-trip) for Friday shopping trips and for medical care out of the area. Commuter Route The fare on the commuter service is $0.50 (one-way trip). If a passenger cannot pay, the fee is waived. 74

82 Operating Characteristics Annual Operating Budget: $689,000 Annual One-Way Passenger-Trips: 10,877 (agency vehicles); 4,883 (volunteers) Annual Vehicle-Miles: 124,229 (agency vehicles) Annual Vehicle-Hours: 5,513 (agency vehicles) URCES COMMUNITY AN, Operating Days and Hours: Pend Oreille County dial-a-ride: Arrives in Newport between 9:00-9:15 a.m. and returns from Newport 4:15-4:30 p.m. Friday only. Pend Oreille County deviated fixed-route: 9:05 a.m.-5:00 p.m. (four round-trips per day). Out of area and out of service area trips limited to one day per week. Vehicle Fleet Commuter Route: 7:05-8:45 a.m. and 4:00-5:33 p.m. Monday-Thursday Senior Transportation: Any of the services on project 1 or two. Size and Type of Fleet: 16 agency vehicles and 16 volunteer vehicles. The agency vehicles range from 1992 to Seven vehicles are ADA accessible mini-buses (sometimes referred to as body on chassis or cutaways). Head Start buses are conforming school buses with passenger capacity ranging from (depending on the size of passenger). The newest of the fleet are 2009 Star-Trans Senators. Coordination Rural Resources Community Action developed specific service in Pend Oreille County to coordinate with the schedule for KALTRAN (the service provided by the Kalispel Tribe). The agency provides training for New Alliance Counseling Services to ensure their drivers have PASS certification. The agency provides driver and monitor training for Head Start. The agency contracts with First Student for maintenance on their buses and volunteer vehicle inspections. The agency also coordinates the Pend Oreille County Friday service (between Metaline Falls and Newport) with Special Mobility Services for transportation into Spokane. Rural Resources was the Lead Agency for the Pend Oreille-County Coordinating Coalition between 1998 and 2003 and the Ferry County and Stevens County Coordinating Coalition between 2001 and The Coordinating Coalitions identified different needs and developed different solutions to locally identified needs. None of the coalitions identified significant overlap, but identified different mechanisms to increase ridership. Rural Resources submitted a joint operating application with the Republic School District to help increase transportation services in Ferry County. The Stevens and Pend Oreille Coalitions felt that the most important missing elements were ease of use for passengers. They began by creating a joint brochure describing all of the services available for distribution to social service providers. 75

83 They also developed a no-wrong-door option for scheduling passengers with one call to any service provider. This system could still be done (and, in effect, happens every day between providers). Unfortunately, secure technology was lacking or very expensive at the time, which created privacy concerns for the Medicaid Broker. The agency purchased vehicles in 2009 through an agency-to-agency agreement with King County Metro. They also partnered with the statewide Rideshareonline.com program. The agency used to have a school district partnership with Republic School District. They applied for the grant funding, administered the funds, and shared various service elements. The high expense cost was difficult to justify and therefore ended. AL RESOURCES COMMUNITY ACTION, continued Transportation Needs Unmet needs among low-income clients that need access to work at odd hours, weekends, and out of the area. The agency needs continued funding from WSDOT through their 5310, 5311, Rural Mobility, and Paratransit Special Needs Programs for operating and vehicle purchases. Transportation Challenges Educating policy makers and funding sources that transportation investments save money in the longer run. Contact Information: Kelly Scalf, Planning and Transportation Division Director 956 South Main, Colville, WA 99114, phone: (509) Special Mobility Services (SMS) Special Mobility Services is a nonprofit transportation provider and a regional Medicaid transportation broker for Ferry, Stevens, and Pend Oreille counties. SMS provides public transportation as part of the Newport Shuttle that operates from Newport/Priest River to Spokane. SMS picks up or drops off passengers anywhere in the Spokane city limits including the airport. They also pick up and drop off passengers in Newport at the Safeway and in Priest River at Mitchell s or the Senior Center. Special Mobility Services provides transit services under contract for the Washington Department of Transportation (WSDOT) and is the Medicaid Broker for the Washington Department of Social and Health Services (DSHS). SMS uses other transportation providers to furnish Medicaid transportation and volunteer/escort drivers for brokerage services. There are approximately 50 volunteer drivers between SMS and other volunteer agencies that are located in the three county area. Volunteers are reimbursed in accordance with the Washington Office of Financial Management rate. In addition, SMS has approximately 20 agency vehicles that belong to local subcontractors serving the tri-county area. The agency does not have any funding 76

84 restrictions and trip restrictions on the Newport Shuttle that limit transportation to a specific group of participants. Summary Type of Agency: Private Nonprofit Transportation Provider Type of Service: Route-Deviation; Demand-Response (Medicaid) Funding Sources: FTA Section 5311(rural), WSDOT Rural Mobility, Medicaid WSDOT Funding: In the WSDOT grants, SMS was awarded $159,543 from WSDOT to provide general public bus service between Newport and Spokane Eligibility: General Public; Medicaid recipients Service Area: Medicaid: Stevens, Ferry, Pend Oreille (study area), Spokane, Grant Public Transportation: Priest-River/Newport to Spokane. Fares: Newport shuttle charges $3.00 for a one-way trip from Newport to Spokane and $0.50 for a one-way trip from Priest River to Newport. Medicaid recipients are prohibited from charging for services to clients. Annual Operating Budget: $79,771 (Newport Shuttle) Annual One-Way Passenger-Trips: 1,900 (Spokane-Newport), 250 (Newport, WA-Priest River, ID) Annual Vehicle-Miles: n/a Annual Vehicle-Hours: n/a Operating Days and Hours: Newport Shuttle: 6:30 to 10:30 a.m. and 2:00 to 6:30 p.m. Monday, Wednesday, Thursday and Friday; Medicaid brokerage: 8:00 a.m. to 4:30 p.m. and 2:00 to 6:30 p.m. Monday through Friday, but also provides service 24/7. Size and Type of Fleet: 12 vehicles. The agency has six Ford Eldorado vehicles (model year ), five Ford Starcraft vehicles (model year ), and one 2002 Ford Champion. All vehicles can accommodate 12 ambulatory passengers and two wheelchairs (or six ambulatory passengers and four wheelchairs). With respect to coordination, SMS reported that as a Medicaid transportation broker, they provide the lowest cost and the most appropriate transportation for each client. The agency currently contracts with human service transportation providers, commercial service providers, and volunteers to serve eligible clients in the tri-county area. The following local providers and volunteers are currently used by SMS: Northern Star Transport - Springdale, WA Binder Transport - Colville, WA Northeast Washington New Alliance - Republic, WA 77

85 Volunteer Chores - Colville, WA SMS Volunteer Drivers - Both SMS and Volunteer Chores drivers are located in almost every town/area in all three counties. Currently, between the two organizations, they have 34 drivers who all reside within the tri-county region. SMS also uses Newport Shuttle and looks for opportunities to provide trips on services provided by Rural Resources Community Action. SMS is also planning to use the Gold Line intercity service whenever appropriate. Transportation needs relate to funding reductions that cut service from five to four days a week for the Newport Shuttle. Additional operating and capital funds are needed as well as help designing marketing program/ materials. Their current major challenge is funding. Contact Information: Rusty Koontz, Regional Manager, 3102 E. Trent, Suite 210, Spokane, WA 99202, phone: (509) IAL MOBILITY SERVICES, INC. (SMS), continued 78

86 APPENDIX E GENERIC TRANSIT SERVICE ALTERNATIVES This appendix provides background information on generic transit service types. It is provided for reference only, for those needing general background information regarding typical transit service options. Three service types are typically used in public transit operations: Fixed Route/Fixed Schedule Service, Variable Route/Fixed Schedule Service, and Demand Responsive Service. A summary of each of these is presented below, including advantages and disadvantages relative to their potential application for the Kalispel Tribe. Fixed Route, Fixed Schedule Service Under this service type, transit vehicles travel a pre-established route. Passengers are picked up and dropped off at pre-designated locations (bus stops) along the route. Riders board vehicles at specified times on a schedule established by transit management. This option works well when: o The area is densely settled. o Demand for trips is high. o There are major activity areas (downtown, office center, medical offices) o Travel patterns of riders are relatively constant. This option doesn t work well when: o The area has low population and/or low population density. o Travel patterns are unpredictable. Relevance to Kalispel Tribe Advantages: Operations follow the same route/time daily. Minimum dispatch responsibilities. Management of the service is relatively simple. Disadvantages: Dispersed housing and activity locations. Limited service frequency due to length of route required to serve all residential areas and activity centers. Requires covering all stops/all times regardless of demand for service. Variable Route, Fixed Schedule There are two primary options within this service type. Route Deviation: Vehicles travel a basic fixed route picking up passengers anywhere along the route and deviate a few blocks from the fixed route to pick up or deliver passengers requiring curb-to-curb service. 79

87 Point Deviation: Vehicles stop at specified checkpoints (shopping centers, work sites, medical facilities, etc.) at specified times but travel a flexible route between these points to serve specific customer requests for curbside pick-up/delivery. Schedules are established by the transportation agency for both Route Deviation and Point Deviation services.. Route deviation service works well when: o Deviations are a relatively small part of the overall demand and route running time. o Most riders trips are not time-sensitive. Point deviation works well when: o The service requirement is closer to demand responsive service. o Drivers can schedule deviations in route. Route/Point deviation does not work well when o Most of the trips are time-sensitive. o Activity centers are widely dispersed. Relevance to Kalispel Tribe Advantages: Has some of the structure of a fixed route without having to cover the entire area with a route. Operations are fixed for a limited number of stops. Service does not travel to more remote locations of the service area unless a trip is requested. Medium dispatch/management responsibilities. Disadvantages: Requires riders to make a telephone request for service if they cannot get to one of the limited stops. Number of requests can vary and result in difficulty in remaining on-time. Demand Responsive Demand Responsive service is based on passenger requests. Passengers contact a scheduler or dispatcher to request a ride for a particular date and time. Demand responsive service may operate on a curb-to-curb or door-to-door basis. Trips may be scheduled in the following ways: Subscription Service: Service is requested in advance for recurring trips such as work, senior centers, scheduled classes and medical appointments. Advance Reservation: Service is requested for a single trip to occur at a specific time, generally 24 to 48 hours in advance. The customer has control of the pickup time within a specified arrival window and must know complete trip details in advance (times, addresses, etc.). Real-Time Scheduling: Service is requested through a central dispatcher for a single trip to be made as soon as possible. 80

88 Subscription service works well when: o Passengers are clustered around the same origins or destinations. o The same person takes the same trip on a frequent (regular) basis. o Travel demand is relatively low. Subscription service does not work well when: o Trip patterns are scattered. o Too many subscriptions trips overwhelm the service capacity. Advanced Reservation service works well when: o Riders trips are not taken on a predictable basis. o The dispatcher can improve service efficiency by controlling the routing. Advanced Reservation service does not work well when: o There are immediate, unscheduled service needs. Real Time Scheduling works well when: o Highly personalized services are needed. o Service needs are immediate. o Demand density is clustered and distances are relatively short. Real Time Scheduling does not work well when: o Costs associated with this relatively high cost/labor service is an issue. Relevance to Kalispel Tribe Advantages: Personalized service. Curb-to-curb for all riders. Most effective service for mobility limited and elders. Would require more vehicles if serving outlying areas. Disadvantages: Requires riders to make telephone requests for all service. Requests for service can clump around peak hours and result in poor service delivery. Maximum dispatch/management responsibilities. Capacity of demand response systems is limited; it is unrealistic that a single vehicle can pick-up and deliver more than four riders per hour. The only alternative to add capacity is to add vehicles and drivers. Another important factor in selecting a service type is productivity. For transit operations, productivity is measured by the number of rides per hour that a vehicle and driver can provide. The more rides per hour, the higher the productivity of the service. Productivity is also related to cost. If the cost of the service averages $40 per hour, and 12 riders per hour are transported, the average cost per ride is $3.33. If only 2-4 riders per hour are transported, the cost per ride will be $10-$20 per ride. Table E-1 presents productivity factors for various types of transit service. Note that the typical productivity for Demand Response (Dial-A-Ride) service for a rural town is 2-to- 4 rides per hour. Flexible Routes are able to provide 8-to-12 rides per hour. Fixed Route service can provide the highest productivity, and is only limited by the capacity of the vehicle. 81

89 TABLE E-1 Productivity Factors for Transit Services Service Type Dial-a-Ride: Countywide Dial-a-Ride Rural Town Dial-a-Ride Dial-a-Ride Zone Average Productivity by Service Type 1-2 trips per hour 2-4 trips per hour 4-8 trips per hour Fixed Schedule - Rural 6-12 trips per hour Schedule by service area is established based on resources/rider needs. Must be clearly posted and well marketed. Examples: Nutrition Site Meals Alternate service days to cover remote, distant locations. Flexible Routes 8-12 trips per hour Vehicle will deviate on request from route. Entry level or precursor service for fixed route. Service Routes Vehicle Capacity Grouped trips for specific service program. Specific clients to specific locations, often subscription riders. Examples: Shopper Shuttle from Senior Housing Adult Daycare/Sheltered Workshops Head Start Fixed Routes Vehicle Capacity Fixed routes, timed schedule Baseline for urban feeder routes: 22 trips per hour Source: Productivity Estimates from KFH Group, Inc., October 2002 Carpool/Vanpool In areas where there is relatively low demand and long trip distances, carpool and/or vanpool options should be considered, particularly for work trips. Carpool arrangements are often done informally among friends and neighbors who live in one area and travel to another. Vanpooling is more structured and usually has a sponsoring agency. In traditional vanpool arrangements, the driver rides for free and other passengers share the operating cost of the service (fuel, insurance, vehicle maintenance). Usually vanpools require a one month pay-in-advance arrangement for riders. Carpools and vanpools work well when: o There is not enough demand for one of the other service types 82

90 o Travel distances are relatively long so the time required for residential pick-ups and drop-offs, relative to the overall trip time, is not excessive o Pick-up points are not too dispersed and there is only one destination (employer) or multiple destinations are in close proximity Carpools and vanpools don t work well when: o Trips are short, making the pick-up/drop-off time high relative to the overall trip time o Origins and/or destinations are too dispersed to make the overall trip time acceptable. For the Kalispel Tribe, carpools and/or vanpools could be considered for long distance commuting, such as work trips to and from Newport, Airway Heights or elsewhere in the Spokane Area. 83

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92 APPENDIX F TRANSIT MANAGER S MATRIX TO EVALUATE KALTRAN See next page. 85

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