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2012-02-23 Regular Meeting Kodiak Island Borough Assembly Work Session Thursday, February 23, 2012, 7:30 p.m., Borough Conference Room Work Sessions are informal meetings of the Assembly where Assembly members review the upcoming regular meeting agenda packet and seek or receive information from staff. Although additional items not listed on the work session agenda are discussed when introduced by the Mayor, Assembly, or staff, no formal action is taken at work sessions and items that require formal Assembly action are placed on regular Assembly meeting agenda. Citizen's comments at work sessions are NOT considered part of the official record. Citizen's comments intended for the "official record" should be made at a regular Assembly meeting. CITIZENS' COMMENTS (Limited to Three Minutes per Speaker) ITEMS FOR DISCUSSION 1. Kodiak Mobility Plan Presentation - Mr. Jon Spring 2. Recycling Discussion with Alaska Waste Management 3. Kodiak High School Renovation Project Update PACKET REVIEW PUBLIC HEARING - None. UNFINISHED BUSINESS — None. NEW BUSINESS CONTRACTS — None. RESOLUTIONS Resolution No. FY2012 -24 Supporting Senate Bill SB155 and House Bill HB279 Extending the Termination Dates of the Alaska Seismic Hazards Safety Commission. ORDINANCES FOR INTRODUCTION Ordinance No. FY2012 -18 Rezoning D -2 of Tract A, Bells Flats, Alaska Subdivision From !- Industrial To LI -Light Industrial (P &Z Case 12 -027). OTHER ITEMS OConfirmation of the Assembly Appointment to the Board of Equalization. *Confirmation of Assembly Appointment to the Personnel Advisory Board. *Confirmation of the Mayoral Appointment to the Prince William Sound Regional Citizens' Advisory Council. Approval of Change of Contractor for Solid Waste Collection Contract Due to Buyout of Alaska Pacific Environmental Services of Anchorage, LLC DBA Alaska Waste. MANAGER'S COMMENTS CLERK'S COMMENTS MAYOR'S COMMENTS ASSEMBLY MEMBERS COMMENTS Jensen MEM Yorba MEE Lott M Inc. wille MEMORANDUM Designing Alaska Since 1935 Date: February 9, 2012 To: Elizabeth Nudelman, Kim Andrews From: Tony Yorba RE: Kodiak High School Addition and Renovation CC: Ken Smith, Woody Koning Thank you for meeting with me to discuss the approved variance request for the above project and how to best proceed from here. Below is a List of discussion items we covered in our conversation. They reflect my impression of the discussion, and I will act on them accordingly, so please let me know if I have misunderstood our conversation or if you think I should proceed differently: 1. The Department has granted a variance request to KTBSD of 42,970 square feet, increasing the allowable area eligible for reimbursement at 70% from 138,591 sf to 181,440 sf. 2. In order for the District to remain eligible for 70% reimbursement under this variance, gross square footage of the eligible high school area must remain at or below 181,440 sf. 3. It appears that the next step in the process is to develop a project agreement. 1 understand from previous correspondence that Kodiak Island Borough (KIB) is assisting you with the agreement. However, my office, as Architects of Record, needs to provide you an accurate area take off showing that the planned high school area is at or below 181,440. We will develop a plan that clearly illustrates the gross areas of the building that are eligible or excluded from the gross square foot calculation. 4. A number of area take offs have already been accomplished. My office recently prepared an initial takeoff with an area calculated of approximately 180,000 sf. The Department has done a separate takeoff, with a gross area of approximately 194,000 sf. As we discussed, the area difference between the two take -offs needs to be reconciled equal to or below 181,440 sf. 5. One area of discrepancy is the former swimming pool area. It was not included in our count, and is included in the Department calculation. It was our understanding that the space was to be dedicated to a community gymnasium thus excluded from the high school area. I will request clarification from the District on this matter. ARCHITECTURE • INTERIOR DESIGN • LANDSCAPE ARCHITECTURE 522 WEST 10TH STREET JUNEAU, ALASKA 99801 (907) 586 -1070 FAX (907) 586 -3959 www.jensenyorbalottcom 6. Another area of discrepancy may be the portion of the existing single story high school building dedicated to District use. We will show a one hour rated wall dividing the District use area from the high school use area so that there is a clear demark between the eligible area and the excluded area. 7. The Districts calculations include the penthouse mechanical room located on the tower roof. We set the bottom of the primary beams in this area at 7'0" above finish floor. I also confirmed that the structural engineer designed this space with an allowable floor load of 30 lb /sf. It was our intention to make this space ineligible for classification as high school space. I believe we meet the requirements of AAC 31.020 (e) in this regard, so have not included it in our area. 8. There may be a few other areas of the building that were calculated differently between the Department and our office. I believe the illustrated plan described in item 3 above will clarify these remaining items. 9. The KIB is working on a Request for Proposal for Alternative Delivery by general contractors for construction of this project. 1 will consult with KIB and advise the Department of the status of the RFP. Again, thank you very much for meeting with you to discuss this project. I will be meeting with KIB and KTBSD immediately to discuss the contents of this meeting and provide you with a timely response. G: \_Projects \10077 \Corr \DEED application \2 9 12 meeting notes.doc ARCHITECTURE • INTERIOR DESIGN •LANDSCAPE ARCHITECTURE 522 WEST 10TH STREET JUNEAU, ALASKA 99801 (907) 586 -1070 FAX (907) 566-3959 www,jensenyorhnlon.com Rick Gifford From: Ken Smith Sent: Wednesday, February 15, 2012 11:47 AM To: Rick Gifford; Woody Koning Subject: FW: Kodiak HS Auxiliary Gym (Old Pool) FYI From: Tony Yorba j mailto:tony©lensenyorbalott.com] Sent: Monday, February 13, 2012 11:28 AM To: Ken Smith; Jessica Wolfe Cc: Glassman, Matt Subject: FW: Kodiak HS Auxiliary Gym (Old Pool) Just wanted to double check with you on the message below from Kim. DEED doesn't want any more project funds used on the community gym. Do we need to teleconference on this? I certainly don't think it's a major impediment to the high school project, since we didn't plan on using that space for any programs. Tony Yorba Jensen Yorba Lott, Inc. 522 West 10th Street Juneau, AK 99801 www.jensenvorba1ott.com From: Tony Yorba [ mailto:tony©iensenyorbalott.com] Sent: Saturday, February 11, 2012 8:43 AM To: 'Andrews, Kimberly M (EED)' Cc: 'Nudelman, Elizabeth M (EED)'; Ken Smith; Jessica Wolfe; 'Hacker, Gregg'; Woody Koning Subject: RE: Kodiak HS Auxiliary Gym (Old Pool) Thanks very much Kim for clarifying this issue, I will forward this on th the District for their information as they resolve this issue. Tony Yorba Jensen Yorba Lott, Inc. 522 West 10th Street Juneau, AK 99801 www.jensenvorbalott.com From: Andrews, Kimberly M (EED) [ mailto :kimberly.andrews@alaska.gov] Sent: Friday, February 10, 2012 5:57 PM To: Tony Yorba Cc: Nudelman, Elizabeth M (EED) Subject: Kodiak HS Auxiliary Gym (Old Pool) li Tony, Thank you for the call. We want to emphasize that a change in status from school district space to non - school district space of the old pool (now called the auxiliary gym) has not been approved. The district would need to apply for a space variance according to the regulation below; if the entire area has not been counted in your calculations, then the city/borough would assume 100% of the responsibility for operating costs and capital costs as noted below. In addition, no further funds from DR- 05.117 can be used to renovate the old pool space. 1 (i) Notwithstanding (a) - (h) of this section, the commissioner shall approve a variance from the linutations On allowable space in a school set out in (his section for space that is jointly used by the school and another entity, if the request meets the requirements of this subsection and the department determines that the sharing entity is able lo participate as specified in the agreement. The request must be made by a district, in writing, and meet the following: (I) the space that is jointly used is subject to a formal binding agreement between the district and the entity sharing use; the agreement must cover allocation and method of sharing between the district and the entity of the following: (A) the operating costs for the jointly used space for the life of the facility; (73) fitture capital costs for the life of the facility; (C) the initial capital costs for a new or remodeled facility only; (2) the variance requested is limited to the amount of square footage that the entity sharing space accepts responsibility for in the agreement described in (I) of this subsection; (3) a copy of the agreement described in (I) of this subsection is submitted with the request for va Thanks, Kim Kimberly Andrews Architectural Assistant III Alaska Department of Education & Early Development Facilities Section Phone: (907) 465 -1858 kimberl y. andrews @alaska. qov T 1._ ✓Ulu' \I ^.,INI 2 ' tn -, Kodiak Area Mobility Management Tech Memo ,Associates;°eln i October 26, 2011 Pt , - .. e, ,..., i.,„..,, ,. _ let , .....4 4-, 4 t A 4 so _ i: 1 � AwJ+1� .'f' _ ,=1�.. � . .i_ t[ G rp Y. t� y �. i�. . } \ ` , r } t I j -n ! -,, .. �. -_ --- c s �J _ �! a4 �'. � • rte' =' ' . � 9 , � j: , � � 1!:l I -� :::-•.. _ i ' IN S "-�.. a 1 9 11..34't.., r ye , f \ t a r i # i vp li k \ 1 , It - . h I V.: ,, a } 1v 3131 South Dixie Hwy. Suite 545 Dayton, OH 45439 937.299.5007 www.rlsandassoc.com t 8 Associates, Inc. Table of Contents I. Introduction 1 Overview 1 Resources 1 1I. Kodiak Area Demographics 2 Population 2 Population Density 2 Population Projection by Age 4 Persons Over 65 Years of Age 4 Individuals with Disabilities 5 Socio- Economic Conditions 11 Household Incomes 11 Households Below the Poverty Level 12 Zero - Vehicle Households 14 Major Trip Generators 16 • Summary 18 III. Existing Transportation Environment in Kodiak 19 • Overview 19 Methodology 19 Outcome 20 Interview Summaries 23 First Student, Inc. /Kodiak Area Transit System (KATS) 23 Schedule and Service Area 23 Scheduling 25 Hope Community Resources 27 Kodiak Area Native Association (KANA) 28 Kodiak Area Native Association Infant Learning Program 29 Kodiak Island Housing Authority 29 Kodiak Job Center and Work Services Program 30 Kodiak Vocational Rehabilitation 30 Providence Kodiak Island Counseling Center 31 RurAL Cap Head Start 32 Senior Citizens of Kodiak, Inc. 33 Vehicle Inventory 33 3131 S Dixie Hwy • Dayton, Ohio 45439 • 937.299.5007 voice • 937.299.1055 fax • www.rlsandassoc.com pls Associates, Inc. IV. Recommended Mobility Management Strategies 35 Introduction 35 Mobility Management Strategies 36 Strategy #1: Convert Morning and Afternoon Fixed Route to Dial -A -Ride Service 37 Strategy #2: Mid -Day Public Dial -a -Ride Service with Fixed Time Points 42 Strategy #3: General Public Shuttles 45 Strategy #4: Wheelchair Accessible Taxi 49 Strategy #5: Vanpool Program 51 1 1 11 jtl 3131 S Dixie Hwy • Dayton, Ohio 45439 • 937.299.5007 voice • 937.299.1055 fax • www.rlsandassoc.com I. INTRO OVERVIEW Kodiak Area Transit System (KATS) was initiated in 1997 as a public transportation system. The system was set -up by the Kodiak Island Borough (KIB) with funds coming from several sources, including pilot project funds. In 1999, support and funding of the system were discontinued after pilot project funds expired. The new KATS transportation system that exists today was formed in August 2000 under the leadership of Senior Citizens of Kodiak, Inc. (SCOK). The new KATS provides coordinated transportation on weekdays and Saturdays to social service agencies, and public transportation during early mornings and late evenings. The Kodiak Human Services Coalition, a partnership of human service agencies, led by SCOK, organized the new KATS system to provide transportation for agency clients and the general public. SCOK administers transportation grant funds for the program, and First Student is under contract for operations and administration of the KATS system. A detailed description of KATS service and its funding sources is provided in this document. . The Kodiak Human Services Coalition, lead by SCOK, Inc. developed the Kodiak Area Coordinated Transportation Plan in May 2007 (updated September 2009 & 2010). The plan profiled the existing transportation services provided by public, private, and human service agencies in Kodiak. It also summarized the unmet transportation needs and gaps in the current available transit services for older adults, individuals with disabilities, people with low incomes, and the general public. During the planning process, the Human Services Coalition recognized nine general coordination strategies to serve the targeted populations. One of those strategies was to develop a mobility management program. This draft mobility management plan is a result of the 2007 coordinated plan and includes an update of the existing transportation provider profiles and unmet transportation needs, gaps, and duplications in service. The plan also introduces a series of potential implementation strategies to improve service and financial efficiency and effectiveness for the targeted populations. Additional implementation strategies and a marketing approach will be included in future versions of the plan as the mobility management program proceeds through 2012. RESOURCES This draft report is based on input provided by participating stakeholders in Kodiak and information provided in the Kodiak Area Coordinated Transportation Plan, 2007 (Updated September, 2009 & 2010). Additional resources include U.S. Census Bureau and Alaska Department of Labor and Workforce Development. -:f DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with ion Spring 1 II. KODIAK AREA DEMOGRAPHICS POPULATION Exhibit 11.1 outlines the population projection for the Kodiak Island Borough. The chart shows the estimated population is projected to decrease from 13,506 in 2006 to 12,255 in 2030. This represents a population change of 9.3 percent. Exhibit 11.1: Population 13.600 - - - - - --. —___ 13,400 I 13.200 .._......_— .- _.__._____.._... -- --- 13.000 1, 12.800 - {{ 12,400 12.200 -- - - -- -- — - -- - - - - -- f 13.0110 11,800 — - — — 11.600 4 i 2006 2010 2015 2020 2025 2030 Source: Alaska Department of Labor & Workforce Development, Research and Analysis Section, Demographics Unit Population Density Exhibit 11.2 shows the population density of the Kodiak Island Borough, per square mile. The area of highest density in the Borough is located around the Kodiak Municipal Airport and Central Business District. Between 1,660.4 and 6,264.6 persons per square mile live within those particular block groups. The block groups located just outside of the Airport and Central Business District had the second highest population densities (240.4 - 1660.3 per square mile). DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 2 `" ss. ,,, < «.}" ...�i• f x, ,... t l�".:''rdx.T`° , }h.,y 't:":' ry- +.j. Exhibit II 2 Population Density" ,.-Kodiak, Alaska N i `h'� ( r L, 5 r 1 y / I „_/ / c 1 1 , „N , 7 - Kodiak - l i \, / —. \ \\ / .. , __ , _ // 7/ ___z , ,/, _____ ( / . , rrtaft. , , —. 71 Blockgroups i ' [__!0.0 -111.4 1111.5 - 240.3 / ME 240.4 - 1660.3 I ✓ , / ® 1660.4 - 6263.6 r ) ' Population Proiection by Age Exhibit 11.3 shows the population estimates of four age groups in the Kodiak Island Borough. The population of individuals between the ages 25 to 64 is the largest group and is projected to show a population decline of 18.7 percent from 2010 to 2030. The youngest age group of individuals 0 to 14 is expected to decrease by 17.5 percent. The population of individuals 15 to 24 is projected to decrease by 46.6 percent. The smallest group, those 65 and over is projected to increase in population. It is estimated that this age group will experience the largest amount of growth with an increase of 158.0 percent between 2010 and 2030. Growth of the population age 65 and older is typical for most areas in Alaska. Exhibit 11.3: Projected Population by Age Group 8,000 — — — ... .._._..__..._....— ._.... 6, 000 5.000 - - -- -- -- -.__...------- ._._.__...___ — 0-0 -14 Years 4,000 __._ —__ - - .IS - - Years 3.000 -- __... .__.____ — 6 -25 -64 Years 2,000 =- 65 Years and Over 1.000 - - - i @� -- - --- -- --- -....--- -_____ 0 2010 2015 2020 2025 2030 Source: Alaska Department of Labor & Workforce Development, Research and Analysis Section, Demographics Unit Persons Over 65 Years of Agg There is a trend occurring in the United States relating to the aging of the population. The two age cohorts with the largest percentage of growth over the last decade were the 50 -54 year old cohort and the 45 -49 year old cohort. People in these two age groups were primarily born during the post - WWII "baby boom," era defined by the Census Bureau as persons born from 1946 through 1964. With the arrival of the year 2010, baby boomers are turning 65 years of age. Further, the Administration on Aging (U.S. Department of Health and Human Services) reports that, based on a comprehensive survey of older adults, longevity is increasing and younger seniors are healthier than in all previously measured time in our history. Quality of life issues and an individual's desire to live independently will put increasing pressure on existing transit services to provide mobility to this population. This has great significance on the potential need to provide public transit services. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 4 Exhibit 11.4 on the following page illustrates the percentage of people age 65 and older by block group. The U.S. Census data for 2000 indicates that the block groups of highest concentration of older adults are near the Central Business District in Kodiak, with slightly lower densities per square mile in the areas surrounding the central district. A block group with moderately high density of people age 65 and older is located in the northern portion of Kodiak. The older adults living in this Kodiak are living independently in their homes and communities as well as in apartment complexes. Exhibit 11.5 includes population projections by age group for the Kodiak Island Borough. As shown, the portion of the population over 65 years of age is projected to increase from 950 in 2010 to 2,451 in 2030. This statistic indicates that the senior population in Kodiak will increase by 2.58 times over the next 20 years. When compared to a 9.8 percent decrease in the overall population during the same time period it is clear that older adults are the fastest growing segment of the population. In 2010 individuals 65 and over represented 7.0 percent total population. In 2030, individuals 65 and over are expected to represent 20 percent of the total population. Exhibit 11.5: Projected Po ulation by Age Group (A, ; , $4% L 2010, 2 .2015 k 2025 ? 2030 0 -14 Years 3,310 3,067 2;884 2,879 2,731 15 -24 Years 960 876 791 730 512 25 -64 Years 7,223 7,058 6,767 6,335 5,872 65 Years and Over 950 1,344 1,732 2,143 2,451 Total 13,477 13,298 13',058 12,740 12,255 Source: Alaska Department of Labor & Workforce Development, Research and Analysis Section, Demographics Unit INDIVIDUALS WITH DISABILITIES Enumeration of the disabled population in any community presents challenges. First, there is a complex and lengthy definition of a disabled person in the Americans with Disabilities Act of 1990 (ADA) implementing regulations, which is found in 49 CFR Part 37.3. This definition, when applied to public transportation applications, is designed to permit a functional approach to disability determination rather than a strict categorical definition. In a functional approach, the mere presence of a condition that is typically thought to be disabling gives way to consideration of an individual's abilities to perform various life functions. In short, an individual's capabilities, rather than the mere presence of a medical condition, determine transportation disability. The Survey of Income and Program Participation (SIPP) is a national household survey that began in 1984. The SIPP is characterized by an extensive set of disability questions; generally, the SIPP is the preferred source for examining most disability issues. The reason for this preference is the similarities between questions posed on the SIPP survey and the ADA definition of disability. The ADA defines disability as a "physical or mental impairment that substantially limits one or more of the major life activities." For persons 15 years old and over, the SIPP disability questions cover limitations in functional activities (seeing, hearing, speaking, lifting and carrying, using stairs, and DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring S ,� y? : ' 4=4' f.. - 1 4A. " `- . e. ' s g . "y 2 ` 8 ''' t� 4 -zr .+` `# , m i. `“' ±Zi v ^, 4Exhi Density, P O 6 5 ver 3 Y ' rY y C� ' � ' '1. - .d° 5 , ° ts.1 'K 1 *�, s p 1 �' ,,_ � ,�; � Kodiak,- Alaska. �� ..� � � . �. a '> ` '�, , a.' � . r ";rte+ �°- ;� ` t. . 1 N ..-- / r i 1. ( r ) _ i . I 1# /I i ( ! I I 7 r / / „ — c___------- ,„_,Th. 7,, ._ , 7 - Kodiak // � / ) / �` 4 7 ^ ✓ � _ ' / / / IiQS _�� 7 �: Blockgro f .- i0.00 - 6.922 iF EJ6.923 -67.24 �' j X67.25 -200.0 1 1N 200.1 - 463.6 f / J walking); in Activities of Daily Living (ADL) such as getting around inside the home, getting in or out of a bed or chair, bathing, dressing, and eating; and in Instrumental Activities of Daily Living (IADL) such as going outside the home, keeping track of money or bills, preparing meals, doing light housework, and using the telephone. The SIPP also obtains information on the use of wheelchairs and crutches, canes, or walkers; the presence of certain conditions related to mental functioning; the presence of a work disability; and the disability status of children. The SIPP provides extensive data and, more importantly, addresses multi - dimensional elements of a disability. The major drawback is that despite the fact the sample is drawn from more than 32,000 households, the Bureau cautions users who apply the various incidence rates of disability to levels of geography below the regional level. Use of SIPP data may or may not generate statistical confidence levels of 0.90 or greater when applied to the rural county or small urban area level. However, for the Kodiak Island Borough it is still the best estimate of the disabled population. Using the indices or incidence rates for specific disabilities derived from the SIPP, an estimate of the number of individuals with disabilities, by age group, has been calculated for the Kodiak Island Borough as a whole. Data collected in the SIPP do permit consideration of persons with multiple disabilities. Moreover, the definitions employed can be directly related to the concepts in 49 CFR Part 37.3 definitions with respect to "activities of daily life." Exhibits 11.6, 11.7, and 11.8 provide a summary of projections for the number of persons with one or more activities of daily living or instrumental activities of daily living for which assistance is needed for the years 2010, 2015, and 2020. Using the criteria that only one major limitation in activities of daily life is a strong indicator of transit dependency, this procedure yields an estimate of 425 disabled individuals in the Kodiak Island Borough for 2010. This number increases to 480 by 2015 and to 530 by 2020. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 7 Exhibit 11.6: Estimated ADA Population - Kodiak Island Borough 2010 Ages 15 -24 Years Ages 25-64 Years I Ages 65 Years + Total Ages >l5 Disability Status Percent Kodiak Percent Kodiak Percent Kodiak Years Total Po a ulation b A_e Group 960 7,223 950 9,133 Disability Status With a Disability 0.208 200 0.163 1177 0.52_3 497 1,874 Severe 0.137 132 0.108 780 0.369 351 1,262 Not Severe 0.07 67 0.055 397 0.154 146 611 Seeing /Hearing Disability With a Disability 0.067 64 0.048 347 0.205 195 606 Severe 0.014 13 0.009 65 0.044 42 120 Not Severe 0.053 51 0.039 282 0.161 153 486 Walking /Using Stairs With a Disability 0.114 109 0.08 578 0.382 363 1,050 Severe 0.059 57 0.036 260 0.221 210 527 Not Severe 0.055 53 0.044 318 0.161 153 524 Had Difficulty Walking 0.094 90 0.065 469 0.318 302 862 Severe 0.051 49 0.031 224 0.195 185 458 Not Severe 0.043 41 0.034 246 0.123 117 404 Had Difficulty Using Stairs 0.092 88 0.065 469 0.312 296 854 Severe 0.031 30 0.01 130 0.119 113 273 Not Severe 0.061 59 0.046 332 0.193 183 574 Used a Wheelchair 0.012 12 0.007 51 0.045 43 105 Used a Cane Crutches alker 0.041 39 0.022 159 0.169 161 359 With an Activities of Daily Life 0.036 35 0.025 181 0.123 117 332 Needed Personal Assistance 0.02 19 0.013 94 0.071 67 181 Did not Need Personal Assistance 0.016 15 0.012 87 0.052 49 151 Number ofADLs or IADLs for assistance was needed One or more 0.048 46 0.031 224 0.163 155 425 Source: SIPP, U.S. Census Bureau DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 8 Exhibit 11.7: Estimated ADA Population - Kodiak Island Borough 2015 Ages 15 -24 Years Ages 25 -64 Years Ages 65 Years + Total Ages >15 Disability Status Percent Kodiak Percent Kodiak Percent Kodiak Years Total Population by Age Group 876 7,058 1,344 9,278 Disability Status With a Disability 0.208 182 0.163 1150 0.523 703 2,036 Severe 0.137 120 0.108 762 0.369 496 1,378 Not Severe 0.07 61 0.055 388 0.154 207 656 Seeing /Hearing Disability With a Disability 0.067 59 0.048 339 0.205 276 673 Severe 0.014 12 0.009 64 0.044 59 135 Not Severe 0.053 46 0.039 275 0.161 216 538 Walking /Using 8tairs With a Disability 0.114 100 0.08 565 0.382 513 1,178 Severe 0.059 52 0.036 254 0.221 297 603 Not Severe 0.055 48 0.044 311 0.161 216 575 Had Difficulty Walking 0.094 82 0.065 459 0.318 427 969 Severe 0.051 45 0.031 219 0.195 262 526 Not Severe 0.043 38 0.034 240 0.123 165 443 Had Difficulty Using Stairs 0.092 81 0.065 459 0.312 419 959 Severe 0.031 27 0.018 127 0.119 160 314 Not Severe 0.061 53 0.046 325 0.193 259 637 Used a Wheelchair 0.012 11 0.007 49 0.045 60 120 Used a Cane /Crutches/Walker 0.041 36 0.022 155 0.169 227 418 With an Activities of Daily Life Limitation 0.036 32 0.025 176 0.123 165 373 Needed Personal Assistance 0.02 18 0.013 92 0.071 95 205 Did not Need Personal Assistance 0.016 14 0.012 85 0.052 70 169 Number of ADLs or IADLs for which assistance was needed One or more 0.048 42 0.031 219 0.163 219 480 Source: SIPP, U.S. Census Bureau DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 9 Exhibit 11.8: Estimated ADA Population - Kodiak Island Borough 2020 Ag 15 -24 Years Ages 25 -64 Years Ages 65 Years + Total Ages >15 Disabili Status Percent Kodiak Percent Kodiak Percent Kodiak Years Total Po I ulation by A: a Group 791 6,767 1,732 9,290 Disability Status With a Disability 0.208 165 0.163 1103 0.523 906 2,173 Severe 0.137 108 0.108 731 0.369 639 1,478 Not Severe 0.07 55 0.055 372 0.154 267 694 Seeing /Hearing Disability With a Disability 0.067 53 0.048 325 0.205 355 733 Severe 0.014 11 0.009 61 0.044 76 148 Not Severe 0.053 42 0.039 264 0.161 279 585 Walking /Using Stairs With a Disability 0.114 90 0.08 541 0.382 662 1,293 Severe 0.059 47 0.036 244 0.221 383 673 Not Severe 0.055 44 0.044 298 0.161 279 620 Had Difficulty Walking 0.094 74 0.065 440 0.318 551 1,065 Severe 0.051 40 0.031 210 0.195 338 588 Not Severe 0.043 34 0.034 230 0.123 213 477 Had Difficulty Using Stairs 0.092 73 0.065 440 0.312 540 1,053 Severe 0.031 25 0.018 122 0.119 206 352 Not Severe 0.061 48 0.046 311 0.193 334 694 Used a Wheelchair 0.012 9 0.007 47 0.045 78 135 Used a Cane Crutches alker 0.041 32 0.022 149 0.169 293 474 With an Activities of Daily Life Limitation 0.036 28 0.025 169 0.123 213 411 Needed Personal Assistance 0.02 16 0.013 88 0.071 123 227 Did not Need Personal Assistance 0.016 13 0.012 81 0.052 9 184 Number of ADLs or IADLs for which assistance was needed One or more 0.048 38 0.031 210 0.163 282 530 Source: SIPP, U.S. Census Bureau DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 10 Exhibit I1.9 illustrates the estimated number of disabled persons by age cohorts for 2010, 2015, and 2020. The data is derived from the U.S. Census Bureau's Survey of Income and Program Participation (SIPP) for 2000. This data shows a significant increase among the 65 and older population. It is estimated that by 2020 there will be 282 disabled persons who are 65 years and older. This is an increase of 81.9 percent from 2010, in which the disabled population of individuals over 65 is estimated to be 155. Exhibit 11.9: Projection of Disabled Population by Age Group 300 250 r3 s ■ 15 -24 150 1 to 25-64 100 0 65t 2010 2015 3020 Source: SIPP, U.S. Census Bureau SOCIO- ECONOMIC CONDITIONS Household Incomes Exhibit 11.10 illustrates the distribution of household incomes for the Kodiak Island Borough in 1999. According to the U.S. Census, 39.9 percent of households in the Kodiak Island Borough earned less than $45,000 annually. The chart indicates that 3.5 percent earned less than $10,000; 4.8 percent earned between $10,000 and $14,999; and 4.3 percent earned between $15,000 and $19,999. This indicates that 12.7 percent of residents lived in households with incomes below $20,000. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 11 Exhibit I1.1O: Household Income $200.000 or more $150,000 to $199,999 1 $125.000 to $149.999 l 1 1 $100,000 to $124,999 I 1 I I $75,000 to $99.999 ; 1 1 1 I $60,000 to $7+,999 1 1 1 I i I $50.000 to $59,999 1 $45.000 to $49.999 1 1 $40.000 to $44,999 1 I 1 $35.000 to $'39 999 $30.000 to $34.999 1 ss ' $25,000 to $29.999 i 1 1 $20.000 to $24,999 { 1 1 $15.000 to $19,999 � iii 1� $10,000 to $14.999 Less than $10,000 1 a 0 100 200 300 400 500 600 700 Source: 2000 U.S. Census Households Below the Pove , Level Based on the 2000 U.S. Census Data, the poverty levels in the Kodiak study area are fairly low. Exhibit 11.11 gives a visual representation of where the poverty levels are the highest and lowest. The highest levels (13.93% - 21.43 %) are not located within the immediate study area. They are located on the western side of Kodiak Island by Old Harbor and the Kodiak Wildlife Refuge. The highest levels of poverty within the immediate study area are located by the Kodiak Municipal Airport and the area between the Central Business District and Kodiak Station. The block groups around Kodiak Station and the Central Business District had no households below the poverty level. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 12 y e a L 1 t Extilblt II 11=Households Pove - r y Kodlak, Alaska N L_, u u, ri t re , ,,,, / , -1 f �/ L - i \f C Kodiak i, - (- Irk \\ 2 Kodiak Station /�" / 1 \- \\ omens B Blockgroups r /Th ' 10.00% / - / ;�� r 1 0.010% - 4.335% �/ Q / 14.336 % - 13.92% 2 la 13.93% 21.43% Kodiak Station l • Zero - Vehicle Households The number of households with no available vehicles is another indicator of transit demand. According to the 2000 U.S. Census Data, there were a total of 422 out of 4,424 occupied households units, or 9.0 percent, in the Kodiak Island Borough with no vehicles available. Exhibit 1I.12 shows the percentage of household vehicle ownership in the Kodiak Island Borough. The chart indicates that 36 percent of the population has access to one vehicle. Households with one vehicle often rely on some form of public transportation for part of their transportation needs. Exhibit 11.12: Vehicle Availability by Housing Unit 2Vehicles 1 Available 41% 3 Vehicles Available r 10% 4 Vehicles �Av 3% ble � 3% 5 Vehicles Available . 1% 1 Vehicle 0 Vehicles Available Available 36% 9% Source: U.S. Census 2000 Exhibit 11.13 gives a visual representation of where the highest densities of households with zero vehicles available are located. The highest levels (17.05% - 34.54 %) are not located within the immediate study area. They are located on the eastern side of Kodiak Island by Ouzinkie. The highest levels of zero vehicle households within the immediate study area are located by the Central Business District. The block groups around Kodiak Station, the Central Business District, and the Kodiak Municipal Airport had between 2.418% - 9.790% of households with zero vehicles available. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 14 r n� ;. Y r. .Y i F .� 4 �a , ai r ,n .,e . R k a ° ` Ex I I 1 3Ze ro Veh Hou " iKodiak,Alaska . ' . ei ' a v N L. i 1 r f / ,Fr'ti% par 7 *--,-... __ / _ .. i Kodia • . ,mil j \\ r;#01 .,..„) e / (/) 1 ,,• .. \, I Kodiak Sta[iu� 9 f�" j l —,_} tl omens f Blockgroups ,...., ! i_ 0.00% - 2.417% Q �� = Ir r 1 2.418% 9.790% i 9.791% - 17.04% 17.05% - 34.54% Kodiak Station MAJOR TRIP GENERATORS The term "trip generator" is used to describe locations where concentrations of people are likely to live (apartment complexes, nursing homes, etc.) or where people are likely to travel to meet their shopping, child care, health care, educational, or employment needs. The map in the following exhibit illustrates the major trip generators in Kodiak, including major employers, health care facilities, human service agencies, and schools or youth programs. The map shows locations of trip generators in comparison with the existing KATS fixed route. As illustrated by the exhibit, most trip generators are located in downtown Kodiak between Lower Mill Bay Road and Marine Way. The largest employers in Kodiak include fish processing companies, the Coast Guard Base, schools, and local government offices. KATS currently transports some employees to work at the fish processing companies before the morning fixed route service begins. Fish processing employers include the following: ♦ Alaska Pacific Seafoods ♦ International Seafoods ♦ Island Fish Company • Kodiak Fishmeal Company ♦ Ocean Beauty Seafood ♦ Trident Seafoods ♦ Westward Seafoods Shift start and end times at the fish processing companies vary depending upon the load brought in by the ship, but a common shift is 7:00 AM to 7:00 PM. Employment levels also fluctuate with seasonal catch and daily workloads. The U.S. Coast Guard Base employs approximately 3,000 people; including 1,000 to 1,100 active duty and 1,900 to 2,000 civilians. Approximately 100 to 150 young, single active duty personnel live in the barracks at the Coast Guard Base. Many other personnel rent housing in town. The Integrated Support Command estimated that 90 percent of the Base's workforce works the 8:00 AM to 4:00 PM shift. The remaining 10 percent of the workforce are as follows: ♦ Security Forces work 24 -hour shifts. • Child Development Center employees work as late as 6:00 PM. ♦ Ship employees work various shifts. ♦ The Commissary employs 15 individuals in the store and many other contractors in the warehouse. The warehouse shift is 3:30 PM to 12:00 AM. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 16 1 s h F a:a'.,4 : " i ,�" w F s 7, r m .;"..— ....(571t f s .,` `' ,;. `i _ r 'I' _ Exhibit I1 44 =TriplGenerators ` Kodiak, Alas ka { ' r p. yy �v,, fi rv ` t el =. .- e4., "r. _a 8,. '�£� "F'b�'.t � 1 . �' � ., �t x�. .€. �;f.. S' - -' =.9...e�R44 -R. -/: .,. x.d ... ,. ._. • .Y �,. _ -. } a ,, e I / Sawmll evY-N...„," (4 M � r 2. < __ \ ify. • !' \ 0 - ,., t. .....", : a -/ ., /4 V ....0 b iefr it ; Afr NS r --.'..."." Et4 ; VINO et e Il Kodiak aJ`h i!►' ; »r .v: Major Trip Generators 0 . ® Lwernmetu ® 0.esdentlrl )emstorea r " - 4 \ ��' ® Senmr Kodiak Sta ion ® S ° ° ° " °g I ISIIk 1m LI .".... 1 PH : I .4. : 1 4 ircit-; I i ta Li ) —KATS Route • SUMMARY The Kodiak area is projected to experience a decline in population of approximately nine percent over the next 20 years. Approximately 60 percent of households in Kodiak earn an annual income of more than $45,000. However, 3.5 percent of the total population is in the lowest income category, earning less than $10,000. This population of lower income households represents the present and ongoing challenge for service providers in all areas, including healthcare, childcare, employment, education, and recreation. As a result, the demand for transportation will remain a salient issue. Projections provided by the Alaska Department of Labor and Workforce Development indicate that Kodiak's population of individuals age 65 and older will grow by more than two and one -half times over the next 20 years. When compared to a 9.8 percent decrease in the overall population during the same time period, it is clear that older adults are the fastest growing segment of the population. In 2010 individuals 65 and over represented 7 percent of the total population. In 2030, individuals 65 and over are expected to represent 20 percent of the total population. Some of the beauty of Kodiak is also its challenge in terms of mobility and access to community resources. The highest concentration of trip generators is in downtown Kodiak, but many people live on hillsides and in remote portions of the island. Limited roads, steep hills, and challenges brought about by icy or wet weather, make the relatively short distance from residential locations to community resources a mobility challenge, especially for individuals who have disabilities that impact their mobility. Several other trip generators, such as major employers, are not centrally located and pose another challenge for individuals who do not have access to a personal vehicle. In particular, the challenge of access to the Coast Guard Base, a major employment location, is a barrier that limits work opportunities for individuals who do not have reliable personal or shared transportation options. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 18 III. EXISTING TRANSPORTATION ENVIRONMENT IN KODIAK OVERVIEW Successful mobility management requires a thorough understanding of the network of transportation resources functioning in the community. From that understanding, potential partnership can be explored and created to reduce gaps and duplications in the transportation environment. METHODOLOGY The findings in this study expand upon the Kodiak Coordinated Public and Human Services Transportation Plan (2007) which documented unmet needs and gaps in transportation services, and goals for improving transportation for older adults, individuals with disabilities, and the general public. During the planning process for the Coordinated Transportation Plan, stakeholders determined that a mobility management program was needed in Kodiak to help the stakeholders work toward a financially feasible program that is designed to meet the needs and goals of the stakeholders. As an initial step in establishing the mobility management program for Kodiak, details about the transportation provided by each agency and the public transportation operator were gathered through a series of one -on -one interviews. Through the in -depth interview process, planners analyzed the mission of each Kodiak agency and organization that purchases and provides transportation for its clients and collected data about the level of services provided (i.e., number of miles and hours of service and the number of trips provided). Planners also requested information about financial resources, expenses, and capital assets for the transportation programs operated by each agency. A summary of the one -on -one interviews with participating agencies and organizations is arranged in alphabetical order and provided in the following paragraphs. The agencies and organizations that participated in an interview were: ♦ First Student, Inc. /Kodiak Area Transit System (MATS) e Hope Community Resources ♦ Kodiak Area Native Association ♦ Kodiak Area Native Association - Infant Learning Program • Kodiak Island Housing Authority ♦ Kodiak Job Center • Kodiak Vocational Rehabilitation • Providence Kodiak Island Counseling Center e RurAL CAP Head Start ♦ Senior Citizens of Kodiak, Inc. (SCOK) ♦ Sun'aq Tribe DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 19 A summary of the agencies and organizations that provide transportation in Kodiak is provided following the Outcome Section, and detailed summaries of the interviews are provided in the Interview Summaries Section of this chapter. OUTCOME The outcome of the transportation environment analysis is preliminary at this stage in the mobility management plan. However, some potentially relevant factors that have been determined so far include the following: ♦ Alaska Mental Health Trust Fund, Title IIIB, and Medicaid Waiver funding provide the majority of revenue for the KATS program. Other sources of revenue include local agency contracts, Federal Transit Administration (PTA) Section 5311 Rural Public Transit, Kodiak Island Borough, and passenger fares and donations. KATS Operating Revenue by Source, FY2010 Public Pares; O% Coupons; t ;;, ConI /at: 47 , 1lilten :nce: l'�4F NP FM'S' 4% 5311 Operalir:p; :311 Ad min: 3 1A r n,rrnan $:r: 75% • Senior Citizens of Kodiak, Inc. (SCOK) administers the coordinated and public transportation program as a part -time function of the SCOK Director and Finance Department. A third party operator (First Student) is responsible for operations of Kodiak Area Transit System (KATS) for public and coordinated transportation service. Employees of First Student also manage, dispatch, and drive local school bus service. The First Student maintenance department is responsible for maintaining school bus and transit vehicles. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 20 ♦ Kodiak Agencies are working together to provide a coordinated transportation service utilizing KATS. Twenty-five agencies have organized into an advisory committee with Senior Citizens of Kodiak, Inc. (SCOK) assuming leadership. As a leader in the coordinated transportation effort, SCOK has been meeting with human service agencies to explore the need for transportation services and has successfully applied for and received a grant for public transportation through the Alaska Department of Transportation and Public Facilities (DOT &PF). ♦ Human service agencies and other local non - profit and Tribal organizations have been scheduling trips on the coordinated portion of KATS service. Five agencies in Kodiak have continued to operate transportation (in- house) for some of their client programs; in these cases, most in -house transportation was continued as a method for providing the trips that are not appropriate for KATS (i.e., case managers traveling with behavioral or mental health program clients, or evening trips to treatment programs). o These five agencies are spending a combined total of approximately $189,337 to provide approximately 13,272 client trips annually (totals do not include trips purchased through contracts with KATS). Applying a basic calculation of the combined totals reveals an average cost per passenger tip of $14.26 when the trip is provided directly by the agency. o Trips purchased through contracts with KATS are based on a $125 monthly, unlimited ride pass, or $2.00 coupons for a single trip. Depending on the number of trips a consumer makes using his or her monthly pass, agencies are paying anywhere from $2.00 to $31 per trip. The distribution of cost per trip is not equitable between agencies. ♦ The KATS coordinated transportation services provided 15,076 trips for human service agency clients in calendar year 2009 for $169,009 (totals do not include public or work related trips). The average cost per coordinated trip using KATS is $11.21. Thus, based on basic calculations, the coordinated services cost approximately $3.05 per trip less than trips provided directly by individual agencies. ♦ Based on the cost per trip analysis, coordinated transportation using KATS is less expensive than trips provided by individual agencies. Not all trips are eligible for coordination (i.e., Head Start children); however, it is in the financial interest of participating organizations to utilize KATS services as often as possible. Thus, this makes KATS coordinated service the more cost effective transportation option for human service agencies. ♦ Many agencies reported that they have maintained their own transportation programs because the existing structure of KATS service area and hours of operation do not effectively meet client needs. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 21 Table 111.1: Summary of Public and Agency Transportation Providers in the Kodiak Area Name Service Passenger Service' : ' Hours of Service . :' Fleet - Annual' ` Ty p Ex en Eligibility � } Description - Information ; Transpo ses rtahon ;, First Demand Agency Clients and Coordinated 6 AM to 6:30 PM, M -F 1 Van Public: $29,997 Student /KATS Response General Public and General & 10 AM to 3 PM, Sat. 1 Bus Coordinated: and Public $169,009 Deviated Job Access: Route $55,602 Hope Demand Individuals with Clients Only 24 hours /day (as 1 Car Directly Provided: Community Response Disabilities needed) 1 van $32 Resources, 1 truck Purchased from Kodiak 2 boats KATS: KANA Demand Natives age 60 and Clients Only 8:30 AM to 5:45 PM, 1 van Directly Provided: Response older or have a M -F $33,535 disability Purchased from KATS: KI Housing Demand Older Adults, Clients Only 8 AM to 7:30 PM, M -F 2 Sedans Directly Provided: Authority Response Individuals with 1 Minivan $42,432 Disabilities, Low- Until 9PM for Youth 1 School Bus Purchased from Income Individuals, KATS: & At -Risk Youth Providence KI Demand Behavioral and Clients Only 8 AM to 5 PM, M -F 2 Sedans Directly Provided: Counseling Response Mental Health 2 Minivans $66,033 Center Diagnosis Purchased from KATS: RurAL CAP Head Head Start Students Clients Only 8 AM to 9:30 AM, 1 Bus Directly Provided: Head Start Start ages 4 and 5 11:30 AM to 1:30 PM, $20,373 Route 4 PM to 5 PM, M -Th. Purchased from RATS: $0 RLS & Associates, Inc. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 22 INTERVIEW SUMMARIES Results from one -on -one interviews local agencies and organizations that are considered to be active stakeholders in the coordinated transportation effort are summarized in the following paragraphs. F St Inc /Kodia Area Transit System (KA First Student, Inc. is a private, for - profit organization whose goal is to provide safe transportation for students and adults alike. The main functions of First Student, Inc. are the provision of transportation and information. First Student, Inc. is the public transportation provider in Kodiak and also provides School Bus transportation; however, only transportation services that open to the general public or coordinated with human service agencies were included in this analysis. The general public service area is from Marmot Drive to the AC Store in Bells Flats. The organization will also serve passengers arriving on the ferry or cruise ships, as requested. A map of the First Student, Inc. public transportation deviated routes (KATS) is provided in Exhibit 111.1. Schedule and Service Area The public transportation routes are operated Monday through Friday between 6:53 AM to 8:00 AM and 4:00 PM to 5:12 PM. Operation during mid -day (8:00 AM to 4:00 PM) is demand response service for the coordinated transportation eligible clients. KATS also operates shopping trips between 1:00 PM and 2:15 PM, Monday through Thursday. The shopping trip schedule is as follows: Tuesday: Food for Less Wednesday: Walmart /Safeway Thursday: KBM Food Bank Friday: Walmart /Safeway Shopping trips are open to eligible riders only (not general public) and advance reservations are required. Fare Structure and Eligibility General public fares are $2.00 per ride and monthly passes may be purchased for $125.00. The monthly pass allows of unlimited use during the month it is purchased. There is no reduced fare for older adults riding as general public passengers. Coupon books are sold for $20.00 for 10 one -way rides. Eligibility for coordinated transportation is determined by each coordinating human service agency. Most agencies that sponsor client transportation do so by purchasing monthly bus passes for $125.00. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 23 First Student, El la I Programs: Transportation, Information Client Eligibility: General Public and Human Service Agency Clients Hours/Days of Service: 6:00 AM to 6:30 PM Monday - Friday 10:00 AM to 3:00 PM Saturday Mode of Services: Deviated Fixed Route and Curb-to-Curb and Door-to-Door Demand Response Transportation Staff: 1 Dispatcher 1 Director 1 Maintenance (All staff are shared between the school bus program and public/coordinated transit) Annual Trips Provided: General Public = 747 trips Coordinated = 15,076 trips Job Access = 1,334 trips Annual Transportation Cost: General Public = $29,997 Coordinated = $169,009 Job Access = $55,602 Cost per Passenger Trip: General Public = $40.16 Coordinated = $11.21 Job Access = $41.68 Funding Sources for Transportation: Section 5311 (general public) DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 24 Scheduling According to the KATS brochure, 24 -hour notice is required and same day service will only be provided for shopping medical, and job related appointments. Rides are scheduled by priority in the following order: (1) Medical (2) Work (3) Scheduled Shopping Shuttles (Tuesdays through Friday) (4) Personal Appointments Coordinated Transportation KATS participates in the coordinated transportation effort in Kodiak by providing coordinated trips and also providing maintenance services for several local agencies. KATS provides maintenance for the following organizations: • Kodiak Island Housing Authority; ♦ Schools; • Mortuary; and, ♦ Head Start. Funding The Senior Citizens of Kodiak, Inc. (SCOK) is the subrecipient of Federal Transit Administration Section 5311 funding and Section 5316 (Job Access and Reverse Commute). SCOK submitted an RFP for public and coordinated human service agency transportation services which was awarded to First Student, Inc. Under the contract agreement, First Student, Inc. operates the KATS program and maintains separate records for ridership and expenses associated with public and human service agency trips. General public transportation is funded through the Section 5311 grant with matching funds from the Kodiak Island Borough. As illustrated in the table above, public transportation is significantly more expensive to operate, per passenger, than the coordinated services. The price of $40 per passenger indicates that the public transportation routes have low ridership. Steps should be made to improve ridership on the public transportation service. Those steps will be explored through this mobility management study. Coordinated services are funded through the Job Access and Reverse Commute Grant and local agencies that purchase monthly bus passes fro $125.00 per month. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 25 i' n ».. a ; t- , ak ajar 3 +? 4 *� ° " �s �3d t ,dhaY 7 7 ; Exhthit 111 1 KATE Route �; i, ' , V � 1 - : x `�: 4 = '' I {odiak Ala.7 W 4 (d e S�Fia' .. '.,s,_."------7 N r �.� t ALS 1 N l \ yyy11 /1 / ` (7° J ;, • G Yomt "2 N. \ Kodiak -f. -`" \ L 1 b;44. / Ill .--... A J Or 3 p \ L co 1 G � L A a Major Trip Generators �: ® flmPl°Ymeu Womens Bay f ' r ' G Kodiak Station a flg;de ^d„ l Q Medical j School ` B Smut /� /1A.,- J \ l �KA'IS Route , . / .t- i f .,.., 1'- { ' A L IN • ;.. s s .....66. fi Hope Community Resources Hope Community Resources (Hope) is a non - profit organization that provides community support throughout the State of Alaska to over 1,000 families and individuals who experience disabilities. Hope provides services on a statewide basis through regional offices located in Anchorage, the Mat - Su Valley, Dillingham, Kodiak, Juneau, Seward, Barrow and the Kenai Peninsula. Hope regional offices also serve outlying areas and numerous villages. Hope serves individuals of all ages and ethnic backgrounds who experience mild to severe disabilities. Approximately 28 percent of Hope's support recipients statewide are Alaskan Natives. In Kodiak, Hope provides home and community based support for an average of 97 eligible individuals. Nearly 90 percent of the clients receive benefits through the Medicaid Waiver program; but only one out of 40 Medicaid Waiver clients write transportation into their benefits plan. Transportation not funded by the Medicaid Waiver program is provided by grants received through the statewide Hope Community Resources organization. Hope in Kodiak provides transportation using a fleet of three vehicles and two boats. One car is dedicated to serving the clients who live in apartments in Kodiak. A 7- passenger van serves Port Lions, and the truck and two boats (which are wheelchair accessible) serve the remote villages. Approximately 65 percent of clients need to be accompanied one -on -one with a staff member. For those clients, the agency reimburses the Individual Support Specialist (ISS) for driving a personal vehicle when transporting clients. Ho e Gommuni Resources, Kodiak Programs: Social Services and Transportation Client Eligibility: Individuals with disabilities Hours /Days of Service: 24 -hours per day (as needed) Mode of Services: Demand Response Transportation Staff: 1 Care Coordinator (part time) 1 Individual Support Specialist Annual Trips Provided: Not tracked by the agency Annual Transportation Cost: $14,040 (portion of ISS salary) + $18,924 (fuel reimbursement to staff) = $32.964 Cost per Passenger Trip: Not available Funding Sources for Transportation: Medicaid Waiver Grants received through Hope Community DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 27 Hope Community Resources, Inc. Kodiak Area Native Association (KANA) KANA the Kodiak Area Native Association. The organization serves Native Americans and Alaskan Natives in Kodiak and the six native villages including, Karluk, Old Harbor, Ouzinkie, Larson Bay, Akhoik, and Port Lions. The organization is a medical center that provides transportation, vocational rehabilitation, education, and behavioral health services for natives who are over age 60 or have a disability. Transportation is provided with the KANA minivan in the central Kodiak area. The service area extends to the airport, but not beyond that point. Transportation is scheduled when the client makes a medical appointment at KANA. Most reservations require a minimum of 24 -hours notice but last minute reservations are accommodated. KANA operates one 6- passenger minivan for medical, dental and vocational rehabilitation appointments. C &F Auto provides maintenance services for the van. KANA Programs: • Transportation, Health Care, Social Services, Nutrition, Counseling, Rehabilitation Client Eligibility: Natives who are age 60 and older or have a disability Hours /Days of Service: 8:30AM to 5:45 PM Monday - Friday Mode of Services: Door -to -Door Demand Response Transportation Staff: 1 Full -time Driver Annual Trips Provided: 2,080 (estimated) Annual Transportation Cost: $33,535 ($6,499 fuel + $27,070 driver) Cost per Passenger Trip: $16.12 Funding Sources for Transportation: Indian Health Services DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 28 Kodiak Area Native Association Infant Learnin ! Pro • ram Part of the Kodiak Area Native Association, Infant Learning Program (KANA -ILP) provides health and social services to KANA eligible families with pre - school age children living in the Kodiak island Borough and six native villages on or near Kodiak Island. Kodiak Island Housing Authority The Kodiak Island Housing Authority (KIHA) is a government program that works to provide safe and affordable housing and increase self- sufficiency. The KIHA provides transportation, social service, job training, job placement, homemaker skills, and housing. The organization serves older adults, individuals with disabilities, individuals with low incomes, students, and at risk youth. The service area spans the entire borough and the outlying villages. The KIHA provides work trips for clients to and from Woody Way Apartments. It also operates a school bus service that transports youth to school and other activities from Woody Way Apartments. In addition to these services, the KIHA purchases monthly family passes with the KATS bus service for any client that requests it. On average, KIHA purchases four KATS monthly passes per month. Kodiak Island Housin Authority Programs: Transportation, Social Service, Job Training, Job Placement, Homemaker Skills, and Housing Client Eligibility: Older Adults, Individuals With Disabilities, Low - Income Individuals, Students, and At- Risk Youth ours /Days of Service: 8:00 AM to 7:30 PM Monday - Friday and extended to 9:00 PM for Youth Mode of Services: Door -to -Door Demand Response Transportation Staff: 1 Case Manager (2 hours /day) Annual Trips Provided: 2,530 Annual Transportation Cost: Provided Trips (In- house) = $13,662 (salaries) + $22,770 (fuel and maintenance) = $36,432 Purchased Trips (KATS) = $6,000 Purchased + Provided = $42,432 Cost per Passenger Trip: $14.40 (provided) DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 29 Funding Sources for Transportation RSS and HUD grants (for purchasing KATS J - -- 1 monthly passes) — — — — Kodiak lob Center and Work Services Program The Kodiak Job Center operates the Work Services program for Kodiak island through the Alaska Department of Labor and Workforce Development. The Kodiak Job Center serves approximately 300 clients with low incomes. Qualified individuals are eligible for up to five -years of benefits from the program with one -year extensions granted based on income eligibility. The program continues to provide supportive services for up to one additional year after the individual begins earning an income above the eligibility threshold. If the initial client evaluation process reveals that an individual is eligible for transportation, the Work Services program sends the form to KATS to confirm eligibility for riding during coordinated transportation service hours. Each eligibility form that KATS receives from the Work Services program includes a beginning and ending date for transportation eligibility. It is the responsibility of the Work Services prograin to notify KATS when the client is no longer eligible for transportation. The Work Services program compares monthly invoices for transportation with to open cases to ensure that no individuals are undeservedly receiving the transportation benefit. The Department of Labor and Workforce Development purchases vouchers or monthly bus passes for clients to ride KATS. The Job Center in Kodiak purchases an average of three to five monthly passes per month (or 36 to 60 per year) at a rate of $125 per pass. Passengers are permitted unlimited service with each bus pass. Kodiak Vocational Rehabilitation Alaska Vocational Rehabilitation is a public State agency that works with the disabled to assist them with job training and returning to work. The organization provides job training, employment, and rehabilitation services with the ultimate goal of developing skills building independence for clients. The Vocational Rehabilitation office in Kodiak will support any method of transportation that will help a client to become independent. Currently, the program purchases KATS passes and taxi fares for clients who need transportation during their search for a job and will continue to purchase transportation for the individual for 90 days after he or she secures employment. The program will also reimburse family members or friends for mileage to drive clients to and from work; or, it will purchase a bicycle for clients. Each individual client develops an Individual Employment Plan (IEP) that includes an aspect of transportation (i.e., short- and long -term plans for transportation such as using public transportation or repairing a personal automobile). Kodiak Vocational Rehabilitation serves approximately 80 to 100 clients. These clients live at home with family or friends, or at HOPE, Providence KI Counseling Center, the Women's Shelter, Safe Harbor, or Brother Francis Shelter. Transportation from all of these locations to the major trip DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 30 generators in Kodiak is critical to the building independence for nearly all Vocational Rehabilitation clients. Kodiak Vocational Rehabilitation purchases approximately 10 monthly passes per month from KATS for $125 per pass. Based on this estimation, the program spends at least $15,000 annually on purchased services for client transportation. Additional expenses for mileage reimbursements to family and friends, or taxi fares were not available. Providence Kodiak Island Counseling Center The Providence Kodiak Island (KI) Counseling Center is a private nonprofit organization that works with mental health and behavioral health clients. The organization provides transportation, social services, counseling, job placement, and outpatient services to non - physically disabled individuals. In addition to outpatient services, four clients live at the facility. The Center serves the Kodiak Island Borough, Port Lyon and the outlying villages. Providence KI case managers assist clients to become registered riders on the KATS system by making the initial call to KATS along with the client. Once the client is certified to use KATS, he or she schedules trips independently. Providence KI purchases coupons from KATS for clients to use the service for employment purposes. Case managers also provide transportation for agency clients, taking them shopping, to and from appointments, and occasionally to and from employment. In -house transportation is provided with a fleet of two cars and one small seven - passenger van. The Center has a fleet of four vehicles. The fleet includes two vans used for emergency trips and weekly shopping shuttles, and two sedans used for picking up medications and other administrative errands. The fleet information is described in Exhibit 1 at the end of this chapter. The Center staff estimates that it provides transportation for approximately 60 clients per day. Customers make reservations 24 hours before the proposed trip. If space is available, late reservations will be accommodated. Late reservations are usually not an issue. I Providence Kodiak Island €ounselim €enter Programs: Transportation, Social Services, Counseling, Job Placement, Family Focus Program, and Outpatient Services for Behavioral and Mental Health Client Eligibility: Behavioral and Mental Health Diagnosis Hours /Days of Service 8:00 AM to 5:00 PM, Monday - Friday Mode of Services: Curb -to -Curb Demand Response DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 31 Transportation Staff: ( 27 Case Managers _J 1 Annual Trips Provided: 3,542 (approx.) Annual Transportation Cost: $34,155 (salary) + $31,878 (Est. fuel and 1 maintenance) _ $66,033 — — Cost per Passenger Trip: $18.64 Funding Sources for Transportation: Safe Harbor Program (Substance Abuse), DHHS -ASAP, Medicaid Division of Behavioral Health School Clinician (Borough) RurAL Cap Head Start A private nonprofit organization, RurAL CAP Head Start provides the Head Start program for children in Kodiak. Head Start Supports and strengthens families within the community. It provides transportation, meals, health screenings, and preschool for children between the ages of three and five years. Program eligibility is based on the family income below the Federal Poverty Level guidelines. In 2009, the Federal Poverty Level for a four- person family in Kodiak was $27,570. Children ages four and five come to the Head Start center Mondays through Thursdays during morning and afternoon sessions. Children age three participate in a home -based program. Transportation to and from the Head Start center and the child's home is available for children living within a one -hour radius of the center. Head Start does not transport from the Coast Guard Station. Children ride free with adults. Transportation is pre- arranged at the beginning of the program year. In addition to the in -house transportation services, RurAL CAP Head Start purchases monthly passes form KATS. As mandated by Head Start, a bus aide rides with the driver on all trips. The aide assists children with seat -belt buckles and monitors the passengers. The program provides transportation for approximately 40 students per day. RurAL @^,,Nj'Head aujo I Programs: Pre - school, Transportation, Health Care, Social Service, Nutrition, and Counseling 1 Client Eligibility: Head Start students ages 3, 4, and 5 Hours /Days of Transportation Service: 8:00 AM to 9:30 AM, 11:30 AM to 1:30 PM, 4:00 PM to 5:00 PM Monday - Thursday DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 32 Mode of Services: Door - to - Door Transportation Staff: 1 Driver and 1 Bus Aide Annual Trips Provided: 5,120 Annual Transportation Cost: $14,613 (salaries) + $5,760 (fuel and maintenance) = $20,373 Cost per Passenger Trip: $3.98 Funding Sources for Transportation: j Head Start Senior Citizens of Kodiak. Inc. Senior Citizens of Kodiak, Inc. (SCOK) is a non - profit organization that provides a full range of health, education and social services to people 60 and older on Kodiak Island. Among the many programs provided at SCOK is the Island Cove adult day program. Island Cove is funded by the Division of Senior and Disabilities Services and has a capacity of 15 clients. Island Cove Adult Day Program is located on the lower level of the Kodiak Senior Center. SCOK also operates the Family Caregiver Program which offers information referrals, respite and support, and the Senior In Home Services program to provide care coordination and chore service for seniors. Transportation for SCOK and all of its programs is provided through the KATS coordinated transportation program. SCOK is the grant recipient and administrative agency for coordinated and public transportation provided by KATS. As the lead agency, SCOK manages the transportation provider contract for First Student, Inc. and has coordinated 14 area non - profit organizations to participate in KATS. VEHICLE INVENTORY The chart on the following page (Exhibit 111.2) illustrates the inventory of vehicles operated by each organization that participated in the interview effort. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 33 Exhibit 1 Vehicle Utilization Chart - Passenger - - Time of Day Operated . Vehicle Capacity Passenger AM PM System Name Type WC? WC /Seats Yr.. Eligibility Days 4:00 5:00 6:00 7:00 8:0019:00 # # ## 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 # # ## KANA - 1 1 1 1 1 - 1 1 1 1 I KANA Minivan No 6 ? Agency Clients M -F 8:30 AM to 4:45PM First Student, Inc. _ -. 1 1 X 1 1 , First Student, Inc. Bus Yes 6w /c4seats 2007 General Public M -Sat 9a'6i06Sp10fl0904 r 3100 tu161308M*5 First Student, Inc. Bus Yes 6w /c or 20 seats 2002 General Public M -Sat : 4DOip 70107t�''Nw" i Kodiak Island Housing Authority 1 KI Housing Authiority Sedan No 3 ? Agency Clients M -F 8:00AM to 9:00 PM ICI Housing Authiority Sedan No 3 ? Agency Clients M -F 8:00AM to 9:00 PM KlHousingAuthiority Minivan No 7 ? Agency Clients M -F 8:00 AM to 9:00 PM KI Housing Authiority Bus Yes 15 w/c ? seats ? Agency Clients M -F 8:00AM to 9:00 PM ' - —._ _ �— - -_ _r i l 1 1 KurAL Cap Deadstart - I _ ' - Rural Gap Headstart Bus No 24 2004 St dents M -Thr. Providence Kodiak !st Center ___ _ _ _ _ __ 1 1 I 1 1 1 1 1 I l l: t l l I I I I Providence KI Counseling Center Sedan No 4 ? Agency Clients M -F 9:00 AM to 5:00 PM Providence KI Counseling Center Sedan No 4 ? Agency Clients M -F 8:00AM to 5:00 PM Providence K1 Counseling Center Minivan No 5 2003 Agency Clients M -F - 8 :00 AM to 5:00 PM ' Providence KI Counseling Center Minivan 1 No - 10 to 12 2009 Agency Clients M -F 8 :OOAM to 5:00 PM 1 - • LI Demand Response Route DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 34. . IV. RECOMMENDED MOBILITY MANAGEMENT STRATEGIES INTRODUCTION The following major gaps have been identified based on the results of the human services survey, discussion with the Human Services Coalition, SCOK, KATS staff, as well as a review of previous coordinated transportation plans: 1. Unmet Demand for General Puhlic Transit Service: The current KATS transit service provides little in the way of general public transit service. The existing fixed route service is limited to one hour in the morning (7:00 AM - 8:00 AM) and one hour in the afternoon (4:00 PM - 5:00 PM). Only one circuit of the fixed route is completed for both periods. Thus, it is only possible to be either picked up or dropped off during either of the two periods. This schedule restricts the ability of public transportation users to use the service unless their home and workplace is located within reasonable distance to the fixed route bus stops and their work shift coincides with the fixed route service times. While this may be adequate for some work trips, it largely excludes other potential public transportation users who might need to take a short shopping or other non -work trip. Moreover, no public trips are permitted during the period of the coordinated service between 8:00 AM and 4:00 PM. These limitations may be largely responsible for the existing low ridership levels of the public transportation service. According to KATS, the system operated 765 vehicle hours of public service during FY2010. During the same year, a total of 798 one -way passenger trips were provided (during the two hours per day of public service); equating to less than one (0.95) passenger trips per hour of public service. KATS also reported operating 2250 vehicle hours of coordinated agency transportation service during FY2010. The coordinated transportation portion of the KATS program provided 15,076 one -way passenger trips for a rate of 0.15 passenger trips per hour of coordinated transportation. 2. Limited Geographic Service Area: Coordinated service is restricted to the area between Marmot Drive (to the north) and Rezanof Drive at Pier 2. Bells Flats and the Coast Guard Base are served only during morning and evening public fixed route. The fixed service does not stop at Bells Flats unless there is a prearranged pick -up scheduled. 3. Unmet Demand for Evening and Weekend Service: All KATS service stops at 6:30 PM. Weekend service is limited to Saturdays between 10:00 AM and 3:00 PM. 4. Unmet Demand for Transit Work Trips: Coordinated service provides 1,169 annual work - related trips on average for eligible human service agency clients. Work trips for the general public, however, are possible only during the DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 35 morning and evening fixed route service, which attracts limited ridership. Employment opportunities at Walmart, Safeway, Providence Hospital, and Kodiak College are available, but Kodiak residents who do not drive or have no available vehicle are unable to maintain employment due to lack of reliable transportation. Furthermore, there is a large population of transit dependent seafood processing workers in Kodiak who represent potential demand for public transportation service on a daily basis. Many of the seafood processor workers are from out -of -state and come to Kodiak with no vehicle. 5. Coast Guard Base is Underserved by Existing Transit Service: The Cost Guard Base is one of the largest employers in Kodiak. While many of the base personnel live on or near the base, civilian employees often live in town, a distance of approximately seven miles. The U.S. Coast Guard Base employs approximately 3,000 people; including 1,000 to 1,100 active duty and 1,900 to 2,000 civilians. Approximately 100 to 150 young single active duty personnel live on the barracks at the Coast Guard Base. Many other personnel rent housing in town. Currently the only transportation provided to the Coast Guard Base is the fixed morning and evening routes. 6. Drove Service for Peopk with a Disability Who Use Wheelchairs: While the existing KATS vehicle has a capacity for four or five wheelchairs, its service hours are restricted to 6:30 AM to 6:30 PM, Monday through Friday, and 10:00 AM to 3:00 PM on Saturdays. A need has been identified for weekday evening and Sunday service. A wheelchair accessible private taxi service operates in Kodiak and is potentially meeting some of this need. MOBILITY MANAGEMENT STRATEGIES The planning team compared each of the following recommended mobility management service design strategies to the categories of mobility management needs and goals that are listed above. Table IV.1 provides a matrix to illustrate which strategies are designed to address each need and goal. The Xs on the matrix indicate the match between a recommended strategy and a goal. The following paragraphs describe each of the recommended service design strategies. None of the strategies suggested in this plan will compete with private transportation operators as Federal Transit Administration funding is prohibited from competing with private transportation providers. Furthermore, the suggested strategies are not intended to duplicate transportation service already provided in Kodiak. Funding used to support these strategies is expressly intended to support transportation services that improve the network of resources available for individuals with disabilities, older adults, people with low incomes, and the general public. Cooperation between private transportation operators and the KATS public and coordinated service is strongly encouraged and will be developed through implementation of this mobility management plan. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 36 Table IV.1: Matrix of Service Design Strategies to Identified Transportation Goals Goals Strategy #1 Strategy #2 Strategy #3 'Strategy #4 Strategy #5 Meet demand for general public transit service. X X X X Expand the geographic service area. X X Meet the demand for evening and weekend X X service. — Meet demand for transit work trips. X X X X Better serve transportation demand for g X X Coast Guard Base trips. Improve service for persons with disability using wheelchairs. X X X Strategy #1: Convert Morning and Afternoon Fixed Route to Dial -A -Ride Service Fixed route transit service can be a cost effective mode of service when the ridership supports operation of a vehicle in the same place and time on a regular basis. In urban areas, fixed routes are typically considered to be productive when ridership is going to be at an average minimum level of seven passengers per hour. Fixed routes in rural areas are less common, although not unheard of, because a productive level of ridership (seven passengers per hour) in less densely populated areas is difficult to achieve. Rural Alaskan communities have had some success with fixed route service. Ketchikan is one example of a successful fixed route system operating in a rural area of Alaska. In 2006, Ketchikan reported that its fixed route public transit service operated 16,000 annual hours and providing 140,000 annual trips (8.75 passenger trips per hour). Ketchikan operated with a fleet of four vehicles, which provided the opportunity for frequent service and multiple routes throughout the day. By comparison, ridership data reveals that the existing KATS fixed route service has an average ridership of approximately 0.96 passenger trips per hour. Furthermore, the FY 2010 annual operating cost for the general public transportation portion of KATS service was $29,997, making the cost per trip for KATS general public service approximately ' According to First Student, KATS operated 765 vehicle hours of public service and provided 798 one -way passenger trips. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 37 $40.16. The cost per trip for Job Access and Reverse Commute service was similar at $41.68 per trip. These costs are significantly higher than the average cost per passenger trip that is provided directly by an agency (estimated by agencies at $14.26 per trip), or even the cost for KATS to provide coordinated trips, which in FY 2010 was reportedly $11.21 per trip. Approach Strategy #1 is designed to help meet the demand for public transit work trips and improve the productivity of public transportation service. Under this strategy, KATS would discontinue the morning and evening fixed route service and convert it to a Dial -A -Ride mode of service for the general public. Dial -A -Ride is a mode of transportation that requires passengers to make advance reservations for their trip requests. Strong productivity for a Dial -A -Ride service in rural areas is 2 to 2.5 passengers per hour. In Kodiak, the average has potential to reach strong levels of productivity because of the density of the population and trip generators. Replacing the fixed route with Dial -A -Ride service would allow KATS the opportunity to operate only when and where it has trip reservations each day. Overall, changing to a Dial -A -Ride mode of service has the potential to increase ridership for the KATS system and better serve the general public in Kodiak. The following table illustrates the potential operating parameters of a public Dial -A -Ride service that operates an average of three hours per day, 255 days per year. Providing an average of 1.5 trips per hour would equate to approximately 1,148 trips per year. Compared to the current level of productivity, this represents a 33 percent increase in ridership. KATS reported that the public fixed route currently operates 10,200 annual miles, including trips to Bells Flats, which are only provided upon request. Total vehicle miles operated by the proposed Dial -A -Ride service could potentially increase to 11,016 annual miles if the vehicle travels at an average speed of 14.4 miles per hour. In this scenario, Dial -A -Ride service represents an eight percent increase in total annual miles for public service. Projected Public Dial -A -Ride Productivity: Pass: Seivice,Corn' orient Trips /Hour Miles /Hour 'Hours r Miles Trips Dial -A -Ride Public Trans s ortation 1.5 14 765 11,016 1,148 The following table illustrates the potential impact of providing public Dial -A -Ride service in place of the KATS fixed route transportation. With productivity of 1.5 passengers per hour, Dial -A -Ride service could result in an average mileage increase of eight percent, but the average number of passengers served per mile would increase by 33 percent. 2 Average speed of the vehicle includes time for passengers to board /disembark the vehicle and loading /unloading wheelchairs. KATS' average speed for coordinated service is 14.4 mph. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with on Spring 38 Summary of Fixed Route Compared to Dial -A -Ride: Annual `• Rasa Pass /4. . :'Service Mode `° ` Hours' „ Miles r ., a - Trips' Hour.. Mile °) Fixed Route (FY2010) 765 10,200 798 0.96 0.08 Dial -A -Ride (Projected) 765 11,016 1147.5 1.5 0.10 Percent Change None 8.0% 43.8% 56.5% 33.1% Overview of the Implementation Strategy The dial -a -ride service would operate similar to the existing coordinated service. Public users would be required to reserve rides 24 hours in advance. In order to serve the maximum number of persons, the service area could be restricted to the area within the City of Kodiak. Trips to the Coast Guard Base would need to be accommodated using another strategy (see Strategy #3). Marketing efforts should focus on the largest seafood processing companies. Shifts at the canneries vary depending on the season and the fish brought into the plant. Shifts can last as long as 12 or 14 hours per day, or as short as eight hours. Currently, KATS provides transportation to the canneries between 6:00 and 6:30 AM but workers call in to KATS (on the day of the trip) when their shift is going to start later. When a worker's shift start -time is after the KATS trip to the cannery, workers who live along the KATS route, ride the fixed route service to a stop that is closest to their work location. Exhibit IV.2 illustrates the location of the canneries in relation to the existing KATS fixed route. While the origins of these work trips are somewhat dispersed, the destinations are fairly concentrated. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 39 . � b -5-i, • q rf+ -�.. � A. i =R a �F' r ",.i ' r7> *'� k"' � ,r *. • Exhibit IV 1 Canneries', L4 % M• �r � ' 1 � 4 Kodiak Alaska ,� 4 ° v' = f t; Ai c < 3 OQ c od s Wilson 4y 4 4 Canneries o° Agency / A' �• / O �a.NJO�v s<.rooJ, ��`` 9'a 2d�d C0 _ ,te a (-4,., A C' \ M O rc'e'akrmmmnic" h a x Rnn BUevrySealooJ 'VS ot O r,m<�� snom. �� Co e a�, o ® iurs aov<. s<,n.,n, _f KO' O P y�e .` 5S`p0 i tfet MY 7 O ells / e Qy »ay M lte2ao�f ; J f Go oC Designation of Responsible Party for Implementation SCOK and First Student would the responsible parties for administration and operations. The SCOK, First Student, and the Mobility Manager would be responsible for developing a marketing and public education campaign to publicize the new service. Implementation Pre - Requisites This strategy would not require a significant change in operations or additional funding and could be implemented using existing resources. The contract with First Student and SCOK to operate KATS service must be reviewed and amended as necessary to permit First Student to operate Dial - A -Ride public transportation service and discontinue fixed route operations. Service Provider Responsibilities Implementation would be the responsibility of First Student. The call center would need to take on the additional responsibility of scheduling the morning and afternoon public transportation rides. Advantages The following list of advantages is not comprehensive, but includes some of the primary advantages of this strategy. 1. Demonstrates the commitment to serve the business community. KATS already provides service to a small group of seafood processing workers prior to the start of the fixed route service. Additional service with access to the canneries would expand the opportunity for additional work trips. 2. Serves transit dependent population who currently fall through the cracks by operating when and where the demand exists. 3. Can be implemented using existing resources. Challenges The list below indicates some potential challenges to implementing Strategy #1. 1. A public education and marketing campaign must be implemented before changing the mode of service. 2. Because of the distance between some residential areas and other trip generators, it is likely that Dial -A -Ride service that operates with one vehicle will not be able to meet all of the transportation demand. For that reason, a combination of the strategies suggested in this document is recommended. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 41 3. People who currently use the fixed route service would now be required to make an advance reservation for pick-ups and drop -offs. This presents a challenge in terms of public education as well as additional demands on the KATS scheduler. 4. The seasonal worker population changes each year. As a result, marketing and public information would have to be repeated each year. Cooperation from the seafood processing industry will improve success of this approach. S. Seafood processing plants operate three shifts during the summer. As a result, it would be difficult to serve all shifts equally. Additional alternatives, such as ride sharing operated by the employers, would be a more productive alternative than public transit during late night and early morning shift changes. Strategy #2: Mid -Day Public Dial -a -Ride Service with Fixed Time Points Approach This strategy is designed to help meet the demand for public transit service. As described below, the KATS eligibility requirements would be expanded to include the general public passengers all day. Dial -A -Ride service would be combined with a fixed -point system. One fixed -point pick -up location would be established in the downtown area and another near either Safeway or Walmart. Overview of the Implementation Strategy The mid -day Dial -A -Ride service would operate similar to the existing coordinated service. All passengers (public and human service agency) would be required to reserve rides at least 24 hours in advance. Passengers and agencies also have the option to reserve seats with more advance notice (i.e., one month, six months, etc.). No passengers would receive priority seating, however, subscription (or standing order) trips that occur at the same time every day or every week would permit a passenger who has a stable travel schedule to guarantee his or her trip in advance. Because of the limited capacity of KATS service, it is possible that demand will exceed capacity during certain hours of the day when coordinated trips are scheduled. For example, clients of the Island Cove Adult Day Care are dropped off at the facility at the Kodiak Senior Center around 8:00 or 9:00 AM. The return trip to take them home operates between 3:00 and 4:00 PM. The number of Island Cove clients transported to and from the program varies, but it is usually around five to seven people. In order to limit the passenger's ride time on the vehicle to one -hour or less, there is little time for additional public pick -ups during these hours. However, if a person from the general public calls to request a trip that cannot be accommodated during these hours, the scheduler may ask him or her to adjust their schedule for an earlier or later ride. Two options are included in this strategy that would demonstrate the effort to prepare for projected demand from the general public. First, the service area for KATS may need to be restricted in order to accommodate the additional ridership from the general public. This may mean that the area of the existing coordinated service would also need to be reduced to the City of Kodiak boundaries (see Strategy #4 for alternative method of serving outlying riders). DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 42 A second option for designing service that will accommodate increased demand is to establish shuttles and time points at locations where passengers are most likely to use the service. The most likely location of the time point stops are Safeway and Downtown. Safeway and Walmart are two of the most frequent destinations according to the KATS ridership statistics. A location within the Kodiak Mall should be considered for the downtown location. The City of Kodiak is currently working on a water and sewer replacement project in the mall area. There may be an opportunity to construct a projected transit shelter in conjunction with this project. The location downtown is also within walking distance of the canneries and one of the highest housing densities in Kodiak. KATS would make regular stops at the time point locations. For example, the downtown stop could be scheduled for 9:00 and 11:00 AM. The Safeway stop could be scheduled for the in- between hours of 10:00 and 12:00 PM. This would give people who are primarily interested in shopping trips a full hour to complete their purchases and catch the bus back to downtown. To encourage ridership, the passenger fare of the time point trips would be less than the passenger fare of the public dial -a -ride trips due to the increased efficiency. For example, the time point pick- up and drop -off would not require an advance reservation and can be utilized for $2.00 per one - way trip. (Compared to Dial -A -Ride fares, which would be set at a higher price to the passenger.) Projected Public Dial -A -Ride and Time Point Productivity: Potential productivity of the Dial -A -Ride service with and without time points is provided in the following tables. Projections are based on one vehicle operating during KATS normal operating hours of 6:00 AM to 6:30 PM, Monday through Friday and 10:00 AM to 3:00 PM on Saturdays. Total hours of operation (3,438) are calculated based on 255 weekdays of operation and 50 Saturdays per year. Providing an average of six trips per hour on weekdays and 0.5 trips per hour on Saturday Dial -A- Ride, Strategy #2 would equate to approximately 19,250 annual public and coordinated trips. Compared to the FY 2010 level of productivity (17,692 total trips), this represents a 7.2 percent increase in total public and coordinated program ridership. It may take multiple years to realize this increase in ridership. 'Service Component Hour,: • .:Hour, ' Hours ' Miles , =Trips Weekday Dial -A- Ride - General Public /Coordinated 6.0 14 3,188 45,900 19,125 Saturday Dial -A- Ride - General Public /Coordinated 0.5 14 250 3,600 125 Total: Weekday plus Saturday A; G: ' 3,438 49,500 19,250 DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 43 Total vehicle miles operated by the proposed Dial -A -Ride service could potentially increase to 49,500 annual miles if the vehicle travels at an average speed of 14.4 miles per hour. In the scenario above, general public Dial -A -Ride service represents a projected 16 percent increase in total annual miles for public service. However, total annual miles can be controlled through strategies such as grouping trips on the time point service. As illustrated in the following table, implementing time point service two times per day will significantly reduce the projected annual vehicle operating miles. Total vehicle hours are the same as total hours operated during FY 2010. Trips / Miles /, Pass. Service Com onent - "• •Hour • • •:Hour ;° Hours • ' Miles Trips ' Weekda Dial -A- Ride - General Public /Coordinated 6.0 14 2,168 31,212 13,005 Saturda Dial -A- Ride - General Public /Coordinated 0.5 14 250 3,600 125 Weekda Time Point Service 6.0 16 1,020 20 6,120 Total: Weekday plus Saturday 3,438 34,832 19,250 Designation of Responsible Party for Implementation SCOK and First Student would the responsible parties for administration and operations. The SCOK, First Student, and the Mobility Manager would be responsible for developing a marketing and public education campaign to publicize the new service. Implementation Pre - Requisites This strategy would require a significant change in operations and additional funding for fuel expenses. Additional capital resources are not necessary unless demand exceeds the capacity of one vehicle. The contract with First Student and SCOK to operate KATS service must be reviewed and amended as necessary to permit First Student to operate Dial -A -Ride public transportation service and discontinue fixed route operations. Service Provider Responsibilities Operations, maintenance, and scheduling would be the responsibility of First Student. Advantages The following list of advantages is not comprehensive, but includes some of the primary advantages of this strategy. 1. Demonstrates the commitment to improve service for the general public by offering transportation all day. 2. Can be implemented using existing resources. 3 Average speed of the vehicle includes time for passengers to board /disembark the vehicle and loading /unloading wheelchairs. KATS' average speed for coordinated service is 14.4 mph. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 44 Challenges The list below indicates some potential challenges to implementing Strategy #2. 1. A public education and marketing campaign must be implemented before changing the mode of service. 2. All trips would be scheduled on a first -come first served basis. Individuals that make the same trip at the same time every day could reserve their trip several weeks or months in advance (subscription service). Subscription trips can be an advantage unless more than one -half of all trips provided by KATS are subscription. At that point, it will be difficult for the scheduler to work in the individual trips with 24 -hour advance reservations. If coordinating agencies request subscription trips, they should not exceed 50 percent of the total ridership on the system. 3. People who currently use the fixed route service would now be required to make an advance reservation for pick -ups and drop -offs. This presents a challenge in terms of public education as well as additional demands on the KATS scheduler. Strategy #3: General Public Shuttles • Strategy #3 could be implemented in combination with one of the above -noted strategies. KATS and SCOK have already discovered that shopping shuttles are an effective approach to grouping trips to popular destinations for shopping. The transit system currently provides regularly scheduled shopping trips from the senior center to the various grocery stores in the area. These trips are from 1:00 - 2:15 PM, Tuesday through Friday. Senior citizens are eligible for the trips, which originate at the senior center and are not currently open to the general public. Approach Strategy #3 recommends opening the shopping shuttles to the general public. KATS reports that shopping shuttles typically operate with one or two passengers on the way to the store and three or four going home from the store. The additional passengers for the trip home have either walked or shared a ride with a friend or family member to get to the store and then take the bus home. The public shopping shuttles should be offered during the same schedule but at a lower fare than the base fare for Dial -A -Ride service, to encourage passengers to adjust their personal schedules to fit the transit system's schedule. Seniors may continue to ride for free, if their trip is subsidized through an agreement between the Senior Center and the KATS program. Or, a half -price fare for seniors could be offered. Advance reservations are not required for passengers boarding at the time points. And, passengers can ride the shuttle for any purpose. For example, a passenger may elect to board the vehicle at Safeway to go downtown where he or she has an appointment. As long as the passenger boards and disembarks at the time point, any trip purpose is eligible. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 45 Overview of the Implementation Strategy The most likely locations of the time point stops for picking up passengers for the shuttle are the Senior Center, Safeway and Downtown. Safeway and Walmart are two of the most frequent destinations according to the KATS ridership statistics (see Location Map on the following page). Therefore, it would be sensible to establish a time point at Safeway or Walmart where passengers could board or disembark the vehicle without an advance reservation. A location within the Kodiak Mall should be considered for the downtown time point location. The City of Kodiak is currently working on a water and sewer replacement project in the mall area and there may be an opportunity to construct a protected transit shelter in conjunction with this project. The location downtown could also benefit employers and employees because it is within walking distance of the canneries and has one of the highest housing densities in Kodiak. Exhibit 11.2 illustrates the population density by block group. KATS would stop at each of the time point locations during the outgoing and return trip for the shuttle. For example, if the Shuttle from Downtown to the Senior Center to Safeway /Walmart operated two days per week. It would start at the Downtown time point at 1:00 before going to the Senior Center at 1:15 and then on to Safeway /Walmart. The return trip would stop at the same locations in reverse. The following table illustrates the potential productivity of implementing shuttles. One shuttle would operate per day. The shuttle to Safeway /Walmart would operate twice per week and the Food Bank and Food for Less shuttles one day per week. As indicated in the table, the total annual miles under this alternative are nearly 10 percent less than the FY2010 total annual miles. Operating fewer miles equates to a reduction in fuel costs. Ridership could also be lower under this alternative, with potential to improve ridership by encouraging more people to take advantage of the shuttles and opening the Saturday Dial -A -Ride to the general public. ' Trips/ -Miles /.• . _ ,, :Pass. ServiceCom'Ionent'_, ; Hour Hour Hours ' Miles Trips to Senior Center to Food for Less 4.0 16 102 2 408 Downtown to Senior Center to Safeway/ Walmart 4.0 16 204 10 816 Downtown to Senior Center to KBM Food Bank 4.0 16 102 6 408 Weekda Dial -A- Ride - General Public /Coordinated 6.0 14 2,423 34,884 14,535 Saturda Dial -A- Ride - General Public /Coordinated 2.0 14 250 3,600 500 TOTAL: 3,081 38,502 16,667 Designation of Responsible Party for Implementation SCOK and KATS would be the responsible party for implementation of Strategy #3. First Student would operate the service and conduct the necessary recordkeeping documentation. SCOK would oversee administration of the contract with First Student. The Mobility Manager and SCOK will be responsible for marketing the new service and educating the public. Support from employers and coordinating agencies to educate consumers and distribute information will be vital to success. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 46 •M {>; s x "'r ' i �, :. .z+ tt. �.,5. i.uw ua., .'t.. � q e. :.•n. �. .�, y ` Exhibit 1V.2 Location Ma and Trip Generators i ` t Kodiak Alaska ` , -'3„ e. r 'r ( - µ f t :; 1 b W , "Yl g ',,v G t r y t� ! 7 ] tF' r . - s ,t n rt : w V cl,,.,%r ‘1,, , -o-, g 4 ' 7,: -, , . �,a 3' tr,. - v N & _t�: lie: w, td . ; •- i „pa, ''' ` t'L t° a 4 7..- -- ',,,,. x 3 • � >✓*�` # IS.,°Aa_ YYK�, L _. m •.>,d ` . " trt`.�'s`�b r a s:y �`A.>4Y'�.:µ Kodiak Stati 1 a�, / � •�c 3 _r � az i- 'l ax /way � / � !� OO .- v / ay�a� l as � �n on eele , 33 / / NS 2( N4•N / // i v 4 Wom ns Bay �/ 5 .7) ( , ° \/ p � i / N C �� ` '��/ /_. / o � / �s se �i O v f' � ��" ` { a y / 4,-, I° 3 8 _ 9e r � r i � i co ./ 4% R an • 7 ` o J-- • �J eC �e } [h /' / Trip Generators z --- "'_/ /,/ �' ` / Category � !/� . / / .,�� Government % disk _ io�`i ® Medical 5 / l / / s. (� School �. 4,(� / / 400 ./ �/ (t: • •\ 4 ] y ® Senior / ' , , / , \/ / ' � 1 T ` ` Y (] ' Shopping i-i ed � v / /Egan � � �� / 1-1 a STS Route l /` —` "_ it / / / . Trip Generators Issmealey Scenls LOUS 32 Old 03,6,' School / , 1" Kodiak Airport Guard I2. Kodiak Community UC90I: HI111s1U R0hert UUS 33, Kodiak Christian School / x\, .30 5` '� , l j / � % IB.Iamea RArneson lnr ]q, F.asi flemenrary ltnnal • e/ // '' F l \ / ` / 3. Saleway 19.1VIenum Intl UUS 35. Main Flemenory SrA0UI `- \ •; •.r '' %/ gsne w. zU. nlaxxa n,rnunonntx 3A. Kodiak High 5ronol i /~ \ 8', r S. WalMarr 2 . s plvt y lenn a UUS PC 3r.H0rtM1 Srac Elementary School 1• / j' ^� KnJUk Feed Rank 22 Na ".N tl" k 3HOSpIVI 3.K a' kC 11 g O j i ( / 2. "noC s eneofx,dak. ne 23Kak A tl" IIr 39, 41k1a ng AU[AOrry • '``Q \ Rllan In5P gram 2. hP a" CI" 40.K tl'k1A *,, �/ ' , \\ 9, Thre M1 ldV Is as 25.0 kl S h ql K a' k y h yServTes u 1 IO. TAr sh II tarnnalS rvcex 3 .Perm nFemt ury st'hon1 q'. o k Plana COUnatllnr Center • � ` Mack Sport Shop 27 , N 0rthstar plc menrary school q3, 5ale Harnor / m O�/ � \l/ ''_Xry `leoai a 3R. Kaaiak MlJJle School ^S. KIUa1 C0o,00trygefnurtea / U' C: as xreita UUS E.Ktl kS. ottlh UVy Advent xr s[hnol Nan 3goruu / / q.sply yl I! RUS 5N n'f iAer lvg al seminary o6 IC unTyPCtIOn Pn, gnm Nea ratan 15. KAN Clinic ] ry oldtooI q]C Implementation Pre - Requisites Strategy #3 could be implemented using the existing resources at First Student. Contractual agreements with First Student must be amended, as necessary to account for the new service structure. First Student would be responsible for training drivers and scheduling staff prior to implementation. A marketing program, inclusive of "How To" instructions for people to schedule trips in advance or board the KATS vehicle at scheduled time points must be established prior to implementation. A change in the existing service area may be required in order to fulfill the extra demand for public trips. Service Provider Responsibilities Implementation would be the responsibility of First Student. The First Student Scheduler /Dispatcher would need to take on the additional responsibility of scheduling public transit trips along with coordinated trips. Advantages The following list of advantages is not exhaustive but provides an indication of some of the primary benefits of the strategy. 1. Demonstrates the commitment to serve the business community by operating a scheduled service between downtown areas and shopping areas and opening service to the general public during the mid -day. 2. Serves transit dependent population who currently fall through the cracks. 3. Can be implemented using existing resources. Challenges The following list explains some potential challenges with Strategy #3. 1. With adequate local funding, KATS may need to expand its service capacity by adding an additional vehicle to its public and coordinated transportation operation. 2. New service may be needed to cover persons outside of the service area. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 48 Strategy #4: Wheelchair Accessible Taxi Approach This strategy is designed to meet the demand for evening and weekend service, expand the geographic service area, and improve service for people who are using wheelchairs. There are currently several taxi operators in Kodiak, but none that are wheelchair accessible. Under Strategy #4, SCOK or another eligible agency would lease a wheelchair accessible van to a private taxi operator. Consideration for agencies to subsidize the cost of the trip for eligible non - profit consumers should be explored. Negotiations between the taxi provider and the sponsoring agency would be necessary to determine the appropriate arrangement for a subsidy agreement and funding source. Overview of the Implementation Strategy The taxi service could be organized similar to the program initiated by the Kenai CARTS transit system. The wheelchair accessible van could be purchased by an eligible human service agency (i.e., SCOK) and leased to a private taxi service. The taxi provider would be selected through an RFP process. A reduced fare could be negotiated through the lease agreement and the passenger's sponsoring agency could provide fare vouchers to eligible clients amounting to 50 percent of the fare. The passenger would be responsible for the remaining 50 percent of the fare. Participating non - profit agencies would determine which consumers would be eligible for taxi vouchers. Trips could be scheduled in advance through the First Student scheduler or directly through the existing centralized taxi dispatch. However, consumers who are within the KATS service area and require rides during normal operating hours would be scheduled on KATS if possible, before being referred to the taxi provider. Taxi operators must complete required passenger safety training in order to ensure safety of the non - profit agency consumers while they are using the taxi service. Participating agencies should determine in advance, the necessary training requirements for taxi drivers and include those requirements in the RFP. The taxi operator would be free to pick up private customers in- between trips for non - profit clients. If this strategy is selected, the cost and benefits of the existing Saturday service should be projected in order to determine if the subsidized taxi service could replace the dial -a -ride service on Saturdays. If the cost of providing taxi service on Saturday is low enough, it could replace the existing Saturday service operated by KATS. The taxi could also provide additional Sunday service, if the cost savings is sufficient or additional funding is obtained. Designation of Responsible Party for Implementation The SCOK would be responsible for negotiating the lease agreement and developing the RFP. Participating human service agencies would determine eligibility for subsidized passenger fares. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 49 First Student should be the responsible party for maintenance of the wheelchair accessible taxi vehicle as a part of the lease agreement. Such an agreement would ensure that maintenance was performed according to the manufacturer's schedule and standards, and further improve the quality of service to the consumer. Implementation Pre - Requisites SCOK should explore the possibility of obtaining a grant from the Alaska Mental Health Trust fund to purchase a wheelchair accessible van. A public transportation provider in Soldotna, CARTS, recently obtained a similar grant to purchase their wheelchair accessible van. Service Provider Responsibilities This is a new service and points out the potential need to hire a full -time mobility coordinator to negotiate with taxi provider and non - profit agencies and to educate the public about the available service. The private taxi operator who is awarded the contract to provide wheelchair accessible service will be responsible for operating service at the level agreed upon in the contract with SCOK. The taxi operator will be responsible for recordkeeping and reporting requirements. Advantages The following list outlines some, but not all, potential advantages. 1. Expands the geographic area of service to people requiring a wheelchair accessible vehicle. 2. Improves service to the Kodiak Airport, especially for people requiring a wheelchair accessible vehicle. 3. Could allow the existing service area to be reduced in order to improve the efficiency of the existing service. 4. Expands service to evening hours. 5. Expands service to Sunday. Challenges Potential challenges for Strategy #4 are listed below. 1. At least one taxi operator must bid on the RFP and agree to provide the service. 2. High existing taxi fare rates may be cost prohibitive for people with low incomes, even if a subsidy is offered. 3. Cost to consumer and /or non - profit organization that subsidizes the trip may be higher than existing KATS fare. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring SO • Strategy #5: Vanpool Program Approach Strategy #5 is designed to meet the identified need to expand the geographic area of service and serve the Coast Guard Base. Vans would be purchased through use of federal JARC funds and matching dollars. Vanpool participants would be responsible for paying the cost of operation. One of the vanpool participants in each van would serve as the designated driver. Overview of the Implementation Strategy Vanpool programs provide a viable alternative to public transit, especially for longer distance trips. The civilian and Base personnel living in the City of Kodiak or other points to the north of town would be the likely users. Base employees are eligible for a federal transit allowance of $50 per month. Since the cost of the van is paid for, the total cost to federal employee participants in the program would be zero. A vanpool coordinator would be responsible for organizing the vanpools from a list of interested persons. First Student could be contracted for the maintenance and repair work. There may also be a potential to establish vanpools for Kodiak Island Borough residents who live in Bells Flats (south of the Coast Guard Base). The distance between Bells Flats and the employment center in the City of Kodiak is sufficiently great as to make it economically efficient to use a vanpool. Other outlying communities may also have sufficient demand to fill a vanpool. Designation of Responsible Party for Implementation The SCOK would be responsible for purchasing vans for the vanpool program and all reporting requirements. First Student would act as the vanpool coordinator. Service Provider Responsibilities Service provider responsibilities are limited to those of the vanpool coordinator to manage a list of interested participants and match them with the appropriate vanpool. Advantages The following list outlines some, but not all, potential advantages. 1. Improves home -to -work transportation opportunities to outlying areas. 2. Improves service to the Coast Guard Base and replaces loss of service caused by discontinuation of the public fixed route service. 3. Vanpools are a very cost effective service, especially for Coast Guard Base employees. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 51 Challenges Potential challenges for Strategy #4 are listed below. 1. Obtaining minimum level of participation to fill 12 passenger vans could be a challenge. A significant and targeted marketing effort will be necessary. 2. Vehicles must be replaced on a reasonable schedule and capital funding will be necessary. 3. Job Access and Reverse Commute grants are competitively awarded and funding for Alaska's rural areas is somewhat limited. DRAFT KODIAK MOBILITY MANAGEMENT PLAN RLS & Associates, Inc. with Jon Spring 52 KODIAK ISLA ' )OROUGH WORK SESSICJ* Work Session of: 2 '2 ' ,' ' Please PRINT your name Please PRlINIT your name "l n 14v) Re :, 0 ke___- cs.....:\x„,,,:, SDV\ 'Spt,r5 C v - - - , \\-t. ., A \<" v C' n /AC �� v