KITSAP TRANSIT IS UPGRADING BUS SERVICE Table of Contents

2019 - 2024 TRANSIT DEVELOPMENT PLAN

SILVERDALE TRANSIT CENTER

Contents Glossary ...... 3 Section I: Organization ...... 3 Section II: Physical Plant ...... 6 Section III: Service Characteristics ...... 7 Section IV: Service Connections ...... 10 Section V: Activities in 2018 ...... 12 Section VI: Proposed Action Strategies, 2019 – 2024 ...... 15 Section VII: Capital Planning ...... 18 Section VIII: Operating Data, 2018 – 2024 ...... 19 Section IX: Operating Revenues and Expenditures, 2018 – 2024 ...... 21 Section X: Transit System Vision Map ...... 22 Appendix I: Routed & Worker / Driver System Maps ...... 23 Appendix II: Equipment & Facilities Asset Inventory ...... 24 Appendix III: Fleet Inventory ...... 25 Appendix IV: Transit Asset Management Plan (TAM) ...... 26 Appendix V: SK Ride Service Area Map ...... 27 Appendix VI: Kingston Ride Service Area Map ...... 28 Appendix VII: Kingston Fast Ferry Commuter Service Area Map ...... 29

Kitsap Transit 60 Washington Avenue, Suite 200, Bremerton, WA 98337 Date of Public Hearing: September 3, 2019 Pursuant to RCW 35.58.2795

Glossary

ACCESS – Kitsap Transit’s ADA demand ORCA – One Regional Card for All response bus service regional fare payment card used on Puget Sound area transit systems and ADA – Americans with Disabilities Act WSF

APC – Automatic Passenger Counters PSNS – Puget Sound Naval Shipyard

AVL – Automatic Vehicle Locator RRFP – Regional Reduced Fare Permit ORCA Card for qualified persons to ride BTC – Bremerton Transportation Center for reduced cost at ½ the normal fare.

CRA – Comprehensive Route Analysis TAM – Transit Asset Management Plan

CTR – Commute Trip Reduction TIP – Transportation Incentive Program for Department of Navy employees to DOD – Department of Defense help reduce their daily contribution to traffic congestion and air pollution, as DSHS – Department of Social and Health well as expand their commuting Services alternatives.

KT – Kitsap Transit W / D – Kitsap Transit’s Worker/Driver program serving the PSNS and Bangor KTFF – Kitsap Transit Foot Ferry Naval Bases

LRTP – Long Range Transit Plan WSF – Washington State Ferries

NTD – National Transit Database

Section I: Organization

The Transit Development Plan is reviewed annually and serves as a 5-year guide for Kitsap Transit. The Plan relates with the Long Range Transit Plan as an implementation and progress report reflecting on progress made towards the Kitsap Transit vision.

The Kitsap Transit Vision map is found in Section X on page 21. The Vision map serves as a planning reference for Kitsap Transit’s long range goals. The map may be amended to reflect the needs of Kitsap Transit as the area’s population and employment distribution changes.

Kitsap Transit (KT) is a public transportation benefit area authority, authorized in Chapter 36.57A RCW, and located in Kitsap County, Washington. KT began providing public transportation services in early 1983. KT's system map appears in Appendix I, showing the extent of the agency's service area. Beginning in 2011, as the result of a change in state law, membership on the KT Board of Commissioners increased from nine to ten and now includes one non-voting member who represents the agency's labor unions. The nine voting members of the KT Board are the three Kitsap County Commissioners; the mayors (or an appointed Council Member) of the four incorporated cities in Kitsap County: Bainbridge Island, Bremerton, Port Orchard and Poulsbo; a member of the Bremerton City Council, appointed by the Bremerton City Council President; and one at-large member selected by the Board Chair from among interested elected officials from the four cities in the agency’s service area. All board members serve for the duration of their elected term of office, with the exception of the Bremerton City Councilmember, who serves for a one- year term, and the at-large member, who serves for a two-year term and is selected at the last meeting in December or the first meeting in January every other year.

Kitsap Transit recently added a Marine Services Department as a result of the approval of Proposition 1 in November 2016. The Proposition authorized the collection of 3/10 of a cent sales tax to support passenger-only Fast Ferry services to Seattle from Bremerton, Kingston and Southworth. Increases in service hours, mileage and ridership forecasts can be attributed to the planned service improvements associated with new ferry services and the implementation of recommendations from the Long Range Transit Plan (LRTP) and the Comprehensive Route Analysis (CRA). New Fast Ferry service started in the summer of 2017 from Bremerton to Seattle; service began in late 2018 from Kingston to Seattle and 2020 from Southworth.

Page 5 displays the 2019 organizational chart for Kitsap Transit.

In 2018, Kitsap Transit employed full-time equivalent employees in the following departments:

6.0 Full-time equivalents in the Executive Division 225.5 Full-time equivalents in the Operations Division Of these: 114.5 were for Routed Service 86.0 were for ACCESS Service 21.0 were for Worker/Driver Service 55.5 Full-time equivalents in the Vehicle and Facilities Maintenance Division 20.5 Full-time equivalents in the Service Development Division 10.1 Full-time equivalents in the Finance Division 6.0 Full-time equivalents in the Human Resources Division 3.0 Full-time equivalents in the Capital Development Division 26 Full-time equivalents in the Marine Services Division

Section II: Physical Plant Kitsap Transit's administrative offices are located at 60 Washington Avenue, Suite 200 in Bremerton, WA, 98337. The agency's primary maintenance and operations facility is at 200 Charleston Boulevard, Bremerton, WA, 98312-4199. In addition, Kitsap Transit has a North Base at 21711 Vetter Road NW, Poulsbo, WA, 98370 and a South Base at 1430 Retsil Road, Port Orchard, WA, 98366. Both the Routed and ACCESS operators report to the South Base and to the North Base for transit service in those areas.

Kitsap Transit also has a customer service office in the Bremerton Transportation Center (BTC), a major, multi-modal center serving buses, car ferries and passenger-only ferries, that opened in 2000 at 10 Washington Avenue in downtown Bremerton and a Call Center located in the Harborside Administration Bldg. A commuter-oriented, 72-space bicycle-storage facility, The Bike Barn at Bainbridge Island, opened in 1999 in the center of the Bainbridge Island Transfer Center.

The Appendices contain the completed forms for the state’s public transportation management system for all Kitsap Transit's owned and contracted revenue vehicles and facilities.

Kitsap Transit owns 4 park and ride locations and leases 18 locations. The four owned locations are displayed below.

Name Location Stalls Annapolis Ferry Terminal 1076 Beach Dr. E, Port Orchard 75 Georges Corner 27618 Hansville Rd NE, Kingston 225 Harper 10384 SE Sedgwick Rd, Port Orchard 462 North Viking Transit Center 21710 Vetter Rd NW, Poulsbo 265

Section III: Service Characteristics In 2018, Kitsap Transit provided fixed route service, ADA-accessible demand response service (ACCESS), VanLink, Worker/Driver service, vanpool service, general public dial-a- ride service, on-demand and foot ferry service for parts of Kitsap County. Kitsap Transit’s system map, in Appendix I, shows where Fixed Route service, Worker/Driver service, and Kitsap Transit Foot Ferry (KTFF) service is offered.

The headways for routes that operated all day were usually one hour. During commute hours, many of these all-day routes are also scheduled to meet Washington State Ferries (WSF) at the Bainbridge Island, Bremerton and Southworth terminals. Weekday service hours are from 4 a.m. to 8:30 p.m.

In 2017, Kitsap Transit introduced the Bremerton to Seattle Fast Ferry service and two new routes connecting to that service in Bremerton. In late 2018, the Kingston Fast Ferry service began linking Kingston to Seattle with six weekday round trips and two new routes. Kitsap Transit also began to offer an on demand service linking areas around Kingston to the new ferry service.

On Saturdays, 18 fixed routes were operated on one-hour headways between 10 a.m. and 5:30 p.m. The Port Orchard to Bremerton Foot Ferry operates every 30 minutes on Saturdays. *In March 2019, Kitsap Transit implemented 30 minute service frequency between Silverdale and Bremerton on two routes.

2018 marked the 75th year of Worker/Driver program serving Puget Sound Naval Shipyard and Naval Base Kitsap. Kitsap Transit operates 35 Worker/Driver routes.

Cash Fares: Cash fares are $2 on Routed buses and the Kitsap Transit Foot Ferry (KTFF), payable with cash or E-purse funds loaded on an ORCA card. Cash fares are $1 on Routed buses and the KTFF with a Reduced Fare or Regional Reduced Fare-qualified ORCA card or a Regional Reduced Fare Permit (RRFP) Card. Cash fares on ACCESS (demand response) buses and Dial-A-Ride services are $2, and there is a $1 surcharge for outlying area service in ACCESS. VanLink service is $2.00 as well. The new Fast Ferry fares are below. 7

Fast Ferries Eastbound Westbound Monthly Pass

Kitsap Transit Per trip fare Fast Ferry only Bus / Fast Ferry Adult $2.00 $10.00 $168.00 $196.00 Reduced Fare $1.00 $5.00 $84.00 $98.00

Reduced Fare Eligibility Riders who meet the following criteria are eligible for a Reduced Fare ORCA Card:  Youth: Age 6-18 with proof of age.  Low Income: Department of Social and Health Services (DSHS) low income, with proof of DSHS status and family size.

Riders who meet the following criteria are eligible for a Regional Reduced Fare ORCA Card:  Medicare Cardholders  Elderly: Age 65 and older with proof of age.  Disabled: With proof of Medicare card, Social Security Disability benefits, 40% or greater Veterans Affairs disability rating or Supplemental Security Income benefits for a disability.

Monthly Passes Monthly Bus Pass - $50 Valid on KT Routed service, ACCESS (eligible riders only) and KTFF. Fast Ferry Pass - $168 for Fast Ferry Only and $196 for Bus and Fast Ferry.

Reduced Fare Monthly Bus Pass - $25 Reduced Fast Ferry Pass - $84 for Fast Ferry Only and $98 for Bus and Fast Ferry.

Reduced fare is valid on KT Routed service, ACCESS (eligible riders only), Fast Ferry and KTFF. Riders must qualify for and have a Reduced Fare or Regional Reduced Fare- qualified ORCA card to purchase.

Regional Monthly Puget Pass Valid for fare on Kitsap, Everett, Pierce, Metro, Community and Sound Transit(s) up to the trip value. When riding a service with a higher fare, the difference can be paid with cash or via ORCA E-purse. Many trip values are available. The most common for KT riders are:

 Puget Pass - $2 each fare or $72 a month or $360 for eastbound and westbound with Fast Ferry service  Reduced Fare Puget Pass - $1 Fare or $36 a month or $180 for eastbound and westbound with Fast Ferry service

Riders who use WSF can add a monthly ferry pass to their ORCA card in combination with any of the passes above to pay their fare on all the systems they ride. There is also now a Regional all day pass that can be purchased and loaded onto an Orca card for $8.00. Reduced fare for Senior/Disabled is $4.00 and must be loaded onto an RRFP Orca card.

Employees of the DOD who commute to work by bus, vanpool, or ferry (walk-ons or passengers in a vanpool on WSF) are eligible to be reimbursed up to the current TIP subsidy amount, per month, for their actual commuting costs. The reimbursement allows free rides on Routed bus, Worker/Driver bus, vanpool (up to the current TIP subsidy amount per the TIP guidelines), KTFF or ACCESS service.

Free Riders  Children under the age of six ride free when accompanied by a fare-paying, responsible individual.  Any of the region's law enforcement personnel and fire fighters, in uniform or out of uniform, inside or outside of their jurisdiction.  Personal-care attendants traveling with eligible disabled customers.  Bikes ride free on Kitsap Transit buses and the Kitsap Transit Foot Ferry, limited to space available.

Vanpools Vanpool rates are determined by the size of the van, the number of miles traveled on the vanpool route and the number of riders on board. A full listing of vanpool fares and information can be viewed on our website at http://www.kitsaptransit.com/vanpool

Worker/Driver Buses The one-way cash fare on Worker/Driver (W/D) buses is $3.00, payable with cash or ORCA card E-purse. W/D riders can also pay their fare with a $97 KT W/D monthly bus pass loaded on an ORCA card. Monthly passes are valid on W/D routes as well as on Routed, ACCESS (eligible riders only) and the KTFF. Most W/D fares are paid by the U.S. Navy.

Section IV: Service Connections

KT provides bus connection services at the following transportation facilities:  Bremerton Transportation Center (BTC) with connections to WSF, KTFF, Mason Transit and other KT bus routes  Bainbridge Island Ferry Terminal with connections to WSF, Clallam Transit and other KT bus routes  Kingston Ferry Terminal with connections to WSF and other KT bus routes  Southworth Ferry Terminal with connections to WSF  Port Orchard Ferry Dock with connections to KTFF and other KT bus routes  Annapolis Ferry dock with connections to KTFF  West Bremerton Transfer Center with connections to other KT bus routes  East Bremerton Transfer Center with connections to other KT bus routes  Silverdale Transfer Center with connections to other KT bus routes  North Viking Transit Center with connections to other KT bus routes, Clallam and Jefferson Transit  Purdy park & ride lot in Pierce County with connections to Pierce Transit routes 100 and 102  Kitsap Transit’s Fast Ferry arrival location in Seattle is a short walk from King County’s Bus Route 12 serving the Capitol Hill area

In addition, KT provides open-door service to many of the middle and high schools in its service area, as well as the Bremerton and Poulsbo branches of Olympic College. All but two of the W/D buses and many vanpool vans serve Puget Sound Naval Shipyard (PSNS)/Naval Base Kitsap. Other vanpools serve Naval Base Bangor along with two W/D buses.

The Bainbridge Island Ride (BIRide) service started in June 2014. The service provides curb to curb dial a ride service to the general public. It operates Monday-Friday from 9:30 a.m. to 3:20 p.m. and Saturdays from 10:35 a.m. to 3:55 p.m. More information can be found at: http://www.kitsaptransit.com/service/routed-buses/bi-ride

The South Kitsap Ride (SKRide) service commenced in 2015. It offers an on-demand style of bus service that utilized both traditional call-in requests and an application that can be downloaded to a phone or computer to request rides in the McCormick Woods area of Port Orchard, parts of Bremerton and the County. The service offers connections to Routes 4 and 5. More information can be found at: http://www.kitsaptransit.com/service/routed-buses/sk-ride

Kingston Ride services begin operation in June 2017. The service is based upon a similar model as the South Kitsap Ride bus service. The Kingston Ride will offer connections to WSF ferries at Kingston and Kitsap Transit routes 91 and 92 serving Bainbridge Island and Suquamish. More information can be found at: http://www.kitsaptransit.com/service/routed-buses/kingston-ride

Kingston Ride Fast Ferry Commuter service began operation in November 2018. The Fast Ferry Commuter Service is a shared ride shuttle to and from Kingston Ferry Terminal. The service allows for riders to call ahead to reserve their seat connecting to each of the Fast Ferry sailings to Seattle. It is similar to the Bainbridge Island Ride service. More information can be found at: http://kitsaptransit.com/service/routed- buses/kingston-ride-fast-ferry-commuter

Kitsap Transit operated Routed service and Worker/Driver service to 22 park & ride lots throughout Kitsap County in 2018.

Section V: Activities in 2018 In 2018, we addressed RCW 47.04.280 Transportation System Policy Goals through the following action strategies:

1. Preservation: To maintain, preserve, and extend the life and utility of prior investments in transportation systems and services.  Received 4 routed 29’ heavy duty replacement buses and 12 paratransit replacement vehicles.  Took delivery of one 40’ Electric fixed route bus marking the first all-electric transit revenue vehicle for Kitsap Transit.  Supported recruiting new members for its Citizens Advisory Committee.  Ongoing work with developers and cities to facilitate transit access design elements into their projects furthering transit ridership into the future.  Began construction of two Bremerton based Fast Ferries to allow for increased reliability and future service frequency expansion.  Started construction of replacement foot ferry which uses hybrid power.  Secured approval to construct new Annapolis Ferry Dock to ADA standards.  Upgraded the Bremerton Transportation Center - expanding ADA access.  Replaced aging bus shelters with new modern shelters to improve passenger experience at over 24 locations.

2. Safety: To provide for and improve the safety and security of transportation customers and the transportation system.  Exceeded current security standards and maintained the security plan with WSF for the state-operated ferry terminals in Kitsap County.  Approximately ten percent (10%) of employees have maintained their first aid/CPR certifications.  Increased the use of safety technology by upgrading video surveillance systems.  Continued to install “bus camera” systems, where all new bus purchases will have bus cameras installed as we purchase replacement rolling stock.  In conjunction with the Washington State Transit Insurance Pool, conducted an annual Best Practice audit of the agency’s safety practices. Implemented minor improvements to current practices.  Reviewed and updated and implemented the driver mentor program and hired additional driver mentors.  Continued the and new operator training programs, focusing on Safety, Service and Schedule.  Continued the Near Miss policy designed to obtain and analyze data trends to mitigate risk before a safety event occurs.  Reviewed and updated agency safety policies and procedures, as needed.  Conducted an annual Safety and Security Audit of all report locations. 12

3. Mobility: To improve the predictable movement of goods and people throughout Washington State.  Implemented Automatic Vehicle Locator (AVL)/ Double Map technology which is now available to customers and dispatchers for real time bus tracking.  Continued to meet with the agency’s three advisory committees for input on all KT programs and for special needs issues and discussions. Citizens Advisory Committee meetings were held every month during 2018. The ACCESS passenger advisory committee meetings were held with the Title VI committee which works to ensure that minority and limited English speaking population needs are met.  Completed the Comprehensive Route Analysis of the Routed system.  Completed planning and public outreach for the Routed system improvements recommended in the Comprehensive Route Analysis to improve running times, destination choices and passengers per hour rates.  Applied new routed dispatching and planning software to enhance system efficiencies to maximize bus fleet resources.

4. Environment: To enhance Washington’s quality of life through transportation investments that promote energy conversation, enhance healthy communities and protect the environment.  Procured a 43’ electric Routed bus and placed it in service the week of April 22, 2018 to coincide with Earth Day.  Acquired property for the Silverdale Transit Center which will link jobs, housing and two Regional Centers through a new transit corridor.  Converted from diesel to B5 bio-diesel (5% blend bio-diesel). Compared to petroleum diesel, bio-diesel is safer, biodegradable and produces less air pollutants than petroleum-based diesel.  Replaced 23 ACCESS, 2 Routed and 4 staff diesel and gasoline-fueled vehicles with propane-fueled vehicles.  Studied fleet composition and available technology to enhance KT fleet mileage.  Maintained new “porous pavements” and other Low Impact Development (LID) techniques in Park & Ride lots, building off the Harper Church Park & Ride lot as our porous pavement prototype. Kitsap Transit has included porous pavement in its North Base park & ride project completed in 2016.  Savings in electricity charges occurred as a result of the upgraded lighting to LED at the Charleston Base with an overall savings of 28% to date.  Completed ISO 14001 recertification process for Charleston Base and obtained certification to North Base. ISO 14001 certifications are now compliant with new 2015 regulations.  Began construction of new passenger-only foot ferry with hybrid electric propulsion.

 Secured contract to construct two bow loading fast ferries for the Kingston and upcoming Southworth Fast Ferry services.

5. Stewardship: To continuously improve the quality, effectiveness and efficiency of the transportation system.  Continued Commute Trip Reduction (CTR) support at a very high level to major employers and centers with a focus on significantly increasing KT’s mode share at PSNS and in the Bremerton Urban Area.  Financially, and with other resources supported the effort of the Kitsap Regional Coordinating Council (KRCC) on a Highway 305 Corridor Study in preparation for investments leading to a multimodal corridor.  Engaged in collaboration with transit adjacent development projects in each of the cities and Kitsap County.  Moved forward with procurement of a hybrid spare vessel for the KTFF based on a cost-benefit analysis that projected the hybrid system will likely pay for itself in approximately four years. Total savings over 20 years of approximately $1.3 million compared to an optimum diesel engine plus, emissions reductions between 53% and 67%. The quality and performance equal to or better than the Admiral Pete. Delivery of the new vessel is expected in 2019.

Section VI: Proposed Action Strategies, 2019 – 2024 The proposed changes in Section VI below are action strategies that reflect upon the following state Transportation Service Objectives.

Kitsap Transit will implement recommendations from the Comprehensive Route Analysis (CRA) in a phased approach based upon available resources. The full implementation of recommendations is expected to require at least 1 year.

1. Preservation: To maintain, preserve and extend the life and utility of prior investments in transportation systems and services.  Execute long-range planning goals as outlined in the Kitsap Transit Long Range Transit Plan (LRTP) and the five local Comprehensive Plans.  Further apply Comprehensive Route Analysis (CRA) recommendations to Routed service including the increase in revenue hours to better serve a growing Region.  Apply for federal funding to ensure continuation of fleet replacement per the Transit Asset Management Plan (TAM).  Open the new Wheaton Way Transit Center – improving ADA access and on-time performance!  Complete final design for the Silverdale Transit Center.  Complete construction of the new Annapolis Ferry Dock to create an ADA accessible ferry dock where it is not accessible today.  Continue 100% adherence to scheduled maintenance requirements for vehicles and facilities.  Continue to recruit new members for the Citizens Advisory Committee as vacancies become available.  Meet the requirements of the adopted Title VI Plan and all updates required.  Enter into service the second and third Bremerton based fast ferry vessels.  Begin operating base heavy maintenance facility design.  Kitsap Transit will support efforts to implement the ORCA next generation card.

2. Safety: To provide for and improve the safety and security of transportation customers and the transportation system.  Maintain current security standards and update information to be included in the Kitsap County Hazard Mitigation Plan.  Perform yearly emergency drills.  Order new buses equipped with on-board video.

3. Mobility: To improve the predictable movement of goods and people throughout Washington State.  Continue to use AVL/APC data to better-size equipment as well as service schedules to passenger demand. 15

 Continue to meet county-wide ACCESS demand within budget by use of zoning and connections to additional destination and connection points.  Support increased use of BI Ride services on Bainbridge Island.  Implement fast ferry service from Southworth to downtown Seattle.  Implement additional bus service to meet fast ferry service.  Continue connection standards with WSF, Clallam, Mason, Jefferson and Pierce County transit systems.  Improve ADA access at ferry terminals and transit centers.  Improve system mobility by: o Relocating and constructing the Silverdale Transit Center o Locating and building an additional Port Orchard Park & Ride o Advance the SR 104 and Bond Road Park & Ride to support the Kingston to Seattle Passenger-Only Ferry o Making ADA improvements to the Annapolis Ferry Terminal o Complete North Base heavy duty maintenance facility to promote efficiency

4. Environment: To enhance Washington’s quality of life through transportation investments that promote energy conservation, enhance healthy communities and protect the environment.  Maintain ISO 14001 certification for Charleston Base and North Base in compliance with the new ISO 14001:2015 standard.  Extend ISO 14001 principles to all other Kitsap Transit operating facilities with plans to obtain ISO 14001 certification in 2019 for the ferry fueling operations at the Bremerton Transportation Center.  Construct new facilities utilizing ISO 14001 principles.  Continue efforts, through new clean-air buses and use of smaller buses, to reduce transit vehicle fuel use and emissions to minimum levels. o Promote use of alternative fuels such as propane and bio-diesel to meet State of Washington alternative fuel requirements. o Complete transition ACCESS fleet to propane use. o Future support vehicles to be either flex fuel, electric or hybrid. o Begin operation of new passenger-only ferry with hybrid electric propulsion on the Bremerton – Port Orchard route.  Utilize environmentally safe and sustainable building practices for all construction projects.  Procure 1 additional electric bus; 35 foot battery powered Gillig.

5. Stewardship: To continuously improve the quality, effectiveness and efficiency of the transportation system.  Continue to pursue federal funding opportunities to support needed facilities, services and planning efforts that enhance the efficiency of Kitsap Transit.  Start a 12 month Day Pass pilot program to encourage more transit use  Maintain emphasis on passengers per hour according to Kitsap Transit’s Service Standards.  The Worker/Driver Program will continue to hold multiple ridership and information outreaches this year inside and outside of the PSNS.  Continue CTR support at a very high level to major employers and centers with a focus on significantly increasing KT’s mode share at PSNS. Increase Worker/Driver service to meet new employee hires at PSNS.  Continue assisting cities, especially Bremerton and Port Orchard, in downtown redevelopment activities and other densification/Transit Oriented Development projects.  Construction of a hybrid spare vessel for the KTFF based on a cost-benefit analysis that projected that the hybrid system will likely pay for itself in approximately four years. A total savings over 20 years of approximately $1.3 million compared to an optimum diesel engine. Total emissions reductions between 53% and 67% and quality and performance equal to or better than the Admiral Pete.

Section VII: Capital Planning

2019 2020 2021 Grant Funding Local Funding Total Grant Funding Local Funding Total Grant Funding Local Funding Total Vehicles $11,802,916 $515,017 $12,317,933 $7,728,500 $1,432,125 $9,160,625 $5,915,763 $1,478,941 $7,394,704 Passenger Ferry Vessels $1,183,588 $40,449,904 $41,633,492 $532,200 $15,000,000 $15,532,200 $260,000 $3,000,000 $3,260,000 Operations Bases $922,041 $506,500 $1,428,541 $325,000 $2,600,000 $2,925,000 $447,427 $250,000 $697,427 Passenger Ferry Terminals $7,225,148 $2,829,952 $10,055,100 $575,479 $143,900 $719,379 $625,000 $156,250 $781,250 Park & Ride/Transit Centers $9,976,573 $2,852,467 $12,829,040 $4,110,160 $3,525,540 $7,635,700 $2,600,000 $1,500,000 $4,100,000 Equipment and Systems ‐ Ferry $114,200 $220,000 $334,200 $0 $250,000 $250,000 $225,000 $75,000 $300,000 Equipment and Systems ‐ Bus $0 $1,666,451 $1,666,451 $1,250,000 $315,000 $1,565,000 $425,000 $150,000 $575,000

Total Capital Program $31,224,466 $49,040,291 $80,264,757 $14,521,339 $23,266,565 $37,787,904 $10,498,190 $6,610,191 $17,108,381 2022 2023 2024 Grant Funding Local Funding Total Grant Funding Local Funding Total Grant Funding Local Funding Total $6,000,000 $1,500,000 $7,500,000 $6,000,000 $1,500,000 $7,500,000 $6,000,000 $1,500,000 $7,500,000 $265,000 $67,000 $332,000 $265,000 $67,000 $332,000 $265,000 $67,000 $332,000 $455,000 $250,000 $705,000 $2,000,000 $500,000 $2,500,000 $2,000,000 $500,000 $2,500,000 $425,000 $107,000 $532,000 $425,000 $107,000 $532,000 $425,000 $107,000 $532,000 $1,250,000 $350,000 $1,600,000 $1,250,000 $350,000 $1,600,000 $1,250,000 $350,000 $1,600,000 $275,000 $75,000 $350,000 $325,000 $82,000 $407,000 $325,000 $82,000 $407,000 $250,000 $62,500 $312,500 $275,000 $69,000 $344,000 $275,000 $69,000 $344,000

$8,920,000 $2,411,500 $11,331,500 $10,540,000 $2,675,000 $13,215,000 $10,540,000 $2,675,000 $13,215,000

Kitsap Transit is awarded $1,500,000 in Transportation Development Credits annually to use toward qualified project matching funds and has a Capital project reserve fund to help offset local contributions towards grant matches.

Section VIII: Operating Data, 2018 – 2024

Fixed Route Service 2018 2019 2020 2021 2022 2023 2024 Revenue vehicle hours 117,863 128,000 128,000 128,000 128,000 128,000 128,000 Total vehicle hours 138,312 151,000 151,000 151,000 151,000 151,000 151,000 Revenue vehicle miles 1,840,100 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 Total vehicle miles 2,361,399 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000

Passenger trips 2,152,638 2,175,000 2,200,000 2,400,000 2,500,000 2,650,000 2,650,000

Fatalities 0 Diesel fuel consumed (gal) 413,199 Reportable injuries 4 Propane 9,835 Collisions 2

Demand Response 2018 2019 2020 2021 2022 2023 2024 Service Revenue vehicle hours 87,531 88,000 89,000 90,000 91,000 92,000 93,000 Total vehicle hours 97,130 98,000 99,000 100,000 101,000 102,000 103,000 Revenue vehicle miles 1,251,612 1,288,000 1,300,000 1,310,000 1,320,000 1,330,000 1,340,000 Total vehicle miles 1,554,545 1,500,000 1,600,000 1,655,000 1,700,000 1,710,000 1,720,000

Passenger trips 294,105 295,000 305,000 310,000 311,000 312,000 320,000

Fatalities 0 Diesel fuel consumed (gal) 84,234 Gasoline Reportable injuries 1 consumed 1,478 (gal) Collisions 0 Propane 121,934

Worker/Driver Service 2018 2019 2020 2021 2022 2023 2024 Revenue vehicle hours 15,727 15,800 15,800 15,800 15,800 15,800 15,800 Total vehicle hours 19,716 20,000 20,000 20,000 20,000 20,000 20,000 Revenue vehicle miles 337,986 337,000 337,000 337,000 337,000 337,000 337,000 Total vehicle miles 379,787 370,000 370,000 370,000 370,000 370,000 370,000

Passenger trips 357,573 400,000 425,000 425,000 425,000 425,000 425,000

Diesel fuel Fatalities 0 consumed 96,812 (gal) Reportable injuries 0

Collisions 0

Vanpool Service 2018 2019 2020 2021 2022 2023 2024 Revenue vehicle hours 25,887 28,000 29,000 30,000 30,000 30,000 30,000 Total vehicle hours 25,887 28,000 29,000 30,000 30,000 30,000 30,000 Revenue vehicle miles 741,977 800,000 825,000 850,000 850,000 850,000 850,000 Total vehicle miles 741,977 800,000 825,000 850,000 850,000 850,000 850,000

Passenger trips 168,402 170,000 190,000 200,000 200,000 200,000 205,000

Fatalities 0 Diesel fuel consumed (gal) 4,385 Reportable injuries 0 Gasoline consumed (gal) 44,354 Collisions 0

Foot Ferry Service 2018 2019 2020 2021 2022 2023 2024 Revenue vehicle hours 6,227 6,250 6,250 6,250 6,250 6,250 6,250 Total vehicle hours 6,369 6,400 6,400 6,400 6,400 6,400 6,400 Revenue vehicle miles 43,964 44,500 44,500 44,500 44,500 44,500 44,500 Total vehicle miles 45,222 44,500 44,500 44,500 44,500 44,500 44,500

Passenger trips 555,258 565,000 585,000 585,000 590,000 590,000 595,000

Fatalities 0 Diesel fuel consumed (gal) 46,721 Reportable injuries 1 Gasoline consumed (gal) 0 Collisions 0

Fast Ferry Service 2018 2019 2020 2021 2022 2023 2024 Revenue vehicle hours 3,193 6,400 8,200 8,200 8,200 8,200 8,200 Total vehicle hours 3,193 6,400 8,200 8,200 8,200 8,200 8,200 Revenue vehicle miles 72,827 82,668 145,000 155,736 187,790 187,790 187,790 Total vehicle miles 72,827 82,668 145,000 155,736 187,790 187,790 187,790

Passenger trips 299,471 334,912 405,000 437,602 495,000 495,000 500,000

Diesel fuel Fatalities 0 consumed 286,401 (gal) Reportable injuries 0 Collisions 0 Safety related data (fatalities, injuries, and collisions) used NTD definitions.

Section IX: Operating Revenues and Expenditures, 2018 – 2024

Transit Development Plan - Draft Section IX - Operating Revenues and Expenditures (2018 - 2024) (Dollars in thousands)

Actual Budget Outlook 2018 2019 2020 2021 2022 2023 2024 REVENUES FARES - ROUTED 2,521 2,706 2,596 2,622 2,648 2,674 2,701 FARES - WORKER DRIVER 1,482 1,518 1,423 1,437 1,452 1,466 1,481 FARES - VANPOOL 474 522 463 467 472 477 481 FARES - DEMAND RESPONSE 247 251 239 242 244 247 249 FARES - FERRY 1,831 2,733 3,004 3,550 4,102 4,286 4,480 PARKING REVENUE 178 174 184 186 188 189 191 ADVERTISING REVENUE 113 100 - - - - - RENTAL INCOME 382 384 417 421 426 430 434 SALES TAX - NET 57,309 59,066 57,377 59,672 62,060 64,542 67,124 OPERATING GRANTS 1,053 435 380 380 380 380 380 INTEREST INCOME 1,201 830 620 487 624 782 938 OTHER INCOME (EXPENSE) (5) 24 679 686 692 699 706 TOTAL REVENUES 66,786 68,743 67,382 70,150 73,287 76,173 79,166

OPERATING EXPENSES ROUTED SERVICE 20,080 24,979 25,429 26,701 28,036 29,438 30,910 WORKER DRIVER 3,094 3,337 3,271 3,435 3,607 3,787 3,976 VANPOOL 1,134 1,156 1,152 1,210 1,271 1,335 1,402 DEMAND RESPONSE 12,169 13,675 13,794 14,484 15,208 15,968 16,766 FERRY 7,010 12,328 9,781 12,333 12,949 13,596 14,276 TOTAL OPERATING EXPENSES 43,486 55,474 53,428 58,163 61,071 64,124 67,330

NET CASH AVAILABLE FROM OPERATIONS 23,300 13,269 13,954 11,987 12,216 12,049 11,836

BEGINNING UNRESTRICTED RESERVES 17,212 33,000 17,858 12,208 15,341 23,627 31,581 NET CASH AVAILABLE FROM OPS 23,300 13,269 16,249 14,374 14,698 14,631 14,522 PRINCIPAL AND INTEREST PAYMENT (4,516) (4,993) (4,940) (4,938) (4,309) (4,309) (4,303) CAPITAL EXPENDITURES, NET (3,254) (17,853) (22,959) (6,302) (2,104) (2,367) (2,367) RESERVES (19) (4,000) 6,000 - - - - OTHER, NET 3,729 (141) - - - - - ENDING UNRESTRICTED RESERVES 36,451 19,282 12,208 15,341 23,627 31,581 39,433

Section X: Transit System Vision Map

Appendix I: Routed & Worker / Driver System Maps

Worker/Driver Routes 2019 For detailed Worker/Driver Route information go to http://www.kitsaptransit.com/service/workerdriver-buses or contact Cyndi Griffey at 360.478.6222 or [email protected] ± Î Bangor Î PSNS Transit Centers IA Park & Rides Worker / Driver Routes 2019 Î

0 2.5 5 Miles

Appendix II: Equipment & Facilities Asset Inventory

24 Public Transportation Management System Owned Equipment Inventory

Agency/Organization: Kitsap Transit

Date: 2/15/18

Condition Age Remaining Replacement Comments Equipment Code and Description (points) (years) Useful Life Cost ($) (If more than two lines, please attach a (years) separate comment page)

1. Radio Control Base Station and Equipment 212 2 $ 240,000

2. Onan Generator 414 1 $ 90,000

3. Smart Card System and Equipment 58 4 $ 3,900,000

4. Routed Scheduling Software 57 4 $ 120,000

5. Shortel Phone System 47 4 $ 125,000

6. ACCESS Scheduling Software 512 4 $ 210,000

10.

11.

12.

13.

14.

15.

16. Kitsap Transit Facility Inventory Form

Public Transportation Management System Owned Facility Inventory Date: February 15, 2018

Remaining Comments Facility Condition Age Replacement Facility Name Useful Life (If more than two lines, please attach Code (points) (years) Cost ($) (years) a separate comment page)

1 1 Bremerton Transportation Center 5 15 5$ 24,000,000 2 5 Harborside Building and Parking 5 12 8$ 15,432,265 3 23 Charleston Base 4 24 6$ 14,000,000 4 23 North Base 5 12 8$ 626,385 5 23 South Base 2.5 16 4$ 220,000 6 11 Werner Facility (formerly ACCESS) 2.5 20 0$ 350,000 7 8 Bremerton POF Terminal 4.5 15 5$ 19,000,000 8 8 Port Orchard POF Terminal 4 15 5$ 3,200,000 98Annapolis POF Terminal 4 15 5 $ 325,000 10 2 A Float 4 2 18$ 2,500,000 11 8 BI Terminal 3.5 15 5$ 1,125,000 12 1 Poulsbo Transfer Center 5 13 7 $ 310,000 13 1 Silverdale Transfer Center 5 5 15$ 250,000 14 1 Bremerton Transfer Center 4 16 4 $ 100,000 multiple park and rides owned and 15 4 Park and Ride Facilities 4 $ 7,000,000 leased for KT operations 16 17

Appendix III: Fleet Inventory

25 Public Transportation Management System I hereby certify that all information reported in the inventories reflects true, accurate and complete information for the agency/organization listed and that project equipment purchased Owned Rolling Stock Inventory & Verification of Continued Use through a state or federal grant agreement is still being used in accordance with the terms and conditions of the grant agreement. Agency/Organization: Kitsap Transit Signature and Title Date Reporting Year: 2018 Vehicles in RED were disposed of in 2018 Meets Agency Is the Main- Performs its WSDOT Vehicle Vehicle Actual Life Financial Agency's Agency's ULB Replace-ment ADA Seating Fuel No. Year Make/Model Vehicle Vehicle tenance Designed Title Code Identification Number (VIN) Odometer Needs of ULB (Year) (Miles) Cost $ Access Y/N Capacity Type Number Safe? Y/N Current Y/N Function Yes/No SGR Y/N 1 1995 CMD / CHEVY TRUCK K2PU 28 1GBJK34N4SE131576 12 169619 Y Y 10 175000 Y Y $25,000 N 3 G N 2 1995 CMD / DUMP TRUCK 28 1GBJK34N2SE129499 13 193143 Y Y 10 175000 Y Y $30,000 N 3 G N 3 1998 GMC / FUEL TANK TRUCK 28 1GDM7H1C7WJ519114 14 129464 Y Y 10 175000 Y Y$ 70,000 N 2 D N 4 2002 INTERNATIONAL / 4200 VT 365 28 1HTMLAFM43H577504 16 87844 Y Y 10 175000 Y Y$ 45,000 N 3 D N 5 2002 INTERNATIONAL / 4200 VT 365 28 1HTMLAFM43H577505 17 90316 Y Y 10 175000 Y Y$ 45,000 N 3 D N 6 2003 INTERNATIONAL / FUEL TRUCK 28 1HTMKAAR73H601445 18 190431 Y Y 10 175000 Y Y$ 70,000 N 3 D N 7 2003 FORD / F350 TRUCK 28 1FTSF31PX3EC58442 19 185447 Y Y 10 175000 Y Y$ 30,000 N 3 D N 8 2004 FORD / F350 TRUCK 28 1FTSF31P94ED13125 20 126943 Y Y 10 175000 Y Y$ 30,000 N 3 D N 9 2008 FORD / F450 28 1FDXF47R78EE58086 21 47236 Y Y 10 175000 Y Y$ 49,000 N 3 D N 10 2011 FORD / F450 28 1FD0X4GT3BEB33033 22 83850 Y Y 10 175000 Y Y$ 49,000 N 6 D N 11 2012 FORD / ESCAPE 28 1FMCU9C73CKB33600 23 55989 Y Y 10 175000 Y Y$ 25,000 N 4 G N 12 2013 FORD / F150 PU TRUCK 28 1FTPF1CF6DKE57571 24 92880 Y Y 10 175000 Y Y$ 25,000 N 3 G N 13 2013 FORD / F150 PU TRUCK 28 1FTPF1CF4DKE57570 25 82297 Y Y 10 175000 Y Y$ 25,000 N 3 G N 14 2015 FORD / F250 PU TRUCK 28 1FT7X2A6XFEB63940 26 61908 Y Y 10 175000 Y Y$ 33,000 N 3 P N 15 2015 FORD / F250 PU TRUCK 28 1FT7X2A61FEB63941 27 39406 Y Y 10 175000 Y Y$ 33,000 N 3 P N 16 2016 FORD / F250 PU TRUCK 28 1FTBF2B60GED00929 28 11999 Y Y 10 175000 Y Y $45,000 N 3 P N 17 2016 FORD / F250 PU TRUCK 28 1FTBF2B60GED00928 29 11260 Y Y 10 175000 Y Y $45,000 N 3 P N 18 2017 FORD / DUMP TRUCK 28 1FDUF5HT3HED20645 30 11528 Y Y 10 175000 Y Y $48,098 N 3 D N 2018 FORD / F350 TRUCK 28 1FT8X3A62KEC43947 31 2120 Y Y 10 175000 Y Y $35,000 N 3 G N 19 2002 TOYOTA / PRIUS 28 JT2BK12U820055476 150 138217 Y Y 10 175000 Y Y$ 28,000 N 4 G N 20 2002 TOYOTA / PRIUS 28 JT2BK12U020055617 151 69274 Y Y 10 175000 Y Y$ 28,000 N 4 G N 21 2002 TOYOTA / PRIUS 28 JT2BK12UX20055754 152 73921 Y Y 10 175000 Y Y$ 28,000 N 4 G N 22 2002 TOYOTA / PRIUS 28 JT2BK12UX20055883 153 47735 Y Y 10 175000 Y Y$ 28,000 N 4 G N 23 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES966X5S004311 160 26425 Y Y 10 175000 Y Y$ 26,000 N 4 G N 24 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES966X5S005491 161 23093 Y Y 10 175000 Y Y$ 26,000 N 4 G N 25 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96695S001786 162 23731 Y Y 10 175000 Y Y$ 26,000 N 4 G N 26 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96655S004314 163 23244 Y Y 10 175000 Y Y$ 26,000 N 4 G N 27 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96675S000992 164 18837 Y Y 10 175000 Y Y$ 26,000 N 4 G N 28 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96645S004062 165 22469 Y Y 10 175000 Y Y$ 26,000 N 4 G N 29 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96665S001986 166 16481 Y Y 10 175000 Y Y$ 26,000 N 4 G N 30 2005 HONDA / CIVIC HYBRID ELEC 28 JHMES96685S001665 167 21475 Y Y 10 175000 Y Y$ 26,000 N 4 G N 31 2008 FORD / FOCUS 28 1FAHP35N98W230851 170 27952 Y Y 10 175000 Y Y$ 18,000 N 4 G N 32 2008 FORD / FOCUS 28 1FAHP35N08W230852 171 40464 Y Y 10 175000 Y Y$ 18,000 N 4 G N 33 2008 FORD / FOCUS 28 1FAHP35N28W230853 172 40843 Y Y 10 175000 Y Y$ 18,000 N 4 G N 34 2008 FORD / FOCUS 28 1FAHP35N48W230854 173 76635 Y Y 10 175000 Y Y$ 18,000 N 4 G N 35 2008 FORD / ESCAPE 28 1FMCU59H18KE43566 180 56827 Y Y 10 175000 Y Y $31,000 N 5 G N 36 2008 FORD / ESCAPE 28 1FMCU59H38KE43567 181 51669 Y Y 10 175000 Y Y $31,000 N 5 G N 37 2012 FORD / ESCAPE NON HYBRID 28 1FMCU9C76CKB33610 182 21167 Y Y 10 175000 Y Y $31,000 N 4 G N 38 2012 FORD / ESCAPE NON HYBRID 28 1FMCU975CKB33615 183 21668 Y Y 8 200000 Y Y $23,000 N 4 G N 39 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F02HB40113 500 142170 Y Y 8 200000 Y Y $25,866 Y 5+1 D N 40 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F02HB40119 502 128128 Y Y 8 200000 Y Y $25,866 Y 5+1 D N 41 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F02HB40120 503 114675 Y Y 8 200000 Y Y $25,866 Y 5+1 D N 42 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F92HB40118 504 110632 Y Y 8 200000 Y Y $25,866 Y 5+1 D N 43 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F12HB40114 505 128560 Y Y 8 200000 Y Y $25,866 Y 5+1 D N 44 2002 FORD / ECONOLINE RAISED ROOF 14 1FTSS34F32HB40115 506 130077 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 45 2002 FORD / ECONOLINE RAISED ROOF 28 1FTSS34F72HB40117 507 171709 Y Y 8 200000 Y Y $75,000 Y 5+1 D N 46 2002 FORD / ECONOLINE RAISED ROOF 14 1FTSS34F42HB40124 511 147684 Y Y 8 200000 Y Y $66,424 Y 4+1 D N 47 2003 FORD / ECONOLINE 350 20' 28 1FDSS34F73HB09284 515 254787 Y Y 8 200000 Y Y $70,000 Y 7+1 D N 48 2003 FORD / ECONOLINE 350 20' 28 1FDSS34F93HB09285 516 131268 Y Y 8 200000 Y Y $70,000 Y 7+1 D N 49 2003 FORD / ECONOLINE 350 20' 28 1FDSS34F23HB09286 517 169244 Y Y 8 200000 Y Y $70,000 Y 7+1 D N 50 2003 FORD / ECONOLINE 350 20' 14 1FDSS34F23HB09287 518 151674 Y Y 8 200000 Y Y $66,424 Y 7+1 D N 51 2003 FORD / ECONOLINE 350 20' 14 1FDSS34F43HB09288 519 118700 Y Y 8 200000 Y Y $66,424 Y 7+1 D N 52 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34P46HA04316 522 209696 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 53 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34P66HA04317 523 204569 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 54 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34P86HA04318 524 238564 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 55 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34PX6HA04319 525 206388 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 56 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34P66HA04320 526 172893 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 57 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34P86HA04321 527 200431 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 58 2005 FORD / ECONOLINE RAISED ROOF 14 1FTSS34PX6HA04322 528 192576 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 59 2005 FORD / ECONOLINE RAISED ROOF 28 1FTSS34P16HA04323 529 105415 Y Y 8 200000 Y Y $66,424 Y 5+1 D N 60 2004 FORD / ECONOLINE 350 20' 28 1FDNE31P64HA55804 530 63423 Y Y 8 200000 Y Y $66,424 Y 10 D N 61 2004 FORD / ECONOLINE 350 20' 28 1FDNE31P84HA55805 531 147784 Y Y 8 200000 Y Y $66,424 Y 10 D N 62 2004 FORD / ECONOLINE 350 20' 28 1FDNE31P14HA55807 533 130941 Y Y 8 200000 Y Y $66,424 N 10 D N 2004 FORD / ECONOLINE 350 20' 13 1FDNE31P34HA55808 534 40287 Y Y 8 200000 Y Y $25,866 N 10 D N 63 2005 FORD / ECONOLINE 350 20' 28 1FDNE31P14HA55810 536 119416 Y Y 8 200000 Y Y $25,866 N 10 D N 64 2007 FORD / ECONOLINE 350 20' 28 1FDNE31P74HA55813 539 209789 Y Y 8 200000 Y Y $25,866 N 10 D N 65 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P94HA55814 540 135177 Y Y 8 200000 Y Y $66,424 N 10 D N 66 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P04HA55815 541 53769 Y Y 8 200000 Y Y $66,424 N 10 D N 67 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P24HA55816 542 42049 Y Y 8 200000 Y Y $66,424 N 10 D N 68 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P44HA55817 543 53386 Y Y 8 200000 Y Y $66,424 N 10 D N 69 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P64HA55818 544 85423 Y Y 8 200000 Y Y $66,424 N 10 D N 71 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P44HA55820 546 68617 Y Y 8 200000 Y Y $66,424 N 10 D N 72 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P64HA55821 547 32287 Y Y 8 200000 Y Y $66,424 N 10 D N 73 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P84HA55822 548 77859 Y Y 8 200000 Y Y $66,424 N 10 D N 74 2004 FORD / ECONOLINE 350 20' 14 1FDNE31PX4HA55823 549 57008 Y Y 8 200000 Y Y $66,424 N 10 D N 75 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P14HA55824 550 46199 Y Y 8 200000 Y Y $66,424 N 10 D N 76 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P34HA55825 551 59726 Y Y 8 200000 Y Y $66,424 N 10 D N 77 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P54HA55826 552 62167 Y Y 8 200000 Y Y $66,424 N 10 D N 78 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P74HA55827 553 62401 Y Y 8 200000 Y Y $66,424 N 10 D N 79 2004 FORD / ECONOLINE 350 20' 28 1FDNE31P94HA55828 554 21708 Y Y 8 200000 Y Y $66,424 N 10 D N 80 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P04HA55829 555 103131 Y Y 8 200000 Y Y $66,424 N 10 D N 81 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P74HA55830 556 63378 Y Y 8 200000 Y Y $66,424 N 10 D N 82 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P94HA55831 557 84761 Y Y 8 200000 Y Y $66,424 N 10 D N 83 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P24HA55833 559 77012 Y Y 8 200000 Y Y $66,424 N 10 D N 84 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P44HA55834 560 149208 Y Y 8 200000 Y Y $66,424 N 10 D N 85 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P64HA55835 561 84285 Y Y 8 200000 Y Y $66,424 N 10 D N 86 2004 FORD / ECONOLINE 350 20' 14 1FDNE31P84HA55836 562 54676 Y Y 8 200000 Y Y $66,424 N 10 D N 87 2004 FORD / ECONOLINE 350 20' 28 1FDNE31PX4HA55837 563 99935 Y Y 8 200000 Y Y $66,424 N 10 D N 88 2004 FORD / ECONOLINE 350 20' 14 1FDSS31P74HA55838 564 59301 Y Y 8 200000 Y Y $66,424 N 10 D N 89 2004 FORD / ECONOLINE 350 20' 14 1FDSS31P94HA55839 565 39108 Y Y 8 200000 Y Y $66,424 N 10 D N 90 2004 FORD / ECONOLINE 350 20' 28 1FDSS31P04HA55843 569 50072 Y Y 8 200000 Y Y $25,866 N 13 D N 91 2004 FORD / CLUB WAGON 28 1FDNE31P24HB40753 574 60518 Y Y 8 200000 Y Y $25,866 N 10 D N 92 2004 FORD / CLUB WAGON 28 1FDNE31P64HB40756 577 74087 Y Y 8 200000 Y Y $25,866 N 10 D N 93 2004 FORD / CLUB WAGON 28 1FDNE31P14HB40758 579 103509 Y Y 8 200000 Y Y $25,866 N 10 D N 94 2004 FORD / CLUB WAGON 28 1FDNE31P34HB40759 580 73907 Y Y 8 200000 Y Y $25,866 N 10 D N 95 2004 FORD / CLUB WAGON 28 1FDNE31PX4HB40760 581 59256 Y Y 8 200000 Y Y $25,866 N 10 D N 96 2004 FORD / CLUB WAGON 28 1FDNE31P14HB40761 582 54608 Y Y 8 200000 Y Y $25,866 N 10 D N 97 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31PX6HA09847 583 63187 Y Y 8 200000 Y Y $25,866 N 10 D N 98 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P16HA09848 584 111025 Y Y 8 200000 Y Y $25,866 N 10 D N

For more information about asset inventory, refer to 49 CFR Subpart D § 625.41 Performance Management and 49 CFR Subpart E § 625.55 NTD. 1 of 5 99 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P36HA09849 585 122592 Y Y 8 200000 Y Y $25,866 N 10 D N 100 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31PX6HA09850 586 111736 Y Y 8 200000 Y Y $25,866 N 10 D N 101 2006 FORD / ECONONLINE 350 VAN 20' 13 1FDNE31P16HA09851 587 51511 Y Y 8 200000 Y Y $25,866 N 10 D N 102 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P36HA09852 588 129534 Y Y 8 200000 Y Y $25,866 N 10 D N 103 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P56HA09853 589 95521 Y Y 8 200000 Y Y $25,866 N 10 D N 104 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P76HA09854 590 81756 Y Y 8 200000 Y Y $25,866 N 10 D N 105 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P86HA09846 591 107136 Y Y 8 200000 Y Y $25,866 N 10 D N 106 2006 FORD / ECONONLINE 350 VAN 20' 13 1FDNE31P26HA09857 593 73507 Y Y 8 200000 Y Y $25,866 N 10 D N 107 2006 FORD / ECONONLINE 350 VAN 20' 13 1FDNE31P46HA09858 594 91066 Y Y 8 200000 Y Y $25,866 N 10 D N 108 2006 FORD / ECONONLINE 350 VAN 20' 28 1FDNE31P46HA09858 595 69450 Y Y 8 200000 Y Y $25,866 N 10 D N 109 2006 FORD / E31 CLUB VAN 13 1FDNE31PX6DA36943 596 91133 Y Y 8 200000 Y Y $25,866 N 10 D N 110 2006 FORD / E31 CLUB VAN 28 1FDNE31P36DA36945 597 125646 Y Y 8 200000 Y Y $25,866 N 10 D N 111 2006 FORD / E31 CLUB VAN 13 1FDNE31P16DA36944 598 58582 Y Y 8 200000 Y Y $25,866 N 10 D N 112 2006 FORD / E31 CLUB VAN 13 1FDNE31P86DA36942 599 69786 Y Y 8 200000 Y Y $25,866 N 10 D N 113 2006 FORD / E31 CLUB VAN 13 1FDNE31P96DA36948 600 68210 Y Y 8 200000 Y Y $25,866 N 10 D N 114 2006 FORD / E31 CLUB VAN 28 1FDNE31P96DA36951 601 77757 Y Y 8 200000 Y Y $25,866 N 10 D N 115 2006 FORD / E31 CLUB VAN 13 1FDNE31P76DA36950 602 55227 Y Y 8 200000 Y Y $25,866 N 10 D N 116 2006 FORD / E31 CLUB VAN 13 1FDNE31P76DA36947 603 55418 Y Y 8 200000 Y Y $25,866 N 10 D N 2006 FORD / E31 CLUB VAN 13 1FDNE31P56DA36946 604 72258 Y Y 8 200000 Y Y $25,866 N 10 D N 117 2006 FORD / E31 CLUB VAN 13 1FDNE31P06DA36949 605 55517 Y Y 8 200000 Y Y $25,866 N 10 D N 118 2006 FORD / E31 CLUB VAN 28 1FDNE31P26DA36953 606 99445 Y Y 8 200000 Y Y $25,866 N 10 D N 119 2006 FORD / E31 CLUB VAN 13 1FDNE31P46DA36954 607 51058 Y Y 8 200000 Y Y $25,866 N 10 D N 120 2006 FORD / E31 CLUB VAN 13 1FDNE31P06DA36952 608 52681 Y Y 8 200000 Y Y $25,866 N 10 D N 121 2006 FORD / E31 CLUB VAN 13 1FDNE31P56DB02363 609 24767 Y Y 8 200000 Y Y $25,866 N 10 D N 122 2006 FORD / E31 CLUB VAN 14 1FDNE31P86DB39052 610 72828 Y Y 8 200000 Y Y $66,424 N 10 D N 123 2006 FORD / E31 CLUB VAN 14 1FDNE31P46DB39050 611 70268 Y Y 8 200000 Y Y $66,424 N 10 D N 124 2006 FORD / E31 CLUB VAN 14 1FDNE31P66DB39048 612 97126 Y Y 8 200000 Y Y $66,424 N 10 D N 125 2006 FORD / E31 CLUB VAN 14 1FDNE31P66DB39051 613 36663 Y Y 8 200000 Y Y $66,424 N 10 D N 126 2006 FORD / E31 CLUB VAN 14 1FDNE31PX6DB39053 614 57227 Y Y 8 200000 Y Y $66,424 N 10 D N 127 2006 FORD / E31 CLUB VAN 14 1FDNE31P36DB39055 615 87600 Y Y 8 200000 Y Y $66,424 N 10 D N 128 2006 FORD / E31 CLUB VAN 14 1FDNE31P86DB39049 616 37654 Y Y 8 200000 Y Y $66,424 N 10 D N 129 2006 FORD / E31 CLUB VAN 14 1FDNE31P16DB39054 617 53204 Y Y 8 200000 Y Y $66,424 N 10 D N 130 2006 FORD / E31 CLUB VAN 14 1FDNE31P56DB39056 618 47896 Y Y 8 200000 Y Y $66,424 N 10 D N 131 2006 FORD / E31 CLUB VAN 14 1FDNE31P76DB39057 619 58304 Y Y 8 200000 Y Y $66,424 N 10 D N 132 2006 FORD / E31 CLUB VAN 14 1FDNE31P06DB39059 620 74271 Y Y 8 200000 Y Y $66,424 N 10 D N 133 2006 FORD / E31 CLUB VAN 14 1FDNE31P96DB39058 621 69543 Y Y 8 200000 Y Y $66,424 N 10 D N 134 2008 FORD / E31 CLUB VAN 13 1FDNE31L48DB40117 622 45667 Y Y 8 200000 Y Y $25,866 N 10 G N 135 2008 FORD / E31 CLUB VAN 13 1FDNE31L68DB40118 623 58115 Y Y 8 200000 Y Y $25,866 N 10 G N 136 2008 FORD / E31 CLUB VAN 13 1FDNE31L88DB40119 624 95558 Y Y 8 200000 Y Y $25,866 N 10 G N 137 2008 FORD / E31 CLUB VAN 13 1FDNE31L48DB40120 625 70965 Y Y 8 200000 Y Y $25,866 N 10 G N 138 2008 FORD / E31 CLUB VAN 13 1FDNE31L68DB40121 626 75743 Y Y 8 200000 Y Y $25,866 N 10 G N 139 2008 FORD / E31 CLUB VAN 13 1FDNE31L88DB40122 627 55478 Y Y 8 200000 Y Y $25,866 N 10 D N 140 2008 FORD / E31 CLUB VAN 13 1FDNE31LX8DB40123 628 69321 Y Y 8 200000 Y Y $25,866 N 10 D N 141 2008 FORD / E31 CLUB VAN 13 1FDNE31L18DB40124 629 58035 Y Y 8 200000 Y Y $25,866 N 10 D N 142 2008 FORD / E31 CLUB VAN 28 1FDNE31L38DB40125 630 64928 Y Y 8 200000 Y Y $25,866 N 10 D N 143 2003 GILLIG / GILLIG 40' 1 15GDD271531111814 730 411074 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 144 2003 GILLIG / GILLIG 40' 1 15GDD271731111815 731 392886 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 145 2003 GILLIG / GILLIG 40' 1 15GDD271931111816 732 457315 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 146 2003 GILLIG / GILLIG 40' 1 15GDD271031111817 733 447080 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 147 2003 GILLIG / GILLIG 40' 1 15GDD271231111818 734 432039 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 148 2003 GILLIG / GILLIG 40' 1 15GDD271431111819 735 421106 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 149 2003 GILLIG / GILLIG 40' 1 15GDD271031111820 736 446455 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 150 2003 GILLIG / GILLIG 40' 1 15GDD271231111821 737 478289 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 151 2003 GILLIG / GILLIG 40' 1 15GDD271631111823 739 383322 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 152 2003 GILLIG / GILLIG 40' 1 15GDD271831111824 740 398239 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 153 2003 GILLIG / GILLIG 40' 1 15GDD271X31111825 741 421314 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 154 2003 GILLIG / GILLIG 40' 1 15GDD271131111826 742 379071 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 155 2003 GILLIG / GILLIG 40' 1 15GDD271331111827 743 402410 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 156 2003 GILLIG / GILLIG 40' 1 156DD271531111828 744 477383 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 157 2003 GILLIG / GILLIG 40' 1 15GDD271731111829 745 341684 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 158 2003 GILLIG / GILLIG 40' 1 15GDD271331111830 746 410505 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 159 2003 GILLIG / GILLIG 40' 1 15GDD271531111831 747 388579 Y Y 15 750000 Y Y $462,560 Y 44+2 D N 160 2003 GILLIG / GILLIG 35' 2 15GGD271233073522 750 438670 Y Y 15 750000 Y Y $462,560 Y 32+2 D N 161 2003 GILLIG / GILLIG 35' 2 15GGD271431073523 751 468842 Y Y 15 750000 Y Y $462,560 Y 32+2 D N 162 2004 GILLIG / LOW FLOOR 35' 2 15GGB291041074091 752 480980 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 163 2004 GILLIG / LOW FLOOR 35' 2 15GGB291241074092 753 534268 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 164 2004 GILLIG / LOW FLOOR 35' 2 15GGB291441074093 754 556777 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 165 2004 GILLIG / LOW FLOOR 35' 2 15GGB291641074094 755 537384 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 166 2004 GILLIG / LOW FLOOR 35' 2 15GGB291841074095 756 490151 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 167 2004 GILLIG / LOW FLOOR 35' 2 15GGB291X41074096 757 531515 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 168 2004 GILLIG / LOW FLOOR 35' 2 15GGB291141074097 758 540401 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 169 2004 GILLIG / LOW FLOOR 35' 2 15GGB291341074098 759 473926 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 170 2004 GILLIG / LOW FLOOR 35' 2 15GGB291541074099 760 502780 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 171 2004 GILLIG / LOW FLOOR 35' 2 15GGB291841074100 761 590832 Y Y 15 750000 Y Y $481,525 Y 32+2 D N 172 2005 GILLIG / LOW FLOOR 35' 2 15GGB291851074101 762 478810 Y Y 15 750000 Y Y $501,268 Y 32+2 D N 173 2005 GILLIG / LOW FLOOR 35' 2 15GGB291X51074102 763 460238 Y Y 15 750000 Y Y $501,268 Y 32+2 D N 174 2005 GILLIG / LOW FLOOR 35' 2 15GGB291151074103 764 516885 Y Y 15 750000 Y Y $501,268 Y 32+2 D N 175 2005 GILLIG / LOW FLOOR 35' 2 15GGB291351074104 765 470300 Y Y 15 750000 Y Y $501,268 Y 32+2 D N 176 2005 GILLIG / LOW FLOOR 35' 2 15GGB291551074105 766 496849 Y Y 15 750000 Y Y $501,268 Y 32+2 D N 177 2004 GILLIG / LOW FLOOR 40' 1 15GGB291641074106 770 586090 Y Y 15 750000 Y Y $481,525 Y 38+2 D N 178 2004 GILLIG / LOW FLOOR 40' 1 15GGB291841074107 771 525642 Y Y 15 750000 Y Y $481,525 Y 38+2 D N 179 2004 GILLIG / LOW FLOOR 40' 1 15GGB291X41078108 772 533725 Y Y 15 750000 Y Y $481,525 Y 38+2 D N 180 2004 GILLIG / LOW FLOOR 40' 1 15GGB291141074109 773 421126 Y Y 15 750000 Y Y $481,525 Y 38+2 D N 181 2004 GILLIG / LOW FLOOR 40' 1 15GGB291841074110 774 389036 Y Y 15 750000 Y Y $481,525 Y 38+2 D N 182 2005 GILLIG / LOW FLOOR 40' 1 15GGD291851074111 775 457613 Y Y 15 750000 Y Y $501,268 Y 38+2 D N 183 2005 GILLIG / LOW FLOOR 40' 1 15GGD291X51074112 776 571999 Y Y 15 750000 Y Y $501,268 Y 38+2 D N 184 2005 GILLIG / LOW FLOOR 40' 1 15GGD291151074113 777 425907 Y Y 15 750000 Y Y $501,268 Y 38+2 D N 185 2005 GILLIG / LOW FLOOR 40' 1 15GGD291351074114 778 405742 Y Y 15 750000 Y Y $501,268 Y 38+2 D N 186 2005 GILLIG / LOW FLOOR 40' 1 15GGD291551074115 779 453252 Y Y 15 750000 Y Y $501,268 Y 38+2 D N 187 2016 GILLIG / LOWFLOOR 29' 4 15GGE2710G1093092 780 112180 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 188 2016 GILLIG / LOWFLOOR 29' 4 15GGE2712G1093093 781 111743 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 189 2016 GILLIG / LOWFLOOR 29' 4 15GGE2714G1093094 782 102288 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 190 2016 GILLIG / LOWFLOOR 29' 4 15GGE2716G1093095 783 95916 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 191 2016 GILLIG / LOWFLOOR 29' 4 15GGE2718G1093096 784 97095 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 192 2016 GILLIG / LOWFLOOR 29' 4 15GGE2710G1092962 785 101508 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 193 2016 GILLIG / LOWFLOOR 29' 4 15GGE271261092963 786 98577 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 194 2016 GILLIG / LOWFLOOR 29' 4 15GGE271461092964 787 102425 Y Y 12 500000 Y Y $691,314 Y 28+2 D N 195 2017 GILLIG / LOWFLOOR 29' 4 15GGE2711H3093088 788 50555 Y Y 12 500000 Y Y $494,089 Y 28+2 D N 196 2017 GILLIG / LOWFLOOR 29' 4 15GGE271461092964 789 65573 Y Y 12 500000 Y Y $494,089 Y 28+2 D N 197 2017 FORD / SENATOR BUS 26' 11 1FDFE4FS4HDC57514 790 36135 Y Y 7 200000 Y Y $133,503 Y 16+6 P N 198 2017 FORD / SENATOR BUS 26' 11 1FDFE4FS9HDC57511 791 31395 Y Y 7 200000 Y Y $133,503 Y 16+6 P N GILLIG / LOWFLOOR 29' 4 15GGE2712J3093106 792 27595 Y Y 12 50000 Y Y $691,314 Y 28+2 D N GILLIG / LOWFLOOR 29' 4 15GGE2712J3093107 793 33460 Y Y 12 50000 Y Y $691,314 Y 28+2 D N GILLIG / LOWFLOOR 29' 4 15GGE2712J3093108 794 38362 Y Y 12 50000 Y Y $691,314 Y 28+2 D N GILLIG / LOWFLOOR 29' 4 15GGE2712J3093109 795 36259 Y Y 12 50000 Y Y $691,314 Y 28+2 D N PROTERRA / CATALYST 42' 4 1M9TH16J8JL816223 800 9422 Y Y 12 50000 Y Y $900,000 Y 34+2 E N 199 2003 FORD / ELDORADO AEROTECH 22' 11 1FDXE45F33HB39285 970 250060 Y Y 9 300000 Y Y $102,574 Y 21+2 D N 200 2003 FORD / ELDORADO AEROTECH 22' 11 1FDXE45F53HB39286 971 243501 Y Y 9 300000 Y Y $102,574 Y 21+2 D N 201 2003 FORD / ELDORADO AEROTECH 22' 11 1FDXE45FX3HB39283 979 279400 Y Y 9 300000 Y Y $102,574 Y 21+2 D N

For more information about asset inventory, refer to 49 CFR Subpart D § 625.41 Performance Management and 49 CFR Subpart E § 625.55 NTD. 2 of 5 202 2003 FORD / ELDORADO AEROTECH 22' 11 1FDXE45F13HB39284 980 300174 Y Y 9 300000 Y Y $102,574 Y 21+2 D N 203 2008 FORD / STARTRANS SENATOR 22' 11 1FD4E45P58DA65510 1013 297884 Y Y 7 200000 Y Y $106,779 Y 10+3 D N 204 2008 FORD / STARTRANS SENATOR 22' 11 1FD4E45P78DA65511 1014 259527 Y Y 7 200000 Y Y $106,779 Y 10+3 D N 205 2009 FORD / SENATOR BUS 24' 11 1FDFE45P29DA39506 1015 254078 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 206 2009 FORD / SENATOR BUS 24' 11 1FDFE45P49DA39507 1016 238792 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 207 2009 FORD / SENATOR BUS 24' 11 1FDFE45P69DA39508 1017 235805 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 208 2009 FORD / SENATOR BUS 24' 11 1FDFE45P89DA39509 1018 247269 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 209 2009 FORD / SENATOR BUS 24' 11 1FDFE45P49DA39510 1019 248719 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 210 2009 FORD / SENATOR BUS 24' 11 1FDFE45P69DA39511 1020 230220 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 211 2009 FORD / SENATOR BUS 24' 11 1FDFE45P89DA39512 1021 229704 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 212 2009 FORD / SENATOR BUS 24' 11 1FDFE45PX9DA39513 1022 234796 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 213 2009 FORD / SENATOR BUS 24' 11 1FDFE45P19DA39514 1023 224151 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 214 2009 FORD / SENATOR BUS 24' 11 1FDFE45P39DA39515 1024 247685 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 215 2009 FORD / SENATOR BUS 24' 11 1FDFE45P59DA39516 1025 246848 Y Y 7 200000 Y Y $111,157 Y 12+6 D N 216 2009 FORD / SENATOR BUS 27' 11 1FDFE45P79DA39503 1026 125779 Y Y 7 200000 Y Y $111,157 Y 16+6 D N 217 2009 FORD / SENATOR BUS 27' 11 1FDFE45P99DA39504 1027 180855 Y Y 7 200000 Y Y $111,157 Y 16+6 D N 218 2009 FORD / SENATOR BUS 27' 11 1FDFE45P09DA39505 1028 140811 Y Y 7 200000 Y Y $111,157 Y 16+6 D N 219 2013 CHEVY / GOSHEN 11 1GB6G5BL4D1126344 1100 129806 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 220 2013 CHEVY / GOSHEN 11 1GB6G5BL2D1127346 1101 144057 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 221 2013 CHEVY / GOSHEN 11 1GB6G5BL7D1125253 1102 140503 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 222 2013 CHEVY / GOSHEN 11 1GB6G5BL7D1125351 1103 149224 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 223 2013 CHEVY / GOSHEN 11 1GB6G5BLXD1125599 1104 156530 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 224 2013 CHEVY / GOSHEN 11 1GB6G5BL2D1126228 1105 142251 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 225 2013 CHEVY / GOSHEN 11 1GB6G5BLXD1126462 1106 144561 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 226 2013 CHEVY / GOSHEN 11 1GB6G5BL7D1126743 1107 142108 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 227 2013 CHEVY / GOSHEN 11 1GB6G5BL8D1127044 1108 123241 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 228 2013 CHEVY / GOSHEN 11 1GB6G5BL9D1127389 1109 114357 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 229 2013 CHEVY / GOSHEN 11 1GB6G5BL4D1130622 1110 134378 Y Y 9 300000 Y Y $130,539 Y 10+1 D N 230 2015 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS0FDA14487 1111 88011 Y Y 7 200000 Y Y $141,462 Y 10+3 P N 231 2015 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS2FDA14488 1112 80253 Y Y 7 200000 Y Y $141,462 Y 10+3 P N 232 2015 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS4FDA14489 1113 94900 Y Y 7 200000 Y Y $141,462 Y 10+3 P N 233 2015 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS0FDA14490 1114 91468 Y Y 7 200000 Y Y $141,462 Y 10+3 P N 234 2015 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS2FDA14491 1115 96503 Y Y 7 200000 Y Y $141,462 Y 10+3 P N 235 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS9GDC03950 1116 69078 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 236 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS4GDC24317 1117 73171 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 237 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS8GDC24319 1118 75070 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 238 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS4GDC24320 1119 68691 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 239 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS5GDC26125 1120 75839 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 240 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS7GDC26126 1121 81730 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 241 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS9GDC26127 1122 73573 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 242 2016 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS3GDC26124 1123 65008 Y Y 7 200000 Y Y $130,538 Y 10+3 P Y 243 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS1HDC01515 1124 43982 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 244 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS3HDC01516 1125 41853 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 245 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS6HDC01543 1126 41891 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 246 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS1HDC01546 1127 35364 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 247 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS3HDC01547 1128 47415 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 248 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS5HDC01548 1129 52155 Y Y 7 200000 Y Y $112,516 Y 10+3 P Y 249 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS3HDC01550 1130 46488 Y Y 7 200000 Y Y $112,516 Y 10+3 P N 250 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS5HDCO1551 1131 51929 Y Y 7 200000 Y Y $112,516 Y 10+3 P N 251 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS9HDC01553 1132 43635 Y Y 7 200000 Y Y $112,516 Y 10+3 P N 252 2017 FORD / STARTRANS SENATOR 22' 11 1FDFE4FS0HDC01554 1133 47408 Y Y 7 200000 Y Y $112,516 Y 10+3 P N 253 2017 FORD / STARTRANS CANDIDATE 20' 11 1FDES6PV0HKB26780 1134 31967 Y Y 7 200000 Y Y $70,318 Y 7+1 D N 254 2017 FORD / STARTRANS CANDIDATE 20' 11 1FDES6PV2HKB26781 1135 35009 Y Y 7 200000 Y Y $70,318 Y 7+1 D N 255 2017 FORD / STARTRANS CANDIDATE 20' 11 1FDES6PV4HKB26782 1136 35237 Y Y 7 200000 Y Y $70,318 Y 7+1 D N 256 2017 FORD / STARTRANS CANDIDATE 20' 11 1FDES6PV5HKB28315 1137 30302 Y Y 7 200000 Y Y $70,318 Y 7+1 D N 257 2017 FORD / STARTRANS CANDIDATE 20' 11 1FDES6PV7HKB28316 1138 30928 Y Y 7 200000 Y Y $70,318 Y 7+1 D N 258 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC0AS302676 2000 82893 Y Y 6 150000 Y Y $25,484 N 7 G N 259 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS303127 2001 67563 Y Y 8 200000 Y Y $25,484 N 7 G N 260 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC3AS303174 2002 86007 Y Y 8 200000 Y Y $25,484 N 7 G N 261 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC6AS303282 2003 91642 Y Y 8 200000 Y Y $25,484 N 7 G N 262 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC3AS303353 2004 66870 Y Y 8 200000 Y Y $25,484 N 7 G N 263 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS303404 2005 105433 Y Y 8 200000 Y Y $25,484 N 7 G N 264 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC3AS302820 2006 71761 Y Y 8 200000 Y Y $25,484 N 7 G N 265 2010 TOYOTA / SIENNA VAN 13 5TDKK4CCXAS302992 2007 80306 Y Y 8 200000 Y Y $25,484 N 7 G N 266 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC7AS303114 2008 77247 Y Y 8 200000 Y Y $25,484 N 7 G N 267 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC8AS303316 2009 61066 Y Y 8 200000 Y Y $25,484 N 7 G N 268 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC6AS303573 2010 69454 Y Y 8 200000 Y Y $25,484 N 7 G N 269 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC2AS303697 2011 117047 Y Y 8 200000 Y Y $25,484 N 7 G N 270 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC0AS303522 2012 123122 Y Y 8 200000 Y Y $25,484 N 7 G N 271 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC9AS302983 2013 127985 Y Y 8 200000 Y Y $25,484 N 7 G N 272 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC9AS303535 2014 92622 Y Y 8 200000 Y Y $25,484 N 7 G N 273 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC6AS303671 2015 90510 Y Y 8 200000 Y Y $25,484 N 7 G N 274 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC1AS303772 2016 93728 Y Y 8 200000 Y Y $25,484 N 7 G N 275 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC7AS303811 2017 96085 Y Y 8 200000 Y Y $25,484 N 7 G N 276 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC7AS304053 2018 79546 Y Y 8 200000 Y Y $25,484 N 7 G N 277 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS304231 2019 104452 Y Y 8 200000 Y Y $25,484 N 7 G N 278 2010 TOYOTA / SIENNA VAN 13 5TDKK4CCXAS304242 2020 79939 Y Y 8 200000 Y Y $25,484 N 7 G N 279 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC9AS304250 2021 132239 Y Y 8 200000 Y Y $25,484 N 7 G N 280 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC4AS304270 2022 58177 Y Y 8 200000 Y Y $25,484 N 7 G N 281 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC0AS304279 2023 99902 Y Y 8 200000 Y Y $25,484 N 7 G N 282 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC1AS301410 2024 62852 Y Y 8 200000 Y Y $25,484 N 7 G N 283 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC8AS301372 2025 108736 Y Y 8 200000 Y Y $25,484 N 7 G N 284 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC0AS301558 2026 91799 Y Y 8 200000 Y Y $25,484 N 7 G N 285 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC9AS301722 2027 65042 Y Y 8 200000 Y Y $25,484 N 7 G N 286 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC2AS304185 2028 59303 Y Y 8 200000 Y Y $25,484 N 7 G N 287 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC7AS301363 2029 45176 Y Y 8 200000 Y Y $25,484 N 7 G N 288 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC2AS301934 2030 81266 Y Y 8 200000 Y Y $25,484 N 7 G N 289 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC6AS302200 2031 88446 Y Y 8 200000 Y Y $25,484 N 7 G N 290 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC8AS301419 2032 83741 Y Y 8 200000 Y Y $25,484 N 7 G N 291 2010 TOYOTA / SIENNA VAN 13 5TDKK4CCXAS302460 2033 86033 Y Y 8 200000 Y Y $25,484 N 7 G N 292 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS301622 2034 74761 Y Y 8 200000 Y Y $25,484 N 7 G N 293 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC2AS301707 2035 102337 Y Y 8 200000 Y Y $25,484 N 7 G N 294 2010 TOYOTA / SIENNA VAN 13 5TDKK4CCXAS301440 2036 99890 Y Y 8 200000 Y Y $25,484 N 7 G N 295 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC2AD302470 2037 66865 Y Y 8 200000 Y Y $25,484 N 7 G N 296 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS302706 2038 108615 Y Y 8 200000 Y Y $25,484 N 7 G N 297 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC7AS302626 2039 92354 Y Y 8 200000 Y Y $25,484 N 7 G N 298 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC5AS301989 2040 65053 Y Y 8 200000 Y Y $25,484 N 7 G N 299 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC6AS301998 2041 73497 Y Y 8 200000 Y Y $25,484 N 7 G N 300 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC8AS301971 2042 91669 Y Y 8 200000 Y Y $25,484 N 7 G N 301 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC3AS302686 2044 107429 Y Y 8 200000 Y Y $25,484 N 7 G N 302 2010 TOYOTA / SIENNA VAN 13 5TDKK4CC8AS302747 2045 153009 Y Y 8 200000 Y Y $25,484 N 7 G N 303 2017 TOYOTA / SIENNA VAN 13 5TDZZ3DC7HS854916 2046 5865 Y Y 8 200000 Y Y $29,884 N 7 G Y 304 2017 TOYOTA / SIENNA VAN 13 5TDZZ3DC7HS851501 2047 7453 Y Y 8 200000 Y Y $29,884 N 7 G Y 305 2017 TOYOTA / SIENNA VAN 13 5TDZZ3DC7HS855175 2048 10179 Y Y 8 200000 Y Y $29,884 N 7 G Y DODGE / GRAND CARAVAN 13 2CRDGBG9FR660471 2049 4531 Y Y 8 200000 Y Y $34,495 N 7 G N TOYOTA / SIENNA VAN 13 5TDZZ3DC1JS960476 2050 1073 Y Y 8 200000 Y Y $30,386 N 7 G N TOYOTA / SIENNA VAN 13 5TDZZ3DC0JS960596 2051 1706 Y Y 8 200000 Y Y $30,386 N 7 G Y TOYOTA / SIENNA VAN 13 5TDZZ3DC9JS961536 2052 2089 Y Y 8 200000 Y Y $30,386 N 7 G Y TOYOTA / SIENNA VAN 13 5TDZZ3DC0JS961621 2053 2938 Y Y 8 200000 Y Y $30,386 N 7 G Y

For more information about asset inventory, refer to 49 CFR Subpart D § 625.41 Performance Management and 49 CFR Subpart E § 625.55 NTD. 3 of 5 TOYOTA / SIENNA VAN 13 5TDZZ3DC4JS961962 2054 1887 Y Y 8 200000 Y Y $30,386 N 7 G Y TOYOTA / SIENNA VAN 13 5TDZZDC0JS961232 2055 1163 Y Y 8 200000 Y Y $30,386 N 7 G Y TOYOTA / SIENNA VAN 13 5TDZZ3DC7JS961194 2056 3651 Y Y 8 200000 Y Y $30,386 N 7 G Y TOYOTA / SIENNA VAN 14 5TDZZ3DC7JS962202 2057 1454 Y Y 8 200000 Y Y $30,386 N 7 G N TOYOTA / SIENNA VAN 14 5TDZZ3DC7JS962782 2058 402 Y Y 8 200000 Y Y $30,386 N 7 G N TOYOTA / SIENNA VAN 14 5TDZZ3DC1JS962325 2059 737 Y Y 8 200000 Y Y $30,386 N 7 G N TOYOTA / SIENNA VAN 14 5TDZZ3DC5JS962666 2060 197 Y Y 8 200000 Y Y $30,386 N 7 G N 306 2009 FORD / 350 VAN 13 1FDSS31L59DA86680 2100 76708 Y Y 8 200000 Y Y $25,484 N 13 G N 307 2009 FORD / 350 VAN 13 1FDSS31L09DA86683 2101 79151 Y Y 8 200000 Y Y $25,484 N 13 G N 308 2009 FORD / 350 VAN 13 1FDSS31L99DA86679 2102 115381 Y Y 8 200000 Y Y $25,484 N 13 G N 309 2009 FORD / 350 VAN 13 1FDSS31L79DA86681 2103 88168 Y Y 8 200000 Y Y $25,484 N 13 G N 310 2009 FORD / 350 VAN 13 1FDSS31LX9DA86688 2104 130303 Y Y 8 200000 Y Y $25,484 N 13 G N 311 2009 FORD / 350 VAN 13 1FDSS31L59DA86677 2105 104113 Y Y 8 200000 Y Y $25,484 N 13 G N 312 2009 FORD / 350 VAN 13 1FDSS31L89DA866687 2106 140600 Y Y 8 200000 Y Y $25,484 N 13 G N 313 2009 FORD / 350 VAN 13 1FDSS31L69DA86686 2107 83654 Y Y 8 200000 Y Y $25,484 N 13 G N 314 2009 FORD / 350 VAN 13 1FDSS31L89DA86690 2108 66481 Y Y 8 200000 Y Y $25,484 N 13 G N 315 2009 FORD / 350 VAN 14 1FDSS31L29DA866684 2109 23369 Y Y 8 200000 Y Y $66,424 N 13 G N 316 2009 FORD / 350 VAN 13 1FDSS31L79DA86678 2110 64321 Y Y 8 200000 Y Y $25,484 N 13 G N 317 2009 FORD / 350 VAN 13 1FDSS31L39DA86676 2111 72183 Y Y 8 200000 Y Y $25,484 N 13 G N 318 2009 FORD / 350 VAN 13 1FDSS31L39DA86693 2112 159621 Y Y 8 200000 Y Y $25,484 N 13 G N 319 2009 FORD / 350 VAN 13 1FDSS31L59DA86694 2113 63168 Y Y 8 200000 Y Y $25,484 N 13 G N 320 2009 FORD / 350 VAN 13 1FDSS31L49DA86685 2114 63815 Y Y 8 200000 Y Y $25,484 N 13 G N 321 2009 FORD / 350 VAN 13 1FDSS31LX9DA86691 2115 49771 Y Y 8 200000 Y Y $25,484 N 13 G N 322 2009 FORD / 350 VAN 13 1FDNE31L19DA86692 2116 70325 Y Y 8 200000 Y Y $25,484 N 13 G N 323 2009 FORD / 350 VAN 13 1FDSS31L19DA86689 2117 76747 Y Y 8 200000 Y Y $25,484 N 13 G N 324 2009 FORD / 350 VAN 13 1FDSS31L99DA86692 2118 110127 Y Y 8 200000 Y Y $25,484 N 13 G N 325 2009 FORD / 350 VAN 13 1FDNE31L39DA86665 2119 163502 Y Y 8 200000 Y Y $25,484 N 11 G N 326 2009 FORD / 350 VAN 13 1FDNE31L19DA86664 2120 53785 Y Y 8 200000 Y Y $25,484 N 10 G N 327 2009 FORD / 350 VAN 13 1FDNE31L99DA86668 2122 69746 Y Y 8 200000 Y Y $25,484 N 10 G N 328 2009 FORD / 350 VAN 13 1FDNE31L79DA86667 2123 61951 Y Y 8 200000 Y Y $25,484 N 10 G N 329 2009 FORD / 350 VAN 13 1FDNE31L69DA86675 2124 97175 Y Y 8 200000 Y Y $25,484 N 10 G N 330 2009 FORD / 350 VAN 13 1FDNE31L09DA86669 2125 120068 Y Y 8 200000 Y Y $25,484 N 10 G N 331 2009 FORD / 350 VAN 13 1FDNE31L09DA86672 2126 58071 Y Y 8 200000 Y Y $25,484 N 10 G N 332 2009 FORD / 350 VAN 13 1FDNE31L29DA86673 2127 45344 Y Y 8 200000 Y Y $25,484 N 10 G N 333 2009 FORD / 350 VAN 13 1FDNE31L59DA86666 2128 97248 Y Y 8 200000 Y Y $25,484 N 10 G N 334 2009 FORD / 350 VAN 13 1FDNE31L99DA86671 2129 76170 Y Y 8 200000 Y Y $25,484 N 10 G N 335 2009 FORD / 350 VAN 13 1FDNE31L49DA86674 2130 81056 Y Y 8 200000 Y Y $25,484 N 10 G N 336 2013 FORD / 350 VAN 14 1FTDS3EL8DDB34849 2131 66543 Y Y 8 200000 Y Y $69,459 Y 5+2 G N 337 2013 FORD / 350 VAN 14 1FTDE3EL4DDB34662 2132 10520 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 338 2013 FORD / 350 VAN 14 1FTDE3EL6DDB34663 2133 27527 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 339 2013 FORD / 350 VAN 14 1FTDEL8DDB34664 2134 43179 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 340 2013 FORD / 350 VAN 14 1FTD3ELXDDB34665 2135 16480 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 341 2013 FORD / 350 VAN 14 1FTDE3EL1DDB34666 2136 10960 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 342 2013 FORD / 350 VAN 14 1FTDE3EL3DDB34667 2137 5219 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 343 2013 FORD / 350 VAN 14 1FTDE3EL5DDB34668 2138 9827 Y Y 8 200000 Y Y $69,459 Y 4+1 G N 344 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV1GKA54543 2139 32986 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 345 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV3GKA54544 2140 50891 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 346 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV5GKA54545 2141 43078 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 347 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV7GKA54546 2142 54431 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 348 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV9GKA54547 2143 31593 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 349 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV0GKA54548 2144 18629 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 350 2016 FORD / 350 TRANSIT VAN 14 1FBAX2CV2GKA54549 2145 19048 Y Y 8 200000 Y Y $72,631 Y 5+1 D Y 351 2016 FORD CONNECT 13 NM0GE9F70G1280657 2146 10090 Y Y 8 200000 Y Y $28,283 N 7 G N 352 2016 FORD CONNECT 13 NM0GE9F72G1280658 2147 24323 Y Y 8 200000 Y Y $28,283 N 7 G N 353 2016 FORD CONNECT 13 NM0GE9F75G1280654 2148 22437 Y Y 8 200000 Y Y $28,283 N 7 G N 354 2016 FORD CONNECT 13 NM0GE9F74G1280662 2149 13126 Y Y 8 200000 Y Y $28,283 N 7 G N 355 2016 FORD CONNECT 13 NM0GE9F71G1280666 2150 13587 Y Y 8 200000 Y Y $28,283 N 7 G Y 356 1994 MCI 6 1M8SDMTA5RP046289 6000 375473 Y Y 25 900000 Y Y $481,525 N 47 D N 357 1994 MCI 6 1M8SDMTAXRP046658 6001 183504 Y Y 25 900000 Y Y $481,525 N 47 D N 358 1994 MCI 6 1M8SDMTA4RP046669 6002 837406 Y Y 25 900000 Y Y $481,525 N 47 D N 359 1994 MCI 6 1M8SDMTA2RP046699 6003 79842 Y Y 25 900000 Y Y $481,525 N 47 D N 360 1994 MCI 6 1M8SDMTA5RP046731 6004 310863 Y Y 25 900000 Y Y $481,525 N 47 D N 361 1994 MCI 6 1M8SDMTA9RP046733 6005 840033 Y Y 25 900000 Y Y $481,525 N 47 D N 362 1994 MCI 6 1M8SDMTAXRP046756 6006 482404 Y Y 25 900000 Y Y $481,525 N 47 D N 363 1994 MCI 6 1M8SDMTA0RP046782 6007 131654 Y Y 25 900000 Y Y $481,525 N 47 D N 364 1994 MCI 6 1M8SDMTA1RP046788 6008 877848 Y Y 25 900000 Y Y $481,525 N 47 D N 365 1995 MCI 6 1M8SDMTA0S9047081 6009 596484 Y Y 25 900000 Y Y $501,267 N 47 D N 366 1995 MCI 6 1M8SDMTA2SP047115 6010 734386 Y Y 25 900000 Y Y $501,267 N 47 D N 367 1995 MCI 6 1M8SDMTA6SP047120 6011 916884 Y Y 25 900000 Y Y $501,267 N 47 D N 368 1995 MCI 6 1M8SDMTA9SP047127 6012 248254 Y Y 25 900000 Y Y $501,267 N 47 D N 369 1995 MCI 6 1M8SDMTA9SP047130 6013 108474 Y Y 25 900000 Y Y $501,267 N 47 D N 370 1995 MCI 6 1M8SDMTA6SP047134 6014 284695 Y Y 25 900000 Y Y $501,267 N 47 D N 371 1995 MCI 6 1M8SDMTA9SP047337 6015 422333 Y Y 25 900000 Y Y $501,267 N 47 D N 372 1995 MCI 6 1M8SDMTA8SP047748 6016 858025 Y Y 25 900000 Y Y $501,267 N 47 D N 373 1995 MCI 6 1M8SDMTA8SP047751 6017 824841 Y Y 25 900000 Y Y $501,267 N 47 D N 374 1996 MCI 6 1M8SDMTA0TP048183 6018 266740 Y Y 25 900000 Y Y $521,819 N 47 D N 375 1996 MCI 6 1M8SDMTA3TP048310 6019 830930 Y Y 25 900000 Y Y $521,819 N 47 D N 376 1996 MCI 6 1M8SDMTA9TP048702 6020 332873 Y Y 25 900000 Y Y $521,819 N 47 D N 377 1996 MCI 6 1M8SDMTA4TP048705 6021 795818 Y Y 25 900000 Y Y $521,819 N 47 D N 378 1996 MCI 6 1M8SDMTAXTP048708 6022 133702 Y Y 25 900000 Y Y $521,819 N 47 D N 379 1996 MCI 6 1M8SDMTA5TP048714 6023 832844 Y Y 25 900000 Y Y $521,819 N 47 D N 380 1997 MCI 6 1M8SDMTAXVP049764 6024 200651 Y Y 25 900000 Y Y $543,214 N 47 D N 381 1997 MCI 6 1M8SDMTA0VP049787 6025 230774 Y Y 25 900000 Y Y $543,214 N 47 D N 382 1997 MCI 6 1M8SDMTA2VP049810 6026 823235 Y Y 25 900000 Y Y $543,214 N 47 D N 383 1997 MCI 6 1M8SDMTA4VP049811 6027 202858 Y Y 25 900000 Y Y $543,214 N 47 D N 384 1997 MCI 6 1M8SDMPA4VP049706 6028 577050 Y Y 25 900000 Y Y $543,214 N 47 D N 385 1997 MCI 6 1M8SDMPA8VP049708 6029 720518 Y Y 25 900000 Y Y $543,214 N 47 D N 386 1998 MCI 6 1M8SDMTA0WP050505 6030 551795 Y Y 25 900000 Y Y $565,485 N 47 D N 387 1998 MCI 6 1M8SDMTA2WP050506 6031 500868 Y Y 25 900000 Y Y $565,485 N 47 D N 388 1999 MCI 6 1M8SDMTA9XP051590 6032 460057 Y Y 25 900000 Y Y $588,670 N 47 D N 389 1999 MCI 6 1M8SDMTA1XP052331 6033 581935 Y Y 25 900000 Y Y $588,670 N 47 D N 390 2001 MCI 6 1M8SDMPA41P053748 6034 370158 Y Y 25 900000 Y Y $637,931 N 47 D N 391 2001 MCI 6 1M8SDMPA21P053750 6035 460230 Y Y 25 900000 Y Y $637,931 N 47 D N 392 1999 MCI 6 1M8SDMTA4XP051996 6040 595927 Y Y 25 900000 Y Y $588,670 N 47 D N 393 2002 MCI 6 1M8SDMPA72P054409 6041 184015 Y Y 25 900000 Y Y $664,086 N 47 D N 394 2002 MCI 6 1M8SDMPA12P054406 6042 613752 Y Y 25 900000 Y Y $664,086 N 47 D N 395 2001 MCI 6 1M8SDMPAX1P054211 6043 638246 Y Y 25 900000 Y Y $637,931 Y 49 D N 396 2001 MCI 6 1M8SDMPA11P054214 6044 718623 Y Y 25 900000 Y Y $637,931 Y 49 D N 397 2001 MCI 6 1M8SDMPA11P054212 6045 667524 Y Y 25 900000 Y Y $637,931 Y 49 D N 398 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A69A1105056 7000 196232 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 399 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A65A1104843 7001 204405 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 400 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A60A1105964 7003 234425 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 401 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A63A1105604 7004 207814 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 402 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A65A1105491 7005 213265 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 403 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A64A1106096 7006 221648 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 404 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A64A1105532 7008 217817 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 405 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A62A1105707 7009 246335 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 406 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A67A1105332 7010 263755 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 407 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A67A1106223 7011 247904 Y Y 9 300000 Y Y $115,714 Y 21+3 D N

For more information about asset inventory, refer to 49 CFR Subpart D § 625.41 Performance Management and 49 CFR Subpart E § 625.55 NTD. 4 of 5 408 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A60A1106242 7012 322737 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 409 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A62A1106162 7013 279723 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 410 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A65A1105376 7014 252118 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 411 2010 CHEVY / ARBOC BUS 26' 12 1GB9G5A61A1123261 7016 284840 Y Y 9 300000 Y Y $115,714 Y 21+3 D N 412 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL7C1114929 7017 239637 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 413 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL5C1115383 7018 239275 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 414 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL0C1114738 7019 233013 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 415 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL4C1114113 7020 207340 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 416 2011 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL3C1114183 7021 216791 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 417 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL9C1115712 7022 217575 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 418 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL5C1114752 7023 211647 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 419 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL9C1116052 7024 227615 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 420 2012 CHEVY / ARBOC LOW FLOOR 12 1GB6G5BL9C1115029 7025 206484 Y Y 9 300000 Y Y $125,398 Y 21+3 D N 421 1917 FERRY BOAT 26 214872 CARL2 Y YY N 150 D N 422 1994 FERRY BOAT 26 PETE Y YY Y 120 D N FERRY BOAT 26 FINEST FERRY BOAT 26 MELISSANN 423 2012 FERRY BOAT 26 RP1 Y YY Y 80 D N

For more information about asset inventory, refer to 49 CFR Subpart D § 625.41 Performance Management and 49 CFR Subpart E § 625.55 NTD. 5 of 5

Appendix IV: Transit Asset Management Plan (TAM)

Kitsap Transit Transit Asset Management Plan 2018-2021

60 Washington Avenue, Bremerton WA, 98337 • 360-479-6962 • www.kitsaptransit.com

October 2018

Introduction and Executive Summary

About the Transit Asset Management Plan

Federal law requires recipients and sub-recipients of federal financial assistance to develop a Transit Asset Management (TAM) plan by October 1, 2018. This requirement is based on the Moving Ahead for Progress in the 21st Century, or MAP-21, legislation which included, as one of its main elements, the concept of State of Good Repair (SGR), a tracking tool towards a better transit system.

The American Public Transportation Association (APTA) defines the State of Good Repair as “a condition in which assets are fit for the purpose for which they were intended.” Specifically, the condition in which a capital asset is able to operate at a full level of performance, meaning that the asset is able to perform its designed function, does not pose a known unacceptable safety risk, and its lifecycle investments have been met or recovered.

The Federal Transportation Administration (FTA) defines transit asset management plans as “a strategic and systematic process through which an organization procures, operates, maintains, rehabilitates and replaces transit assets to manage their performance, risks and costs over their lifecycle to provide safe, cost-effective, reliable service to current and future customers.” The plan is “a document that outlines the implementing activities, roles, responsibilities, resources and timelines needed to address an agency’s asset management policy and strategy.”

The TAM plan:

• Should cover a planning horizon of at least four (4) years. • Can be amended by the agency at any time, but should be initiated after a major change to the asset inventory, condition assessment or capital investment. • Should be updated following any change to the prioritization processes affecting the timing of future projects.

In addition to the performance targets and TAM plan, the TAM Final Rule requires that two additional asset management reports be submitted to the National Transit Database (NTD) annually no later than four months after the agency’s fiscal year end:

• Mandatory beginning in reporting year 2018 - the Data Report projecting SGR performance targets for the upcoming year and describing the current condition of assets (Useful Life Benchmarks for rolling stock and service vehicles, age from date of manufacture, condition assessments for facilities). • Mandatory beginning in reporting year 2019 - the Narrative Report which describes changes in the condition of the transportation system, reports progress on meeting the prior year’s performance targets, and providing context for numerical results.

About Kitsap Transit

Kitsap Transit is a Public Transit Benefit Area Authority (PTBAA) providing public transportation services. In 1983, Kitsap County voters created Kitsap Transit by approving a sales tax measure to support the PTBAA, which encompasses most of urbanized Kitsap County.

Today, Kitsap Transit serves 267,120 residents, the majority of Kitsap County’s population. The remaining citizens of the county’s population reside in less-populated areas of Southwest Kitsap County.

Each weekday, Kitsap Transit carries nearly 21,000 passengers on its buses, vanpools, passenger-only ferries (POF) and ACCESS Paratransit vehicles. Future plans envision a small network of double deck buses serving ferry commuters between Poulsbo and the Bainbridge ferry with strategic stops along that corridor.

Kitsap Transit’s Strategic Priorities and Transit Asset Management

Below is the strategic framework the agency operates under, with four of the strategic priorities identified as directly supporting Transit Asset Management. These priorities include Safety/Security/Environmental, Operational Excellence, Financial Stewardship, and Planning for the Future. Alignment of strategic priorities with Transit Asset Management provides a clear indicator of the high degree of executive sponsorship and organizational maturity toward maintaining Kitsap Transit’s system in a state of good repair:

Strategic Framework

Vision Mission Values Strategy

Strategic Priorities

Safety, Security and Environmental Keep people, property and the environment safe

Operational Excellence Customers value what we do and trust we will do it well

Financial Stewardship We make every dollar count for the benefit of our community

Employment Experience Everyone feels valued and inspired to contribute as part of a world-class team

Partnership & Advocacy As the trusted community partner of choice, Kitsap Transit is positioned for success

Planning For the Future We are integral partners in planning for sustainable growth and development in Kitsap County and the region.

Transit Asset Management Plan

Kitsap Transit’s Transit Asset Management (TAM) Plan is a living document to be updated and modified as fleet types, technologies, regulations and original equipment manufacturers (OEM) requirements change. Kitsap Transit will maintain all of its fixed facilities, equipment and fleet to the highest possible standard for the length of its useful life and beyond if possible. All fixed facility, equipment and vehicle fleet and POF will have a maintenance schedule assigned.

All fleet, facilities, inventory control activities and vehicle maintenance will be tracked through our paperless asset management software system, TransitFleet vehicles and facilities. These are secure paperless software platforms with varying levels of user rights and multiple access points that link operation, maintenance, the shop floor (maintenance technicians), supervision and inventory control to allow for open communication between all the stakeholders in the maintenance of our assets. TransitFleet has multiple user modules that include the main “TransitFleet” desk top ICON to accommodate work order entry, work source entry, fuel and meter entries, inventory entries and purchasing.

From the main desktop screen, supervisors, managers and administrative staff will create new or add to existing repair orders, work requests, select work sources, manage and monitor fuel logs and entries, check and view inventory and view purchasing and receiving’s depending on the level of access granted. The system will allow viewing of multiple reports either daily, monthly or annually to monitor labor, cost per mile/hours (by fleet and sub-fleet type), cost by system type, vehicle/vessel history, service calls by fleet/sub-fleet, tires, fluid, parts and more.

MAINTENANCE GOALS & OBJECTIVES

The goals and objectives of the Vehicle Maintenance, Facilities and Inventory Control teams are to provide support, maintaining both rolling stock and fixed facilities to the highest possible standards. These teams are also responsible for ensuring all assets can perform throughout the expected useful life cycle as recommended by the Federal Transportation Administration and the equipment manufacturer, providing the public with clean, safe and dependable equipment and facilities. To achieve these goals and objectives requires a clear and broad level of communications and a customer service priority driven attitude, meaning that customers, both internal and external, are the focus of our support. A major element of that customer support means that we must be good stewards of the public trust and innovative in the way we deliver transportation. Whether this is through using new technologies to make the agency more efficient, using cleaner transportation such as our clean propane fleet of small buses, transitioning to bio fuels, or placing into service battery electric transit buses to become less dependent on fossil fuels.

VEHICLE, FACILITIES & INVENTORY CONTROL WORK GROUPS

Kitsap Transit’s vehicle maintenance plan consists of numerous elements that work in concert to insure proper maintenance of our federally and locally funded assets, and assure the public of safe, reliable, clean facilities and fleet of vehicles. The first and most important element of the plan is a structured and well-defined Preventive Maintenance Program. The second is the combined efforts of Vehicle Maintenance, Facilities Maintenance, Inventory Control and all its employees working as a team to achieve our goals.

The Vehicle Maintenance, Facilities and the Inventory Control Departments are responsible for the majority of all vehicle maintenance and facilities repairs. Some major repairs such as complete engine rebuild, glass repair, accident repairs, and major passenger-only ferry (POF) vessel repair and service, are contracted out. These three work groups have fifty six (56) authorized FTE’s. The Vehicle Maintenance Department employs thirty five (35) people. The Facilities Department employs fifteen (15) people and is responsible for the majority of fixed asset and equipment maintenance. Fixed asset and equipment that require specialized skills such as underground storage tank (UST) testing, large construction projects, marine service or functions that are beyond our skill sets will be contracted out utilizing the State’s Small Works Roster of approved contractors. And finally, our Inventory Control Department employs six (6) people. This group is responsible for maintaining sufficient inventory to support both fleet and facilities; purchase and receive materials, maintain tight controls, monitor liquid inventories, perform a minimum of two annual random spot inventory counts prior to each annual count, maintain a secure inventory environment, monitor inventory usage, warranty items and conduct a complete annual inventory.

PREVENTIVE MAINTENANCE PROGRAM

The Vehicle & Facilities Maintenance Director, along with the assistance of the Vehicle & Facilities Maintenance Manager and Supervisors, oversees the day-to-day operation and control of the Vehicle Maintenance Department, including, but not limited to: verification; sign-off and closing of all work orders completed; continued evaluation of mileage and hour intervals to assure timeliness of inspection and included inspection items; training of appropriate staff; warranty submissions and tracking (when applicable); managing budget and shop safety. The primary emphasis of the Kitsap Transit Vehicle Maintenance Department is the Preventive Maintenance (PM) inspection program. The PM program is a mileage- and/or time-driven inspection system, where vehicle mileage (or in the case of marine services, vessel hours) are entered daily into the respective department’s fleet maintenance software system via an interface with our fluid management system, “FleetWatch”. The system uses fuel logs and calculates the mileage/hours against the previous inspection mileage or hours to determine if an inspection is coming due. Each type of vehicle/POF vessel has mileage- and/or time-based intervals and inspection items based on the manufacturer recommendations as well as Kitsap Transit’s own local conditions and experience. POF operators shall note the engine hours on their fuel ticket if fueling off-site so as not to have a negative impact on PM-due calculations.

All safety- and ADA-related items have first priority in scheduling of repairs, and vehicles are not released for service until repairs are completed. ADA-related items (lifts, tie-downs, and announcement system) are inspected and tested by the transit operators (Pre-Trip Inspection) prior to departing the yard. Any defects in the ADA-related items are either repaired immediately, or the operator is assigned a different vehicle. If an ADA-related item should fail or have a maintenance problem while in route, the vehicle will be replaced with a trade-out at one of the transfer centers whenever possible to avoid a service interruption. In addition, Routed and ACCESS Supervisors are equipped with accessible vans and can intervene in the event of a lift failure.

The past and present success of Kitsap Transit’s Vehicle Maintenance Department is due to the primary focus it has placed on the mileage- or hour-based preventive maintenance inspection program, as well as its close involvement with the Operations and Service Development Departments to stay on top of equipment concerns before they become problems. The Kitsap Transit Safety Committee includes two (2) members from the Vehicle Maintenance Department, each an equal member, to assist in developing ideas and solutions to issues and problems.

Local conditions include exposure to salt water and salt air at numerous locations; rural road conditions which include no curb cuts or sidewalks as well as many hills and grades; heat and cold extremes including lows of 20 degrees F. and highs of 100 degrees F., as well as snow and ice. Local conditions are evaluated by the Vehicle & Facilities Maintenance Director and Vehicle & Facilities Maintenance Manager and, based on previous and current experience, the mileage and hour intervals may be adjusted to accommodate a change in operating condition.

The software has a built-in “look ahead” feature that gives us the opportunity to schedule the PM to prevent the inspections from going over the scheduled intervals. Kitsap Transit has set an eight hundred mile window to be compliant with its on-time preventive maintenance performance on all vehicle types. All inspections due are performed within four hundred miles of due date but not to exceed four hundred miles beyond the due date.

All inspections (no matter fleet type) are cumulative, which means when performing an “A” level inspection, only “A” inspection items will be inspected; “B” inspections will include all of “A” inspection items plus “B” inspection items; and “C” inspections include all three. In addition to the “A”, “B” and “C” inspection schedules, on the large transit coaches there are two stand-alone inspections that are performed annually. The first is an annual “D” inspection. This is our “121 Brake Test inspection”. This inspection is performed per Kitsap Transit’s (KT) document 121. The second annual inspection, the “E” inspection, is to perform a tune up and check adjustment of critical systems.

The inspections include items that are specific to the inspection level required “A” through “C”. However, all preventative maintenance inspections, in addition to those level specific items to be checked, must also have all items checked as per Kitsap Transit’s “General Inspection Document KT 632010” for rolling stock, and “General Inspection Document KT 615201” for POF vessels. Once the PM inspection is complete, in addition to checking the completed box on our electronic form, the following information must be added to the notes section of the repair order: Date, Employee I.D. (or contractor) number and confirmation of completion by denoting “Completed (X) PM service and applicable general inspection items as per KITSAP TRANSIT document #632010 (or KITSAP TRANSIT document #615201 if it is a POF PM inspection).

As conditions warrant, adjustments are made to the mileage or hour intervals and items that are inspected. Only minor repairs are made during PM inspection, other defects are noted by the preventive maintenance technician on the work request screen in TransitFleet. The maintenance supervisor creates a repair order or adds to an existing work order in the system and repairs are scheduled by the shop supervisors to the next available mechanic. No safety- related work request will be deferred until a later date and must be repaired or the vehicle or POF vessel is removed from service. Safety related items can be added to an existing work request if repairs are complete before the vehicle is placed into service, otherwise a new work request will be created and scheduled for a future date as scheduled maintenance. All safety related write-ups will be considered out of service until repairs are made. In the case of our POF contractor making additional repairs, those repairs will be clearly noted on a paper work order. Completed work orders will be sent to the Marine Services Administrative Assistant who will then input the data into the system base.

As with inspection defects, operator defects are noted by the operator using the computer console in the operators’ lounge using the TransitFleet system icon to open the reporting screen; in turn, the maintenance supervisor creates a work order to schedule that repair. If an operator does not have access to the system to note the requested repair while operating the

vehicle, he/she will call it in to dispatch and the dispatcher will log it into the TransitFleet system under the operator’s name.

Whenever an operator or staff personnel selects a vehicle for a work request, if there has been any prior repairs and/or write ups on the selected vehicle within the previous five days, it will display in the work request window. This is to communicate previous repairs and visually denote repeat issues that will allow the requestor to further expand on the problem if it has not been fully addressed. If there have been no write-ups on the vehicle in the last five days, no history will display when the operator or staff member submits a new request.

REVIEW AND CONTROL

All completed inspections, driver- and mechanic-generated repair orders and completed repairs are checked and signed off on by the shift Maintenance Supervisor. They then have the ability to close out the completed work, but only after he/she has reviewed the repair order to ensure it is complete and the employee who completed the repair has properly documented what corrective repairs have been completed. It is only then the vehicle/vessel is released for service. Only a Maintenance Supervisor, the Administrative Assistant or Director of the department has the ability to open a repair order for edit purposes once the job is complete and closed. This is to insure the integrity of the data base.

The maintenance system is designed and intended to track, document, communicate and store vehicle and vessel history so that operators, mechanics, supervisors and auditors can easily monitor the vehicle both for PM compliance and repeat issues. This allows for both operator follow-up and so the next mechanic can see what has been done related to prior concerns by viewing the “vehicle snap-shot screen”. Most importantly, the system can be audited for compliance with State, Federal and Kitsap Transit’s Maintenance Plan.

The “Shop Floor” module is where maintenance staff (mechanics, preventative maintenance technicians and services workers) are assigned work. The first step in the process is that a supervisor will assign a particular job to a technician. That employee will then log into the system in the shop, identify the assigned job and search for the repair order. Once the technician has found the assigned vehicle, he/she simply clicks “Find Repair Order”. The system will bring the repair order up prepopulated with their name, date and current mileage.

Once the employee has found his/her repair order, they simply hit the “Start Work” button. This action will automatically punch them off their previous job and start the clock on this new assignment. If the employee finds other needed repairs on this vehicle in addition to what was assigned, he/she will add a work task to the repair order. If the employee is interrupted for another job such as road call or any other assignment, the system will clock him/her off this assignment and onto the new assignment when the employee clocks onto the new repair order.

CONTINGENCY FLEET

Our contingency fleet currently consists of eleven (11) twenty six-(26) foot body on chassis light duty cutaway buses. The primary purpose of holding these buses in reserve is to aid the Kitsap County Department of Emergency Management in the case of a county wide emergency should there be a disaster where addition transportation is required. Secondly, if the need to expand service should arise before we can procure new or replacement equipment, these vehicles will be able to fill that need in the short term.

The contingency fleet is stored and kept at our North Base yard on Viking Way in Poulsbo, WA in Kitsap County. These vehicles are restricted to two miles of maximum travel per vehicle per week. Our service personnel assigned to our North Base for the purpose of fueling and washing vehicles are to start and drive these vehicles weekly over a mile on a dedicated route to exercise the brakes, acceleration and suspension. Because of their limited use, these buses return to our main base annually for a "C" level inspection. A repair order documenting that the vehicle was exercised is created at the end of each work week for the following week to document the process.

FACILITIES MAINTENANCE

As with the Vehicle Maintenance plan, the Facilities Maintenance plan is designed to minimize down-time of equipment and improve the safety and the overall condition of those facilities and equipment, and improve productivity and efficiency of the Facilities staff while controlling costs. This is accomplished through our TransitFleet Facilities Software utilizing a preventive maintenance program built around the manufacturer’s recommendations for maintenance and the servicing of fixed and mobile facilities equipment, as well as local conditions that may impact the equipment or facility. Local conditions that impact the facilities and equipment are the same as those mentioned that impact rolling stock.

Inspection checklist and preventive maintenance schedules are developed for particular inspections to ensure that the Facilities Maintenance personnel accomplish the tasks and help limit down-time due to failure of equipment and/or fixed assets needs. The preventive maintenance program (PM) is the same software-based scheduling system that is used in Vehicle Maintenance, but is referred to as “TransitFleet Facilities”. The PM schedule is set up for over two hundred and thirty facilities-related assets and equipment based on the particular equipment manufactures’ recommendation. Once PM schedules are set up, the software will automatically generate a schedule for weekly, bi-weekly, monthly, semi-annual and annual inspections depending on the equipment requirement or fixed facility needs. Work is then assigned to the appropriate facility technician or worker by the Facilities Maintenance Supervisor. When the work has been completed the detail, hours worked, and employee completing the work are updated in TransitFleet Facilities and the inspection item is closed.

In some cases, inspections are generated by the system but are accomplished by an outside vendor due to the complexity of the inspection. For example, floats and docks that are operated by Kitsap Transit are inspected annually by a qualified marine inspection team to verify that the structure and pilings are in safe condition, as well as the condition of all cathode protection. Any work that requires skills and/or resources outside Kitsap Transit is contracted out using contractors that are listed on the State’s small works roster as required. As new equipment and facilities are brought on line, the equipment and facility maintenance requirements are developed and entered into the system as per the manufactures’ recommendation and sometimes more frequent if dictated by environmental conditions. All facilities and equipment, without exception, has a preventive maintenance schedule. The Vehicle & Facilities Maintenance Manager periodically checks to determine on-time performance as well as defining any changes or updates that are needed to support the facilities and equipment.

In addition to the scheduled maintenance, requests for repairs outside of the PM program from agency staff at all our facilities are generated through TransitFleet Facilities via a “Work Request” desktop icon and assigned to the appropriate Facilities Maintenance personnel. All work requests, internal or scheduled, are given a work order number and are assigned to a worker. Once completed, entered into the data base, and reviewed by the supervisor, the work order is closed.

The work request screen allows agency staff to report other non-scheduled repairs of facilities, for example lights that are out, plugged drains, shelter issues or any repairs that are needed along any route or park & ride lot. The requestor selects his or her name from the drop down menu; selects the site, the unit, and the system; then in the notes window describes the problem in detail and selects “OK”. Next, the request will be displayed in the “Undisposed Work Request” screen where the Facilities Supervisor will assign it to a work order and then to a Facilities worker for action. At this point it will no longer show up as Undisposed.

Due to the large service area that Kitsap Transit operates, specific geographic areas are defined and assigned to specific Facilities personnel when possible. Tasks in these geographic areas include shelter cleaning and repair, garbage pick-up, park & ride lot maintenance, out station servicing and scheduled facilities PM’s.

INVENTORY CONTROL

The Inventory Control department consists of six (6) people. This group controls all commodities coming into the Fleet & Facilities department to support all maintenance activities, e.g. tires, lubes, oil, fuel, uniforms, repair parts, batteries and all other support supplies utilizing the TransitFleet fleet maintenance/inventory software system. The Inventory staff monitors the usage to find the proper inventory level so as not to stock excess inventory. At a glance, they can view total inventory/quantity on-hand; sort or search by group and/or

type; adjust restocking levels up or down; quickly perform spot inventory reconciliation; run inventory valuation reports, period reports, stocking status, parts warranty, tracking, and/or print purchase orders; and all other inventory control functions and reports.

All warranty claims on new motor coaches that are under warranty will be processed according to the OEM’s guidelines utilizing whatever specific forms provided. All documented claims will be kept on file in Inventory Control. It is the practice of Kitsap Transit that all new non- motorcoach small buses and support equipment still under the OEM warranty be sent directly to the local dealer for needed warranty repairs.

All component parts received into Inventory Control as replacement stock will have a warranty period assigned to it and tracked by Inventory Control when issued to a particular vehicle. If a replacement part is issued for an item that is still under warranty, the system will alert the parts person that the item is under warranty. The old part will be returned for a credit and the replacement part will be delivered to Kitsap Transit at no charge.

There are many key areas of Inventory Control such as monitoring inventory levels and reconciliation of stock against issues and receiving; the other critical element is warranty recovery. We monitor warranty on new vehicles and on replacement parts used during routine maintenance. Repair parts built into the Kitsap Transit Parts data base will be assigned a warranty period provided by the manufacturer. This warranty period is referenced by TransitFleet to determine when an item should appear on the “Item Warranty Report”. All vehicle and equipment parts issued will be checked against the “Item Inventory Report” at the time of issue. The report displays the commodity code, stock item, warranty period, how many are under warranty and which vehicle they are on. The Inventory Supervisor reports directly to the department director so as to eliminate collusion between the other functions the department supports. Once a year, a full inventory is taken to reconcile what is in stock verses what has been issued and received. A spot inventory is performed twice yearly to verify our controls prior to the annual inventory process and to check for irregularities in the inventory control process.

HAZARDOUS MATERIALS HANDLING

Kitsap Transit has been quantified as a “small generator” of hazardous materials due to the extensive efforts to switch to non-hazardous materials products as well as the recycling of used petroleum products and the use of re-refined oil and coolant products.

All underground tanks (diesel fuel, oil and coolant) are monitored with up-to-date EPA compliant systems and are inspected as required by regulations. Facilities and Vehicle Maintenance employees who are required to respond to fuel or oil spills caused by Kitsap Transit have been certificated in hazardous materials handling as required. In addition, all employees required to transport fuel and lubricants from one facility to another have a Hazmat

Endorsement attached to their Commercial Driver’s License. Details of hazardous materials response are outlined in the Kitsap Transit Emergency Response Plan.

All other Kitsap Transit vehicle-related maintenance, except noted passenger-only ferry (POF) contract services, is completed at the 200 Charleston Blvd. facility in Bremerton. The Kitsap Transit Maintenance Plan is updated annually, at a minimum. Some aspects of the plan are adjusted immediately as needed, e.g. inspection items and/or intervals.

Inventory of Capital Assets

The TAM plan must include a listing of all capital assets owned by the transit provider (for equipment, non-service vehicles & equipment > $50,000), including third-party exclusive-use non-equipment and assets acquired without FTA funds. For facilities, the TAM plan must include all facilities for which the agency has full or partial capital replacement responsibility, regardless of ownership.

Kitsap Transit maintains electronic inventories of rolling stock, equipment and facilities to support a variety of agency business requirements including transit asset management. Documentation is in place for asset procurement, implementation, and disposals. This section provides an overview of the asset classes in the TAM plan. Full inventories for each asset class are provided separately in the attached Appendices “A” through “D”

ASSET CLASS: ROLLING STOCK EQUIPMENT Asset Type(s)  Fixed-Route Bus  Non-revenue service vehicles  ADA Demand Response (cutaway bus)  Vanpool Inventory Department/Division: Maintenance/Vehicle Maintenance Maintained by Data System Transit Fleet Asset Management Key Data Items  Equipment ID  Model  Year of Manufacture  Description  Status  License  Department  Vehicle Identification Number  Assigned Group  Asset Number  Maintenance Class  In-Service Date  Manufacturer ASSET CLASS: EQUIPMENT Asset Type(s)  Non-Vehicle Equipment > $50,000 Inventory Department/Division: Administration/Finance Maintained by Data System Transit Fleet Facilities Key Data Items  Asset Number  Cost  Effective Date  Serial ID  Location  Description  Department  Manufacturer  Condition Assessment  Federal Share

ASSET CLASS: FACILITIES Asset Type(s)  Administrative Facilities  Maintenance Facilities  Passenger/Parking Facilities Inventory Department/Division: Planning & Development/Capital Development Maintained by Data System Transit Fleet Facilities Key Data Items  Facility Type  Primary and secondary modes  Facility Name  Major Remodels  Address  Square footage or number of Parking  Year Built Spaces  Percentage of Capital  Condition Assessment (per TERM scale) Responsibility  Date of Condition Assessment

Inventory Data Systems

Capital asset inventories are tracked using Transit Fleet Inventory and Financial Edge Software. These data systems are fully supported by Kitsap Transit’s Information Technology department. Capital asset databases are secure and recoverable in the event of disaster. The process of how we utilize our data management system related to capital asset inventories and the annual cycle of activities that relate to these information systems is explained below:

Asset Class: Vehicle

• New vehicle: Maintenance staff creates new vehicle data in the data base Transit Fleet. The new vehicle information will include all manufactures information i.e. In service date, VIN number, weight, type and class of vehicle and any other pertinent information. • Annual reporting: Report annually to the National Transit Data base (NTD) reporting, Puget Sound Regional Consul (PSRC) and the State as required. • Assessment: Review fleet annually and assign a condition code to each vehicle to assess the overall state of good repair (SGR). • Vehicles: Once the vehicle reaches its replacement age/miles or falls outside the SGR it will be removed from service, replaces and surplus as per agency policy.

Asset Class: Equipment (over $50,000)

• New Equipment: Finance staff issues to maintenance an asset tag to be affixed to the new piece of equipment and the Facilities group will enter it into the Transit Fleet data base. The new equipment information will include all manufactures information i.e. serial number and set up a preventative maintenance schedule per the equipment manufactures recommendation.

• Assessment: Inspect annually and assign a condition code to each piece of equipment to assess the state of good repair (SGR). • Equipment: Once the equipment reaches its replacement age or falls outside the SGR it will be removed from service, replaced and surplus as per agency policy.

Asset Class: Facilities

• Facilities: As part of our Transit Development Plan (TDP) Capital Development through a combination of grants and local funds brings on new facilities as well as preventative maintenance funding if available to maintain current infrastructure. • Assessment: Inspect annually and assign a condition code to each piece of equipment to assess the state of good repair (SGR). • Required Inspections: All facilities will be inspected annually to insure proper state of good repair and that all building systems are operational. • Facilities Maintenance: Annually Facilities Maintenance will inspect all buildings and internal building systems i.e. HVAC, roof, interior and exterior structures, elevators, water heaters, light standards, and any other asset fixed to the facility. • Condition Rating: All facilities will be inspected annually to assess their condition. They are to be photographed documented and assigned a condition code to rate the SGR in order to project funding required for rehabilitation and preservation.

Capital asset inventories are maintained and supported by the Administration, Maintenance, and Planning & Development departments and assist our Finance and Capital Development staff in making decisions that keep the asset inventory in a state of good repair. The Information Technology department provides secondary support for these inventories in terms of upgrading, maintaining and securing the Transit Fleet and other support software.

Organizational Structure

Condition Assessment & Decision Support Tools

The TAM Rule requires inclusion of condition assessments (ratings) in an agency’s TAM Plan. Condition assessments should collect sufficient information to monitor performance and inform asset replacement. Condition assessments may include vulnerabilities to natural/climate hazards and are only required for assets with direct capital responsibility (you own it outright or jointly OR you have financial responsibility for replacing, overhauling or major repairs in your budget).

The TAM Rule requires: (1) Establishment of State of Good Repair (SGR) performance measures and targets for each asset class or individual level; (2) An annual report on progress towards meeting SGR performance targets and (3) Any change in condition from the previous year. The decision support tools requirement is a list of analytical processes used to make investment prioritization and does not have to be specialized software.

As a Tier I provider, Kitsap Transit must report on the State of Good Repair (SGR) measures for the following asset categories:

• Rolling Stock (revenue vehicles): Percent of vehicles that have either met or exceeded their Useful Life Benchmark (ULB). • Equipment (including non-revenue service vehicles): Percent of vehicles that have either met or exceeded their ULB. • Facilities: Percent of facilities rated below condition 3 on the FTA TERM scale (1-5). Transit agencies may also develop additional SGR performance measures for each asset category or class. This section discusses how TAM assets are evaluated to provide a measure of overall SGR and information toward asset and replacement needs. “Condition assessment” is a rating of the asset’s physical state.

Kitsap Transit’s expectation is to provide safe, reliable, and sustainable transportation options to the communities it serves. To accomplish this, asset management must be continually improved across all phases of an asset’s lifecycle:

The TAM plan aims to optimize performance of the transit system, reduce safety risk and reduces capital and operating cost while providing a range of benefits to the agency through an ongoing planning effort as depicted here:

Asset Management System • Improved system performance Performance • Reduce safety risk Management • Reduce Capital and Operating cost

Risk Management

As a Tier 1 agency, Kitsap Transit is required to complete a plan that describes these key areas of an asset management program:

1. Inventory of capital assets: The list of capital assets and information about those assets. 2. Condition assessment: Ratings of each asset’s physical state. 3. Decision support tools: The analytic processes and tools to assist in capital asset investment prioritization. 4. Investment prioritization: The list of projects or programs to manage or improve the State of Good Repair (SGR) of capital assets by priority. 5. TAM and SGR policy: Executive-level direction as to expectations for transit asset management. 6. Implementation strategy: Operational actions to achieve TAM goals and policies. 7. List of key annual activities: The key TAM activities each year of the plan. 8. Identification of resources: Resources needed to carry out the TAM Plan. 9. Evaluation plan: Continuous TAM improvement via monitoring and updates.

In this context, “asset” refers to physical assets of particular types and costs, not financial assets displayed on financial statements or non-physical assets such as trademarks and intellectual property.

Asset Inventory and Condition Assessment

The agency’s TAM plan includes objectives and strategies to optimize the management of assets, ensuring alignment with the FTA reporting requirements for the National Transit Database. Agency assets have assigned categories (for example, rolling stock, equipment, and facilities) and asset classes (e.g., buses, operations facilities, and types of equipment. Condition ratings are maintained for each asset, along with relevant descriptive information accessed using a transit asset inventory data system(s).

In addition to the schedule of vehicle replacement, the agency maintains a financial model that forecasts the annual cost of vehicle replacement. The model, updated annually, incorporates baseline vehicle unit costs by type as listed in current vehicle procurement contracts. These costs are projected forward for each vehicle series, adding an inflationary factor for each year up to the useful life benchmark of the series. This unit cost data is maintained similar to this example:

Rolling Stock Equipment Facilities • Buses • Non-Revenue • Administrative • ADA Demand • Equipment > • Maintenance Response $50,000 • Passenger Parking • Vans

Condition Assessment

Condition assessment for vehicles, both rolling stock and support vehicles, is based on vehicle age in years measured against Kitsap Transit’s standard asset retention expectations for each vehicle type. This standard is known as the Useful Life Benchmark (ULB).

Decision Support

Kitsap Transit’s TAM program supports vehicle replacement decision-making via tracking vehicle age and ULB in a Vehicle Replacement Schedule. This schedule consists of a multi-year forecast of annual vehicle replacement activities, itemized by vehicle series. The agency maintains separate schedules for heavy bus, ACCESS paratransit vehicles, vanpool, and non- revenue service vehicles (equipment) similar to this example:

VEHICLE REPLACEMENT SCHEDULE

# of Year in Year Age @ Series 2017 2018 2019 2020 2021 Buses Service Replace Replace Routed 21 2003 2019 15 21 Group 1 Routed 14 2004 2020 15 14 Group 2 Routed 10 2005 2021 15 10 Group 3 ACCESS 14 2009 2017 8 8 Group 1 ACCESS 2 2008 2016 9 2 Group 2

VEHICLE UNIT COST FORECAST Baseline Year – 2018

Year 30 Foot 35 Foot 40 Foot Double Tall 2019 Baseline $402,000 $490,000 $760,000 $770,000 Inflation $6,200 $6,900 $10,600 $10,800 Tax $36,156 $49,690 $77,060 $78,080 Contingency $40,000 $54,659 $84,766 $85,888 Total $484,356 $601,249 $932,426 $944,768 2020 Baseline $440,000 $490,000 $760,000 $770,000 Inflation $12,400 $13,800 $21,200 $21,600 Tax $45,240 $50,380 $78,120 $79,160 Contingency $49,764 $55,418 $85,932 $87,076 Total $547,404 $609,598 $945,252 $957,836 2021 Baseline $440,000 $490,000 $760,000 $770,000 Inflation $18,600 $20,700 $31,800 $32,400 Tax $45,860 $51,070 $79,180 $80,240 Contingency $50,446 $56,177 $87,098 $88,264 ...etc. Total $554,906 $617,947 $958,078 $970,904

In forecasting annual expenditure levels, the projected vehicle unit costs are linked to the vehicle replacement schedule, providing a final expense forecast based on unit cost multiplied by number of vehicles. The final decision support model appears similar to this example:

VEHICLE REPLACEMENT COST FORECAST

# of Year in Year Age @ Series Buses Service Replace Replace 2017 2018 2019 2020 2021 Routed Group 1 21 2003 2019 15 12.6 M Routed Group 2 14 2004 2020 15 $8.5M Routed Group 3 10 2005 2021 15 $6.1M Access Group 1 14 2003 2019 15 $2.3 M Access Group 2 10 2004 2020 15 $1.6 M

Non-Vehicle Equipment

Condition Assessment

Non-vehicle equipment with a value of greater than $50,000 is tracked in the capital asset inventory described in Section 1 Inventory of Capital Assessments. If the individual equipment assets in this category are considered part of the building or facility to which they are attached – e.g., an individual bus lift in a bus maintenance building – the condition of the asset is evaluated under the appropriate category in an overall Facility Condition Assessment as described in what follows.

Facilities

Condition Assessment

Condition assessments of facilities are based on in-field visits conducted jointly by Capital Development and Facilities Maintenance staff. During the assessment, conditions of each facility are numerically rated using the TERM rating scale. The rating scale guides in-field evaluations to assess the primary facility levels:

1. Substructure 2. Shell 3. Interiors 4. Conveyance

5. Plumbing 6. HVAC 7. Fire Protection 8. Electrical 9. Equipment (or Fare Collection for Passenger Facilities) 10. Site

Once inspected, each primary level is assigned a condition:

Decision Support

Once condition assessments are completed, TERM ratings of facility components must be aggregated into one reportable number. Kitsap Transit has chosen to aggregate condition assessment ratings per FTA guidelines Alternative 1, which uses a weighted average based on replacement costs. Below is an example based on a $5 million building:

Each facility will have an overall TERM rating scale number; these numbers will be used to assess the SGR performance levels and prioritize investments in preservation projects by:

• Submitting request for Capital projects • Establish project evaluation criteria • Score/rank Capital project request • Determine available funding • Select projects and prepare the Capital plan

TAM and State of Good Repair Policy

The TAM Rule requires the transit provider’s vision, executive-level direction to support the goals of the TAM program, documented commitment to achieving SGR, defined TAM objectives, and defined and assigned roles and responsibilities. SGR performance measures for capital assets: (a) Rolling stock: the percentage of revenue vehicles within a particular asset class that have either met or exceeded their Useful Life Benchmark (ULB). (b) Equipment: (non- revenue) service vehicles: the percentage of those vehicles that have either met or exceeded their ULB. (c) Facilities: the percentage of facilities within an asset class rated below condition 3 on the TERM scale.

The TAM Rule requires setting targets for performance measures. (a) A provider must set one or more performance targets for each applicable performance measure. (b) A provider must set a performance target based on realistic expectations, and both the most recent data available and the financial resources from all sources that the provider reasonably expects will be available during the TAM Plan horizon period. (c) At least once every fiscal year after initial targets are set, a provider must set performance targets for the following fiscal year

Revenue Vehicles

Targets for revenue vehicles are expressed in terms of percentage of assets that are at or beyond Useful Life Benchmark (ULB); therefore, it is ideal to be lower than the target.

Asset Class ULB Target Explanation Revenue Vehicles Heavy buses 15 years 20% Maintain revenue fleets such that ADA Demand Response 5.5 years 20% no more than 20% of fleet is (cut away buses) beyond ULB Vans for vanpools 8 years 20%

Non-Revenue Vehicles/Support Equipment

Targets for non-revenue vehicles and support equipment are expressed similarly as for revenue vehicles, except a mileage component is added for the former.

Asset Class ULB Target Explanation Non-Revenue Vehicles & Support Equipment Passenger vehicles 15 years or 25% 150,000 miles Based on long-term expectation of Trucks & cargo vans 25 years or 15% SGR of non-revenue vehicles and 100,000 miles equipment Off-road equipment 30 years 15%

Facilities

Targets for facilities are expressed in terms of percentage of assets that are rated below the benchmark condition score; therefore the ideal is to be less than the target.

Asset Class Condition Target Explanation Benchmark Operating bases, administrative buildings, qualifying passenger and Facilities 3 – adequate or 20% parking facilities. Maintain facilities better such that no more than 20% of inventory is less than TERM scale 3 or “adequate”.

Investment Prioritization

The TAM Rule describes the specific requirements for investment prioritization:

(a) A TAM Plan must include an investment prioritization that identifies a provider’s programs and projects to improve or manage over the TAM Plan horizon period the state of good repair of capital assets for which the provider has direct capital responsibility. (b) A provider must rank projects and programs (by year of planned implementation) to improve or manage the state of good repair of capital assets in order of priority and anticipated project year. (c) A provider’s project rankings must be consistent with its TAM policy and strategies. (d) A provider must adequately consider identified unacceptable safety risks and accessibility requirements. (e) A provider must take into consideration its estimation of funding levels from all available sources that it reasonably expects will be available in each fiscal year during the TAM Plan horizon period.

This section identifies and highlights Kitsap Transit’s asset investment needs based on the agency’s organizational goals, asset management strategies, core principles, and processes.

Process Overview

Part of the asset management process is optimizing how funds are spent based on needs identified in TAM decision support models (described in the previous section) to help achieve and maintain a State of Good Repair (SGR). This includes both capital and operating funds. Kitsap Transit’s Capital Budget funds the planning, design, acquisition, capital maintenance, and rehabilitation of all assets subject to its TAM Plan. The Operating Budget funds the use and routine maintenance of those same assets, including the staff needed to perform those functions.

Kitsap Transit adopts yearly operating and capital budgets. The capital budget for a given year is based on a longer-term Transit Development Plan (TDP) in which capital projects are programmed. The basic process for assembling a six-year TDP is:

• Inventory & Condition Assessment • Project Proposal • Funding Projection • Executive Team Prioritization • Develop the Annual Budget

Transit Asset Inventory

Kitsap Transit manages an asset portfolio with an estimated replacement cost of approximately $200 million, not including all soft costs associated with asset replacement such as design and construction management costs.

As of 12/31/17: Type Category Class Quantity Replacement Cost * Heavy Buses 127 $63,500,000 ADA Demand Rolling Stock Revenue Fleet Response (cutaway 84 $13,440,000 buses) Vans for Vanpools 158 $ 7,110,000 Non-Revenue Fleet Cars, vans, trucks 105 $ 4,725,000 Equipment Equipment > $50K Support equipment 23 $ 140,000 Administrative & Buildings Maintenance Facilities (properties & Facilities structures Passenger facilities Total Asset Inventory: $88,915,000

The start of the TAM prioritization process is updating and analyzing the asset inventory and condition assessment so that programming can be based on an updated set of data. The next step is the identification of project needs based on the inventory and condition data. Then the capital funding projections for the span of the years to be programmed must be assembled. The agency includes six-year capital funding projections in its Transit Development Plan (TDP).

What follows is the prioritization process, an iterative process that works with the priority attributes of the needs and the funding available, as well as the timing of both the needs and the funding, to arrive at a TDP capital plan. Within the entire TDP and specific years, the funding that is available limits the projects that can be programmed, and the scope of the various funding sources also limits what projects can be linked to what funds. The outcome after this process is a year-by-year list of projects and matched funding that becomes the TDP capital plan. This preliminary TDP capital plan is reviewed by the agency’s Executive Team followed by its Board of Directors before publishing in draft form for public comment. At the conclusion of the public comment period and a public hearing, the final TDP document is presented to the Board for adoption. The TDP is then used to estimate the spending levels in any given year for inclusion into the annual business planning and budget processes.

Capital Investment Prioritization

Kitsap Transit uses two capital project prioritization processes, which consider asset condition or age along with investment categorization. The prioritization process for rolling stock and support vehicles is dictated by Useful Life Benchmark and vehicle replacement schedules, as described in the previous section. Facility preservation project prioritization begins with project proposals. The asset inventory and condition assessment (described in the previous section) is used to create project proposals based on the asset age or condition (as applicable to that asset class) for rehabilitation or replacement of the assets that are indicated within the TDP period. Requests can cover individual or groups of assets, and also include a cost estimate, sponsoring department and project manager information, and any relevant documentation. All major project requests must go through an approval process before they are programmed.

Kitsap Transit Planning Processes

Kitsap Transit’s Long-Range Transit Plan (LRTP), Transit Development Plan (TDP), Financial Reserve Policies, Grants Program, Capital Facilities Program and Vehicle Maintenance Program work together to ensure a state of good repair, with established processes for project planning, prioritization, funding and implementation.

Long-Range Transit Plan (LRTP)

The LRTP sets strategic service, capital, and policy direction for the agency. At a high level, the LRTP identifies long-term community growth trends and translates them to a forecast of travel demand on specific transportation corridors. These forecasts support planning of future transit service levels, fleet growth, operating base capacity requirements and siting of major passenger facilities. A key focus of Kitsap Transit’s long range plan is the addition of double deck buses to provide commuter service from Poulsbo to Kingston’s ferry terminal, which will give us increased capacity and reduce the number of buses currently used for that service. The LRTP provides direction for the six-year Transit Development Plan.

Transit Development Plan (TDP)

The TDP is a central component of Kitsap Transit’s TAM program. Updated annually, the TDP is a financially constrained forecast of service and capital projects and the agency support they require. The TDP is developed with input from all agency departments. The plan is subject to public review and is adopted by resolution of the Board of Directors after a public hearing.

Transit asset management is a key priority in Kitsap Transit’s annual TDP update. Each year, the agency refreshes six-year financial forecasts. Updated estimates of revenue and expense enable an evaluation of agency capacity to support baseline service and capital requirements as well as undertake new initiatives and projects. Fundamental to the support of baseline commitments is the demonstrated ability to replace aging vehicles and equipment and

maintain and rehabilitate facilities. Covering a six-year period, each TDP update provides annual lists of vehicle and equipment replacement and facility preservation activities required to meet established asset management targets. The TDP identifies and sets aside funding to support these activities. Only after meeting the baseline state of good repair requirements does the plan provide additional agency capacity for new initiatives such as expanded service. The capital program of TAM vehicle replacement and facility preservation projects is summarized in the TDP financial model similar to this example:

TAM Capital Program from TDP (Illustrative purpose only)

Funding Needed by Year ($ millions) Capital Project Funding Type Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Grants $26 $8 $10 $5 $12 Vehicle Reserve* $7 $5 $6 $2 $2 $3 Bus Other Local Funds $1 $2 $13 $6 $1 Sub-Total $33 $15 $29 $8 $8 $15 Vehicle Reserve* $1.3 $1.3 $1.4 $1.4 $1.4 $1.5 Vanpool Other Local Funds $0.4 $0.4 $0.5 $0.5 $0.5 $0.6 Sub-Total $1.7 $1.7 $1.9 $1.9 $1.9 $2.1 Vehicle Reserve* $1.5 $1.4 $1.4 $1.2 $1.7 ACCESS Other Local Funds Sub-Total $1.5 $1.4 $1.4 $1.2 $1.7 Vehicle Reserve* $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 Support Vehicles Other Local Funds Sub-Total $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 Grants Facility Preservation Reserve* $9.0 $1.8 $1.9 $2.0 $2.0 $2.0 Preservation Other Local Funds $2.7 Sub-Total $11.7 $1.8 $1.9 $2.0 $2.0 $2.0 Grants $26 $8 $10 $5 $12 Totals by Vehicle Reserve* $10 $7.9 $9 $4.8 $3.6 $6.4 Funding Type Preservation Reserve $9.0 $1.8 $1.9 $2.0 $2.0 $2.0 Other Local Funding $4.1 $2.4 $13.5 $6.5 $1.5 $0.6 TAM Total – All Funds $49.1 $20.1 $34.4 $13.3 $12.1 $21 *Kitsap Transit does not currently maintain SGR reserve fund

Based on the forecast of annual asset management activity, Kitsap Transit maintains a long- term financial framework to support implementation of the schedule. The framework includes:

• A Grants Program comprised of: a. Federal formula grants dedicated to vehicle replacement b. Competitive grants secured for vehicle replacement and facility preservation

An important aspect of the annual Transit Development Plan update is ensuring alignment between long-term transit asset management needs and funding reserved for vehicle replacement and facility preservation. The sections below provide an overview of this process, excerpted from the 2017-2022 TDP:

Vehicle Replacement Reserve

A Vehicle Replacement Reserve Fund should provide for the locally-funded portion of costs to replace both vehicles for revenue service and support. The balance in this fund is based on a calculation of the anticipated lifespan of each vehicle, the forecast replacement cost at end-of- life, and the planned local funding share of that replacement cost.

Routed Bus Local share equals 20 percent of replacement cost ACCESS Bus Local share equals 100 percent of replacement cost Vanpool Local share equals 100 percent of replacement cost Marine Vessels Local share equals 100 percent of replacement cost Support Vehicles Local share equals 100 percent of replacement cost. Replacement need is 60 percent of support fleet due to 40 percent consisting of retired vanpool vehicles.

Facility Preservation

Beginning in 2019, Kitsap Transits goal is to establish to begin to reserve funds to cover both planned and unplanned expenses related to preservation of service and operating facilities. Needs in this area are becoming significant as many of the agency’s facilities are fifteen years old. A key element of planning for this reserve fund was completion of a facility condition assessment (FCA) in 2017, documenting the condition and useful life of all major facilities and systems, and their associated replacement/preservation costs.

Guidance for this planned goal to establish reserve fund consists of:

• The local share of current year preservation projects. • The local share of preservation projects anticipated in the two years following the current year. • 1.5 percent of the total replacement cost of all facility/system/technology assets, excluding vehicles. • Any additional reserve designated for special preservation/replacement projects. In 2019 the goal is to seek Board approval to establish a reserve fund for facilities to have a planned list preservation projects and a forecasted amount to all of infrastructure in a SGR.

Annual Business Plan

Business planning ensures that agency staff is aware of and prepared for the next two-year cycle of project activities called for in the TDP. The goal of this annual process is to ensure agency capacity to deliver projects and services, including transit asset management. Business planning includes an organized development and sharing of resource needs and schedules among agency leadership across departments. Activities culminate in meeting of the executive team wherein all requests for project support needs are confirmed and documented. The results from this effort drive annual budget development.

Annual Budget

The budget provides annual expenditure authority for projects and ongoing operations. It reflects transit asset management commitments identified in the TDP and prepared for in the Business Plan document.

Cycle of Annual TAM Activities

As TAM/SGR initiatives are budgeted and implemented, with replacement vehicles and completion of facility preservation projects, transit asset inventories are updated to reflect changes. This updated understanding of the overall state of good repair is a decision support input into the next cycle of plan updates.

The following figure provides a summary of this annual cycle:

Transit Asset Management Annual Cycle

Update Transit Asset Implement next year of Inventory TAM/SGR projects Vehicle Replacement Fleet Expansion Facility Preservation

Transit Update lifecycle Development finance plan for Budget individual transit Plan assets

Forecast (six years) financial reserves and grants required to meet Business Plan TAM/SGR targets

Forecast (one year) staff resources and funding required to meet TAM/SGR targets

TAM program information (ULB, condition assessment, cost & funding) is used to determine and then communicate the investment prioritization process as part of the Transit Development Plan, Annual Budget, Vehicle Replacement, Facility Preservation and Grants Program. An example of the agency’s prioritization process for facilities follows:

Capital Development and Facilities Maintenance

The Capital Development and Facilities Maintenance divisions often work together, or in tandem, on capital projects, preservation, and asset management issues related to Kitsap Transit’s buildings and facilities.

The Capital Development team is responsible for the development and delivery of new assets such as park and rides, transit centers, transit base facilities, and related improvements. The division evaluates, prioritizes, and manages capital projects; refurbishes and carries out upgrades necessary to preserve existing facilities; assesses current and future facility needs; and facilitates engineering assistance within the agency. Division staffs manage the locations of bus stops, shelters, and leased parking facilities and maintain associated data on these locations to ensure safe, convenient, and cost-effective access to services. Additionally, division teams interact with other agencies and jurisdictions to collaborate, review, and partner on infrastructure projects. Responsibilities of Capital Development division include:

Construction of new facilities. Project managers oversee all aspects of projects from conception to closeout, including oversight of the Architectural and Engineering (A/E) team that designs the facility, prepares the bid documents, and carries out construction management/ administration responsibilities. The project manager is the Owner’s Representative, overseeing the construction and the contractor during the work.

Major preservation and renovation of existing facilities. Capital Development takes on preservation projects that require A/E involvement to re-engineer or redesign a facility, or part of a facility. This might include large-scale pavement and rehabilitation projects, reroofing projects, expansion or tenant improvement projects.

Short notice fixes that require A/E involvement. Capital Development will take on an unanticipated fix or repair needed in the current budget if engineering, architectural, or structural expertise and decision-making is required. This might include electrical fixes that need redesign of the original plans, curb repairs, or reconfigurations that required engineer involvement.

Planning and space allocation. The Facilities Maintenance division is responsible for upkeep and minor preservation of facilities, scheduled maintenance and inspections, and overseeing annual maintenance contracts. They often do similar projects as Capital Development, but on a smaller scale. Responsibilities of Facilities Maintenance division include:

• Upkeep of existing facilities. Facilities Maintenance oversees several annual contracts that are responsible for cleaning and maintaining the facilities. Facilities Maintenance also fixes items as needed and by request through their work order program, Transit Fleet Facilities. Facilities Maintenance carries out a regular maintenance and inspection schedule that helps identify problems for repair.

• Minor preservation and renovation of existing facilities. Facilities Maintenance has been successfully working with the Job Order Contracting (JOC) contract to carry out preservation items. These items are under $300,000 and do not require A/E involvement. The projects are contractor-led design/build projects.

• Tenant improvements of existing facilities. Facilities Maintenance carries out tenant improvement projects either internally or through an outside contractor or A/E services. These projects are usually smaller-scale than capital projects and are accomplished internally. Examples include drywall repairs, office reconfigurations, and electrical fixes. Also included is “like-for-like” equipment replacement.

Regular collaboration between Capital Development and Facilities Maintenance staff identifies and prioritizes future projects. Both divisions may participate in short-term and long-term preservation planning.

Implementation Strategy

The TAM Rule requires that TAM Plans provide the implementation strategy.

“Transit Asset Management Plan elements … (6) a provider’s TAM Plan implementation strategy; (7) A description of key TAM activities that a provider intents to engage in over the TAM Plan horizon period.”

This section identifies Kitsap Transit’s key asset management practices across the lifecycle of its assets. These activities align with the organization’s business goals and objectives, providing “Line-of-Sight” organizational alignment to ensure a consistent collection and analysis of data as a fundamental element of Kitsap Transit’s implementation approach.

Overarching Framework • Principals and Objectives Asset • Leadership Commitment Management • Expectations and Guidance Policy Overall Approach • Implementing the Policy Transit Asset • Management Measures and Targets (TAM) Plan • Capital Prioritization

Specific Strategies • Fleet Plan & Asset Category and Class Facilities • Lifecycle Management Plans Management

Lifecycle Management Strategies

Transit asset management is a strategic approach in managing vehicles and facilities to optimize performance and useful life while minimizing total ownership costs. Kitsap Transit has a framework for asset management and implementation procedures that monitors and manages assets to achieve and maintain a state of good repair, improve safety, and increase reliability and performance (as shown below). This ensures assets are maintained in a state of good repair and enhances operations by providing safe, frequent, and reliable service. Life Cycle Management Activities / Work Instruction / Execution

List of Key Annual Activities

Description of actions needed to implement TAM Plan for each year of the plan.

Timeframe Action Notes December 31 Snapshot of asset inventory, age, mileage

of prior year and condition Assemble inventory & condition ratings for January Required for WSDOT report WSDOT report Update SGR targets, Executive sign-off and Enables update of regional SGR January submit targets to PSRC reporting To inform upcoming decisions January TAM report out to Executive Team on asset management Submit inventory to WSDOT. February 15 Current requirement Biennially, recertify TAM with WSDOT Complete NTD forms for asset inventory, February - March condition reports and SGR targets Develop project proposals to maintain/ Use methodology to select February - March improve SGR to targets—look out at least 6 projects: 4-year horizon needed years for TAM; 6-year needed for TDP Submit SGR project proposals along with March others to Business Planning processes March - May Use SGR projects for TDP Capital Plan March - July Business Planning Process April Capital coordination for prioritization For updated vehicle April Maintenance/Planning coordination replacement plans June TDP out for public review Some SGR actions are in June-December Budget development and approval process operating budget, i.e. coach mid-life rebuild July TDP public hearing August Board of Directors adopts TDP September Submit TDP to WSDOT October 1 Every four years, Update TAM Plan starting 2018 Year long Collect facility asset condition Required 25% per year January - December Carry out funded SGR projects following year February - March 2019 Complete data report for RY 2018 February - March 2020 Complete narrative report for RY 2019

Identification of Resources

The annual cycle of state of good repair activities described in this TAM Plan are substantially integrated into Kitsap Transit’s existing budgeting, business planning and Transit Development Plan processes. Resources required to implement the TAM Plan include:

Funding

• Reserve funds maintained per agency policy for vehicle replacement and facility preservation • Grant funds, acquired via formula distribution and through project competitions • Other local funds dedicated through the annual budget process

Technology

• Database and decision support systems for maintaining asset inventories, condition assessments, and prioritization

Staffing

• Annual procurement and maintenance activities related to facilities and fleets • Technology system support • Finance and Grant funding support • Condition assessment and inventory system updates • Plan development and administration

The organizational chart below highlights functional areas required to support TAM Plan implementation.

Executive

Planning Capital

Maintenance Operations Finance

Evaluation Plan

Kitsap Transit’s transit asset management activities will be monitored, evaluated, and updated to ensure the continuous improvement of TAM practices.

Key annual activities supporting the TAM Plan and asset lifecycle management are incorporated into established agency business processes such as six-year Transit Development Planning, business planning, budget development, and NTD reporting. Our Strategic Priorities directly support the TAM Plan and highlight organizational support for maintaining a state of good repair. New program requirements such as annual updating of asset management targets and enhanced reporting to NTD will further focus attention in this area and provide opportunity for continuous improvement.

Asset lifecycle management is an ever-changing environment with advances in technology as well as changes in regulation, funding availability, and asset management best practices. Continuous process improvement is the hallmark of the agency’s TAM program. The program will be regularly evaluated to determine how effective it is in providing accurate information. To accomplish this aim, agency staff will periodically test and report on the elements of the plan, updating and revising procedures and outputs as needed.

There will be an opportunity for overall plan evaluation in 2022 with the FTA requirement to update TAM plans every four years.

Appendix V: SK Ride Service Area Map

Anderson Hill Road Hill Anderson Maritime Drive Maritime

Rutherford

Circle SW SW Siskin Circle Siskin SW The

Ridge St. Andrews Drive SW Drive Andrews St.

Marymac Drive SW Chanting Circle SW Circle Chanting

Woods

McCormick McCormick SW Drive

McCormick Woods Woods McCormick

Campus Parkway Campus

Gleneagle Avenue SW Avenue Gleneagle McCormick Woods Drive SW Drive Woods McCormick

Clair Rd NW

SW Old Clifton Road

Feigley Rd NW Rd Feigley

Feigley Rd NW Feigley Pickford Place SW Place Pickford Feigley Rd NW Rd Feigley

Lane

Bear Meadows SW Drive Novak

McCormick McCormick

Lone

Our Place SW Place Our

Lone Bear Lane Bear Lone

Victory Drive SW Drive Victory

SW Old Clifton Road Clifton Old SW Sunnyslope Road SW Road Sunnyslope

Rhododendron Elementary Sunnyslope

Alameda Sunnyslope Road SW Road Sunnyslope

Crossing Place SW 3 SW Old Clifton Road Clifton Old SW 3 meet the #8 Bethel. Sedgwick meet the Road to

Imperial Way

SK RIDE Service Area Airport

National Orchard to meet Kitsap Transit’s Transit’s to meet Kitsap Orchard Way Imperial #5 Sidney bus and Fred Meyer to Meyer bus and Fred #5 Sidney inside the white area of the map. of the map. area inside the white Bremerton Buses will also serve Harrison Port Buses will also serve Harrison Port #4 Tremont bus, the Albertsons bus, on Tremont #4 Pick-ups and drop-offsPick-ups will be made

Barney White Road Olympic View Olympic View Industrial Park N

Appendix VI: Kingston Ride Service Area Map

28 Hansville RdNE

104

104 Miller BayRdNE

104

307

NE West Kingston Rd Kingston Ride Service Area

Pick-ups and drop-offs will be made inside the white area of the map. Connect with routed buses and the ferry to travel outside the Kingston Ride Service Area. Kingston Ride will also provide direct service to The Point Casino NE Jefferson Point Rd

Appendix VII: Kingston Fast Ferry Commuter Service Area Map

29 Fixed Routed Bus Service

Kingston Ride Commuter Bus Service Area KEY Park & Ride: George’s Corner and Bayside Community Church

TWIN SPITS RD

HANSVILLESV LLL

HOOD CANAL DR

EGLON RD

HOOD HANSVILLE RD CANAL BRIDGE PORT GAMBLE LITTLE BOSTON RD

KINGSTON FERRY 3 TERMINAL WA 104 & 1st ST

HANSVILLE RD 91 92 302 307 KR 288TH NORTH VIKING TRANSIT CENTER N Viking & Vetter

1 32 33 44 90 307 RD PARCELLS 307 307 RD LINDVOG P 266 parking spaces OHIO RD KINGSTON

Clallam 302 Transit 123 W. KINGSTON RD 7 S KINGSTON RD

MILLER BAY RD MILLER BAY

302 JEFFERSON PT JEFF

INDIANOLA RD BOND RD ERSON PT RD

307 SEATTER RD SEATTER TULIN RD

307 KLABO RD SUQUAMISH RD SUQUAMISH S KINGSTON RD

MILLER BAY RD MILLER BAY 302 INDIANOLAININDDIIAA

STOTTLE MEYER RDSTOTTLE 302