Spokane Transit Authority 1230 West Boone Avenue Spokane, WA 99201-2686 (509) 325-6000
NOTICE OF BOARD MEETING
NOTICE IS HEREBY GIVEN by the Board of Directors of the Spokane Transit Authority of Spokane County, Washington, that the Board will hold a meeting at 1:30 p.m. on Thursday, May 16, 2019, in the Spokane Transit Boardroom, 1230 West Boone Avenue, Spokane, Washington.
NOTICE IS FURTHER GIVEN that business to be discussed and/or action taken shall be in accordance with the attached agenda, which is also on file at the STA Administrative Offices.
THE MEETING SHALL BE OPEN TO THE PUBLIC.
BY ORDER OF THE STA BOARD OF DIRECTORS.
DATED this 16th day of May, 2019.
Dana Infalt Executive Assistant to the CEO & Clerk of the Authority
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM __2____: APPROVE BOARD AGENDA
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Candace Mumm, STA Board Chair
SUMMARY:
At this time, the STA Board will review and approve the meeting agenda with any revisions enclosed in the grey folders.
RECOMMENDATION TO BOARD: Approve Board agenda.
FINAL REVIEW FOR BOARD BY:
Division Head // Chief Executive Officer ESM Legal Counsel LM
Spokane Transit Authority 1230 West Boone Avenue Spokane, WA 99201-2686 (509) 325-6000 BOARD MEETING
Thursday, May 16, 2019, at 1:30 p.m. Spokane Transit Authority Boardroom 1230 West Boone Avenue, Spokane, Washington
DRAFT AGENDA Estimated meeting time: 90 minutes
1. Call to Order and Roll Call
2. Approve Board Agenda (Candace Mumm)
3. Public Expressions
4. Recognitions and Presentations: 5 minutes A. Carol Pearson, Coach Operator - Retirement (Roger Watkins) B. Jim Fitzgerald, Coach Operator - Retirement (Roger Watkins)
5. Board Action - Consent Agenda: 10 minutes A. Minutes of the April 18, 2019, Board Meeting – Corrections/Approval B. Minutes of the April 3, 2019, Special Board Workshop – Corrections/Approval C. April 2019 Vouchers – Approval (Lynda Warren) D. Storage Facility Lease (Lynda Warren) E. Award of Contract: Security Contract (Nancy Williams) F. Connect Spokane: Minor Update / Action (Karl Otterstrom) G. Resolution for Central City Line Property Acquisition (Otterstrom)
6. Board Action – Committee Recommendations: 15 minutes
7. Board Action – Other (None)
8. Board Operations Committee: 10 minutes A. Chair Report (Candace Mumm)
9. Planning & Development Committee: 15 minutes A. Chair Report (Chris Grover) i. East Sprague Transit Signal Priority (Karl Otterstrom)
10. Performance Monitoring & External Relations Committee: 15 minutes A. Chair Report (Lori Kinnear) i. 1st Quarter 2019 Performance Measures (Roger Watkins) ii. 2019 Van Grant Recipients Award (Roger Watkins)
11. CEO Report: 10 minutes
STA Board Meeting Agenda May 16, 2019 Page 2
12. Board Information – no action or discussion A. Committee Minutes B. April 2019 Sales Tax Revenue Information (Lynda Warren) C. March 2019 Financial Results Summary (Lynda Warren) D. March 2019 Operating Indicators (Roger Watkins) E. 2019 Transit Development Plan: Proposed 2020-2022 Service Improvements (Karl Otterstrom) F. 2019 Transit Development Plan: Preliminary 2020-2025 Capital Improvement Program (Karl Otterstrom) G. Shared Mobility Concepts (Karl Otterstrom) H. System Performance Report (Karl Otterstrom) I. 1st Quarter 2019 Service Planning Input Report (Karl Otterstrom) J. Moran Station Park and Ride Project and Budget Update (Karl Otterstrom)
13. New Business (5 minutes)
14. Board Members' Expressions (5 minutes)
15. Executive Session (McAloon Law PLLC)
16. Adjourn
Cable 5 Broadcast Dates and Times of May 16, 2019 Board Meeting: Saturday, May 18, 2019 4:00 p.m. Monday, May 20, 2019 10:00 a.m. Tuesday, May 21, 2019 8:00 p.m.
Next Committee Meetings (STA Conference Rooms, West Boone Avenue, Spokane, Washington): Planning & Development June 5, 2019, 10:00 a.m. (Southside) 1229 West Boone Performance Monitoring & External Relations June 5, 2019, 1:30 p.m. (Southside) 1229 West Boone Board Operations June 12, 2019, 1:30 p.m. (Northside) 1230 West Boone
Next Board Meeting: Thursday, June 20, 2019, 1:30 p.m., STA Boardroom, 1229 West Boone Avenue, Spokane, Washington.
Agendas of regular Committee and Board meetings are posted the Friday afternoon preceding each meeting on STA’s website: www.spokanetransit.com. A video of the Board meeting may be viewed on the website the week after the meeting. Discussions concerning matters to be brought to the Board are held in Committee meetings. The public is welcome to attend and participate. Anyone wishing to address the Board of Directors on a specific subject at a Board meeting may do so by submitting written comments to the STA Chair of the Board (1230 West Boone Avenue, Spokane, WA 99201-2686) 24 hours prior to the Board meeting. Mail addressed to the Board of Directors will be distributed by STA at its next meeting. Mail addressed to a named Board Member will be forwarded to the Board Member, unopened. Spokane Transit assures nondiscrimination in accordance with Title VI of the Civil Rights Act of 1964. For more information, see www.spokanetransit.com. Upon request, alternative formats of this information will be produced for people who are disabled. The meeting facility is accessible for people using wheelchairs. For other accommodations, please call 325-6094 (TTY Relay 711) at least forty-eight (48) hours in advance.
PUBLIC EXPRESSIONS
At this time, the STA Board of Directors will give the public the opportunity to express comments or opinions.
Anyone wishing to speak should sign in on the sheet provided and indicate the subject of interest. Comments will be limited to three minutes per person and, if requested, answers will be provided by staff at a later date.
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 4A : CAROL PEARSON – COACH OPERATOR -RETIREMENT
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Roger Watkins, Chief Operations Officer Fred Nelson, Fixed Route Manager
SUMMARY: Carol began her career with Spokane Transit in the Maintenance Department in 1988, performing clean-up, snowplowing, and sanding. She started as a Coach Operator in 1991 and recently celebrated 27 years of safe driving. She is well respected by her customers and her peers.
In her retirement, Carol is looking forward to traveling, spending time with her 6 grandchildren and attending one or maybe two Seattle Seahawks games.
Thank you, Carol for 31 years of service and dedication to STA. You will be greatly missed.
RECOMMENDATION TO BOARD: Recognize Carol Pearson for her 31 years of service and commitment to STA and the community.
FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 4B : JIM FITZGERALD – COACH OPERATOR - RETIREMENT
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Roger Watkins, Chief Operations Officer Fred Nelson, Fixed Route Manager
SUMMARY: Jim began his career with STA in 1982. At the time, operators had to deal with standard transmissions, no power steering, and making change for customers at the farebox. During his tenure at STA, Jim accomplished 35 years of safe driving.
He was an active member of Local ATU 1015 for 20+ years, serving in various capacities. Jim is very well respected by his fellow coach operators, the leadership team, and STA riders.
Jim, thank you for 37 years of dedication & service to STA.
RECOMMENDATION TO BOARD: Recognize Jim Fitzgerald for his 37 years of service and dedication to STA.
FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5A : MINUTES OF THE APRIL 18, 2019, BOARD MEETING - CORRECTIONS AND/OR APPROVAL
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Dana Infalt, Executive Assistant to the CEO and Clerk of the Authority
SUMMARY: The minutes of the April 18, 2019, Board meeting are attached for your information, corrections and/or approval.
RECOMMENDATION TO BOARD: Corrections and/or approval.
FINAL REVIEW FOR BOARD BY:
Division Head DI Chief Executive Officer ESM Legal Counsel LM
Attachment Spokane Transit Authority 1230 West Boone Avenue Spokane, Washington 99201-2686 (509) 325-6000
BOARD OF DIRECTORS
Draft Minutes of the April 18, 2019, Board Meeting Spokane Transit Boardroom 1230 West Boone Avenue, Spokane, Washington
MEMBERS PRESENT STAFF PRESENT Candace Mumm, City of Spokane, Chair E. Susan Meyer, Chief Executive Officer Al French, Spokane County Roger Watkins, Chief Operations Officer Chris Grover, Small Cities Representative (Cheney) Karl Otterstrom, Director of Planning & Development Lori Kinnear, City of Spokane Nancy Williams, Director of Human Resources Josh Kerns, Spokane County Brandon Rapez-Betty, Director of Communications David Condon, City of Spokane & Customer Service Pamela Haley, City of Spokane Valley Lynda Warren, Director of Finance & Information Services Sam Wood, City of Spokane Valley Kate Burke, City of Spokane PROVIDING LEGAL COUNSEL Kevin Freeman, Small Cities Representative Laura McAloon, McAloon Law PLLC (Millwood) Ex Officio Mike Kennedy, Small Cities Representative (Liberty Lake) Ex Officio Veronica Messing, Small Cities Representative (Airway Heights) Ex Officio Rhonda Bowers, Labor Representative, Non-Voting
MEMBERS ABSENT None
1. CALL TO ORDER AND ROLL CALL - Chair Mumm called the meeting to order at 1:32 p.m. and conducted roll call.
2. APPROVE BOARD AGENDA Mr. French moved to approve the agenda, Mr. Grover seconded and the motion passed unanimously.
3. PUBLIC EXPRESSIONS Chair Mumm advised there would be two opportunities for Public Expressions – the first during general expressions and the second to occur following Item 7, Sprague Bus Stops. Daniel Kipp spoke about taking the bus and having concerns about mechanical issues of buses, health and safety of drivers. Mr. Kipp stated his concern that drivers appeared to be scared to express their opinions when he asked them to complete his survey. Chair Mumm asked anyone who may not have signed up who wanted to speak. None were forthcoming.
Mr. Condon, Mr. Kerns, and Ms. Haley arrived at 1:36
4. RECOGNITIONS AND PRESENTATIONS A. Ms. Karla Gibbons; Paratransit Eligibility Specialist - Mr. Watkins recognized Ms. Gibbons on the occasion of her retirement, noting she had over 34 years of dedicated service to the community. He advised that Ms. Gibbons helped guide STA through the implementation of ADA and presented her with a retirement plaque commemorating her years of service with STA. B. First Quarter 2019 Years of Service Awards – Employees from all departments were acknowledged by Ms. Williams for achieving milestone years of employment with STA. Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 2
C. First Quarter 2019 Employee Recognition Winners - Ms. Williams read the names of employees who won the employee recognition awards for the first quarter. This program was approved by the Board to acknowledge employees who go the extra mile in the course of their work.
5. PUBLIC HEARING A. Connect Spokane Update: Minor Update Draft Revisions. Mr. Otterstrom presented a review of the minor amendment being proposed to the Connect Spokane plan. Following his presentation, Mr. Otterstrom asked for comments from the Board. None were forthcoming. Ms. Mumm opened the public hearing at 1:55 p.m. Ms. Mumm asked three times for comments from the public. Hearing none, she closed the public hearing at 1:56 pm. The item was forwarded to the Planning and Development Committee for action in May. 6. BOARD ACTION – CONSENT AGENDA Mr. French moved to approve Consent Agenda 4A through 4F. Mr. Grover seconded and the motion passed unanimously. A. Approve the minutes of the March 21, 2019, Board Meeting B. Approve the following vouchers and payroll for March 2019: DESCRIPTION VOUCHER/ACH NUMBERS AMOUNT Accounts Payable Vouchers (March) Nos. 602220 – 602735 $ 4,251,753.24 Workers Comp Vouchers (March) ACH – 2286 $ 79,749.42 Payroll 03/01/19 ACH – 03/01/19 $ 1,255,013.12 Payroll 03/15/19 ACH – 03/15/19 $ 1,769,680.58 Payroll 03/29/19 ACH – 03/29/19 2,074,537.28 WA State – DOR (Use Tax) (March) ACH – 1767 $ 6,834.62 MARCH TOTAL $ 9,437,568.26 C. Approve the 2019 Transit Development Plan: Finalize Mid-Range Planning Guidance for inclusion in the 2019 Transit Development Plan. D. Approve an award of contract for the Spokane Falls Station to NNAC Construction for $1,995,524.00, applicable Washington State sales tax, and allow the CEO to apply contingency funds, as necessary, within the project budget. E. Approve an award of contract for the Spokane Community College Transit Center to LaRiviere, Inc. for $3,063,318, applicable Washington State sales tax, and allow the CEO to apply contingency funds, as necessary, within the project budget. F. Approve a Temporary Construction Easement and a Permanent Slope Easement between Spokane County and Spokane Transit for the construction of a fill slope on the north side of the Moran Station Park and Ride property and authorize the CEO to execute the easements on behalf of Spokane Transit. 7. BOARD ACTION – COMMITTEE RECOMMENDATIONS A. Sprague Bus Stops – Evaluation of Relocation Request – Mr. Grover noted that during the April Planning and Development (P&D) Committee meeting, a thoughtful discussion was held regarding the request for alternative bus stops on East Sprague. He said the committee decided they had insufficient data at the time to make changes. There was a unanimous vote to recommend to the Board to stay the course without changes. He requested Mr. Otterstrom provide a briefing. Mr. Otterstrom provided an in depth overview and advised that this Route 90 represents a main connection between Spokane Valley and Spokane. He reminded that the funding had been approved in STA Moving Forward (STAMF) where the High Performance Transit (HPT) corridor was identified. He noted the April 3, 2019, P&D Committee recommendation was that the Board approve the following course of action: Maintain existing bus stops; continue to invest in HPT elements at existing locations; and proceed with steps necessary to reimburse the City of Spokane for 2017 improvements. Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 3
He offered background of the stops and service on Sprague, the history of community planning and public investment in the corridor, review of the City’s January 2019 request specific to existing stops at Napa and Helena Streets, and the timeline & circumstances of the STA Board evaluation of the City’s request. Mr. Otterstrom provided slides to review the historical context of transit service along this corridor. He spoke about the STAMF plan for more and better transit and the HPT Passenger Elements. He then showed the Phase I Stop Modifications from the originally planned 4 pair to 2 pair of stops, with pictures to show before and after construction. Mr. Otterstrom delivered detail on the transit project expenses prior to discussing the 2018 cumulative ridership numbers. He advised of the bus dwell time evaluation conducted in June 2018 and showed average dwell time of buses to be 13.5 seconds. He provided statistics for the average wheelchair ramp deployments from Division to Altamont along Sprague. The Community Planning and Public Investment portion of this presentation covered the Sprague Avenue Planning background beginning in 2010 and continuing through 2012. The East Sprague Business Association (ESBA) Minutes of October 16, 2013, were shown to reflect ESBA involvement in the project. Additionally, 2014 activities on Sprague were reviewed. Mr. Otterstrom then focused his presentation on the January 2019 request from Mr. Scott Simmons, Director, Public Works, City of Spokane as well as the ESBA’s Stop proposal. He indicated the deficiencies in the recommendations as proposed by ESBA. The STA Board evaluation provided a timeline of events, committee discussion, board and committee information requests to the City of Spokane and the City’s responses. There were additional follow up notes from Mr. Simmons which were emailed on April 5, 2019, that were reviewed and then he advised of the Planning & Development Committee Recommendation: Board approve the following course of action for bus stops on Sprague Avenue near Helena and Napa streets: . Maintain existing bus stops . Continue to invest in HPT elements at the existing locations . Proceed with steps necessary to reimburse the City of Spokane for 2017 improvements Chair Mumm reminded members to speak one at a time. Mr. French asked about peak hours of operations and number of passengers on each bus. Mr. Otterstrom advised between 10 am and 5pm, the typical bus has 20 passengers. It varies by hour. Mr. French asked about the hours between 4-6:30 pm. Mr. Otterstrom noted they taper off after 5:15 – peak of the peak there is also an express service going to Valley Transit Center that takes some of the load capacity off the other buses but there are typically 20-25 people on a bus in this section. Mayor Condon clarified that the timeline had two other issues. He wants to make sure that as we look at the timeline and what happened. He noted that as part of the city’s strategic plan, multi modal is a top priority, but so is a very robust citizen engagement process. As we look at making major investments in our corridors, we’ve literally gone back and looked at a matrix of who gets to decide with this right-of-way and how do we utilize that right-of-way as property owners, businesses, neighborhoods, those who are commuting, those using public transit, and now we weight it and who gets to help us decide what to do with this finite resource. He continued to say that in the meeting on November 5th with STA, we went through all the parts of the HPT and his question was how quickly can we expedite this and make it full HPT. He said some of these initial investments were made so we could do that. If the additional issue is cost, he said these are not lost costs and these are not lost revenues. He said his understanding is that STA does have the authority to take this vote today and ask that this be the service. As elected officials coming from our own corporations what is the precedent we set that now determines what happens in the right-of-way of our communities. Do others need to get approval from the City and then subsequently approval from the Board? He thinks that no matter what the decision is, the precedent we set as we go down this path throughout our service area in opening it up to other users of the right-of-way, is how do we address this? If STA has legally authority, how do you exercise that authority? The request from Scott and the administration was because we are having some of these issues occur. He asked if we could wait until we had the full implementation because we can’t move some of these items up. He noted some have been moved up and as he was looking through his own analysis of the stats and analysis of the components put in compared to the components not put in yet, he proposed wait until the Board has all those components and fully implement the HPT. Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 4
Ms. Kinnear directed her comment to Ms. Meyer and asked her to address what the consequences would be if the stops were eliminated. Ms. Meyer said that transit agencies are required to provide service and amenities without regard to the demographics of the region it is being provided in, which means that anything STA does that creates a disparate impact (for example, in a low income neighborhood) that isn’t equally applied in a higher income neighborhood could be subject to a challenge from the Federal Transit Administration (FTA). STA’s obligation is to always provide service and amenities equitably. STA has these types of stops on Monroe and across the region and suspects STA would be subject to a challenge if they eliminated the accessibility and amenities at the stations on Sprague. Ms. Haley asked Ms. Bowers what the drivers and coach operators thought. Ms. Haley said she asked 15-20 bus drivers at the Plaza over a period of a week and not one driver thought a pullout was a good idea. Every one of them said the bus is still going to be in the lane, it’s going to cause more problems and more issues with the buses pulling back in and from that standpoint, they didn’t feel like this was even viable. Ms. Bowers also reached out to other drivers, too. She sought drivers with many years of experience driving on the route in question. The consensus of more than 75 years of driving experience was they all agreed the buses and stops are vastly safer now than they were before. They are faster getting through, have fewer mirror strikes, have less problems boarding handicapped passengers – it’s much safer. In the winter-time, there is no berm problem. The drivers feel that overall it is vastly safer for the them, passengers, and the community to have the stops the way they currently are configured as opposed to the way they were. With the pull outs, there is still a problem getting the buses out of the lane. Mr. Kerns noted this is a similar layout as the Monroe corridor and asked why it was decided to have a pullout on Monroe but nowhere else in this similar setup (street diet type of road). Mr. Otterstrom advised both projects are similar but the case of northbound Monroe where there is a pullout, the property owner is very supportive of transit users and the overall right-of-way is wider on North Monroe by five extra feet, so it doesn’t have the same issues in terms of being able to fully pull out of traffic. Traffic counts are about 75% higher on North Monroe than on Sprague. Mr. Kerns posed a follow up question. If the average stop in lane is 13.5 seconds, why was it appropriate to have a pull out on Monroe? Mr. Otterstrom reiterated that it was a collaborative effort between the City and STA to find the best approach for that section. Something else to note is that Monroe is a longer section of roadway than the two stops at Helena and Napa. As a rider himself, he prefers in-lane stops because of the overall functionality of that – both balancing the multi-modal demands on that corridor and keeping in mind that stops, on average, have different load factors. Mr. Kerns then asked Mr. Otterstrom in his opinion, which is more conducive for the free flow of the overall traffic system – in lane stops or the bus leaving the lane. Mr. Otterstrom noted that as a transportation planner, his overall objective is to move people. Generally speaking, guidance from the National Association of Transportation Officials, in a corridor where you are seeking a better pedestrian environment, the car is not the primary function of the corridor. Integrating that with pedestrian environments for buses to stay in the lane of traffic is the recommended best practice and has been implemented successfully elsewhere in our community and throughout the country. Mr. French noted there was a statistic recently put out that said basically 98% of the people travel in single occupant vehicles and credited that to the Spokane Regional Transit Council (SRTC) which he chairs. He stated he called the Executive Director and asked if that statistic was accurate and she said the metric is 78% of folks travel in single occupant vehicles and the rest are either in vanpool, carpool, or public transportation. Just to set the record straight. With no further comments from the Board, Chair Mumm opened the Public Expressions. She reminded speakers they had a three minute time limit: Bruce Wisor – Quality Floors & Interiors, corner of Sprague and Hatch. He said his was a family business in location for about 22 years. He feels these changes and the situation with buses is extremely difficult to deal with on daily basis. He said he disagreed with the statistics being thrown around. He provided personal support of removing the stops and pulling out of the lane. Based on the congestion he has seen, he doesn’t know how that could be 13.5 seconds.
Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 5
Art Coffey – He has no business on Sprague but is a member of ESBA. He was not here to advocate any one solution but did want to highlight that there are many businesses in that area. This is their entire livelihood; entire life savings; very important for them to have a free flow of traffic to get to them to feel like they are welcome to be there. Also, he doesn’t quite believe 13.5 second dwell time. He offered his experience on the roadway and feels that it is more than 13.5 seconds. He encouraged the board not to be entrenched and listen to the people. Randy McGlenn –His comments were directed to this Board and policy makers who sit on it. The item missed regarding the issue is we have two policies that are working against each other instead of working together. Key to effective multi-modal is synergy between. He addressed the policy of the road diet through corridor. He talked about commuters and the effects on businesses. He thought we should keep HPT with platforms and suggested going back to the drawing board on how to incorporate and have traffic flow around buses. Laverne Biel – She brought pictures and passed around a copy of a letter from January 2017. She noted she has been talking with STA and City of Spokane from 2010 and 2013 about these issues. Not something new and extravagant we’ve come up with. The letter was signed by 17 local business owners. There is increased revenue in area, primarily due to buildings being resurrected. Revenue is important and so is public safety. James Hanley – Owner Tin Roof Furniture store. East Central Steering Committee Vice-Chair, a businessman, and attached to community since late 90’s. He addressed the lack of traffic, effect it has on his and other small businesses. He spends a lot of money on advertising and facility – 100’ of glass 10’ tall. If we have traffic fall off, it affects business. People don’t stop if they aren’t driving through. He thought that we should shift things around and use the parking there now that is not utilized, places are not used as active parking. With those things in mind, it’s an evolving situation, pilot project, ESBA pushed this three lane configuration, ESBA paid for paint, East Central paid for paint. He is asking you to consider a change to a slightly different configuration. Karen Sutula – Writer and illustrator of children’s books. Chair of ESBA during construction in 2017; current chair of District 1 Leadership committee and a resident in the area. She knows neighbors and they all use the bus, love the stops and the walkability – going to eat, etc. Before the change, she never saw them out on the street. She felt their voice was missing from these studies and statistics. She asked the Board to think about the residents and people using the buses in that area. She noted having heard a lot complaints about cars and backing up into the intersection and suggested that the solution would be to get traffic enforcement involved – they are breaking traffic laws when they do that. We love what’s down there. Talk to my neighbors, Walk it, drive it. Doug Trudeau –small business owner on Sprague 70+ years. He suggested to narrow the center lanes and thought buses could get out of lane and cars could get by. His concern is Sprague and Sherman. Talking about it today – not six months ago. Solutions to pull out of lane. Property owner would trade property to get buses out of traffic – the grass strip could be used. Regarding the effect on businesses with parking – nobody parks from Sherman to Becker Buick so it’s not affecting business. When we design this, get the bus out of lane. Putting the bus stop in lane past the light, it doesn’t work well. I would not recommend this anywhere else in the city. Frustrating. Thomas Leighty – ATU 1015 President / Labor representing STA employees. He noted that he has spoken to STA operators and from their perspective, they would like to see stops stay the way they are from a safety point of view. Merging back from pullouts increases opportunities for accidents. There needs to be better traffic enforcement. Being in transit industry, those that make these decisions use sound practice and efficiency. New stops allow customers to board easily and quickly. Increased by 50% - attracting new riders. Level boarding for passengers with wheelchairs. Takes more time but have compassion for ADA passengers for using most cost effective mode of travel. As roads become more congested, buses are easy, convenient, and affordable. Larry Stone –These businesses are facing disaster. One of you said, we’d be setting a precedent by changing our mind. When we make a mistake, we change our mind. Also, one of you said – if we change what’s been done, it’s a mistake in government and a waste money. What we are doing by keeping this is creating a disaster for hard working, small business. Working for several generations because we don’t want to admit we made a mistake. 15K people per day for a mere $200K. City of Spokane made a change; the Mayor and staff made a decision. He urged the Board to reconsider.
Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 6
Josh Heiler – Local resident. Offering his opinion as a bus rider. Uses only buses for his transportation purposes. Putting emphasis on cars and cars going through roads is getting out of date. Serious issues with climate change. He advocates using the bus. Shelters to keep you out of rain and snow are a significant improvement. To business community, get customers to business. People on the bus can come to your business, too. Ted Tesky - Via Email – Chair Mumm read the email, “Please pass this message on to the STA Board for their meeting today. ‘I opened the paper today and saw three full-page ads decrying the state of transit on East Sprague. I want to encourage you to stand firm and not give into the hyperbolic, anecdotal accounts of the ESBA. You are transit professionals and the experts on this. The only way to reduce the “congestion” they claim occurs is to get more people on the bus, which requires making the bus more convenient than personal autos. I have been amazed with the great vision shown by the STA and its board over the past few years. Don’t let this group’s regressive vision set the tone for Spokane transit’s future. Stick to your vision, the people of Spokane voted to support you.’” A robust discussion among the Board members followed the public expressions. Ms. Burke made a motion to accept the recommendation from the Planning and Development Committee. Mr. Grover seconded the motion. Chair Mumm noted the recommendation came from the Planning & Development committee with a vote of 3 to zero. In response to Mr. French’s suggestion for research into Transit Signal Priority (TSP), at Chair Mumm’s request, Ms. Meyer explained that TSP is part of the Central City Line Project so that the technology on the bus and the signal light speak to each other. Under certain conditions, the bus will trigger an early green or a transit only green, depending on the way the rules are agreed upon; i.e., does the bus have to be full, or late, or is it a far side stop – all those items come into consideration of the agreement between the jurisdiction and the transit agency. Mayor Condon said Spokane has the technology in place and commented about the irony of it having to be agreed upon by the jurisdiction that has authority over the right of way. Following additional discussion, Chair Mumm called for the question and restated the motion: Recommend the Board approve the selection of STA’s Alternative 4: Maintain existing stops, continue to invest in HPT elements (e.g. TVMs, real time info.) which includes reimbursing the City of Spokane for 2017 improvements and continuing STA investment at existing locations and forwarded to Board agenda. A vote was taken and the motion failed with 4 in favor and 5 opposed. Chair Mumm asked for another motion. Mr. French made a motion to direct staff and the Planning & Development Committee (P&D) to explore the implementation of Transit Signal Priority system in the Sprague Corridor that would allow for integration of movement of traffic as well as in lane bus stops as currently anticipated and that the P&D committee come back within 60 days with a recommendation as to what is involved with the implementation of that kind of a system. Ms. Burke seconded the motion. After brief discussion, the motion passed 7 in favor and 2 opposed. Mayor Condon asked for a point of clarification of what was the response to the request of the City of Spokane administration? Chair Mumm advised there were not enough votes to make a determination at this time. Mayor Condon asked if it was remitted to the P&D Committee. Chair Mumm checked with legal counsel. Ms. McAloon advised that the recommendation of the P&D Committee was to choose Alternative 4, which was essentially to leave it as is with no change. That motion failed, but she didn’t believe that answers the Mayor’s question about what STA’s response is to the City’s request. She also pointed out the CEO has the authority to respond to that and has asked for Board input because this was such an issue of public discussion. It is still within her authority. Mr. Kerns point of clarification – he advised he was looking forward to seeing the results of the motion. He noted that there was a request from the community and the City to address the in-lane stops. He didn’t think this addressed the issue fully and wondered if there was any way STA could bring forward an idea of how that could be safely accomplished. Whether accepted or not, he expressed interest in how it could be accomplished. If the answer is there is no way it can be accomplished, then that is the answer, but he thought it would be valuable information to see if there is a better way to address the request from the community. Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 7
Chair Mumm advised it was addressed by staff in the presentation but noted that Mr. French had a comment. Mr. French agreed that it was addressed. He noted an additional part is the difference in right of way between Monroe and Sprague. There is not enough room for the buses to get out of the lane on Sprague. He expressed concern that it could not be accomplished and his understanding that it had been addressed. Mayor Freeman said he thought Mr. Kern’s interest was more along the lines of widening widths and if that was of interest to the City, the City Engineering Department could undertake that and make those measurements in consultation with STA, making sure the bus can get fully out of the lane of travel. Additional discussion ensued. Mayor Condon left the meeting at 3:44 8. BOARD ACTION – OTHER None 9. BOARD OPERATIONS COMMITTEE: A. Chair’s Report Chair Mumm reported the discussion of the easement piece on the consent agenda and celebrated the Central City Line announcement of a funding allocation by the FTA of $53.4M. Mr. Otterstrom had a great presentation on Kendall Yards. The PowerPoint is included in the packet and there is an article in Spokesman Review that goes through all the detail. Chair Mumm may bring it back at a later meeting. 10. PLANNING & DEVELOPMENT COMMITTEE: A. Chair’s Report Mr. Grover reported most of the discussion in the last meeting surrounded the East Sprague alternatives. He noted they also approved a Scope of Work for the Design and Engineering Services for the I-90 Valley Route which will allow STA to submit a request for qualifications for that project. With minor changes, the committee recommended approval of the 2019 Transit Development Plan, mid-range guidance, reviewed activities for the TDP and received a briefing from Mr. Watkins on Zero Emissions Bus transition analysis. 11. PERFORMANCE MONITORING & EXTERNAL RELATIONS COMMITTEE: A. Chair’s Report Ms. Kinnear advised PMER Committee approved the Scope of Work for the Paratransit purchased transportation, appointed a new member to the Citizen Advisory Committee, and approved an Award of Contract for Spokane Falls Station and Award of Contract for Spokane Community College Transit Center. There was a presentation of the Fixed Route 2018 Passenger Survey Results and a Legislative Report. 12. CEO REPORT • Ms. Meyer reported on ridership for March which had one less weekday than March 2018 o Fixed Route ridership was down 3.5% year to date and provided 868,574 rides . On-time performance of 94%, above the goal of 93% o Paratransit ridership was down 9.1% and provided 38,078 rides . On-time performance was 88% which is below the goal of 93% o Vanpool ridership increased 1.8% and provided 13,934 rides. The goal for 2019 is 1% increase over 2018 ridership. . There were 2 fewer vans in service year over year, but the same as last month. • Sales Tax Revenue – 3.4% increase over March 2018 o 6.2% above year to date o 7.3% year to date above budget • Operating Expenditures through February 2019 (16.7% of the year) $11.2M • A legislative update included: o 2019-2021 Transportation budget is being negotiated by House and Senate . Includes Regional Mobility Grants for Cheney High Performance Transit and Re-appropriations of previously awarded grants. . Central City Line project funding (Connecting Washington grant) • $1M moved from 2021-2023 (total $15M)
Spokane Transit Authority Board Meeting Minutes April 18, 2019 Page 8
• Federal Update: o Federal Transit Administration announced the allocation of $53.4M for the Central City Line (BRT) project. . Requires signed Small Starts Grant Agreement which is expected by year end Chair Mumm congratulated Ms. Meyer and staff on the grant, acknowledging the phenomenal job they did in bringing home the project that has been well over a decade in the making. Ms. Meyer noted that the Board leadership was essential to the success of the project.
13. BOARD INFORMATION A. Committee Minutes B. March 2019 Sales Tax Summary (Lynda Warren) C. February 2019 Financial Results Summary (Lynda Warren) D. February 2019 Operating Indicators (Roger Watkins) E. 2019 Transit Development Plan: Major Activities (2020-2025) - (Karl Otterstrom) F. STA Section 5310 Funding Call for Projects Timeline (Karl Otterstrom) G. Review FTA Annual Report on Capital Investment Grant Projects (Karl Otterstrom) H. May 2019 Service Change Summary (Karl Otterstrom) I. 4th Quarter Safety & Loss Summary Report (Nancy Williams)
14. NEW BUSINESS None.
15. BOARD MEMBERS’ EXPRESSIONS Rhonda Bowers thanked Board members that did extra work (Ms. Burke, Ms. Haley and Mr. French). She noted her appreciation for their contact with community members and people who didn’t get to speak here. Drivers and people who take the bus. Thank you. Mr. Kerns – Highlighted one of the things Ms. Kinnear mentioned about the PMER meeting was the results from STA survey. He recommended the results be sent to whole board as it was very valuable information of demographics of riders. Ms. Meyer advised it was in the packet. Mayor Grover spent quite some time on East Sprague and he advised he drove up and down the street for 45 minutes to an hour and counted time behind the bus at 13 or 14 seconds. Ms. Kinnear reported she did the same thing Chair Mumm thanked the board for their wonderful engagement.
16. ADJOURNED With no further business to come before the Board, Chair Mumm adjourned the meeting at 4:05 p.m.
Respectfully submitted,
Dana Infalt Clerk of the Authority
Cable 5 Broadcast Dates and Times of April 18, 2019 Board Meeting: Saturday, April 20, 2019 4:00 p.m. Monday, April 22, 2019 10:00 a.m. Tuesday, April 23, 2019 8:00 p.m.
Next Committee Meetings (STA Conference Rooms, West Boone Avenue, Spokane, Washington): Planning & Development May 1, 2019, 10:00 a.m. (Southside) 1230 West Boone Performance Monitoring & External Relations May 1, 2019, 1:30 p.m. (Southside) 1230 West Boone Board Operations May 8, 2019, 1:30 p.m. (Northside) 1230 West Boone
Next Board Meeting: Thursday, May 16, 2019, 1:30 p.m., STA Boardroom, 1230 West Boone Avenue, Spokane, Washington.
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5B : MINUTES OF THE APRIL 3, 2019, SPECIAL BOARD WORKSHOP MEETING - CORRECTIONS AND/OR APPROVAL
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Dana Infalt, Executive Assistant to the CEO and Clerk of the Authority
SUMMARY: The minutes of the April 3, 2019, Special Board Workshop meeting are attached for your information, corrections and/or approval.
RECOMMENDATION TO BOARD: Corrections and/or approval.
FINAL REVIEW FOR BOARD BY:
Division Head DI Chief Executive Officer ESM Legal Counsel LM
Attachment Spokane Transit Authority 1230 West Boone Avenue Spokane, Washington 99201-2686 (509) 325-6000
BOARD OF DIRECTORS
Draft Minutes of the April 3, 2019, Special Board Workshop Spokane Transit Authority Boardroom 1230 West Boone Avenue Spokane, WA 99201
MEMBERS PRESENT STAFF PRESENT Candace Mumm, City of Spokane (Chair) E. Susan Meyer, Chief Executive Officer Chris Grover, Small Cities Representative Roger Watkins, Chief Operations Officer (Cheney) Lynda Warren, Director of Finance & Information Services Al French, Spokane County Karl Otterstrom, Director of Planning & Development Josh Kerns, Spokane County Brandon Rapez-Betty, Director of Communications Pamela Haley, City of Spokane Valley & Customer Service Kevin Freeman, Small Cities Representative Nancy Williams, Director of Human Resources (Millwood) Ex Officio Mike Kennedy, Small Cities Representative PRESENTERS (Liberty Lake) Ex Officio Grand D. Forsyth, Ph.D., Chief Economist, Avista Kate Burke, City of Spokane Sam Wood, City of Spokane Valley LEGAL COUNSEL Lori Kinnear, City of Spokane Laura McAloon, McAloon Law PLLC Rhonda Bowers, Labor Representative GUESTS MEMBERS ABSENT Ron Valencia, City of Spokane Valley David Condon, City of Spokane Tammy Johnston, STA Veronica Messing, Small Cities Representative Lynn Holmes, STA (Airway Heights) Ex Officio
1. CALL TO ORDER AND ROLL CALL Chair Mumm called the meeting to order at 11:50 a.m.
2. REGIONAL ECONOMIC OUTLOOK, Grant Forsyth, Chief Economist, Avista, Chair Mumm introduced Mr. Forsyth. Ms. Meyer noted the purpose of discussion was to determine revenue assumptions to be utilized to develop the forecast for the upcoming budget planning. She said that STA consults with Mr. Forsyth every year. Mr. Forsyth made a presentation to the Board regarding the regional economic outlook. An in depth discussion ensued with members, staff, and Mr. Forsyth.
3. 2019 DRAFT TRANSIT DEVELOPMENT PLAN, REVENUE & EXPENDITURE FORECAST ASSUMPTIONS Ms. Warren presented the Draft Transit Development Plan and reviewed revenue and expenditure forecast assumptions, advising that staff do everything inside of a plan. For April, mid-range planning guidance, she advised that staff discuss revenue forecast & expenditures here with Board members. A lengthy discussion ensued. Ms. Warren advised staff will return in the May Board meeting with the forecast and budget based on Board guidance today.
Spokane Transit Authority Special Board Workshop Minutes April 3, 2019 Page 2
Mr. Freeman left at 1:25
4. ADJOURN With no further business to come before the Board at this workshop, Chair Mumm adjourned the meeting at 1:34 p.m.
Respectfully submitted,
Dana Infalt Executive Assistant to the CEO & Clerk of the Authority SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5C : APRIL 2019 VOUCHERS
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Lynda Warren, Director of Finance & Information Services Tammy Johnston, Financial Services Manager
SUMMARY: The following warrants and ACH transfers for the period of April 1 through 30, 2019, have been audited and processed for payment by the Finance Department in accordance with RCW 42.24.080 and are hereby recommended for STA Board approval. Supporting invoices are in the Finance Department for review.
DESCRIPTION VOUCHER/ACH NUMBERS AMOUNT Accounts Payable Vouchers (April) Nos. 602736 – 603054 $ 2,438,905.94 Workers Comp Vouchers (April) ACH – 2286 $ 104,863.70 Payroll 04/12/19 ACH – 04/12/19 $ 2,084,607.00 Payroll 04/26/19 ACH – 04/26/19 $ 1,265,205.33 WA State – DOR (Use Tax) (April) ACH – 1767 $ 7,834.59 APRIL TOTAL $ 5,901,416.56
Certified:
______Tammy Johnston Financial Services Manager
This certifies that the above vouchers have been audited and certified as required by RCW 42.24.080
______Lynda Warren Director of Finance & Information Services (Auditing Officer)
RECOMMENDATION TO BOARD: Approve claims as listed above.
FINAL REVIEW FOR BOARD BY:
Division Head TJ Chief Executive Officer ESM Legal Counsel LM
Spokane Transit Authority Vouchers - April 2019
Check Date Check # Payee Reference Amount 04/04/19 602736 Johnson Controls Fire Protection LP 1584 1,232.00 04/05/19 602737 Air Electric Equipment & Tools Inc 1044 795.54 04/05/19 602738 Air Flow Systems Inc 1001 89.67 04/05/19 602739 Alliant Insurance Services Inc - NPB Main 1914 77,698.00 04/05/19 602740 Amazon Capital Services Inc 2098 1,949.88 04/05/19 602741 Aronson Security Group 1070 4,810.22 04/05/19 602742 Avista Corporation 1081 36,688.92 04/05/19 602743 AxleTech International LLC 1892 930.00 04/05/19 602744 Cleland Investments 2038 62.01 04/05/19 602745 Cheryl Beckett 1092 187.50 04/05/19 602746 Robert J Berg 1099 267.05 04/05/19 602747 Calvary Spokane 1136 206.72 04/05/19 602748 Camp Automotive Inc 1024 1,355.04 04/05/19 602749 Canon Financial Services Inc 1154 195.84 04/05/19 602750 Carquest Auto Parts 1025 249.30 04/05/19 602751 Consolidated Electrical Distributors Inc 1133 21.65 04/05/19 602752 QWEST Corporation 1148 398.54 04/05/19 602753 QWEST Corporation 1148 128.14 04/05/19 602754 City of Cheney - Utility 1158 346.36 04/05/19 602755 City of Spokane 1601 4,628.14 04/05/19 602756 City of Spokane 1601 4,345.23 04/05/19 602757 Coffman Engineers Inc 1162 49,131.26 04/05/19 602758 Comcast 1170 98.03 04/05/19 602759 Comcast 1170 118.34 04/05/19 602760 Comcast 1170 352.30 04/05/19 602761 Compunet Inc 1166 1,834.94 04/05/19 602762 Country Homes Christian Church 1183 177.48 04/05/19 602763 Cummins Inc 1027 29,216.60 04/05/19 602764 Day Wireless Systems 1202 2,350.00 04/05/19 602765 Dell Marketing LP 1204 495.44 04/05/19 602766 Delta Dental of Washington 1726 54,404.60 04/05/19 602767 DeVries Business Records Management Inc 1766 210.00 04/05/19 602768 Esco Institute Ltd 1881 433.75 04/05/19 602769 Eastern Washington University 2344 200,000.00 04/05/19 602770 Eastern Washington University Foundation 2343 1,000.00 04/05/19 602771 FedEx Freight 2346 446.50 04/05/19 602772 Five D Builders Inc 2316 1,193.50 04/05/19 602773 Galls LLC 1271 645.13 04/05/19 602774 General Fire Extinguisher Service Inc 1274 151.94 04/05/19 602775 The General Store 1956 98.02 04/05/19 602776 Gillig LLC 1279 16,836.44 04/05/19 602777 W.W. Grainger Inc 1285 710.20 04/05/19 602778 Graybar Electric Co Inc 1287 325.12 04/05/19 602779 Humanix Corp 1329 5,059.26 04/05/19 602780 IdentiSys Inc 2159 95.25 04/05/19 602781 Kaiser Foundation Health Plan of Washington 1296 940.00 04/05/19 602782 Kaiser Foundation Health Plan of Washington 1296 27,988.77 04/05/19 602783 Kaiser Foundation Health Plan of WA Options Inc 1295 3,959.84 04/05/19 602784 Kaiser Foundation Health Plan of WA Options Inc 1295 20,146.00 04/05/19 602785 Kershaw's Inc 1374 191.63 04/05/19 602786 Life Ins Co of N America 1397 14,976.26 04/05/19 602787 Maintenance Solutions 1418 388.42 04/05/19 602788 McKinstry Essention LLC 1422 89,655.24 04/05/19 602789 Modern Electric Water Co Inc 1439 1,918.98 04/05/19 602790 Mohawk Manufacturing & Supply Co 1011 2,303.78 04/05/19 602791 Motion Auto Supply Inc 1012 624.74 04/05/19 602792 Muncie Reclamation and Supply Co 1013 144.82 04/05/19 602793 Genuine Parts Company 1014 8,018.90 04/05/19 602794 NAPA Auto Parts Inc 1014 570.62 04/05/19 602795 Nelson Nygaard Consulting Associates 2185 5,889.00 04/05/19 602796 The Aftermarket Parts Company LLC 1015 1,429.75 04/05/19 602797 Northwest Pump & Equipment 1477 8,453.24 04/05/19 602798 Pacific Office Solutions 2288 674.57 04/05/19 602799 Pressworks Inc 1522 1,536.26 04/05/19 602800 Purfect Logos 2253 3,001.52 04/05/19 602801 SBA Towers II LLC 1569 2,112.16
1 of 5 Check Date Check # Payee Reference Amount 04/05/19 602802 Six Robblees Inc 1017 70.39 04/05/19 602803 Spokane County Commute Smart Northwest 1603 500.00 04/05/19 602804 Spokane House of Hose Inc 1605 546.03 04/05/19 602805 Spokane Pump Inc 1609 2,955.61 04/05/19 602806 The Spokesman Review 1616 2,583.22 04/05/19 602807 Sportworks Northwest Inc 1617 139.70 04/05/19 602808 STA Operations 1556 199.43 04/05/19 602809 Stanley Convergent Security Solutions 1624 774.25 04/05/19 602810 Symetra Life Insurance Company 1562 3,834.27 04/05/19 602811 Team Torque Inc 1644 49.50 04/05/19 602812 Terminal Supply Inc 1648 80.25 04/05/19 602813 Tyler Technologies Inc 1675 165,973.31 04/05/19 602814 US Bank 1678 20,232.55 04/05/19 602815 Jeffrey Oien 2155 638.55 04/05/19 602816 Washington State 1209 3,675.50 04/05/19 602817 Walter E Nelson Co 1721 315.07 04/05/19 602818 Wendle Motors Incorporated 1021 334.88 04/05/19 602819 Wm. Winkler Company 1752 4,064.81 04/05/19 602820 US Bank National Association 1698 14,073.61 04/12/19 602821 AFSCME 1328 1,186.59 04/12/19 602822 AFSCME 1328 140.00 04/12/19 602823 Amalg Transit Union #1015 1055 16,957.02 04/12/19 602824 Amalg Transit Union #1598 1056 631.49 04/12/19 602825 Battery Systems Inc 1089 306.71 04/12/19 602826 Cleland Investments 2038 41.34 04/12/19 602827 Daniel H Brunner Trustee 1124 643.33 04/12/19 602828 California Department of Child Support Services 1130 198.92 04/12/19 602829 Cardinal Infrastructure LLC 2059 12,000.00 04/12/19 602830 Carquest Auto Parts 1025 1,748.94 04/12/19 602831 Child Support Enforcement Agency 1825 392.30 04/12/19 602832 Clean Concepts Group Inc 1471 707.20 04/12/19 602833 Cummins Inc 1027 538.84 04/12/19 602834 Department of Social and Health Services 1210 3,969.08 04/12/19 602835 Employee Advisory Council 1236 540.00 04/12/19 602836 Embroidered Sportswear Inc 1232 65.26 04/12/19 602837 Diamond Auto Glass Inc 1308 239.36 04/12/19 602838 Graybar Electric Co Inc 1287 795.33 04/12/19 602839 H & H Business Systems 1298 1,060.92 04/12/19 602840 Hogan Mfg Inc 1008 41.82 04/12/19 602841 Mohawk Manufacturing & Supply Co 1011 491.85 04/12/19 602842 The Aftermarket Parts Company LLC 1015 5,601.99 04/12/19 602843 Pacific Office Solutions 2288 36.55 04/12/19 602844 S T A - Well 1557 381.50 04/12/19 602845 Six Robblees Inc 1017 1,471.36 04/12/19 602846 State of Arizona 1770 347.45 04/12/19 602847 State of Arizona - Child Support Enforcement 1770 185.92 04/12/19 602848 United Way of Spokane County 1684 270.00 04/12/19 602849 American Federation of State County 2 WA Council 1705 1,687.07 04/12/19 602850 Wells Fargo Financial Leasing Inc 1735 384.14 04/12/19 602851 Whitley Fuel LLC 2016 41,184.00 04/12/19 602852 Wilbur Ellis Company 1747 261.12 04/19/19 602853 2120 Creative LLC 1819 95.00 04/19/19 602854 ABC Office Equipment Company Inc 2350 413.59 04/19/19 602855 Access 2340 471.97 04/19/19 602856 CBS Reporting Inc 1035 242.00 04/19/19 602857 Amazon Capital Services Inc 2098 8,272.68 04/19/19 602858 Northwest Industrial Services LLC 1058 184.00 04/19/19 602859 ArchiveSocial Inc 1920 2,388.00 04/19/19 602860 Aronson Security Group 1070 7,642.86 04/19/19 602861 Associated Industries of the Inland Northwest 1075 1,206.00 04/19/19 602862 Appleway Chevrolet Inc 1068 623.19 04/19/19 602863 Avista Corporation 1081 19,290.83 04/19/19 602864 Avista Utilities Contract 1081 14,121.04 04/19/19 602865 Association of Washington Cities 1076 500.00
2 of 5 Check Date Check # Payee Reference Amount 04/19/19 602866 Battery Systems Inc 1089 2,438.13 04/19/19 602867 BDI 1022 829.53 04/19/19 602868 Camp Automotive Inc 1024 3,556.43 04/19/19 602869 Carquest Auto Parts 1025 288.80 04/19/19 602870 Cascade Equipment Company LLC 2294 237.66 04/19/19 602871 CDW-Government 1132 371.14 04/19/19 602872 Consolidated Electrical Distributors Inc 1133 281.29 04/19/19 602873 Center for Transportation and the Environment 2335 48,826.00 04/19/19 602874 QWEST Corporation 1148 276.11 04/19/19 602875 Centurylink 1148 75.00 04/19/19 602876 City of Medical Lake 1424 75.61 04/19/19 602877 City of Spokane 1601 21,725.01 04/19/19 602878 City of Spokane 1601 2,413.14 04/19/19 602879 City of Spokane 1601 8,571.50 04/19/19 602880 Clean Concepts Group Inc 1471 229.15 04/19/19 602881 Kathleen M Collins 1163 5,050.00 04/19/19 602882 Compunet Inc 1166 13,236.00 04/19/19 602883 Occupational Health Centers of Washington PS 2313 380.00 04/19/19 602884 Conseal Containers LLC 1176 347.08 04/19/19 602885 WA State Consolidated Technology Services 1712 123.23 04/19/19 602886 Creative Bus Sales Inc 1233 251.76 04/19/19 602887 CTANW - ADA Conference 2019 2349 300.00 04/19/19 602888 Corporate Translation Services Inc 2158 51.89 04/19/19 602889 Cummins Inc 1027 9,536.42 04/19/19 602890 The Whalley Glass Co 1028 1,950.00 04/19/19 602891 Dell Marketing LP 1204 165.30 04/19/19 602892 DLT Solutions LLC 2076 1,528.80 04/19/19 602893 Evergreen Safety Council 1248 299.00 04/19/19 602894 Fastenal Company 1249 1,307.08 04/19/19 602895 FedEx 1808 85.59 04/19/19 602896 Al French 1266 1,037.78 04/19/19 602897 Galls LLC 1271 5,181.04 04/19/19 602898 The General Store 1956 57.25 04/19/19 602899 Gillig LLC 1279 25,976.29 04/19/19 602900 Diamond Auto Glass Inc 1308 190.40 04/19/19 602901 Jacob Goss 1292 226.30 04/19/19 602902 W.W. Grainger Inc 1285 375.46 04/19/19 602903 Pamela Haley 2043 278.40 04/19/19 602904 HRA Veba Trust 1415 23,033.30 04/19/19 602905 Humanix Corp 1329 7,450.95 04/19/19 602906 Oil Price Information Service LLC 1346 131.65 04/19/19 602907 Internet Archive 1354 1,000.00 04/19/19 602908 Kaiser Foundation Health Plan of Washington 1296 281,424.44 04/19/19 602909 Kershaw's Inc 1374 88.98 04/19/19 602910 Liberty Lake Sewer and Water District 1396 116.47 04/19/19 602911 Metroline Inc 1429 643.20 04/19/19 602912 Mohawk Manufacturing & Supply Co 1011 533.44 04/19/19 602913 Motion Auto Supply Inc 1012 121.52 04/19/19 602914 Candace Mumm 1810 2,261.76 04/19/19 602915 Black Realty Management Inc 1658 16,827.40 04/19/19 602916 Genuine Parts Company 1014 2,731.31 04/19/19 602917 NAPA Auto Parts Inc 1014 485.54 04/19/19 602918 The Aftermarket Parts Company LLC 1015 2,645.71 04/19/19 602919 CSWW Inc 1102 289.57 04/19/19 602920 North 40 Outfitters 1102 119.78 04/19/19 602921 Northern Energy - 1790 1064 6.36 04/19/19 602922 Nwestco LLC 1474 308.50 04/19/19 602923 Occupational Medicine Associates PS 1482 6,649.00 04/19/19 602924 Office Depot Inc 1483 1,376.07 04/19/19 602925 Office Relief Inc 1991 1,021.00 04/19/19 602926 OpenSquare 2013 2,111.46 04/19/19 602927 Partners Advancing Character Education 2352 600.00 04/19/19 602928 Pacific Office Solutions 2288 534.38 04/19/19 602929 Premera Blue Cross 1521 333,413.38 04/19/19 602930 Pressworks Inc 1522 520.54 04/19/19 602931 Professional Finishes 1526 4,876.36 04/19/19 602932 Multi Service Technology Solutions Inc 2146 111.07 04/19/19 602933 SageView Advisory Group LLC 1955 9,250.00 04/19/19 602934 Schetky Northwest Sales Inc 1570 980.31
3 of 5 Check Date Check # Payee Reference Amount 04/19/19 602935 Securitas Security Svcs 1574 23,593.51 04/19/19 602936 Ellison Systems Inc 2329 122.03 04/19/19 602937 Society For Human Resource Management 1555 189.00 04/19/19 602938 Special Mobility Services 2122 815.33 04/19/19 602939 Spokane County Treasurer 1603 82.36 04/19/19 602940 Spokane County Treasurer 1603 4,438.27 04/19/19 602941 Spokane County Environmental Services 1603 409.08 04/19/19 602942 Spokane County Treasurer 1603 1,494.43 04/19/19 602943 The Spokesman Review 1616 470.84 04/19/19 602944 Sportworks Northwest Inc 1617 1,425.35 04/19/19 602945 Standard Digital Print Co Inc 1623 235.22 04/19/19 602946 Summit Law Group PLLC 1637 3,969.00 04/19/19 602947 Terminal Supply Inc 1648 196.16 04/19/19 602948 The Engraver Inc 1242 50.64 04/19/19 602949 Stephen Hirano 1665 115.00 04/19/19 602950 Trapeze Software Group 1669 11,955.22 04/19/19 602951 Tyler Technologies Inc 1675 962.50 04/19/19 602952 United Parcel Service Inc 1683 465.80 04/19/19 602953 Veritech Inc 2049 1,315.00 04/19/19 602954 Verizon Wireless LLC 1686 8,155.86 04/19/19 602955 State of Washington 1707 56,000.00 04/19/19 602956 Walter E Nelson Co 1721 1,357.08 04/19/19 602957 Waste Management Spokane 1702 347.54 04/19/19 602958 Wells Fargo Financial Leasing Inc 1735 834.87 04/19/19 602959 Westmatic Corporation 1742 2,148.05 04/19/19 602960 Whites Boots Inc 1744 557.88 04/19/19 602961 Whitley Fuel LLC 2016 62,170.56 04/19/19 602962 Whitworth Water District 1746 22.06 04/19/19 602963 Wilbur Ellis Company 1747 2,216.39 04/19/19 602964 Washington State Transit Assoc 1715 200.00 04/19/19 602965 Zayo Group LLC 2321 3,290.66 04/25/19 602966 LCD Exposition Services 1381 1,253.44 04/26/19 602967 Inland Welding Supply Inc 1032 179.69 04/26/19 602968 AFSCME 1328 1,152.79 04/26/19 602969 AFSCME 1328 136.00 04/26/19 602970 Air Flow Systems Inc 1001 411.48 04/26/19 602971 Alsco Inc 2196 5,591.83 04/26/19 602972 Amazon Capital Services Inc 2098 1,216.99 04/26/19 602973 Northwest Center Services 2271 26,111.52 04/26/19 602974 Amalg Transit Union #1015 1055 17,380.89 04/26/19 602975 Amalg Transit Union #1598 1056 631.49 04/26/19 602976 Amalgamated Transit Union 1057 320.61 04/26/19 602977 Appleway Chevrolet Inc 1068 499.28 04/26/19 602978 Battery Systems Inc 1089 3,893.18 04/26/19 602979 Bellingham Bay Running Company LLC 2300 225.22 04/26/19 602980 Cleland Investments 2038 389.32 04/26/19 602981 Robert J Berg 1099 522.60 04/26/19 602982 Blanchard Auto Electric Co 1109 71.03 04/26/19 602983 BDI 1022 271.12 04/26/19 602984 Daniel H Brunner Trustee 1124 643.33 04/26/19 602985 California Department of Child Support Services 1130 198.92 04/26/19 602986 Camp Automotive Inc 1024 5,214.66 04/26/19 602987 Camp Automotive Inc 1024 484.50 04/26/19 602988 Carquest Auto Parts 1025 1,397.75 04/26/19 602989 QWEST Corporation 1148 332.54 04/26/19 602990 Child Support Enforcement Agency 1825 392.30 04/26/19 602991 City of Spokane 1601 2,314.07 04/26/19 602992 City of Spokane 1601 215.00 04/26/19 602993 Coffman Engineers Inc 1162 34,537.91 04/26/19 602994 Comcast 1170 262.20 04/26/19 602995 Comcast 1170 108.79 04/26/19 602996 Occupational Health Centers of Washington PS 2313 95.00 04/26/19 602997 Container Bros LLC 2348 3,593.70 04/26/19 602998 Michael Hugh Maycumber 1179 381.15 04/26/19 602999 Cummins Inc 1027 2,223.42 04/26/19 603000 Desautel Hege 1839 15,935.57 04/26/19 603001 Department of Social and Health Services 1210 3,969.08 04/26/19 603002 Employee Advisory Council 1236 534.00 04/26/19 603003 El Jay Oil Co Inc 1003 1,822.01 04/26/19 603004 Robert S Letson 2206 3,143.88 04/26/19 603005 Fiber Marketing International Inc 2347 1,622.61
4 of 5 Check Date Check # Payee Reference Amount 04/26/19 603006 Galls LLC 1271 687.49 04/26/19 603007 The General Store 1956 116.25 04/26/19 603008 Gillig LLC 1279 15,264.95 04/26/19 603009 Gus Johnson Ford 1832 3,236.55 04/26/19 603010 H & H Business Systems 1298 486.29 04/26/19 603011 H & H Business Systems 1298 2,285.35 04/26/19 603012 George C Howie 1327 843.98 04/26/19 603013 Ideal Shield LLC 2359 239.54 04/26/19 603014 Chad Johnson 1361 834.00 04/26/19 603015 Johnson Controls Fire Protection LP 1584 275.00 04/26/19 603016 KEPRO 2258 1,062.66 04/26/19 603017 Kershaw's Inc 1374 55.10 04/26/19 603018 KnowBe4 Inc 2357 10,821.24 04/26/19 603019 Car Wash Partners Inc 1436 89.60 04/26/19 603020 Mohawk Manufacturing & Supply Co 1011 1,029.98 04/26/19 603021 Motion Auto Supply Inc 1012 461.94 04/26/19 603022 Black Realty Management Inc 1658 20,552.72 04/26/19 603023 Genuine Parts Company 1014 2,264.12 04/26/19 603024 NAPA Auto Parts Inc 1014 3,903.13 04/26/19 603025 The Aftermarket Parts Company LLC 1015 2,107.48 04/26/19 603026 Kalispel Tribal Economic Authority 1468 14,458.40 04/26/19 603027 Nwestco LLC 1474 164.23 04/26/19 603028 Tammy Lynne Glidewell 1282 1,188.00 04/26/19 603029 Office Depot Inc 1483 486.58 04/26/19 603030 DMD Celebrations Inc 1885 354.04 04/26/19 603031 Perfection Tire #5 Inc 1504 4,646.47 04/26/19 603032 Pitney Bowes Global Financial Svcs LLC 1512 163.58 04/26/19 603033 Pure Filtration Products Inc 1531 205.49 04/26/19 603034 Multi Service Technology Solutions Inc 2146 115.70 04/26/19 603035 Roadwise Inc 1546 5,890.52 04/26/19 603036 S T A - Well 1557 377.50 04/26/19 603037 Vanessa Bogensberger 1582 1,512.40 04/26/19 603038 Six Robblees Inc 1017 9.87 04/26/19 603039 Spokane Public Facilities District 1941 7,472.00 04/26/19 603040 Spokane Optical Company LLC 1607 192.00 04/26/19 603041 Standard Digital Print Co Inc 1623 711.55 04/26/19 603042 State of Arizona 1770 347.45 04/26/19 603043 State of Arizona - Child Support Enforcement 1770 185.92 04/26/19 603044 Thermo King Northwest 1650 173.16 04/26/19 603045 United Way of Spokane County 1684 270.00 04/26/19 603046 Washington State 1704 22,322.30 04/26/19 603047 American Federation of State County 2 WA Council 1705 1,631.53 04/26/19 603048 Washington State 1710 22,403.24 04/26/19 603049 Walter E Nelson Co 1721 4,906.22 04/26/19 603050 Wells Fargo Financial Leasing Inc 1735 1,444.03 04/26/19 603051 Westmatic Corporation 1742 2,513.41 04/26/19 603052 Verizon 2142 12,749.64 04/30/19 603053 Spokane County Dept of Building & Planning 1603 3,127.49 04/30/19 603054 WA State Department of Revenue - Leasehold Tax 1767 5,292.43 TOTAL APRIL ACCOUNTS PAYABLE 2,438,905.94
1/1/19-4/30/19 ACH WORKER'S COMPENSATION 2286 104,863.70 TOTAL APRIL WORKER'S COMPENSATION DISBURSEMENTS 104,863.70
4/12/19 725761-725799 PAYROLL AND TAXES PR 08,19 VARIES 2,084,607.00
4/26/19 725800-725838 PAYROLL AND TAXES PR 09,19 VARIES 1,265,205.33 TOTAL APRIL PAYROLL AND TAXES 3,349,812.33
4/25/19 ACH WA STATE - DOR (USE TAX) 1767 7,834.59 TOTAL APRIL EXCISE TAX DISBURSEMENT 7,834.59
TOTAL APRIL DISBURSEMENTS FROM TO1 ACCOUNTS 5,901,416.56
TOTAL APRIL DISBURSEMENTS FROM TO5 TRAVEL ADVANCE ACCOUNT 0.00
TOTAL APRIL DISBURSEMENTS TO1 & TO5 ACCOUNTS 5,901,416.56
5 of 5 SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5D : STORAGE FACILITY LEASE
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Lynda Warren, Director of Finance and Information Services E. Susan Meyer, Chief Executive Officer
SUMMARY: As construction of various projects progresses, additional space is needed to store and stage items such as shelters, markers, trash and recycle bins, bike racks, ticket vending machines, signage, vehicles, replacement parts, etc. Current Boone facilities lack the capacity to store such a large volume of items prior to deployment. In addition, a location is needed that would provide contractors access to retrieve the owner-provided components needed to complete the projects.
Per Article III, Section 3.1 (b) of the By-laws, one duty of the Board is to lease transportation facilities and properties. The CEO is requesting that the Board grant her the authority to enter into lease negotiations and execute a lease for storage facilities appropriate to complete planned construction projects. Such facility will contain a secured warehouse type structure and may also contain a securable lay-down yard.
RECOMMENDATION TO COMMITTEE: Recommend the Board authorize the CEO to enter into a lease for a warehouse storage facility (with lay-down yard if applicable) up to an initial first-year maximum of $60,000 per year and forward to the Board consent agenda.
COMMITTEE ACTION: Approved as presented and forwarded to the Board Consent agenda.
RECOMMENDATION TO BOARD: By motion, authorize the CEO to enter into a lease for a warehouse storage facility (with lay-down yard if applicable) up to an initial first-year maximum of $60,000 per year.
FINAL REVIEW FOR BOARD BY:
Division Head LW Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5E : APPROVAL OF AWARD OF CONTRACT FOR SECURITY SERVICES REFERRAL COMMITTEE: N/A SUBMITTED BY: Nancy Williams, Director of Human Resources Mike Toole, Manager, Safety & Security
SUMMARY: The current five-year contract for security services will expire on June 30, 2019. A scope of work to provide security services for a 5-year period was approved by the Performance Monitoring and External Relations Committee on November 28, 2018. The RFP was released on February 22, 2019, to ten (10) interested firms with four (4) additional firms requesting a copy of the RFP for a total of fourteen (14) interested firms. The RFP was advertised on February 24, 2019. A Pre-Proposal Meeting was held on March 19, 2019, with representatives from five (5) vendors in attendance. One (1) Amendment to the RFP was issued on March 28, 2019. On April 4, 2019 five (5) responsive proposals were received from responsible contractors and on April 17, 2019 the evaluation committee met to discuss each proposal based on the scoring criteria of the total projected cost of services, qualifications & firm organization, including ability to attract & maintain quality employees, ability to meet RFP requirements, references (minimum of 3), and completeness of proposal & RFP compliance. Proposals were ranked as follows: Firm Estimated Average Score Rank First 3 Years (Max 100) Total Cost Securitas, Spokane, WA $2,260,710.40 90.3 1 PPC Solutions Inc., Spokane Valley, WA $2,256,086.00 87.4 2 Allied Universal, Spokane, WA $2,181,018.55 87.0 3 State Protection Services, Spokane, WA $2,291,577.60 81.7 4 Pacific River LLC, Brush Prairie, WA $2,178,744.95 74.2 5 The Evaluation Committee included Nancy Williams, Mike Toole, Ann Frunk, Jacque Tjards, and Tammy Santana. The Evaluation Committee recommendation is to award a five-year contract for Security Officer Services to the incumbent contractor, Securitas Services North America Inc., effective July 1, 2019, for a total cost of: • $733,491.20 for Year 2019 (16% increase over 2018) • $756,454.40 for Year 2020 • $770,764.80 for Year 2021 • $801,049.60 for Year 2022 • $823,638.40 for Year 2023
RECOMMENDATION TO COMMITTEE: Recommend the Board award a five-year contract to Securitas Services North America Inc. for security services at an estimated amount of $3,885,398, based on current service levels. COMMITTEE ACTION: Approved as presented and forwarded to the Board Consent agenda. RECOMMENDATION TO BOARD: By motion, award a five-year contract to Securitas Services North America Inc. for security services at an estimated amount of $3,885,398, based on current service levels. FINAL REVIEW FOR BOARD BY:
Division Head NW Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5F : CONNECT SPOKANE: MINOR UPDATE / ACTION
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning & Development
SUMMARY: Staff has prepared minor preliminary edits to Connect Spokane: A Comprehensive Plan for Public Transportation, in advance of a major update in 2020. Originally adopted by the Board of Directors in 2010 and most recently updated in 2017, Connect Spokane serves as the agency’s goal and policy guide for the next 20 to 30 years.
This update to the plan meets the policy requirement as defined in MI 3.2 Comprehensive Plan Amendments that states “Minor amendments to the Comprehensive Plan may take place at any time so long as the change does not significantly change the scope or direction of the plan.”
The proposed updates are attached and:
• Remove references to “Red Line Standards” and “Modern Electric Trolley” in HPT Route description table in High Performance Transit to reflect current guidance and planning assumptions. • Simplify language for FR 8.0 concerning route numbering to better reflect best practice and avoid unnecessary restrictions on the use of specific numbers. • Add a policy in the System Infrastructure element that addresses when bus shelters are removed to complement SI 4.3 Shelters and Awnings. • Add a policy in the Monitoring and Improvement element to describe frequency of updates of the Transit Asset Management (TAM) Plan in order to satisfy federal requirements. • Update Performance Measures in Annex 1 to better evaluate and communicate fixed-route performance.
A public hearing on the proposed revisions was held at the April 18, 2019 Board meeting, and no public comment was received.
The Planning & Development Committee reviewed the updates and recommended approval as presented.
RECOMMENDATION TO COMMITTEE: Recommend the Board approve, by resolution, the proposed amendments to Connect Spokane: A Comprehensive Plan for Public Transportation.
COMMITTEE ACTION: Recommended approval as presented and forwarded to the Board consent agenda.
RECOMMENDATION TO BOARD: Approve, by resolution, the proposed amendments to Connect Spokane: A Comprehensive Plan for Public Transportation.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
RESOLUTION NO. __769-19______
A RESOLUTION FOR THE PURPOSE OF ADOPTING AMENDMENTS TO CONNECT SPOKANE: A COMPREHENSIVE PLAN FOR PUBLIC TRANSPORTATION; RESCINDING RESOLUTION NOS. 665-10, 669-10, 711-13, 717-14, 732-15 AND 760-17 IN THEIR ENTIRETY AND OTHER MATTERS PROPERLY RELATING THERETO.
SPOKANE TRANSIT AUTHORITY Spokane County, Washington
BE IT RESOLVED BY THE SPOKANE TRANSIT AUTHORITY as follows:
WHEREAS, the Spokane Transit Authority (STA) is a municipal corporation operating and existing under and pursuant to the Constitution and Laws of the State of Washington, including RCW Title 36, Chapter 57A, Public Transportation Benefit Area; and,
WHEREAS, it is to the benefit of STA to define the general direction for the delivery of public transportation service in the future; and,
WHEREAS, by Resolution No. 665-10, the STA Board of Directors first adopted Connect Spokane: A Comprehensive Plan for Public Transportation on July 21, 2010 (Comprehensive Plan); and,
WHEREAS, subsequent updates to the Comprehensive Plan were adopted by the STA Board of Directors pursuant to Resolution No. 669-10, adopted September 15, 2010; a motion approved January 13, 2012; Resolution No. 711-13, adopted December 19, 2013; Resolution 717-14, adopted May 22, 2014; Resolution No. 732-15, adopted June 18,2015 and Resolution No. 760-17, adopted December 14, 2017; and,
WHEREAS, the STA Board of Directors recognizes that the design and condition of the elements that make up the bus stop environment significantly impact customers’ ability to access the fixed route transit system, the efficiency of the system, the quality of customer experience and how the public perceives STA; and,
WHEREAS, the STA Board of Directors desires to partner with local and regional jurisdictions to improve transit service within the PBTA and staff have identified further amendments to the Comprehensive Plan to direct delivery of such improvements; and,
WHEREAS, a Washington State Environment Policy Act (SEPA) Checklist was completed for the proposed amendments and a determination of Non-Significance (DNS) was issued on April 17, 2019, and,
WHEREAS, on April 18, 2019 the STA Board of Directors held a duly noticed public hearing and heard no opposition to the proposed amendments; and,
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of STA as follows:
Section 1. The STA Board of Directors hereby adopts its amended Connect Spokane: A Comprehensive Plan for Public Transportation as shown in its entirety in Exhibit A (Comprehensive Plan).
Section 2. Resolution Nos. 665-10, 669-10, 711-13, 717-14, 732-15, 760-17 are rescinded in their entirety effective upon adoption of this resolution.
Section 3. The STA Board of Directors hereby authorizes the Chief Executive Officer to administer the Comprehensive Plan.
Section 4. This resolution shall take effect and be in force immediately upon passage.
ADOPTED by STA at a regular meeting thereof held on the 16th day of May, 2019.
ATTEST: SPOKANE TRANSIT AUTHORITY
______Dana Infalt Candace Mumm Clerk of the Authority STA Board Chair
Approved as to form:
______Laura McAloon Attorney for Spokane Transit Authority
EXHIBIT A Connect Spokane A Comprehensive Plan For Public Transportation
DRAFT Adopted 2010 Revised DRAFT 2019 Board of Directors Adoption Dates
Action Date Outcome Public Hearing June 16, 2010 Board received public comment. Board Adoption July 21, 2010 Board adopted the plan (Resolution No. 665-10). Public Hearing/Board September 15, Board received public comment and Adoption 2010 adopted revisions to the plan (Resolu- tion No. 669-10) to include policy SI- 3.6 Pedestrian Infrastructure. Public Hearing December 15, 2011 Board received public comment. Board Adoption January 13, 2012 Board adopted the amendments to the Monitoring and Improvement and Sus- tainability elements of the plan. Public Hearing November 21, 2013 Board received public comment. Public Hearing/Board December 19, 2013 Board received public comment regard- Adoption ing amendments to the Title VI policies and adopted the revisions to the plan (Resolution No. 711-13). Public Hearing April 17, 2014 Board received public comment regard- ing amendments to Fixed Route Policy 2.2. Board Adoption May 22, 2014 Board adopted the plan (Resolution No. 717-14). Public Hearing May, 21, 2015 No public comment was offered to the Board at the hearing on proposed amendments. Board Adoption June 18, 2015 Board adopted the plan (Resolution No. 732-15). Public Hearing November 16, 2017 No public comment was offered to the Board at the hearing on proposed amendments. Board Adoption December 14, 2017 Board adopted the plan (Resolution No. 760-17). About the Cover
The photos shown on the cover display a representation of transit access within the Spokane Region. Using data from the transit system as it existed in the fall of 2010, we assigned an accessibility value to every point in the region based upon the number of bus trips that are within walking distance in a day and classified those values to a range of visible light. Alternative Formats
Spokane Transit assures nondiscrimination in accordance with Title VI of the Civil Rights Act of 1964 and the Americans with Disabilities Act. For more information, visit www.spokanetransit.com. All phone numbers are accessible for people who are deaf or hard of hearing through Relay 711. Upon request, alternative formats of this document will be produced for people who are disabled. Call (509) 325-6094 or email [email protected]. Table of Contents
Part I: Introduction...... 1 Introduction...... 3
Goal of the Comprehensive Plan...... 3
Elements of the Comprehensive Plan...... 4
How to Read the Comprehensive Plan...... 5
Washington State Comprehensive Transit Planning Requirements...... 5 History of Transit in the Spokane Region...... 7 Regional Context...... 11
Introduction...... 11
Population...... 11
Land Use...... 13
Economy...... 14
Travel...... 15
Environment...... 16
Energy...... 17 Part II: Services...... 19 High Performance Transit...... 21
High Performance Transit Principles...... 21
High Performance Transit Policies...... 23
High Performance Transit Connect Strategies...... 27 Fixed-Route Service...... 31
Fixed-Route Service Design Principles...... 33
Fixed-Route Service Design Policies...... 38
Fixed-Route Connect Strategies...... 46 Paratransit...... 49 Paratransit Goal...... 49
Paratransit Principles...... 49
Paratransit Policies...... 50
Paratransit Connect Strategies...... 52 Flexible Services...... 53
Flexible Services Goal...... 53
Flexible Services Principles ...... 53
Flexible Services Policies...... 54
Flexible Services Connect Strategies...... 56 System Integration...... 59 Part III: Activities and Programs...... 61 System Infrastructure ...... 63
System Infrastructure Goal...... 63
System Infrastructure Principles...... 63
System Infrastructure Policies...... 64
System Infrastructure Connect Strategies...... 70 Communications and Public Input...... 71
Communications and Public Input Goal...... 72
Communications and Public Input Principles...... 72
Communications and Public Input Policies...... 73
Communications and Public Input Connect Strategies...... 77 Revenues and Fares...... 79
Revenues and Fares Goal...... 80
Revenues and Fares Principles...... 80
Revenues and Fares Policies...... 81
Revenues and Fares Connect Strategies...... 84 Monitoring and Improvement...... 85 Monitoring and Improvement Goal...... 85
Monitoring and Improvement Principles...... 85
Monitoring and Improvement Policies...... 86 Regional Transportation and Land Use Coordination...... 91
Regional Transportation and Land Use Coordination Goal...... 91
Regional Transportation and Land Use Coordination Principles...... 91
Regional Transportation and Land Use Coordination Policies...... 93 Sustainability...... 97
Sustainability Principles...... 97
Sustainability Policies...... 98
Sustainability Connect Strategies...... 103 Safety & Security...... 105
Safety & Security Goal...... 105
Safety & Security Principles...... 106
Safety & Security Policies...... 106 Annex 1...... 109
Fixed-Route Performance Standards...... 109 Annex 2...... 113
System-Wide Title VI Policies...... 113
Major Service Change Policies...... 113
Service Change Disparate Impact Policy (minority)...... 113
Service Change Disproportionate Burden Policy...... 113
System-wide Transit Amenities Service Policy...... 114
Vehicle Assignment Service Policy...... 114
Fare Change Policy...... 114
Fare Change Minority Disparate Impact Policy...... 114 Fare Change Low-Income Disproportionate Impact Policy...... 114
On-Time Performance Standard...... 114 Table of Figures
Figure 1- Service Type by Color...... 25
Figure 2- Preliminary HPT Proposal...... 28
Figure 3- Route Length and Trip Pairings...... 35
Figure 4- Speed vs. Access...... 36
Figure 5- One-way Loops vs. Direct Routes...... 37
Figure 6- Urban Areas and Clusters...... 41
Figure 7- Geographic Allocation...... 42
Figure 8- Fixed-Route Connect Strategies...... 47 This page is intentionally left blank. Connect Spokane:
A Comprehensive Plan for Public Transportation
Part I: Introduction Connect Spokane
This page is intentionally left blank.
2 April 2019 Connect Spokane
Introduction
Planning plays a role in all of our lives. Whether it is career planning, travel planning, or deciding what to have for dinner, planning increases I
the likelihood of achieving our desired goals. Although the exact course is Introduction never known, a good plan can provide the guidance and direction needed to navigate through the unknown.
Like other large organizations, Spokane Transit Authority (STA) also benefits from the process of preparing for the future. STA’s complexity requires goals to be set, principles to be acknowledged, and policies to be determined to best ensure the region’s envisioned future is realized.
This document intends to serve a number of purposes. It is a guiding policy document, an educational tool, and a description of what transit may start to look like throughout the Spokane Region over the coming decades. As a course-setting document created jointly by the public, other government agencies, and STA, this plan will serve as a reference tool for future decisions related to transit, transportation and land use in the Spokane region. Goal of the Comprehensive Plan
The goal of this plan is to set forth a vision and policy framework to guide decisions made by STA’s Board of Directors, its staff, and partnering agencies that will further Spokane Transit’s mission and vision for at least the next 30 years.
STA strives to encourage increased ridership while providing high quality, convenient and reasonably priced services by recognizing STA’s mission and by following the goals and policies defined in this plan.
Mission
We are dedicated to providing safe, accessible, convenient, and efficient public transportation services to the Spokane area neighborhoods, businesses, services, education, and activity centers. We are leaders in transportation and a valued partner in the community’s social fabric, economic infrastructure, and quality of life.
Vision
We aspire to be a source of pride for the region.
This comprehensive plan is entitled Connect Spokane, reflecting transit’s powerful role and STA’s sublime opportunity to connect both the people and geography of this region in a more effective, sustainable, and livable way.
April 2019 3 Connect Spokane
Elements of the Comprehensive Plan
Element/Sub- Summary of Scope and Goal Section Describes overall effect of plan tied to the agen- I Introduction and Goal of Plan cy’s mission and priorities Provides a concise overview of transit history in History Spokane Part I Discusses regionally significant trends in popula- Regional Context Introduction tion, economics, and land use Frames the key service STA intends to create in High Performance the future with policies to guide mode and align- Transit Network ment decisions Provides guidance in designing routes; establish- Fixed-Route es policies for service attributes by service type Identifies compliance with ADA as primary objec- Paratransit tive with policies expressing existing practices Defines types of Flexible services programs and Flexible Services structures existing practices
Part II: Services System Describes how plan elements and STA’s services Integration integrate to form a system of public transportation Provides framework for prioritization of capital System investments and defines the creation of a Capital Infrastructure Improvement Program Communications Identifies methods for communicating to the pub- and Public Input lic along with public notice/outreach requirements Revenues and Defines policies concerning fares, grants and Fares other revenue sources Monitoring and Includes general policies that require ongoing Improvement monitoring and improvement Regional Provides guidance to other jurisdictions in mak- ing land use and transportation decisions that can Transportation be effectively supported by transit; establishes and Land Use policies for participation in regional decisions and Coordination metropolitan transportation plan Provides guidance for ways in which STA can aim Sustainability for sustainability throughout the organization
Includes policies focused on improving the safety Part III: Activities and Programs Safety & Security and security of STA’s planning and operations.
4 April 2019 Connect Spokane
How to Read the Comprehensive Plan
Each element of Sections II and III of this plan contains three sections: Principles, Policies, and Connect Strategies. Each section serves a specific purpose in guiding and defining STA’s service to the community. I Introduction Principles-What is the underlying foundation of the element?
Principles are not intended to be policies; rather, they provide necessary concepts, background information and the philosophical foundation for decision makers, customers, and others interested in transit.
Principles are: • Broad in scope • Shaping policies and Connect Strategies • Unchanging Policies-What guidelines should decision-makers follow?
An element’s policies are derived from the principles associated with that element and are established through public input, market analysis, etc. Policies define more specifically the guidelines decision-makers should follow to guide the agency toward continued improvement.
Policies are: • More specific • Shaped by principles • Adaptable over time Connect Strategies-What are specific approaches that can be taken to reach goals?
Connect Strategies, developed from the principles and policies, are specific ways in which STA can go beyond current practice. Whether it calls for a policy review, a strategic system plan, or a list of technological tools to pursue, each Connect Strategy aims to continue connecting people with place throughout the Spokane region.
Connect Strategies are: • Specific and implementable • Shaped by principles and policies • Able to change to reflect needs and opportunities
Washington State Comprehensive Transit Planning Requirements
The State of Washington requires a public transportation benefit area authority (such as STA) authorized pursuant to RCW 36.57A.050 to develop a comprehensive transit plan. The plan must include, but is not limited to, the following elements:
April 2019 5 Connect Spokane
(1) the levels of transit service that can be reasonably provided for various portions of the benefit area, (2) the funding requirements, including local tax sources, state and federal funds, necessary to provide various levels of service within the area, I (3) the impact of such a transportation program on other transit systems operating within that county or adjacent counties, (4) and future enlargement of the benefit area or the consolidation of such benefit area with other transit systems. Introduction
6 April 2019 Connect Spokane
History of Transit in the Spokane Region
Transit service for the Spokane region began in 1888 with independent transit companies operating horse-drawn trolleys. This mode of transportation was replaced with cable cars, H followed by electric trolley cars soon after. Real History estate developers helped shape much of the early transit network by constructing transit lines to their developments as an incentive for homebuyers. Many of these original developments remain prominent areas in the region today, including Browne’s Addition, Lincoln Heights, South Perry, East Sprague, and the North and South Monroe Corridors. Ridership grew at a rapid pace during the early 20th century, peaking at over 37 million passengers in 1910 and between 20 and 30 million annual Spokane Street Railway Co. passenger trips before declining in the 1920s. In Horse-drawn streetcar, ca. 1888. 1922, voters overwhelmingly approved changes to the Spokane’s city charter that enabled the formation of a unified transit by Washington Water Power that was called the Spokane United Railway Company.
As the personal automobile grew in popularity, ridership in the Spokane region declined more than 33 percent between 1922 and 1933. Transit technology also underwent a significant change during this time as internal combustion engine buses replaced the electric trolleys. By 1936, the trolley system in Spokane had been dismantled and by 1940, the last interurban electric train discontinued service. In 1945 the Washington Water Power Company sold its interest in the transit network to Spokane City Lines, a subsidiary of the National City Lines Company.
Transit ridership in the Spokane region was particularly strong during World War II, with some sources indicating over 26 million rides during the peak of the war. Reports indicate more than 22 million annual passenger trips were taken on Spokane City Lines in 1947. A decade later, ridership had fallen to less than nine million. Around this time, city leaders asked voters’ permission to issue bonds to purchase the assets of the private transit company. It was felt that the city could be more effectively operated as a local investment, and such ownership would forestall major reductions in service. The request, however, was soundly rejected, with only 38.4% of voters approving the deal. Commentary from the time period suggested that people understood public ownership was the likely future of the system, but disagreed on the acquisition costs, since most of the bus fleet and facilities were antiquated and beyond their useful lives.
Thus began a succession of service cuts that further that reduced the effectiveness of the bus system while reducing revenue potential. This
April 2019 7 Connect Spokane
decline coincided with growing concerns as to the future of downtown, as major department stores were lured to suburban locations featuring free parking. By 1967, ridership had declined to a new low of 3.9 million. Inflationary pressures and other forces drove bus operators to strike in early 1968. The protracted strike was only settled after community leaders endorsed and voters approved a $1 per month household utility H tax that would allow for additional operating funding. Furthermore, public ownership would make Spokane Transit System (STS), as it was called then, eligible for federal transportation funding.
One of the early actions of the transit system under the ownership of History the City of Spokane was to prepare a long range transit plan. The plan, completed in 1970, recommended a regional approach to transit and the construction of a downtown transit center. Acquiring a new fleet was another high priority of the city. While city ownership was seen as an interim measure until a regional system could be formed, ridership improved and the system served an instrumental role in Spokane’s World Fair of 1974, when STS ridership peaked at 7.2 million passengers.
In 1981, a new municipal corporation, the Spokane County Public Transportation Benefit Area (a.k.a. the Spokane Transit Authority), was formed for the sole purpose of providing public transportation via independent taxing and revenue generating authority granted by RCW 36.57A. That year, voters approved a 0.3 percent sales tax that would be Spokane Transit Authority 1982 Grumman 40 foot coach, ca. 1985. matched by the Motor Vehicle Excise Tax (MVET). Reversing a general downward trend, STA has seen ridership growth since its inception. In 1992, STA reported 7,040,000 fixed-route boardings, increasing to 7,485,275 boardings in 1994.
Since the foundation of STA, the agency has worked to expand its capital investments by building infrastructure and purchasing right of way. One of STA’s most noteworthy projects was the construction of a major transit center, The Plaza, completed in downtown Spokane in 1995. The Plaza provides a centralized transit facility, continuing to serve as the hub for the majority of transit trips in Spokane. STA continued to add transit centers, park and rides, bus shelters, and other passenger amenities throughout the 1990s and by 1997 STA’s fixed-route service provided 8,171,000 rides.
STA struggled to maintain levels of service when the MVET was rescinded in 1999 and STA’s revenues were reduced by nearly 40 percent. In 2004, voters responded by approving an increase in the local sales tax to provide STA with an additional 0.3 percent sales tax for transit, resulting in a total 0.6 percent sales tax to fund STA’s operations. This additional 0.3 percent sales tax was scheduled to expire in 2008, but was continued indefinitely
8 April 2019 Connect Spokane
by voters in early 2009. In 2009, STA set an agency ridership record with more than 11,150,000 annual fixed-route boardings.
In September 2010, the STA Board adopted the first edition of Connect Spokane: A Comprehensive Plan for Public Transportation. The principles and policies helped to guide STA through a cumulative 10% fixed-route service reduction. In 2012 and 2013 the first two phases of a planning H process called STA Moving Forward were completed. The results of the
first two phases helped to inform the High Performance Transit section History of this plan. The last two phases of this planning effort were completed in 2014 and 2015 and included public outreach to determine system wide improvement priorities and an implementation plan for STA Moving Forward projects. Record ridership was reached in 2014 with 11,324,434 annual fixed-route boardings. In November 2016, voters approved the STA Proposition 1, which authorized an increase in local sales and use tax of up to 0.2% to help maintain, improve and expand public transit in Spokane Transit’s service area and implement STA Moving Forward.
April 2019 9 Connect Spokane
This page is intentionally left blank.
10 April 2019 Connect Spokane
Regional Context
Introduction
Looking to our past, understanding our present, and projecting our future can often be challenging and frustrating. Historical facts have been lost or forgotten; we do not always have the luxury of third-party analysis R for present situations, nor can we accurately predict the world-changing Regional Context events that will impact our lives in the future. However, that does not mean that planning for the next twenty years cannot or should not take place. Rather, it means that we have to think more critically about past trends, current conditions, and future opportunities to enable our citizens and transit organization to think of creative solutions to the complex problems we face.
Although this plan will be useful for potential scenarios where the population declines and the economy suffers, most of the trends addressed in this section discuss effects related to the projected population growth for our region over the next twenty years. Whether the local population is growing or contracting, finding ways to develop and nurture livable communities is always a challenge. Creating better communities requires focusing on the needs of people; and because one of those needs is transportation, STA can play an important role in the betterment of the region. Among other benefits, transit is able to provide affordable, reliable, and environmentally sustainable transportation. As STA prepares for the future, it must consider changes in population, land use, the economy, travel patterns, energy, and the environment to ensure that it is doing its part to support robust communities within the Spokane area.
Evidenced by significant growth in ridership, STA is becoming more important in the lives of Spokane’s citizens. While annual ridership has decreased slightly since the modern high of 2014, the total ridership growth over the long-term (since 2005) has been up 34 percent. However, 45 percent of this growth occurred between 2005 and 2008, resulting in an even higher annual growth rate over that short period of time.
This increase in transit use has been influenced by many factors, including demographics, land use, the economy, energy prices, and lifestyle choices. Trends may diverge from their projected paths, but by understanding this context, STA will be enabled to help shape the future rather than to simply react to it. Population
Regardless of population changes, working to ensure that people embrace positive connections with the places they inhabit is one of the most important goals of good planning. The world population continues to grow significantly, but the population of cities can fluctuate without much warning due to reductions in jobs, services, or quality of life. The
April 2019 11 Connect Spokane
various possibilities require supporting development to meet the demands of growth while simultaneously readying contingencies if needs should diminish. Whether planning for land use, transportation, and/or facility improvements, population projections are often a driver for perceived future needs. For STA, this means preparing for a certain number of riders, planning for roadway traffic, and making the system more efficient and effective.
R Spokane County has experienced relatively consistent growth over the last 20 years. Between 1996 and 2016, Spokane County’s population grew from 408,197 to 499,072, an average annual growth rate of 1.1percent. According to medium estimate projections from the Washington State Office of Financial Management, the 2040 population of Spokane County is expected to grow to 592,969.
To mitigate the challenges associated with such an increase in population,
Regional Context the anticipation of accommodating that growth through thoughtful land use and transportation planning is necessary. Encouraging developers to build for population growth at higher densities can have less of an impact on the environment by reducing the amount of land required while minimizing an individual’s need to travel long distances. Since the adoption of the Washington State Growth Management Act in 1990, there has been a noticeable rise in population densities of incorporated areas of Spokane County. In 1990, 46 percent of the population lived in unincorporated areas of the county, versus an estimated 29 percent in 2012. This trend was bolstered by the incorporation of two densely populated unincorporated areas: the City of Liberty Lake in 2001 and the City of Spokane Valley in 2003. In 2015, only 29 percent of the population lived in unincorporated areas of the county.
As Spokane County’s population has increased in size, its average age has also increased. In 2015, the percentage of Spokane County’s population aged 65 and over was 15.2 percent, slightly higher than the state average of 14.4 percent. Current forecasts show this figure increasing to more than 18 percent by 2030. Planning for these changing demographics will be an increasingly important part of STA’s future services. As the number of elderly people increases, senior transportation services such as paratransit will need to accommodate a larger number of customers.
12 April 2019 Connect Spokane
R Regional Context
Source: Spokane Regional Transportation Council (SRTC) Horizon 2040 (2017)
Land Use
Land use has a significant impact on how transportation networks perform. Densely-populated, mixed-use, pedestrian-oriented land uses complement public transit and vice versa. This type of development offers a greater potential for providing cost-effective and efficient transit service, versus transit routes that serve low-density, residential areas on the edge of cities. All of the jurisdictions STA serves are required to plan under the Washington State Growth Management Act, and therefore must work to encourage development within Urban Growth Areas. The City of Spokane has incorporated “Centers and Corridors” policies into its Comprehensive Plan with the intent of promoting mixed-use growth within a number of key areas throughout the city, such as the Kendall Yards development south of West Broadway and the future North Monroe Corridor improvements where construction is expected to start in 2018.
April 2019 13 Connect Spokane
Countywide, the City of Cheney has taken similar actions in selected areas of their community such as road improvements and the development of multifamily housing around Eastern Washington University. The City of Spokane Valley is also making 5-year road improvements (2017-2022) to increase better connectivity in the region.
Nationally, three out of every four large metropolitan regions have seen an increase in new residential infill development. In general, most infill R housing developments tend to be multifamily homes. According to a 2012 Environmental Protection Agency report titled, “Residential Construction Trends in America’s Metropolitan Regions”, regions with higher infill development also have higher home prices. The study found that 23% of 19,889 new developments in Spokane between 2000 and 2009 were infill development. Infill development has also been tied to gentrification of neighborhoods. An increase in rent cost within urban boundaries will push low socioeconomic (SE) people out into more suburban areas of the
Regional Context county further away from jobs, schools, and medical centers. Expanding transit makes it possible for low SE families, students, and retired people to reach employment, education, and healthcare. For the longer term, the trend toward growing urbanization will increase demand for rental and multifamily housing.
Despite the conclusions of national reports of growing urbanization, local projections conclude that single-family housing units are estimated to comprise approximately 75 percent of this total. The US Census Bureau reported a total of 3,596 building permits in 2016 for Spokane County.
A 2015 report by the U.S. Department of Housing and Urban Development indicated that sales of single family homes in Spokane had increased by 8% since 2010. Areas projected to experience major future residential growth are on the eastern, western, and northern edges of the existing urbanized area. In particular, this includes the Liberty Lake area, the Airway Heights/West Plains area, and the northern portion of the North/ South Corridor. Economy
STA relies on sales tax revenue generated in the Public Transportation Benefit Area to fund capital and operating expenses. In November of 2016, STA Proposition 1 won voter approval. The passing of this proposition by citizens allows for an increase of sales tax of up to 0.2% to help Spokane Transit expand the service area and help to improve and maintain the existing fleet and services.
Although historically a stable funding source, Spokane’s economy is tied to the global marketplace and is therefore subject to the same fluctuations that other areas face. Spokane County’s economy continues to be shaped by the area’s historic role as a regional center of services for the surrounding rural population of Eastern Washington and Northern Idaho. Regional services include: government, higher education, medical services,
14 April 2019 Connect Spokane
and finance.
Manufacturing has also been prominent in the area, largely due to the availability of inexpensive energy (hydroelectricity), the rail systems, and Interstate 90.
A rider survey from the spring of 2017, found that 53% of bus riders worked either full or part time (10% reported being retired, and 37% unemployed), and 32% of all bus riders were students. The job growth R
rate in Spokane County between 2008 and 2012 has trended at a slightly Regional Context higher annual average than the national population growth according to the most current data. Between 2005 and 2015, Spokane County’s non-farm employment grew from 172,951 jobs to 181,186, an average annual growth rate of 4.7 percent. The top two industries in Spokane between 2002 and 2012 have been Health Care/Social Services and Retail. Those industries have seen an 8.8% and 9.2% increases in employment respectively. Food Service & Hospitality has surpassed manufacturing as the third largest industry with an employment increase of 8.3%. With the completion of EWU/WSU Health Sciences Spokane Campus in 2014, and the opening of the WSU Medical School in the Fall of 2017, there is expected to be an increase in jobs in the biotechnology, green energy and research & technology development fields.
STA’s operational budget is dependent on local sales tax revenues generated within the Public Transportation Benefit Area, customer fees, federal and state grant money, and other revenue sources. Traditionally, money generated by customer fees and grant money have made up the minority of STA’s operating budget. The majority of STA’s revenue comes from local sales tax, creating a direct correlation between consumer spending and revenue generated for STA. This correlation means that fluctuations in the economy can have severe impacts on the operating budget of the agency. Travel
Adequate travel opportunities are an essential piece of a healthy society and understanding general travel patterns is a key to STA’s success as a transit agency. New policies to encourage shorter trips and to reduce the number of miles traveled in vehicles have been adopted by Washington State. In 2014, Governor Jay Inslee signed an executive order that outlines steps to reduce carbon emissions and increase clean energy technology in Washington State. Part of this order included doubling the use of electric state vehicles by 20%. Spokane Transit wants to follow the states goals of increasing electric vehicle usage and decreasing our carbon footprint. However, from 2011 to 2015, personal travel in Spokane County’s most urbanized areas grew 3.3% percent. A number of factors fueled this increase, including increases in two-worker households and longer commute distances. According to data from the 2015 U.S. Census American Community Survey, 78.4 percent of households in Spokane County possessed two or more personal vehicles (up 21% from 2011), with
April 2019 15 Connect Spokane
35 percent possessing three or more (up 32% from 2011). It is estimated that by 2040 the number of total daily VMT will grow by 34 percent over 2010 levels.
According to data from the 2015 U.S. Census American Community Survey, 77.9 percent of workers aged 16 years and over in Spokane County commuted to work alone in their own vehicles. This is slightly higher than the Washington State average of 72 percent. About three percent of R workers in Spokane County commuted to work via public transportation in 2015. This is lower than the 2015 state average of 6 percent.
Spokane Regional Transportation Council’s (SRTC) Horizon 2040 Plan indicates that while the county’s population over 65 is increasing, the number of younger single people with no children is also increasing. The council’s study found that younger people (18-35) drove 23% fewer miles in 2009 than they had in 2001. This is a result of this age cohort being
Regional Context more likely to walk, bike, rideshare, and use transit. However the plan cites that an overall increase to the region’s population as a contributor to more cars on the road in the future.
SRTC’s 2005 Regional Transportation Survey provided information on travel patterns for Spokane County. It was estimated that of all the trips originating in Spokane County in 2005, 68 percent of these ended in either the City of Spokane (50 percent) or the City of Spokane Valley (18 percent). Although not all of the development within these two jurisdictions is urban in nature, transit is better suited to serve a higher percentage of trips which have origins and destinations in dense areas. In addition, almost half of all trips (45 percent) occurred outside of the AM peak (6:00 to 9:00) and PM peak (3:00 to 6:00) periods. The study also revealed the large amount of travel occurring between Spokane County and adjacent Kootenai County, Idaho. Nearly 20,000 residents of Spokane and Kootenai counties cross the state line each day for work, shopping, medical appointments, and other activities. Approximately 58 percent of these residents originate their trips in Kootenai County, with the majority heading to destinations within the cities of Spokane and Spokane Valley.
Despite a recent downtick in ridership in 2015 and 2016, a survey conducted in spring of 2017 found that 47% of riders perceived themselves as riding more than they had the previous year, this is slightly higher than a similar survey conducted in 2015 in which 45% reported that they perceived themselves to be using the bus more. Of the 1,845 respondents of the survey, 15.3% reported having both a car and a driver’s license and this group rode the bus as frequently as those who could not drive themselves. Environment
Data suggests the planet experienced warming temperatures during the 20th century unparalleled to any time since human record keeping began. The past decade appears to have been the warmest in recorded history,
16 April 2019 Connect Spokane
and the world’s preeminent climatologists have found overwhelming evidence that human activity is the cause. Scientific studies by the University of Washington’s Climate Impacts Group predict that allowing this warming trend to continue at present rates could result in decreased agricultural output, increased catastrophic weather events such as forest fires, drought and floods, and the displacement of entire populations due to rising sea levels.
Fossil fuel emissions associated with transportation have played a R
significant role in this human-induced climate change. The City of Regional Context Spokane’s most recent Greenhouse Gas Inventory provides a local example. In the 2012 Spokane County Greenhouse Gas Inventory Report, non-public passenger transportation was found to be responsible for the generation of 1.2 million metric tons of carbon dioxide equivalent (CO e), or 45 percent of the community’s total greenhouse gas (GHG) emissions. The large majority (74.8 percent) of these emissions were generated by travel on the City of Spokane’s surface streets, while the remainder (21.6 percent) was generated by travel on Interstate 90 and State Route 195.
Recently enacted laws, executive orders, and pending legislation are establishing mandates to reduce GHG emissions. Many states, including Washington State, are continuing to pass legislation to reduce GHG emissions at a local and regional level. With a potential increase in gas prices, commuters will seek out other forms of transportation, including public transportation, to save money. These mandates have many implications for consumer prices, travel patterns, and living arrangements. It is likely that debates will continue into the foreseeable future; it is nearly universally accepted that transit will play a major role in environmental goals of the 21st Century. Energy
The landscape in energy demand has changed dramatically over the past 5-10 years. 10 years ago analysts and economists of all political persuasions were predicting the arrival of peak oil, putting an end to relatively cheap oil and switching from a buyer’s to a seller’s market. Now, in 2017, experts are predicting that the world may reach peak demand. The most recent edition of British Petroleum’s (BP) widely scrutinized Energy Outlook has global demand for crude oil maxing out in about 30 years as a result of new technologies (including improved efficiency of the electric car), the fight against climate change, and slowing economic growth for major world economies. For economies or companies leveraged on ever increasing quantities of cheap oil, the consequences may be troubling.
As the recently adopted City of Spokane’s Sustainability Action Plan notes:
“The global trend is clear: Regardless of geography, demographics, or politics, municipalities are questioning basic assumptions and taking initiative to improve how
April 2019 17 Connect Spokane
their communities function over the long haul. Spokane’s Sustainability Task Force addressed climate change and oil dependency simultaneously. The goals of the City’s Sustainability Action Plan include:
1. Climate Mitigation: attempt to reduce greenhouse gas emissions (GHG)
R 2. Climate Adaptation: adjust practices to deal with the effects of climate change
3. Energy Security: increase energy alternatives to reduce dependence on oil
These broad goals will ultimately lay the foundation for specific actions the City will take.”
Regional Context In addition, Strategy 3 within the Action Plan speaks directly towards STA’s mission, recognizing the importance of mobility to community connectivity by encouraging use of alternative fuels and expanding modes of travel for a variety of economic, health and environmental benefits.
In July of 2017, carmaker Volvo announced that after 2019 they will only manufacture electric and hybrid automobiles. In the same month France also announced that it would start implementing a ban on all sales of cars and trucks that use diesel and gasoline by 2040.
Although a complete shift from oil dependence will not happen overnight, the first steps are beginning now. STA’s fleet replacement strategy over the next 15 years is positioned to take advantage of emerging relevance of battery electric buses in the future. With the new Central City line (to be completed in 2021) Spokane Transit will be introducing 10 new fully electric buses to the fleet. This number may increase as STA pursues grants and other funding for electric buses on other routes, including the Monroe- Regal Corridor.
18 April 2019 Connect Spokane
A Comprehensive Plan for Public Transportation
Part II: Services Connect Spokane
This page is intentionally left blank.
20 April 2019 Connect Spokane
High Performance Transit
High Performance Transit (HPT) is a network of corridors providing all-day, two-way, reliable, and frequent service which offers competitive speeds to the private automobile and features improved amenities for passengers. The HPT Network defines a system of corridors for heightened and long- term operating and capital investments.
High Performance Transit Principles HP High Performance TransitHigh 1. Pedestrian Support More than any other service type, HPT extends the range of the pedestrian.
Most studies show that people are comfortable walking a quarter-mile for most activities. As the number of destinations within a mile increase, people are likely to increase the proportion of trips executed by walking. Beyond one-half mile to a mile, most persons will prefer other modes, especially if the trip is for purposes other than exercise. Rather than competing with short walking trips, transit can support greater mobility without dependence on the private automobile. The High Performance Transit network in particular, with its emphasis on all-day, two-way connectivity at reasonable levels of frequency, supports the pedestrian’s mobility beyond normal walking ranges. This emphasis on pedestrian mobility is a more effective way to view HPT mobility than looking at congestion relief or other less tangible societal benefits. 2. Ubiquity HPT service should attempt to serve the greatest number of people possible and the greatest number of destinations possible.
The perceived importance of organic and inorganic properties often is proportionate to their availability and visibility. Despite the perception, ubiquity is not synonymous with importance; however, serving a broad geographic coverage and a broad array of transport needs means that HPT can be important to many people. Important things in our lives are things we share, value, and seek to take care of. 3. Activity Centers HPT should connect the region’s cities and centers of population and jobs as much as possible.
Urban studies over the last century have reinforced the intuitive notion that there are hierarchies of place and space. If there are centers, then there are peripheries. For about 50 years, gravity models have been used to express trip distribution in urban areas. Namely, that interaction between two locations declines with increasing distance (or time) between them, but is positively associated with the amount of activity at each location. Another way to say it is a place with more activity is more important to a greater number of places. It is for this reason that connecting activity
April 2019 21 Connect Spokane
centers, particularly those amenable to pedestrian activity, is important with HPT. 4. System Effectiveness HPT should improve the effectiveness of the transportation system.
While often misunderstood to be simply about moving traffic, the regional transportation system is successful when it provides mobility for people and goods. All the “good ideas” about transit and transportation can be measured from the perspective of system effectiveness. When HP replacement costs (fiscal and environmental) and investment life cycles are not considered, it is tempting to create infrastructure that may not be founded upon the principles described within this element. Improving the effectiveness of the transportation system may be less about ensuring certain patterns of travel continue to exist, but about encouraging and facilitating only those travel patterns that can be sustained. 5. Appropriate Scale HPT should be fiscally responsible and scaled appropriately to the region’s current and long-term needs given competing demands for scarce public resources. High Performance Transit Many factors beyond planning define the infrastructure realities of metropolitan areas. Try as a metropolitan area might, it has a unique politic, demography, geography and climate that make it impossible to replicate the perceived successes of other metropolitan areas. Appropriate scale of the HPT network reflects the fact that the Spokane region’s urban layout, density and fiscal capacity are unique. In order to be functional and achievable, design of the HPT network must respect, and even magnify this unique set of circumstances. 6. Mode Neutrality Service quality, not mode technology, is the defining feature of HPT.
Although the vehicle type or mode is often the first topic of conversation during transit corridor discussions, the service type is the most important feature. For this reason, the aggregated service quality (relative to travel needs) and not the mode is the defining feature of HPT. 7. Permanence HPT features permanence of investments.
Regardless of mode, HPT should express to the customer through wayfinding, tactile enhancements at stations, or alignments that it will be available in the future. This permanence and definitiveness is also critical in directing those developing the built environment to focus new growth around transit.
22 April 2019 Connect Spokane
8. Integration HPT should integrate and provide connections with other modes and transport services.
While the most critical mode with which transit should be integrated is the pedestrian (walking) mode, integration with other modes is important to expand customer base and make use of synergies that can occur by connecting to modes that connect with transit systems in other urban areas. Integration with other modes can expand the customer base to include customers who may use the system less regularly than typical customers. HP High Performance TransitHigh 9. Competitive HPT should make desired connections better than competing modes whenever possible.
Nearly every transportation alignment in cities is no older than the city itself. Often transportation alignments define how sections of a metropolitan area relate to other sections. As a matter of geographic definition it is easy to assume that these alignments are the only option for future transportation investments. Penetrating barriers and making new connections are features of the HPT Network that can enhance its competitiveness with other modes, particularly the private automobile. High Performance Transit Policies
In addition to the policies listed below, policies addressing HPT service levels and infrastructure can be found in Fixed Route (FR) and System Infrastructure (SI), respectively. HP-1.0 – Corridors STA shall identify service corridors with sufficient ridership to warrant HPT service.
The HPT routes are located in major corridors where there is sufficient need to justify significant investments in passenger amenities and information. HP-2.0 – HPT Service Type Selection STA shall assign various HPT service types to reflect distinctions in speed, service, frequency, and access.
Two service categories – Frequent and Express – have been identified to reflect appropriate distinctions in speed, service frequency, and access (distance between stops) for each route or family of routes.. A specific route in the HPT service typology is considered a HPT Corridor. The following table describes the general characteristics of the HPT service types in terms of speed, access, frequency and purpose.
April 2019 23 Connect Spokane
Service Speed Access Frequency Purpose Type Frequent Moderate Higher 7-10 minutes High quality transit serving urban corridors and regional activity centers. HP Backbone of the STA system with convenient transfers to other routes
First/last mile connections - pedestrian/bicycle/ multimodal/ accessibility improvements High Performance Transit Express Higher Limited 15 minute Direct, limited-stop (peak) routes to reduce travel time 30 minute (off-peak) Frequent, commuter- style services
All-day service reflecting peak period and seasonal demand
HP-3.0 – HPT Mode Selection STA shall consider the strengths and weaknesses of various vehicle types in relation to the demands of the corridor being served.
A variety of transit vehicle types exists, each with its own set of benefits and weaknesses. Some vehicles have the capacity to move a dozen passengers, while others carry several hundred passengers at a time. Of course, these different vehicle types also have significantly different costs. These costs, both up-front and operational in nature, must be considered when selecting appropriate vehicles for HPT service. Mode selection is often part of an “alternatives analysis” conducted in a way to make the corridor project eligible for federal New Starts/Small Starts funding. If such funding is not sought, it may be appropriate to scale the mode selection process to take less time while still providing for public input. This may mean limiting the number of modes to be considered in a particular corridor.
24 April 2019 Connect Spokane Motor Bus
HP Commuter Rail Commuter High Performance TransitHigh Bus Rapid Transit Light RailLight Service Type by Color by Type Service Modern Electric Trolley Streetcar Service Type by Color by Service Type Electric Bus *Not inclusive of all possible modes *Not inclusive Figure 1-
April 2019 25 Connect Spokane
Mode Strengths Weaknesses
Aerial Tram Relatively quiet, creates new right of Generally less effective when serving way with less property acquisition; more than two points; costs are high can climb steep grades efficiently Commuter Highest speed when operating in Limited opportunities to establish Rail exclusive right of way; high capacity right of way; requires tremendously HP high concentrations of employment to justify costs Conventional Flexibility in routing; readily Localized emissions, bus (Urban serviceable due to knowledge, parts, Transit) etc
Conventional High capacity with greater comfort Localized emissions; only one egress Bus (Over- than typically urban buses makes inefficient for loading and the-Road unloading Coach)
High Performance Transit Modern Rubber-tired, relatively quiet, quick Not as flexible as diesel bus; require Electric to accelerate and climbs hills well; more permanent routing over bus Trolley can change lanes when necessary Light Rail Can be coupled for increased Higher investments costs that are Vehicles capacity without increased labor more suitable at higher densities costs; can operate at higher speeds when traveling on exclusive (or semi-exclusive) right of way Maglev Can achieve high speeds; Higher investments costs that are subject only to air resistance and more suitable at higher densities; electromagnetic drag, making requires a separated right of way maglev efficient; quieter than conventional trains Streetcar Relatively quiet, can be coupled for Cannot change lanes on urban increased capacity without increased streets; cannot climb steeper hills labor costs; speeds suitable for operating in street right of way
26 April 2019 Connect Spokane
HP-4.0 – Prioritization STA shall prioritize the implementation of HPT corridors and selection of service types based on the principles outlined in this element. High Performance Transit Connect Strategies High Performance Transit Network Map The High Performance Transit network map is the foundation, framework, and basis for future service improvements. HP The following map depicts how the High Performance Transit network may High Performance TransitHigh look in 20 to 30 years. Many factors, including but not limited to, economic conditions, ridership demand, funding opportunities, and regional priorities will affect how quickly and where the network begins taking shape. Additionally, modifications to this map are likely after the development of each corridor and as land use patterns change. Although the full build out of this network is presently unfunded, this map will begin to take shape incrementally as directed by the policies found within this element. This version of the High Performance Transit Network map has been updated to include modifications as a result of the first two phases of theSTA Moving Forward planning process that took place in 2012 and 2013. It has been revised in 2017 to simplify the depiction of the corridors in two categories of frequent and express service products. High Performance Transit Facility Design and Service Communication Standards Develop standard guidelines for facility design and service branding communications for HPT.
Nested within STA’s overall branding strategy, distinctive facilities and branding for HPT communicate its unique attributes to customers and those developing the built environment.
April 2019 27 Connect Spokane Figure 2- 2 Medical Lake Preliminary HPT Proposal 902 Heights Airway HP Cheney 904
Spokane
Airport Spokane River Spokane Spokane 291 19 5 395 High Performance Transit HPT-Express HPT-Frequent 2 Millwood Spokane Spokane Valley 27 W S N 290 E
Liberty Spokane River Lake Lake Liberty To Coeur d’Alene
Washington Idaho 53 Post Falls
28 April 2019 Connect Spokane
HP High Performance TransitHigh Branded articulated bus or double-decker bus; ensure service to Hastings Park Branded articulated bus or double-decker bus; ensure service to Hastings Park Articulated bus or double-decker bus; install HPT stations and stop amenities; Electric BRT-style vehicles; construct center-running transit-only lanes. Electric BRT-style Light rail. Enhanced bus; meet HPT Frequent frequency and span standards; install Branded articulated bus or double-decker bus; ensure frequency and span Articulated bus; consider expansion of select trips to Coeur d’Alene; construct Regular bus; improve daytime capacity issues and night weekend Regular Express with more peak 173 VTC bus; expand service on Route Regular 33 bus; improve frequency during nights and weekends on Route Regular 26 Lidgerwood Improve frequency during nights and weekends along Route Enhanced bus; ensure frequency and span meet HPT Frequent standards; Introduce express service on the North Spokane Corridor once completed. & Ride. Articulated bus or double-decker bus; construct Argonne Park Regular bus; modify parts of Route 26 Lidgerwood, 28 Nevada and 34 Freya; bus; modify parts of Route Regular Enhanced bus; meet HPT Frequent frequency and span standards; construct Enhanced bus; ensure frequency and span meet HPT Frequent standards with 32 and 33; add 15 minute daytime weekday bus; modify Routes Regular Implementation Strategy and Challenges Implementation Strategy and Challenges between Downtown Spokane and Cheney meets HPT Express standards; restructure Center. Plains Transit service to Medical Lake; construct West & Ride meets HPT Express span and frequency standards. & Ride. Liberty Lake Park evaluate service options for extension to Spokane Int’l Airport. frequency; construct improved passenger amenities; Business Access and Transit (BAT) (BAT) frequency; construct improved passenger amenities; Business Access and Transit lanes between N. Foothills Dr. and the Spokane River. & Ride; construct HPT station and stop amenities. Park Farwell 61 Highway 2 through Airway frequency and hourly mid-day service; simplify Route Heights; construct improved stop amenities. service along semi-exclusive right of way. BRT Wellesley. frequency throughout the length of corridor. station and stop amenities. and 28 Nevada. add 15 minute daytime weekday frequency. install HPT stations and stop amenities. Near-term- Near-term- Mid-term- Long-term- Near-term- Mid-term- Long-term- Near-term- Near-term- Mid-term- Long-term- Near-term- Mid-term- Long-term- Near-term- Mid-term- Long-term- Near-term- Mid-term- Long-term- Ave. th HPT Route Descriptions Hwy. Via Via Corridor Post Falls Falls Post Market St., Valley Mall Valley Freya St., 29 Freya St., Valley, Greenacres Valley, Downtown Spokane, SCC, North Spokane SCC, Downtown Spokane, Sprague Ave., Spokane Sprague Ave., Wellesley, Market, SCC, Market, SCC, Wellesley, Mirabeau, Liberty Lake, Nevada St., Francis Ave., Francis Ave., Nevada St., Division Street, Newport Division Street, Trent, Millwood, Spokane Trent, I-90, Downtown Spokane, Sunset Blvd., I-90 Corridor, Hawthorne Rd., Division St., Division St., Hawthorne Rd., <> <> <> Ride Ride Spokane Indiana & Evergreen Whitworth Downtown Hawthorne Airport <> Liberty Lake University <> Spokane Int’l Airway Heights VA Hospital <> VA Cheney / EWU Newport Hwy & South Hill Park & South Hill Park Hastings Park & Hastings Park Terminals Coeur d’Alene, ID Terminals F1 F2 F3 F4 E1 E2 Route Route
April 2019 29 Connect Spokane Route F11 F10 F9 F8 F7 F6 F5 South Hill Park & Five Mile Park & Five Mile Park & Indian Trail <> Downtown <> SR 27 & E 32 29th & Grand (South Valley) Broadway <> Millwood <> Valley Transit Addition <> 57 Community Terminals Monroe & Mission & Hamilton Browne’s Spokane Ride <> Ride <> College th Center & Regal Ride nd
St., 14th Ave., Lincoln St., 29th Ave. Alberta St., SFCC, Gov. Way, Maple Francis Ave., Nevada St., Hamilton Monroe St., Downtown Spokane, St., Riverpoint Campus, Perry St., Downtown Spokane, Riverpoint Grand Blvd., 29th Ave., Lincoln Broadway, A St., Maxwell Ave., Hamilton St., Mission Ave. Sprague Ave., Pines Rd.
HP Argonne Rd., Valley TC, Heights, Regal St. Southeast Blvd. Mission Ave. Sprague Ave. Campus, Via Long-term- Long-term- route. Mid-term- Near-term- Long-term- Mid-term- Near-term- install HPT station and stop amenities where appropriate. Long-term- daytime frequency. Mid-term- Near-term- install HPT station and stop amenities where appropriate. Long-term- daytime frequency to every 15 minutes; construct Indian Trail Park & Ride. Mid-term- evening service to Indian Trail. Near-term- Long-term- Mid-term- Near-term- Long-term- corridors as they develop. Mid-term- ensure frequency and span meet HPT Frequent standards. Near-term- Long-term- install HPT amenities at stops and stations. Mid-term- improve intersection at 29th and Regal to allow for proposed alignment Moran Prairie Park & Ride; construct improved passenger amenities along route; Near-term- High Performance Transit Regular bus; restructure service in the Valley to create basic service along Regular bus; restructure bus routes to create basic service along corridor. Regular bus; connect N. Hamilton to S. Perry; create 15 minute weekday Regular bus; restructure Routes 20, 23, 33, and 43; improve weekday Enhanced bus; ensure frequency and span meet HPT Frequent standards Improve connections along corridor to support integration with other HPT Enhanced bus; ensure frequency and span meet HPT Frequent standards; No identified improvements. No identified improvements. Regular bus; improve frequency through South Perry District. Regular bus; improve service on Route 23 to provide mid-day and Regular bus; improve passenger amenities at bus stop locations. Electric Bus Rapid Transit; develop service plan to modify existing routes; Enhanced bus interline Routes 24, 44G and portion of Route 45; construct Enhanced bus; ensure frequency and span meet HPT Frequent standards. Enhanced bus; ensure frequency and span meet HPT Frequent standards. Enhanced bus; ensure frequency and span meet HPT Frequent standards; Enhanced bus; ensure frequency and span meet HPT Frequent standards; Expand capacity as warranted. Expand capacity as warranted. Expand capacity as warranted. Implementation Strategy and Challenges
30 April 2019 Connect Spokane
Fixed-Route Service
Over a century of urban transportation system planning reveals the challenges and opportunities faced by those involved in the field. Economic efficiency, operating conflicts with the private automobile and other roadway users, and serving the general public versus responding to individual needs have made the logical assessment and improvement of fixed-route transit a difficult endeavor.
To illustrate this point, in 1919 the Federal government appointed an eight- member panel to the Federal Electric Railways Commission to investigate FR
the challenges then facing operators of streetcars in American cities. Fixed Route The creation of the commission was preceded by several very difficult years for private companies whose transit systems carried millions of Americans each day. Inflation in energy prices, labor shortages, deferred maintenance, and fixed fares were among the many symptoms of these difficult years. While these more notable symptoms seem unrelated to good service design, the findings of the Commission are startling in their applicability to today’s planning problems. Some of the findings and recommendations for streetcar companies include: reduction of stops to improve speeds; elimination of service in low-density areas; consolidation of competing lines; adjustments to fare structures to reflect cost ariationsv that can exist between routes, and so forth.
In 1958 the National Committee on Urban Transportation assembled what was likely the first set of comprehensive standards for transit services and facilities in North America. This document recognized “that [standards, warrants, and objectives] must be directly related to the economical feasibility of providing services.” Furthermore, it provided standards for routing which listed desirable routing characteristics such as: offering directness of travel with respect to origins and destinations; being free of duplication, except where routes converge; including a minimum number of turning movements; and so forth.
In 1982 Spokane Transit adopted its first Service Standards for fixed-route service. The standards included minimum frequencies, hours of service (span), loading, stop spacing and access. Service Planning Guidelines adopted by the STA Board in February 2000 made some modifications to these standards while adding additional guidance on service change procedures and service allocation.
This section of Connect Spokane draws from documents highlighted above as well as numerous samples of service guidelines and standards documents from other transit authorities. This document is intended to both express ideals and establish expectations for the design, quality and performance of Spokane Transit’s fixed-route system.
The process of creating good transit service is perhaps new to most readers. However, the practice is similar to that of building a good
April 2019 31 Connect Spokane
house. For example, first builders must ask, “What makes for a good house?” Most people generally agree that a good house should be energy efficient, comfortable, aesthetically pleasing, and protect its inhabitants from adverse weather. These are the principles of building a good house. Second, they ask, “How do I build a good house?” There are many ways to build a house, but construction of good houses must meet important regulations and standards to ensure safety, utility, consistency and proper urban form. These are the policies to follow when building a good house. Finally, builders ask, “Did I build a good house?” This can be measured by calculating energy efficiency, looking for leaks in the roof or analyzing the market value. These are the performance standards used to evaluate FR the need for remediation. If they didn’t build a good house, builders must revisit the principles and follow the process again. This “understanding, implementing, and evaluating” analogy illustrates the similar process used to create and maintain first-rate fixed-route transit service. Fixed Route There are three questions to ask about fixed-route design: 1. Principles-What makes for good service?
This section describes basic principles that affect the design of service, its utility to the public, and ultimately the performance of the route on many different levels. It is not meant to be policy; rather, it is information prepared to communicate to decision makers, customers and other groups interested in transit service the concepts that should be considered to ensure the most benefit is derived from investment in operating fixed- route service.
2. Policies-What guidelines do we follow to create good service?
This section articulates draft policy, based on principles, that defines transit network architecture, extent and service levels for fixed-route transit service. Issues of frequency of service, span (hours of operation), public input, and geographic extent are determined in policies to ensure consistency in service modifications, enhancements, and reductions.
32 April 2019 Connect Spokane
3. Performance Standards-Did we build good service? (Located in Annex 1: Performance Standards)
This section contains three primary standards that when not met result in evaluating alternatives for remediation. This may include routing changes, service reductions, or adjustments to related routes. The performance standards measure route performance based on ridership productivity, farebox recovery, and vehicle loads as it relates to the energy consumed for transporting passengers. FR Fixed Route Fixed-Route Service Design Principles
The principles listed below provide guidelines for ensuring the most benefit is derived from investment in operating fixed-route service. Adherence to these principles grows in importance as demand and service expand. Smaller transit systems can afford, with relatively little risk, to design systems outside of the recommended principles below. Larger systems, such as STA, cannot afford the same luxury. 1. Network Routes should be designed in the context of other routes and transit facilities.
No route is an island. Designing routes within the context of other routes and transit facilities provides for sound transit networks. 2. Independent Utility Routes should be designed to access a mix of uses and have utility independent of transfers.
While route design should reflect network integration, each route should be developed to have utility independent of transfers. For instance, the notion of trunk and feeder suggests that feeders are dependent upon a trunk for utility and therefore taking people to a transit center or park and ride is adequate. STA’s experience with such route has shown that they are suboptimal. While in most cases riders will transfer, a route that “feeds” a major line should access a mix of uses so that there are trips that could be served on the line without a transfer. 3. Generalized Service versus Specialized Service Route design should focus more on generalized service, rather than specialized service, for greater ridership gains based upon equivalent capital investments.
Generalized service provides service for most of the day and can be folded into the travel patterns of a multitude of customers for many different purposes. Specialized service seeks to go out of its way to reach the front door of a specific employer or housing facility, is scheduled around specific work shifts, or is limited to peak travel times. In most cases, the more
April 2019 33 Connect Spokane
specialized a service, the less capital intensive it should be. In the majority of cases, capital and operating investments in generalized service will result in greater ridership gains over comparable major capital investments in specialized service. 4. Multiple Destinations Generalized service routes should be designed to serve multiple origins and destinations.
A generalized service route should serve multiple origins and destinations. While a downtown area will produce higher trip demand than many other FR destinations, ensuring a route has intermediate destinations allows for greater seat turnover and utility to riders. 5. Route Terminals Routes should be designed with anchors in activity centers with healthy mixes of employment and housing. Fixed Route Routes should be anchored in activity centers, ideally with a mix of jobs and housing. As much as possible, routes should not end in low density environments. Without proper anchors a route will chronically be empty at the end of the route and serve fewer people. 6. Interlining of Routes Routes should be designed to interline with other routes, rather than terminating in a central business district (CBD).
It is common practice to radiate routes from a CBD. While it may support defining a route’s destination, it provides less mobility than continuing through downtown, either after a pause and/or route number change, or as a singular route. Interlines should reflect utility to the rider; routes that are interlined and serve the same general geography or quadrant of the city (so the bus is effectively turning around downtown) are generally not useful to riders. 7. Route Length Routes should be designed to be as long as practicable without being wasteful, unreliable, or inoperable due to the lack of recovery opportunities.
The longer a route, the more opportunities there are to match origins with destinations without requiring a transfer. This results in a higher load at any given point on a route. Ideally, no route should be less than two miles in length.
34 April 2019 Connect Spokane
Route Length and Trip Pairings
450 406 Example: 400 1 2 3 4 350 5 6 300 7 8 250 9 10 FR
200 Fixed Route
Trip Pairings Trip 150 (Assuming 1/4 Mile Spacing) Stop (Assuming 100 Route Length: 1 Mile Number of Possible Stops: 4 50 10 Trip Pair Possibilities: 10 0 0 1 2 3 4 5 6 7 (In Miles) Route Length Figure 3- Route Length and Trip Pairings 8. Arterial Travel Under most circumstances, routes should be designed to travel on arterials.
Travel on arterials generally provides a good balance between speed and access. Appropriate exceptions include the following: to accommodate route terminals where off-arterial travel is necessary to turn around; an alternative to a segment of arterial where grades or other inherent conditions prohibit regular transit operations; or, where a non-arterial street has been designated as a special transit corridor with enhanced and/ or exclusive infrastructure that is amenable to transit operations. 9. Speed versus Access Routes should be designed specific to the speed and access needs of the areas/ populations they serve.
While people may prefer the fastest way between two points, point to point (non-stop) service is not available at a scale that would match the ubiquity of the automobile. Adding more access (i.e. pick-ups and drop-offs) can increase utility but can also reduce the service utility for some riders. Generally, access must decrease in order to increase speed.
April 2019 35 Connect Spokane
Speed vs. Access
FR Access Proximity of Stops to Each Other to of Stops Proximity Fixed Route
Average Speed of Transit Vehicle
Speed Figure 4- Speed vs. Access
10. Convergence of Routes Routes should be designed to converge on higher density centers and corridors to increase frequency and facilitate short, spontaneous trips.
When approaching on higher density centers and corridors, such as a CBD or university campus, it is appropriate for routes to converge such that the combined frequency increases the capacity and quality of service. Focusing service on a common pathway can allow for very high frequencies that facilitate short, spontaneous trips by people who would otherwise not opt for transit as a preferred mode. 11. Route Spacing Parallel routes should be spaced far enough apart so that service is not duplicative.
Numerous transit studies have shown that people will walk up to ¼ to ½ mile to catch a bus or train. Therefore, spacing of a minimum of ½ mile in most cases eliminates unnecessary duplication of service and simplifies the decision-making process for riders. It also tends to enable higher frequencies on a single corridor rather than a dilution of service over many streets. 12. Loops and Circles Under most circumstances, routes should be designed to avoid loops and circles.
People generally prefer the most direct path between any two points.
36 April 2019 Connect Spokane
Short One-way Loops and Circles Direct Routes
1/4 Mile 1/4 Mile Stop Spacing C Stop Spacing B B1 B B1 C
A1 C1 A1 C1
FR Fixed Route
D1 D D1 D A A
Path of Transit Loop
User time bene ts User time bene ts by riding transit by walking from from Point A Point A Figure 5- One-way Loops vs. Direct Routes
Providing a circular path, especially in a one-way fashion, can add cost and reduce the attractiveness of service. Some small loops that operate at route terminals or very large two-way loops where the circumference is sizable so that most riders will travel in a straight line or only a medium- sized arc about the loop may be appropriate. 13. Middle Ground Where possible, routes should travel along corridors which have ridership generators on either side in such a way that the route bisects destinations rather than skirting the periphery or along physical barriers such as rivers, ledges or lakes.
14. Opportunity Cost and Change Route design should focus more on providing good service and network design, rather than ridership preservation, to increase overall ridership.
Reallocation or restructuring of service to better fit good service and network design will typically result in increases in ridership. Despite this opportunity, there will always be pressure to maintain current service in order to preserve current riders’ travel habits. Hence, ridership growth will always be pitted against ridership preservation.
April 2019 37 Connect Spokane
Fixed-Route Service Design Policies
The following policies define transit network architecture, extent and service levels for fixed route service and are intended to ensure consistency of existing service and for service modifications, enhancements, and reductions as well. The policies may be used by citizens, staff, and elected officials for the purposes of decision making, maintaining consistency, and network/route building guidelines. The existing network, routes, and all proposed route changes should be in compliance with all of the policies to the greatest extent practicable.
Policy Summary FR System-wide Policies FR-1.0 Major Service These policies define the types of service found in the fixed-route Types network. 1.1 HPT Network This is a network of routes selected for higher capital and operating investment.
Fixed Route 1.2 Basic This is the basic service level STA provides. 1.3 Commuter Peak This service is focused on peak demands for specific travel markets. 1.4 Basic Service in Incremental investments in basic service that overlay proposed Transition HPT routes may take place over time. FR-2.0 Service These policies identify targets for the allocation of service across Allocation service types and geography. 2.1 Geographic This policy defines the necessity of geographically extending Extent service to serve the urbanized areas. 2.2 Service Type This policy defines the minimum and maximum percentage of Allocation revenue service hours allocated to each service type. 2.3 Geographic This policy defines the minimum requirements for serving each Allocation travel shed within the PTBA. FR -3.0 Service Span The Service Span policies identify target hours of operation during each day of the week. 3.1 Basic System This policy defines the system operating hours requirements for Hours regular basic service. 3.2 Extended This policy defines the system operating hours requirements for System Hours the HPT Network. Route-specific Policies FR -4.0 Headway This policy defines the maximum headways for service by type. FR -5.0 Service This policy states the STA policy to develop reliable schedules. Reliability and Operability FR -6.0 Stop Spacing This policy states guidelines for stop placement and defines the and Placement maximum and minimum distances for stop spacing by service type. FR -7.0 Vehicle Load This policy defines vehicle load standards. Standards FR -8.0 Route This policy defines the standard numbering system for all routes. Numbering
38 April 2019 Connect Spokane
FR-1.0 – Major Service Types STA shall provide four major types of fixed-route service: High Performance Transit (HPT) Service, Basic Fixed-route Service, Commuter Peak Service, and Basic Service in Transition.
HPT and Basic service types are generalized service that are designed to serve the greatest number of people within the region’s geographic area and STA’s financial limitations. Commuter Peak is a specialized service focused on attracting and accommodating peak demand travelers to employment and education centers. Basic Service in Transition recognizes the transition time and investment a Basic Service route may require to develop into HPT-level service. The following descriptions describe a FR
basic policy framework on which the attributes of each service type is Fixed Route constructed. 1.1 High Performance Transit Service
This generalized service is intended to be considered full-time service, operating in two directions. Spontaneous travel is supported by the relatively high frequency of service. The HPT routes are in major corridors where there is sufficient ridership to justify significant investments in passenger amenities and information. At this stage, two service sub- types – Frequent and Express (see P-5.0 and P-6.0) – have been identified to reflect appropriate distinctions in speed, service frequency, and access (distance between stops) for each route or family of routes. At some stage, these service sub-type names may be replaced with more descriptive branding names. A specific route in the HPT service typology is considered a HPT Corridor. 1.2 Basic Fixed-route Service
This is the basic service level STA provides as general purpose service. It is intended to be sufficient enough to meet basic demand that exists in an area served while still being robust enough to meet many purposes throughout each day. For the purposes of service attributes of frequency and stop spacing, Basic Fixed-route Service is classified into two types: Basic Urban and Basic Interurban.
Basic Urban meets travel needs in urbanized areas where the average passenger trip length is less than or equal to three miles long. Basic Interurban provide service between urbanized or suburban areas, possibly traveling through semi-rural areas, where the average passenger trip length is more than three to five miles in length. The rationale for this distinction at three miles is based on the premise that service should generally be more frequent than a walking alternative. That is, if the average passenger can arrive at their destination within the same time as the full wait time in between trips by walking, the service becomes substantially less attractive. This distinction also reflects the financial aspects of basic service: 1) longer routes typically require a higher operating cost to achieve the same frequency as shorter routes and 2) at an equal fare for all basic routes, the longer a passenger trip, the more
April 2019 39 Connect Spokane
favorably transit compares to the operating costs of the automobile. 1.3 Commuter Peak Route Service
This is a service that is focused on premium/express service to a major employment or education center on weekdays at peak periods for the destination. Such routes are typically one-way in each peak. It may be anchored by a park and ride facility or have a collection segment through residential areas before traveling limited stop to the employment/education center.
Commuter Peak routes should generally provide no less than five trips per FR peak in order to be adequate enough to provide for a range of start and quit times for various employees or students. 1.4 Basic Service in Transition
Basic Service routes that coincide with identified High Performance Transit
Fixed Route Corridors for the majority of route miles should be the focus of incremental investments in increased frequency and hours of service (span) as well as investments in reliability treatments and enhanced passenger amenities to provide an incremental investment in High Performance Transit. At such time a Basic Service route is more like a HPT corridor than Basic Service, route branding and communications should transition to reflect to the customer the higher quality and quantity of service provided. FR -2.0 – Service Allocation
Transit agencies generally provide a service allocation policy to guide transit planning and support the agency’s mission and goals. Common policies in other communities relate to geographic extent of service, spatial distribution of service among geographic partitions of an agency’s service area, and distribution of operating outlays among service types. The Spokane Transit service allocation policy will include a hybrid of these three methods. 2.1 Geographic Extent Basic or HPT service shall be available within no more than one-half mile of at least 80% of the PTBA population residing within urban areas.
Urban areas are defined as the Spokane “urbanized area” (UZA) and “urban clusters,” as defined by the last available US Census. This policy recognizes the need to be geographically extended in order to be accessible and functional for the traveling public. It also highlights the position that fixed-route is a service made functional because it serves urban areas. While rural areas will likely have some service, this service is incidental to a route’s design. Using census data and geographical definitions, this policy can be measured.
40 April 2019 Connect Spokane
2.2 Service Type Allocation STA shall allocate service hours in a way which maximizes overall system efficiency.
Urban Areas and Urban Clusters (2000 U.S. Census)
FR Fixed Route
Legend PTBA Water Urban Area Arterial
Figure 6- Urban Areas and Clusters
The following minimum and maximum allocation rates are as follows: 1) At least 55% of annual fixed-route revenue service hours should be allocated to Basic Service. 2) No more than 10% of annual fixed-route revenue service hours should be allocated to Commuter Peak Service. 3) No more than 30% of annual fixed-route revenue service hours should be allocated to HPT Service.
Past practice has included “blend formulas” that specified a precise percentage distribution among service types of “productivity, coverage, and equity.” This sort of policy is neither practicable nor desirable. Rather than being a strict formula for distribution among service types, the policy is intended to provide checks and balance to service planning and implementation. Constraining the extent of Commuter Peak and HPT service types is reasonable given their higher capital investment requirements compared to Basic Service. Maintaining at least 60% of the service as Basic Service ensures coverage to areas that do not justify HPT or Commuter Peak service. While current routes have not been developed with the three major service types in mind, existing service reflects the following make-up: 95% Basic Service; 5% Commuter Peak; and, 0.5% undefined service.
April 2019 41 Connect Spokane
2.3 Geographic Allocation STA shall ensure a geographic distribution among high quality service types.
The following allocations of service should be observed in allocating service among Travel Shed Partitions: 1) Each Travel Shed Partition should have at least one Commuter Peak route serving the partition so long as it meets service performance standards. 2) Within 15 years of implementation of the first HPT corridor service, HPT service should operate within each travel shed partition.
FR Travel Shed Partitions will be defined as a service design tool in meeting this criteria. Conceptually these will be defined as North, South, East and West Plains. The intent of the partitions is to ensure a geographic distribution among high quality service types. Partition boundaries should not be defined by municipal boundaries; neither should tax revenues raised in a partition determine service provision. Rather, the partitions are merely
Fixed Route for grouping component travel needs in order to ensure a minimum level of need satisfaction. Travel Sheds
North
East
West
South
Legend MunicipalBoundaries PTBA
0 1 2 4 6 8 Miles µ Figure 7- Geographic Allocation
42 April 2019 Connect Spokane
FR -3.0 – Service Span Policy 3.1 Basic System Hours of Service (Span) STA shall provide the maximum possible span of service for its Basic System.
The extent of each day in which the Basic System is in operation is as follows:
Day Span Weekdays 6 am to 11 pm Saturdays 6 am to 11 pm Sundays/Holidays 8 am to 8 pm FR 3.2 HPT Hours of Service (Span) Fixed Route Whenever operationally feasible, STA shall provide an HPT span of service greater than that of the Basic System.
Day Span Weekdays 5 am to 12 am Saturdays 6 am to 12 am Sundays/Holidays 7 am to 9 pm
FR -4.0 – Headways for HPT Service/ Basic Service STA shall adhere to maximum headway standards when determining a route’s frequency.
The following headways are maximum intervals considered acceptable for the various general purpose fixed-route service types. The definition of Peak, Base and Sub-Base periods are relative to the travel demand, but generally Peak is between 6:30 am and 8:30 am and 4:00 pm and 6:30 pm on weekdays; Base is the period between weekday peaks as well the outside shoulders of Peak travel times; and Sub-Base is late-nights and weekends.
Service Maximum Headways (minutes)
Span Peak Base Sub- Base HPT – Frequent Extended 7-10 12-15 15-30 HPT – Express Extended 15 30 60 Basic Urban Basic 30 30 60 Basic Interurban Basic 60 60 120
April 2019 43 Connect Spokane
FR -5.0 – Service Reliability and Operability STA shall develop schedules to include sufficient time for recovery to ensure reliability and provide for operator respite.
The schedule blocking process creates recovery periods and ensures that the bus has enough time in the round trip to stay on schedule. If a route’s cycle time is not long enough for adequate recovery time, it is commonly interlined with another route that has greater opportunity for recovery time. FR -6.0 – Stop Spacing and Placement STA shall balance customer access, service reliability, and system performance FR when determining the spacing and placement of bus stops.
The fixed-route service stop defines whether service is provided in a geographic area. The optimal placement of stops plays a critical role in customer access, service reliability, and system performance. Past practice has encouraged the proliferation of stops with the view that the biggest Fixed Route hurdle to increased transit patronage was a lack of access to transit within a convenient walk. The result is that there are instances in STA’s service area where one bus in service may stop more than once on the same block face. The stop spacing policy recognizes the influence access has on speed and ridership. Research and service design changes in other transit markets have taught the following lessons: 1) people are willing to walk greater distances (1/2 mile or more) for higher quality service and 2) stops closer than one-quarter mile generally don’t provide more ridership; in most applications, ridership has grown after stops have been eliminated to meet a greater average distance between stops.
Service Average Minimum Maximum Stop Stop Stop Spacing Spacing Spacing HPT – Frequent ¼ - ½ 800’- 1500’- mile 1300’ 3000’ HPT – Express 2.5 miles 1300’ N/A Basic Urban ¼ mile 800’ 1500’ Basic Interurban ½ mile 800’ N/A
Placement of a stop should consider the following: 1) Relationship to high demand destinations 2) Proximity to intersecting routes and transit facilities 3) The ability for customers to safely access the stop from both sides of the street 4) The ability for the bus to efficiently and safely re-enter general purpose traffic
44 April 2019 Connect Spokane
Where considerations 3 and 4 negatively impact the ability to place a stop considered due to 1 and 2, STA will work with the appropriate jurisdiction to provide a solution. FR -7.0 – Vehicle Load Standards STA adjusts bus and trip assignments to meet demand.
Ideally, a seat should be available for every STA passenger during all periods of operation. However, this is not always possible because of funding constraints or limited vehicle or driver availability. From the passenger’s perspective, passenger loads reflect the comfort level of the on-board vehicle portion of a transit trip. The purpose of load guidelines is to ensure that most passengers will have a seat for at least the majority of FR Fixed Route their trip.
Load standards are thresholds of the ratio of passengers on board to seats available. Historically, STA’s standards have been categorized based on Local Service and Express Commuter service with the most recent standard being 150% of seating capacity during weekday peak/off-peak and 110% of seating capacity at all times for Express Commuter service. For example, a bus that has 40 seats would have no more than 20 standees for a total of 60 passengers.
Today, depending on the type of bus, STA will attempt to address any load where passenger loads exceed 150% of seating capacity or the legal weight limit of the bus during all periods of the day for local service. This translates into 20 standees for a total of 60 passengers. For Express Commuter service, STA will attempt to address any load where passenger loads exceed 125% of seating capacity. It would be lower compared to local service due to high speed travel on I-90. This translates into 10 standees on a 40-foot coach and 16 standing on a 60-foot articulated coach. FR -8.0 – Route Numbering STA shall adopt a route numbering policy consistent with industry standards.
The following policy provides guidelines on a numbering system for all fixed-routes. A survey of various transit systems suggests that organizing route numbering series by service types and common geography (destination-based or travel-shed-based) is the most prevalent numbering logic outside of simple sequential numbering. A clear numbering system helps customers to make effective travel choices based on the service characteristics which are most important for their particular transportation needs.
STA route numbers are used to identify service types (HPT Lines, Basic Service, and Commuter Peak Service) and may be organized further using geography for additional communication. Any reintroduction of a route number on a substantially different route than its prior identity should occur after no less than two years of non-use.
April 2019 45 Connect Spokane
Colors, symbols and letters can also be used to distinguish HPT or specialized routes. The use of colors, symbols and numbers, when introduced, should fit within a systems-approach to service communication and branding. Fixed-Route Connect Strategies Fixed-Route Investment Considerations Map The following map is a conceptual look at areas of the PTBA where Spokane Transit would analyze for the potential revision or addition of services.
FR Spokane Transit Authority is constantly evaluating the fixed-route services provided to the community and is looking for ways to make them better. The following map provides a broad picture of what the fixed-route network might look like in 2025. With further analysis and public input, the actual outcome will undoubtedly change and more details will emerge. Fixed Route
46 April 2019 Connect Spokane
e t ake e a k To Coeur d’Alene Coeur To
FR Fixed Route Later Saturday Night Service Later Saturday HPT Network Future ServiceNew Often More Service Express Commuter Public Transportation Benefit Area e en e t ake Co te p e Co te a ea e a k a e Co o a e o an a e e a k Sp a e Co o Sp a e p e p e Cente an t on Co o Cent a C t ne p e So t Co te So t Co te e t a n e t Cente an t
Co o
Fixed-Route Connect Strategies Fixed-Route C ene Co o C ene on oe S e a on oe S Cheney To Figure 8-
April 2019 47 Connect Spokane
This page is intentionally left blank.
48 April 2019 Connect Spokane
Paratransit
Paratransit is a wheelchair-accessible shared-ride transportation service for individuals whose disability prevents them from using the regular fixed- route buses. This means that due to a disability a person must be unable to get to or from a bus stop, get on or off a lift or ramp equipped bus, or successfully travel by bus to or from their destination.
STA has a long history of collaboration and support regarding people with disabilities and people who are older. In 1990, the Americans with Disabilities Act (ADA) was passed, ushering in a number of compliances required of public transit agencies, including upgrading/retrofitting fixed- route buses to better accommodate people with disabilities, as well as PT
establishing paratransit services to compliment fixed-route service. STA Paratransit has consistently fulfilled these requirements. The paratransit fleet has grown to 67 vehicles and additional service is regularly contracted through another provider to meet demand.
Although paratransit service is an essential piece to the transit network, people are encouraged to use fixed-route whenever possible. The 2016 average cost per paratransit trip was $22.17, compared to $3.80 per fixed-route trip. Paratransit service expense represents approximately 20 percent of STA’s total operating budget, yet accounts for approximately 5 percent of STA’s total trips. As a result of a high level of service, as well as a relatively inexpensive fare, STA’s paratransit ridership has grown considerably since the inception of ADA regulations. STA’s paratransit ridership experienced a general decline of ridership from 2009 – 2015, due in part to several initiatives such as in-person eligibility assessments, mobility training, and a van grant program. Once these programs have achieved full impact, ridership is expected to begin gradual growth of 1.5% to 2% as evidenced in 2016. Balancing quality service with fiscal effectiveness remains a key concern of STA’s Paratransit department. Paratransit Goal Paratransit shall meet ADA standards as a comparable service which compliments fixed-route service. Paratransit Principles
The principles listed below identify the basic concepts of paratransit. These principles are unchanging, define the basic foundation of paratransit, and will continue to serve as guidance for new and existing paratransit policies. 1. Purpose Paratransit service is an origin to destination, shared-ride service.
Paratransit is not a personalized taxi service. Rather, paratransit is a service intended to serve multiple people and destinations using a shared trip. Service begins at the door of a rider’s origin and ends at the door of
April 2019 49 Connect Spokane
their destination, usually making stops for other paratransit riders along the way. 2. Compliance Paratransit service complies with the ADA service criteria.
As a requirement of operation, STA’s paratransit service must comply with the ADA service criteria. Compliance is required in categories that include fares, travel time, eligibility, capacity constraints, service area, response time, transport of common people using wheelchairs, visitor service, no trip restrictions or waiting lists, no shows, and so forth. These compliance categories may change over time, but the principle of compliance requires STA to continually monitor changes at the federal level and adjust policies PT and practices to meet these requirements. Paratransit Policies
Based on the paratransit principles, this section articulates policy and defines the intent and extent of the paratransit services provided by Paratransit STA. These policies are intended to ensure consistency and coordination between existing service and future enhancements or reductions. The policies should be used for the purposes of decision making, maintaining consistency and service modifications. PT-1.0 – Service Area 1.1 Geographic Area Strictly adhere to a three-quarter mile geographic buffer around fixed-route lines of service.
STA provides paratransit service which is geographically comparable to fixed-route service. Paratransit service will be limited to origins and destinations located within a three-quarter mile radius of all fixed-routes. 1.2 Simple Boundary Adhere to a consistent boundary for paratransit service availability relative to the maximum fixed-route service footprint and span provided.
Although paratransit boundaries are allowed to change in response to the specific hours a particular fixed-route is running, STA operates paratransit service within a static boundary of geography and span. The paratransit boundary adheres to the footprint created by the boundary associated with all of the fixed-routes at all times. Additionally, the span of paratransit service will mirror the span of the entire fixed-route system. PT-2.0 – Service and Eligibility Standards 2.1 Travel Time Travel time for a paratransit ride shall be comparable to a similar fixed-route trip.
The time of the typical paratransit ride should be comparable to the
50 April 2019 Connect Spokane
time it would take to make the same trip using fixed-route service. The comparable time calculation for the fixed-route trip will consider the time that it would take to walk to the transit stop, wait for the transit vehicle and transfer to another vehicle if necessary. 2.2 Call Center Provide paratransit call center capacity comparable to that of STA’s general call center operation.
In an effort to offer comparable service to that of fixed-route, the paratransit call center should maintain the same relative capacity for calls as is expected for fixed-route. 2.3 Reservation Window Provide a seven-day reservation window for paratransit service. PT Paratransit A seven-day reservation window allows customers to plan ahead. This is especially helpful for paratransit riders bound for medical appointments or other scheduled events. 2.4 Eligibility Determinations Eligibility determinations will be based on trip-by-trip eligibility.
For those customers who are conditionally eligible, eligibility will be determined based on key factors of the nature of each particular trip vis- à-vis the customer’s physical and cognitive abilities. For example, weather, terrain, accessibility, etc. may determine whether or not a customer with conditional eligibility is able to complete the trip with fixed-route or if they need paratransit service. This policy ensures that public resources are used responsibly and fairly. 2.5 Emergency Conditions Emergency conditions may require trip prioritization at limited times.
STA is determined to refrain from prioritizing paratransit trips. However, severe weather or other emergency conditions may require STA to take the step of using prioritization techniques for paratransit vehicle trip assignments. 2.6 Safety Securements for wheelchairs and safety/seat belts for all riders shall be required on all vehicles making paratransit trips.
Safety is the primary concern of STA. Requiring the use of securement devices on paratransit vehicles, as well as education on their proper use, is an important step towards keeping our riders and operators safe. PT-3.0 – Service Structure 3.1 Balance Sustain a service delivery architecture that provides for high productivity and operational flexibility (in-house, contracted) to meet the varying levels of service demand.
April 2019 51 Connect Spokane
Due to an ever-changing operating environment, STA must balance productivity with flexibility when needed. Paratransit Connect Strategies Pick-up and drop-off locations Designated pick-up and drop-off locations for those areas which have high paratransit activity or those locations which have multiple entrance and exit points should be evaluated and identified.
At times there is confusion about where the paratransit vehicle or passenger should wait at destinations like hospitals, malls, etc. Identifying pick-up and drop-off locations that are easily accessible to the passenger PT as well as the transit vehicle helps the service be more convenient and efficient for passengers. New programs or service types Evaluate the potential to add additional programs or types of service to paratransit. Paratransit Programs or activities which should be considered may include but is not limited to: • Dial-a-ride/flex-route opportunities in unique situations • Feeder service opportunities • Encouraging shared ride scheduling through education and incentives
52 April 2019 Connect Spokane
Flexible Services
To create a balanced and complete transit network, STA employs a variety of services. Just as fixed-route and paratransit services fill unique travel needs, STA’s flexible services program offers an array of opportunities that meet needs not served by the other programs. The Flexible Service program has traditionally focused on the vanpool program serving groups of commuters who travel longer distances to their workplace, but there are numerous opportunities to capitalize on the benefits of flexible services. In addition, through the implementation of other mobility services like transportation network companies (TNC) (i.e. Lyft, Uber), bikeshare, special use vans and vanshare, STA will be able to help efficiently improve the mobility of its customers. STA’s vanpool program ridership has experienced considerable growth since its inception. The Flexible Services program holds considerable promise for enhancing the effectiveness and FS efficiency of STA’s other services. Flexible Services Flexible Services Goal Spokane Transit Authority’s Flexible Service program will support the overall transit network as well as local and regional commute trip reduction efforts by offering and facilitating specialized mobility services. Flexible Services Principles
The principles listed below define the Flexible Services. They provide guidelines for ensuring that the fundamental ideas behind Flexible Services service are understood by all. These principles are unchanging and will continue to serve as guidance for new and existing policies. 1. Purpose The Flexible Services program meets specialized needs that cannot be met with other transit modes.
Services offered under the Flexible Services program is not a fixed-route service. The Flexible Services programs are a suite of various mobility options designed to expand the utility of fixed-route transit by integrating transit stops with other shared modes to meet the specific needs of its customers while often requiring lower capital, operating, and energy resources. 2. Partnerships Spokane Transit Authority’s Flexible Services program service is part of a partnership that extends across agencies.
Coordination between all national, state, and local agencies working towards the goal of reducing vehicle miles traveled is essential. Agencies that organize, advocate, and support an interconnected system of transportation options need to work together to achieve statewide goals.
April 2019 53 Connect Spokane
3. Regional Service Some of the mobility options offered under the Flexible Services program are a regional service that can extend beyond the Public Transportation Benefit Area, Spokane County and Washington State boundaries.
As a part of serving specialized mobility needs, Flexible Services provide for a larger region than fixed-route or paratransit services. Flexible Services is able to extend into areas with limited access or into rural areas which cannot be supported by fixed-route transit. 4. Benefits Must Outweigh Alternatives To be successful, collective benefits (cost, time, convenience, peace of mind, etc.) of using the Flexible Services mobility option must be greater than driving alone.
For emerging mobility services and fixed-route transit service to effectively FS complement one another, riders must perceive these services as a frictionless extension of the transit network
Existing and potential riders are continually evaluating options and weighing the collective benefits of each mode of transportation. Riders rarely make decisions based on only one benefit, thus the Flexible Services program continually considers the collective benefits of its services compared to other options.
Flexible Services 5. Availability Flexible Services is on-demand.
Flexible Services has the flexibility to be scheduled around specific work shifts or events. Flexible Services Policies
The following Flexible Services policies articulate the guidelines for service standards and coordination. Each policy contributes to specificity and provides guidance towards reaching the overall goal of Flexible Services. As a whole, the collection of policies establishes a framework for the future development of Flexible Services programs. FS-1.0 – Service Standards 1.1 Rideshare Service Types STA rideshare service types may include vanpool, special use vans, and vanshare.
Each service is defined as the following:
Vanpool: A van provided by STA that is shared by people who live and work in approximately the same areas and can commute together to a place of employment. The driver is not an employee of STA.
Special Use Vans: Special use vans are awarded to select service
54 April 2019 Connect Spokane
providers in our area who primarily serve residents who travel to, from and within the PTBA. They are used for providing transportation for people with special needs and their caregivers.
Vanshare: A van used to bridge gaps between public transit and a group’s final destination. It is particularly useful when a place of employment is not within walking distance of a major transit facility. 1.2 Flexible Services Program Types STA Flexible Services program types may incorporate Transportation Network Companies, dynamic routing, bike share, or other emerging mobility options.
Each Service is defined as the following:
Transportation Network Companies (TNC): A TNC typically connects via websites and mobile apps, pairing passengers with drivers who provide such passengers with transportation on the driver’s non-commercial FS
vehicle. Examples include Lyft and Uber. STA may partner with TNCs to Flexible Services address:
• Suburban Point-to-Point services: In low-density areas and other areas not traditionally suitable for fixed route transit, ridesourcing may become the primary means of transportation. This may follow a model similar to dial-a-ride service, where a number of ridesourcing vehicles are made available for trips within a particular geographic area, or a different form altogether
• Service Gaps: TNCs can provide lifeline services for individuals needing to travel at times of day when demand is low and fixed- routes are unproductive (e.g. late nights, weekends, and off-peak trips, often needed by low-income workers or as protection against drunk driving)
Dynamic Routing: Provides flexible service as a way to maintain mobility in low-density areas with minimal or no fixed-route service. These services may include demand-response shuttles, seasonal or special event shuttles, or mobility software.
Bike Share: A service in which bicycles are made available for shared use to individuals on a very short term basis. Bike share schemes allow people to borrow a bike from point “A” and return it at point “B”. Many bike-share systems offer subscriptions that make the first 30–45 minutes of use either free or very inexpensive, encouraging use as transportation. This allows each bike to serve several users per day . 1.3 Geography Begin or end all Flexible Services programs within the PTBA.
Although Flexible Services program trips may be entirely within the PTBA, this policy allows groups of people who live or work outside of the PTBA boundary to reach their destinations inside of the PTBA more efficiently. This policy reflects the reality that the regional employment base, and by
April 2019 55 Connect Spokane
extension, the travel shed extends well beyond the PTBA. 1.4 Safety Support customer safety.
The safety of STA passengers is of great importance. All rideshare vehicles are equipped with seatbelts and safety devices to help ensure the safety of drivers and riders. Safety education programs for rideshare drivers and Flexible Service Program riders will help all customers ride more safely and comfortably. FS-2.0 – Service Coordination 2.1 Complementary Service Flexible Services programs shall support fixed-route and paratransit services.
FS For STA’s transit network to thrive, all services must connect to and complement each other. In cases where fixed-route service cannot meet the service design guidelines, Flexible Services programs can be an efficient way to serve places of work or residency with public transportation. 2.2 Coordination Support Flexible Services programs coordination and connections with all modes of transportation, including pedestrians, bicycles, automobiles, and other transit Flexible Services services.
No transit trip is ever completed without the use of another mode. All trips begin and end with walking, riding a bicycle, or driving to reach the transit network. Improving and enhancing the ability for customers to reach transit can be just as important as the transit trip itself. Promoting coordination and connectivity between modes is essential. Flexible Services Connect Strategies Innovation Investigate ways to more efficiently develop new programs and utilize Flexible Services resources.
Explore options such as: • Developing partnerships with TNCs to provide additional mobility options, particularly improvements to night shift access for low-income workers. • Developing an approach for dynamic routing for low performing routes. • Partnering with local jurisdictions to explore a regional bike share program. • Using vans in the off-peak hours for non-work related trips (possibly drive home). • Creating a program which operates vans like a Flexcar. • Exploring enhanced parking options for Flexible Service customers.
56 April 2019 Connect Spokane
Promotion Promote rideshare services by working with local jurisdictions, businesses and commuters.
Providing preferred rideshare parking stalls at park & rides and negotiating reduced parking rates with downtown Spokane parking lots and private businesses serving as rideshare destinations increases the collective benefits for riders. Additionally, signs reserving prime parking stalls for rideshare vehicles could entice others to consider using rideshare. Coordination Engage in regional discussions on the interest to provide consistent regulatory oversight for taxis, TNCs, and other on-demand services.
FS Flexible Services
April 2019 57 Connect Spokane
This page is intentionally left blank.
58 April 2019 Connect Spokane
System Integration
The scope of Spokane Transit Authority’s services is broad. Including fixed- route service, paratransit, flexible services, and the High-Performance Transit (HPT) Network, each of these system elements is sufficiently complex to warrant tasking entire departments with their administration. However, the interconnectedness of these elements adds to the system’s overall effectiveness to provide public transportation services to the region. For this reason, both internally and in its communications with the public, STA should strive to promote the integration of its various system elements. A few examples of system integration within STA are listed below. HPT Network Flexible Services
Members accessing a flexible services program are generally without access to a personal vehicle during the day. The HPT Network provides an IN
efficient form of transportation either for commute trip completion or for System Integration day-time mobility by making spontaneous transit trips as convenient as those made with a private vehicle. HPT Network Other Fixed-Route Service
Members accessing a flexible services program are generally without access to a personal vehicle during the day. The HPT Network provides an efficient form of transportation either for commute trip completion or for day-time mobility by making spontaneous transit trips as convenient as those made with a private vehicle. HPT Network Paratransit
Some paratransit customers may only require paratransit services due to the distance or conditions between their home/destination and the nearest transit stop. By linking HPT stops with Paratransit services whenever possible, overall system efficiency increases by reducing the resources required to provide Paratransit services. Flexible Services Fixed-Route Service
Flexible Services programs provide an essential link for riders between the fixed-route system and their final destination. The fixed-route network also provides flexible service customers with an efficient form of transportation for spontaneous trips throughout the day. Rideshare Paratransit
Many paratransit customers reside in group care facilities. By encouraging the use of rideshare’s special use vans, efficiency develops by eliminating redundant trips. Instead of assigning multiple Paratransit vehicles to serve a group home over the course of a day, one special use van could meet riders’ needs.
April 2019 59 Connect Spokane
Fixed-Route Service Paratransit
The paratransit service boundary is determined by the scope of the fixed- route service area. Therefore, no paratransit rider’s origin or destination is ever more than ¾ of a mile from the nearest transit route. By easing use and accessibility of the fixed-route system, some current customers of paratransit may be able to consider the use of fixed-route service.
IN System Integration
60 April 2019 Connect Spokane
A Comprehensive Plan for Public Transportation
Part III: Activities and Programs Connect Spokane
This page is intentionally left blank.
62 April 2019 Connect Spokane
System Infrastructure
Transit agencies, including STA, use investments in built infrastructure to provide safe, reliable public transportation. As a part of its budget process, STA annually identifies needs for improvement to the system infrastructure. To ensure that these funds are spent responsibly and methodically, this element defines how decisions about system infrastructure are made and how projects become prioritized. Without following the policies contained within this element, investments in system infrastructure become piecemeal and often prove to be wasteful, resulting in losses of both time and financial resources. System Infrastructure Goal Invest responsibly in infrastructure that supports STA’s Mission Statement and stated Comprehensive Plan goals and policies. System Infrastructure Principles
These principles are designed to help guide investment priorities. They SI are not intended to note specific projects or investments, but rather to System Infrastructure help decision makers understand the context of system infrastructure prioritization within the whole of STA. 1. Support Successful infrastructure investments align with the mission, long-term goals, and long-range plan of a transit agency.
To ensure that infrastructure investments are cost-effective, useful, and efficient, capital projects must support long-term agency objectives. Infrastructure built with the support of the transit agency’s coordinated long-range vision is more likely to succeed than infrastructure built independent from system-wide goals. 2. Operating Implications The development of system infrastructure has long-term implications for operational functionality.
Transit infrastructure projects can range in price and scope. Whether an investment is a large or small project, well-planned system infrastructure improvements have long-term implications for operating costs and efficiency.
April 2019 63 Connect Spokane
3. Fiscal Responsibility The public expects transit agencies to improve its infrastructure in a fiscally responsible manner.
Customers and other non-riding taxpayers provide the funding necessary for all of STA’s infrastructure improvements. Therefore, STA should ensure that infrastructure expenditures are made in a way which reduces waste and maximizes benefit. 4. Strategic Opportunism Transit agencies faced with free or low-cost capital opportunities should consider the long-term operating expenses to prevent those investments from becoming liabilities.
On the surface, any free or inexpensive land/facility offered to the transit agency may seem too good to pass up. However, if it is not part of a long-range plan or a strategic opportunity to improve service, seemingly excellent development opportunities can become burdensome investments. Refusing donated/inexpensive capital may seem foolish, but it may SI prevent those projects from becoming an unnecessary strain on the transit agency’s network and finances. 5. Capital Investment Yields Not every dollar of investment yields the same benefit.
Capital investments should be designed to provide the greatest benefit. Cost effectiveness will vary and may not be subject to the same metrics. System Infrastructure Policies System Infrastructure SI-1.0 – Capital Investment Considerations Use the following list of considerations to help evaluate the benefits of proposed capital projects.
Capital projects are required as a part of an assortment of services which are provided. STA does not have the resources to complete all of the capital projects identified. However, the following list of considerations help STA evaluate the benefits of each project. These considerations are in addition to the other policies in this plan.
• Impact to Operations Consider the impacts on operational cost, STA staff requirements, speed and reliability of service, and how the project supports the transit network and system.
• Impact to the Customer Experience Consider the impacts on ridership, customer comfort and usability of the system.
• Value Engineering/ Expected Lifetime Consider options which may increase durability, reduce maintenance needs and add value relative to the cost. Also consider the expected useful life span of the capital investment.
64 April 2019 Connect Spokane
• Impact to Safety and the Environment Consider the safety, environmental and other impacts related to how the project will impact the surroundings of employees and customers.
SI-2.0 – Transit Asset Management Plan In compliance with state and federal law, STA will maintain an asset management plan certified by the WSDOT Transportation Commission.
The asset management plan will include:
• An inventory of all transportation system assets
• A preservation plan based on state of good repairs methodologies SI-3.0 – Specific Infrastructure 3.1 Property Consider the capital investment considerations defined in Policy 1.0 prior to any property acquisition or sale.
STA should continually look for property investments likely to enhance the SI
transit system. Additionally, the sale of property should be made under the System Infrastructure consideration of the goals and policies contained within this Comprehensive Plan for Public Transportation. 3.2 The Plaza Invest in capital improvements that work toward making The Plaza safe, comfortable, easily accessible, and operationally and economically efficient.
The Plaza has been recognized as having a positive effect on bus operations, passenger experience, and ridership, and offers connectivity to future network enhancement. In spring of 2017, STA completed a renovation of The Plaza to improve the customer experience. STA should continue to support The Plaza by pursuing additional improvements to the structure, amenities and operational design. Capital improvements to the Plaza should also improve integration within the existing urban form and work with surrounding neighbors to create a more pleasant downtown environment. 3.3 Transit Centers Enhance the transit system by investing in transit centers where appropriate.
A transit center is a facility where two or more routes intersect to provide passenger transfers and where physical improvements for customers are constructed outside the public right-of-way. New transit centers should be located in areas that meet Policy 1.0, Capital Investment Considerations. Existing transit centers should be evaluated based on operational cost, ridership impact, safety, network enhancement, and STA staffing requirements.
April 2019 65 Connect Spokane
3.4 Park and Ride Lots New park and ride facilities should be carefully located to maximize benefit and minimize impacts.
STA’s service area has an abundance of surface parking. Although it may be tempting to build new park and rides in places where land has been reserved or it is inexpensive, STA should first pursue opportunities to develop underutilized or unused parking lots into park and rides to minimize costs, preserve the environment and capitalize on potential pedestrian riders from existing adjacent development. The high per- passenger cost of park and rides generally reduces the system-wide benefit of these facilities. Any new park and ride lot shall meet at least one of the following criteria: 1) Location provides for a logical terminal for High Performance Transit Service. 2) Location is collocated with a transit center. 3) The parking lot for the park and ride is pre-existing or is shared with other businesses or institutions allowing for a greater all-day utilization SI of the lot. 4) The facility is developed in cooperation with WSDOT adjacent to a major highway facility and operational priority is given to transit vehicles for ingress/egress of said highway.
SI-4.0 – Passenger Interface Components 4.1 Stops All STA bus stops shall feature signs mounted in a uniform manner to identify the area as a stop and provide readable and accurate information. System Infrastructure Transit stops are one of the most important pieces of the transit network and should be treated accordingly. They determine the access for the customers, so their placement, type, and branding should be carefully considered. 4.2 Benches STA shall work with local authorities to ensure that benches are placed properly, designed adequately, and serve the needs of customers sufficiently.
Benches provide comfort for all types of passengers. Although local jurisdictions are responsible for the operations and maintenance of bus benches, coordination with STA increases the likelihood that everyone’s needs are being met. Generally, STA recommends bench locations which meet one of the following criteria: 1) 10 or more weekday average boardings 2) Transfer point between two or more routes 3) Adjacent to ridership generator with a high proportion of riders with limited mobility
66 April 2019 Connect Spokane
4.3 Shelters and Awnings
4.3.1 Placement and Maintenance The placement and maintenance of shelters or other weather cover for passenger waiting areas where appropriate shall be encouraged.
STA shall work with local and regional jurisdictions to position bus shelters, awnings and other weather protection as funding allows and consistent with Title VI requirements. Shelters and awnings can encourage ridership by protecting waiting patrons from adverse weather elements. Shelters also provide an appropriate location for posting important ridership information. Stops with new shelters will comply with the Americans with Disabilities Act. Stops to have shelters funded by STA must meet at least one of the following criteria: 1) 25 or more weekday average boardings 2) Transfer point between two or more routes 3) Adjacent to a ridership generator with a high proportion of riders with limited mobility 4.3.2 Removal SI
The removal of shelters may occur after a review of ridership data and/or System Infrastructure physical condition.
In the programmed shelter replacement plan, STA reviews stops with less than 10 boardings per day and consider those locations for removal. STA will also review a shelter’s physical condition based on a point rating of the frame, roof, panels,bench, and the concrete foundation. 4.4 Lighting Stops, benches, and shelters shall have pedestrian-scale lighting whenever possible.
While any lighting enhances the safety and security of transit stops, benches, and shelters, lighting designed specifically to illuminate the path of a pedestrian can do a better job than general street lights. 4.5 Bicycle Facilities Bicycles, including bicycle share, shall be accommodated at STA’s facilities and on STA coaches.
A good bicycle network and appropriate facilities are similar to a good pedestrian network and facilities. They can couple with transit to extend the range of non-motorized modes of transportation. By supporting bike share and bicycle ridership through short- and long-term bicycle parking, greater bicycle capacity racks on coaches, and other supportive efforts, STA is able to increase options for those who choose to travel by more than one mode. 4.6 Pedestrian Infrastructure As funding allows, Spokane Transit may partner with local jurisdictions to improve pedestrian infrastructure in locations where there is a direct and
April 2019 67 Connect Spokane
tangible benefit to customers accessing a transit stop or other transit facility.
The vast majority of STA’s transit customers use public sidewalks to access transit stops. By allowing people to safely and efficiently reach their destination, pedestrian infrastructure plays a significant role in completing the transit network. STA supports efforts to improve and enhance pedestrian connections to its facilities. Financial contributions to such infrastructure should maximize transit benefit and grant opportunities and should be directly determined by Spokane Transit, and not other jurisdictions or agencies. 4.7 Rideshare Infrastructure When making improvements and/or designing and designating mobility hubs, STA shall partner with local and regional jurisdictions to assure that appropriate locations for drop-off and pick-up are co-located within or adjacent to the mobility hub. 4.8 Accessibility When making improvements and/or designing bus stops, STA shall partner with local and regional jurisdictions to assure that bus stops promote usability for all SI passengers, including passengers who use mobility devices.
Inaccessible bus stops can effectively prevent the use of fixed-route bus service by people with disabilities, thus limiting their mobility and potentially leading to increased paratransit costs. Accessibility improvements for people with disabilities can enhance the usability of the transit system for all riders. 4.9 HPT Stations and Stops The permanence of the HPT Corridor shall be expressed to customers and those
System Infrastructure developing the built environment with distinctive amenities at HPT stations and stops.
Enhancements that distinguish stations in High Performance Transit (HPT) Corridors from other types of transit stops are a critical part of the High Performance Transit principles. 4.10 HPT Station Identification and Customization STA strives to maintain consistent “kit of parts” look, feel and branding of station locations for all HPT corridors while providing for certain limited elements to be adapted to provide distinct identification based on input from recognized neighborhood councils and business associations. Customization improves station identification and integration with the existing surrounding environment.
In reviewing requests for station design changes, the following shall be the process followed by STA:
• Minor adaptations to sizing and scaling of design elements that contribute to station identification based on input from property owners, businesses and those directly using the service may be approved by the CEO.
68 April 2019 Connect Spokane
• Major customization requests (such as commissioning independent station design, etc.) shall be approved by the Board and only under the following conditions:
o The requested customization is submitted by a recognized community organization or institutional partner; and,
o The customization will not interfere with essential STA branding placement; and,
o The proponent of said customization agrees to pay for design and construction expenses that are above the expected costs for the typical shelter design, OR the station will be constructed on institutional property, subject to a third-party agreement and other considerations. SI-5.0 – Capital Improvement Programming 5.1 Capital Improvement Program (CIP) STA shall maintain a capital improvement program that shall cover a period of no less than six years and be in general conformance with the Comprehensive SI
Plan. System Infrastructure
To enable STA to make educated, coordinated, and financially sound capital investments, a 6-year capital improvement program must be developed. This program will be reviewed annually. 5.2 Capital Projects Capital projects shall adhere to the capital investment priorities found in Policy 1.0.
A capital project is a significant investment project intended to acquire, develop, improve, or maintain a capital asset (such as property, buildings, infrastructure, etc.) 5.3 Capital Programs Capital programs shall be established to ensure a flexible, prompt, coordinated, and efficient process for completing capital projects.
A capital program is a series of projects aimed to achieve common objectives. This strategy allows for greater flexibility in the delivery of capital investments. 5.4 Program Categories Capital Improvement Program Categories are established to organize and communicate overall capital plans.
These program categories are as follows: 1) Vehicles 2) Facilities - Maintenance & Administration 3) Facilities - Passenger & Operational 4) Technology
April 2019 69 Connect Spokane
5) High Performance Transit Implementation
System Infrastructure Connect Strategies Design Standards for Bus Stop Areas Coordinate with local and regional jurisdictions to establish, maintain and implement uniform design standards for the bus stop environment.
Standardization of the elements that make up the bus stop area – including (but not limited to) benches, shelters, and lighting - results in less confusion for coach operators, passengers and other users of the street right-of-way. Established, agreed-upon standards can also streamline the design of street improvements and the review of private development proposals. ADA Transition Plan Develop a plan to systematically address obstacles to accessibility at bus stops.
Many more barriers to accessibility at STA bus stops exist than possibly be can be addressed all at once with available resources. STA must SI coordinate with local and regional jurisdictions to identify barriers, prioritize addressing them and to outline funding and a timeline to do so. Periodic Review of Conditions Conduct a periodic review of bus stop area conditions.
Implement procedures to periodically review the location and condition of bus stop areas and bus stop amenities, paying particular attention to the lighting of the pedestrian’s path to the transit stop. Compile a report of the findings at minimum every 5 years and make it available to the public and
System Infrastructure decision- makers to inform subsequent bus stop area investments. Identify Mobility Hubs Spokane Transit shall evaluate the designation of mobility hubs at all new stations and transit centers, and assess existing stations and stops for upgrade to mobility hubs.
Mobility hubs are multimodal transportation connection points intended to integrate various transit and emerging mobility services (such as carshare, bikeshare, and Transportation Network Companies) by facilitating a wide range of linked trips. Research shows that shared travel modes, including carshare, bikeshare, and TNCs, are significantly more likely to use public transit than the general public, have lower car ownership rates, and have lower overall transportation spending.
STA will continue to focus on their core mission of providing fixed-route transit service where it is most cost-effective, while exploring opportunities for relying on partnerships with providers of emerging mobility services to fill in gaps in the fixed-route transit system.
All other System Infrastructure Connect Strategies will be/are housed in the Capital Improvement Program.
70 April 2019 Connect Spokane
Communications and Public Input
As a public agency, Spokane Transit Authority believes that proper communications and public input is of the highest importance. To ensure transparency, accountability, and fairness, STA must use a broad range of communication tools to reach as many people as possible. As technology improves, the amount of information available and the speed at which it can reach those interested increases daily, creating both opportunities and challenges. Fortunately, STA is able to utilize a variety of communications tools to both inform and gather information. The following list is not intended to be a complete list of communications tools which may be used but a sample of some strategies that STA may use for a variety of purposes.
Outreach Tool Definition Public Hearing A meeting during which public testimony may be heard and formal action may be taken on any measure before the STA board of directors Legal Notice Public posting or advertising in newspapers to announce a legal action or intent CI Communications and Public Input Display Ads in Paid advertisement in the newspaper to alert readers Newspaper about an upcoming event or action Website/Online Updates to the website and social media are quick and Social Media efficient ways of getting notice to the public quickly Mobile Device Alerts Real-time information can alert customers to important real-time information Signs Signs on buses, at stop locations, and at transit centers can help to reach people who use transit services Rider Alerts Notifications of route, frequency, or other information that is of particular interest to riders Direct Mailings Mail sent to an affected group or area to educate, notify, or request input Workshops/Open Types of meetings where staff and public interact and Houses/Town Halls discuss various issues Surveys (scientific Surveying opinions and ideas can help public agencies and self-selected) understand how to better serve the constituency On-board Pamphlets and posters that alert riders to information Information Displays at Transit Permanent or temporary displays at transit centers are Centers able to reach a large number of system riders SEPA The public outreach requirements of Washington State’s State Environmental Protection Act (SEPA) can be an effective tool for communicating with the public about proposed actions
April 2019 71 Connect Spokane
Communications and Public Input Goal STA will promote openness, honesty, and fairness through appropriate public outreach efforts. Communications and Public Input Principles
These principles describe the foundation for the policies found in this element: 1. Continuous Communication Open, honest, early, and continuous communication with all stakeholders increases public confidence in STA.
Changes in STA’s operations impact many stakeholders, both within and outside of the agency. For this reason, care should be taken to ensure all stakeholders are identified and remain well-informed. 2. Accountable A public account of decisions made and responses to public input regarding these decisions increases STA’s accountability to its customers.
CI Thorough recordkeeping helps to ensure a common understanding of decisions, policies, and responses. Sharing records with the public demonstrates the transparency with which STA conducts its business. 3. Accessible Information Providing access and non-technical explanations of relevant reports, records, and documents demonstrates STA’s commitment to transparency.
STA conducts its business in a fair, honest, and legal manner. For that reason, providing access to relevant documents broadens the public’s perception of STA’s high operating standards. 4. Two-way Communications Consideration of the views of regulators, stakeholders, and the general public in making decisions demonstrates STA’s commitment to fairness and equity. Communications and Public Input Transit agencies exist to serve the community. To that end, community members have the right to share their views regarding transit service. 5. Timely The provision of sufficient time for full public participation, including advance notice of activities and steps in the public process, demonstrates fairness and respect.
Scheduling events and the overall public process with an appreciation of today’s busy lifestyles allows for the broadest public participation process possible.
72 April 2019 Connect Spokane
6. Purposeful Questions pertinent to issues under consideration should be answered by knowledgeable staff.
One can appreciate the frustration stemming from poorly-answered questions. Providing complete, accurate information increases the public’s confidence in STA. Communications and Public Input Policies CI-1.0 – Public Outreach
The following policies are intended to serve as a guide describing public outreach/input requirements for each action. In cases where there are federal or state requirements for public outreach/input, STA will meet the minimum requirements. In cases where STA has requirements in addition to those defined by the state or federal government, STA will follow both. 1.1 Service Changes In addition to following Federal Transit Administration guidelines for public outreach for service reductions, STA will also comply with the policy found in the following table. CI Communications and Public Input How to read the following table: 1) Determine cost and ridership impacts. 2) Consider exceptions. 3) The more severe cost or ridership impact determines the category (ex. Cost impacts fall into Category II but ridership impacts fall into Category I, follow the decision making and input/outreach process of Category II)
Any fixed-route adjustment or elimination which would change the paratransit boundary enough to eliminate service from at least one active customer* will trigger a Category II process.
*Active customer is someone who has used paratransit services within a year of the public hearing date.
April 2019 73 Connect Spokane
Examples Resulting Actions Determining Threshold Process Making Decision Outreach Input and Exceptions Impacts Ridership OR Impacts Cost • • • • 1.4) Changes to bus stop locations (Per CI Minor bus reroutes Departure time adjustments Running time adjustments reported at least 30 days after) effect (except for exceptions that are Board prior to changes going into detailing changes submitted to the CEO or designee; staff report survey or other tools feedback on changes; may include Documented informal outreach for Employee and customer input, etc. major would otherwise be moderate or exceeding 180 days for changes that changes necessary for a period not Construction-related or emergency given service change loss of bus stop, trips or route at any ridership negatively impacted by Less than .5% of annualized system OR calendar year in revenue hours of service in any Less than 1.0% growth or reduction I-Minor Public Input Categories CI • • large area Addition or deletion of service to a Significant route changes Committee and Board action. Public hearing prior to Operations activities. or other tools. Report to Board on meetings with community groups, driver and rider input, surveys, Outreach activities including interest or board involvement because of significant public require a higher classification classified as minor changes, but Changes that would normally be change trips or route at any given service impacted by loss of bus stop, system ridership negatively .5% up to 5.0% of annualized OR year hours of service in any calendar 1.0% - 10% growth in revenue 1.0% up to 5.0% reduction or II-Moderate Communications and Public Input • • A restructure of the network A large service reduction VI report. recommendation with Title Operations Committee Board action following At least one public hearing. employers, etc. affected community groups, may include outreach to advance of outreach, which approved by Board in Public Outreach Plan None at any given service change stop(s), trip(s) or route(s) impacted by loss of bus system ridership negatively 5% or more of annualized OR in any calendar year in revenue hours of service or more than 10% growth More than 5.0% reduction III-Major
74 April 2019 Connect Spokane
1.2 Fare Increases Fare increases of more than 10% in any three-year period shall be considered through the public outreach process as a Category III-Major Change as defined in Policy 1.1. For cumulative changes, the Category III-Major Change public process will only be applied to the increase which breaks the 10% threshold, not the previous increases. 1.3 Grants
Grant Condition Public Process Grants in Capital Improvement Adoption of CIP will serve as Program (CIP) the public process Grants applications less than $1 Notice on STA’s website million* Grants applications at least $1 million* Adoption by Board of Directors
*If grant application project is not contained in the Capital Improvement Program 1.4 Stop Changes If the cumulative stop changes that take place within a calendar year affect the boardings of 10% of a route’s annual ridership, STA will use the tools described CI in the beginning of this element to gather public input before a final decision is Communications and Public Input made.
A stop serves as the point at which a rider can access the transit service. The placement of this access is important for the rider, driver, and riders already on board. STA is continually evaluating stop locations along all transit routes by considering safety, stop spacing, and proximity to destinations. 1.5 Transit Development Plan STA will hold at least one public hearing while developing its program for each annual update.
As a public transportation benefit area authority in Washington State, STA is required to prepare a six-year transit development plan (TDP) and annual report. This document provides updated information to the Washington State Department of Transportation on the various activities of STA. The TDP can be found here: https://www.spokanetransit.com/ projects-plans/transit-development-plan. 1.6 Comprehensive Plan STA will undertake public outreach efforts for subsequent updates to the Comprehensive Plan and allow an opportunity for public testimony prior to any substantive amendments.
Any change which affects the substance of the Comprehensive Plan will require a public hearing and supporting public outreach.
April 2019 75 Connect Spokane
1.7 Disadvantaged Business Enterprise (DBE) The DBE goals will be available on STA’s website for no less than 15 days prior to adoption by the Board. 1.8 Title VI Reporting During major service reductions and fare increases, STA will conduct an analysis to verify that no discrimination of protected classes takes place.
Title VI provides that “no person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance.” 1.9 Major Capital Projects During the annual Capital Improvement Program (See System Infrastructure Policy 4.0) update process, which identifies all major capital projects, appropriate public outreach and a public hearing shall take place prior to adoption. Amendments to the Capital Improvement Program will follow a similar process.
Any capital project requiring board approval and outside of the normal budgeting process shall be subject to a public hearing to receive public input and testimony. CI 1.10 HPT Corridor Planning During any Alternatives Analysis for a High Performance Transit corridor, STA or its consultant will develop a public outreach plan to both gather input and provide information about the project being evaluated. 1.11 Budget STA shall hold at least one public hearing prior to the adoption of the annual budget.
Each year the Board of Directors adopts an annual budget that outlines how the agency intends to spend tax, fare, grant and advertising monies. 1.12 NEPA/SEPA/Environmental outreach Where appropriate or required, STA shall incorporate public outreach and SEPA and NEPA evaluations, with the intent to exceed minimum requirements. Communications and Public Input 1.13 Major Construction Projects STA shall hold at least one public hearing prior to the adoption of the annual budget.
Each year the Board of Directors adopts an annual budget that outlines how the agency intends to spend tax, fare, grant and advertising monies. CI-2.0 – Service Communication 2.1 Branding All branding shall be part of a coordinated system-wide branding plan developed to better the customer experience.
Effective branding can help the customer by conveying simple messages
76 April 2019 Connect Spokane
about frequency, span, destinations, and connectivity. By creating a larger branding plan, STA will be consistent with branding styles and purposes. 2.2 Technology Use improving technology to increase the amount of ridership information available to customers.
By using new and existing technologies, STA can increase ridership by creating a more pleasant experience for transit riders. Technology can decrease wait time, improve decisions about mode choice, increase safety, etc. 2.3 Public Education Invest resources in educating existing and potential customers about travel options.
STA offers a variety of transportation services (i.e. fixed-route, paratransit, rideshare) that assist in providing solutions to many different customer needs. By investing in education, STA can help customers ensure that they are best utilizing the transportation services which STA provides. Communications and Public Input Connect Strategies CI Improve Customer Information Communications and Public Input Continue to invest in technology and strategies which are able to provide customers with real-time information.
Customers are constantly looking for the most up to date information available. Whether wanting to know when a bus will arrive, or wondering if their route is on snow detour, real time information plays a crucial role in the effectiveness of the transit services provided by STA. STA will continually improve capabilities in this area.
April 2019 77 Connect Spokane
This page is intentionally left blank.
78 April 2019 Connect Spokane
Revenues and Fares
STA maintains a convenient, reasonably priced fare structure aimed at increasing ridership within its service area. As a part of an ongoing effort to balance revenue with services, a multi-phased change to the entire fare schedule began in July 2017 and will continue through 2018.
A variety of methods exist for fare payment. To reduce the time required for on-board fare collection, the use of one of STA’s pre-payment methods is encouraged: • Smart Card – A card that has funds stored and can quickly be tapped to fare box for payment. • 31 Day Rolling Pass – Covers all transfers in a 31 day period starting on the day of activation. These passes include • Adult (19 and over) - $50 • Youth (6-18) – $35 • Reduced Fair (Photo ID or Paratransit eligibility required) - $25 • 7 Day Rolling Pass – For $15 this card covers all transfers for 7 days. • Employer-sponsored – Discounted rates through participating organizations • Student – Prepaid through tuition fees such as EWU’s Eagle Card RF
• Summer Youth – Covers June – August for youth 6-19. $50 Revenues and Fares • City Ticket – For $35, this covers shuttle to, and parking at Spokane Arena for drivers who commute downtown.
Passes can be purchased in multiple ways: • The Plaza Customer Service Desk - Smart cards can be made at this location. All fare types can be purchased here. • For individuals who may not be able to purchase passes during the Plaza’s operating hours, select area grocery stores and gas stations sell both 7- and 31-Day Passes • The Pass-by-Mail program – For Riders who are unable to purchase the Plaza or area grocery stores. • Vending machines located at the STA Plazaand the Valley Transit Center further encourage the pre-payment of fares. • Cash and coin are accepted at fare boxes aboard all STA vehicles.
Numerous other revenue sources exist for funding STA’s operating costs. Tax revenues, both from Federal and State allocations and from taxes assessed within the Public Transportation Benefit Area, provide a significant proportion of STA’s financial resources. Government grants and revenues from advertising and other sources further mitigate operating costs. These revenues should be used in a manner which upholds STA’s role as a responsible steward of community funds.
April 2019 79 Connect Spokane
Revenues and Fares Goal STA’s revenue structure should appropriately balance farebox, tax, grant, and advertising revenues to provide high-quality service. Revenues and Fares Principles
The principles listed below define STA’s fare structure. They provide guidelines to ensure that the fundamental ideas behind the fare structure are understood by all. These principles are unchanging and will continue to serve as guidance for new and existing fare policies. 1. Fares Matter Ridership increases are achieved by making public transportation cost effective and simple to use.
Depending on the operating environment, type of transit service, and current market demand, fare changes can play a role in the increase or decrease of ridership. The imposition of fares for most transit agencies means there is opportunity to provide more service to more people with the additional revenues. 2. Perceived Value RF Fares and “local match” help avoid the pitfalls known to free commodities. Thomas Paine said, “What we obtain too cheap, we esteem too lightly.” Fares provide the opportunity for riders to better appreciate the cost of service. This can facilitate better travel choices. 3. Revenues and Services The amount of revenue collected correlates with the potential amount of services able to be provided.
Revenues and Fares The amount of service that STA is able to provide is tied to the amount of revenue from fares, taxes, grants, etc. that is available. When these revenue sources rise or drop, STA must make decisions about the services to provide to maintain a sustainable budget. 4. Diverse Ridership A range of fare options recognizes the diversity of trips measured in customer attributes, distance, travel times, and purpose.
Many youth, college students, riders with disabilities, and low-income riders rely upon STA to serve their transportation needs. A fare structure which recognizes the diversity of customers’ needs increases the use of STA services. 5. Other Revenues – Supplement Fares The collection of tax, funding from grants, and other non-fare-based revenues supplement revenue generated by customer-paid fares.
80 April 2019 Connect Spokane
Although transit agencies often desire to be more dependent upon fares, non-fare-based revenue sources help to keep service levels higher than would be supported by fares alone. 6. Fiscal Responsibility The fiscally responsible use of revenues increases the public’s confidence in transit agencies.
A large proportion of STA’s revenues come from tax-based funding sources. To earn taxpayers’ confidence, STA should be viewed as operating in a fiscally responsible way. STA should always strive to achieve its objectives with the greatest efficiency and minimal waste. 7. Alignment with Agency Priorities Revenue sources should support the priorities of an agency. A funding source (i.e. grant requirements) should not define the priorities of an agency.
Some revenue sources, such as grants, often have specific stipulations which may not align with STA’s stated priorities and goals. Ensuring that revenue sources support the agency’s priorities reduces wasteful spending and improves STA’s overall public image. Revenues and Fares Policies RF RF-1.0 – Revenues Revenues and Fares 1.1 Revenues State and Federal Funding STA will work to maximize funding from state and federal sources as well as support efforts to increase such financial resources.
State and federal funds are important for STA to be able to maintain a desirable level of service. By supporting efforts to increase the available financial resources, STA may find itself in a position to be better able to provide improved services to the customers throughout the region. 1.2 Pursuit of Grants STA shall pursue grants which align with the agency’s priorities and the public good.
Occasionally, grants are pursued simply for the attached dollars. Such grants have the potential to direct the agency’s attention away from its stated goals and priorities. By pursuing grants which directly support STA’s priorities, the agency helps to ensure the responsible use of revenues.
April 2019 81 Connect Spokane
1.3 Advertising STA shall consider future advertising mechanisms as a revenue opportunity consistent with jurisdictional and community standards.
Advertising has the potential to provide an important source of income for STA. However, the negative impacts of advertising on STA riders and other community members can be notable. STA should recognize this and ensure that the attempt to secure revenue does not negatively impact public perception or ridership. 1.4 Debt STA will not incur debt.
STA operates on a pay-as-you-go basis. STA shall not incur debt or agree to other financial commitments beyond the balance of current or projected revenue. 1.5 Non-Traditional Revenue Sources STA shall review the appropriateness and purpose of potential non-traditional revenue sources.
Numerous non-traditional funding sources, ranging from corporate sponsorship to donations-in-kind to partnerships, could potentially support the achievement of STA’s goals and policies. Prior to acceptance of such RF revenues, STA should ensure the legality and implications surrounding such revenue sources. RF-2.0 – Fares
The following fare policies articulate the guidelines for determining STA’s fare structure and collection. Each policy contributes to specificity and provides guidance towards reaching the overall goal of fare collection. These policies together establish a framework for the determination and collection of fares. Revenues and Fares 2.1 Philosophy STA’s philosophy is to encourage increased ridership by providing a convenient and reasonably priced method for citizens to enjoy the advantages of public transportation.
Fares are only one of many factors which influence ridership numbers. However, STA will encourage increased ridership by following the principles described earlier in this element and providing a sensible fare structure and payment method.
82 April 2019 Connect Spokane
2.2 Determination of Fixed-Route Fares While the fare structure will provide value to our riding customers, a fixed-route farebox return objective of at least 20% of the fully allocated costs of this service is maintained.
Spokane Transit has agreed to a pro-ridership philosophy in determining fares; that is, that ridership should be encouraged, even if that means that riders pay a small share of the actual cost of the service. 2.3 Complexity of Fare Structure Minimize complexity—emphasize a simple and easily understood system.
1. Sustain a flat rate fare structure throughout the Public Transportation Benefit Area.
2. Customers use time-limited passes (two hour, day, monthly, etc.) to accomplish multi-route/directional trips. Transfers are not used. 2.4 Pre-Payment of Fares Increase pre-payment and reduce the use of cash.
1. By contract, monthly billing and post-payment may be allowed for employers, institutions and other groups participating in special pass programs. RF
2. When possible, existing identification cards (the EWU Eagle Card, etc.) Revenues and Fares containing appropriate technology (magnetic stripes, chips, etc.) may be used to develop and implement pass programs for groups.
Pre-payment of fares eliminates delays caused by on-board fare payment, increases the reliability of revenues, and encourages the use of transit
for spontaneous trips. Increasing access to methods of pre-payment supports this policy. Examples of pre-payment media include mobile ticketing, smart cards, institutional bus pass programs, and day passes. 2.5 Low-income Fares STA supports opportunities for low-income individuals to use public transportation at a discounted cost.
Opportunities for low-income individuals to use public transportation should be made available through community programs that subsidize the purchase of standard fare instruments rather than as direct STA discounts or special fare structures. This strategy helps manage eligibility challenges and supports other strategic objectives.
April 2019 83 Connect Spokane
Revenues and Fares Connect Strategies Continue to research alternative fare media STA should continue to evaluate opportunities to improve the ease of fare payment for customers.
STA may be able to improve speed and reliability (quicker payment means the bus may leave the stop sooner), and increase transit attractiveness by simplifying payment options. Options to explore include (but are not limited to):
• Mobile ticketing; • Seamless payment between travel modes (i.e. bus to bike share); • Rolling monthly passes; • Smartcard improvements, etc Grants for the High Performance Transit Network STA should pursue grants which work towards implementing or enhancing the High Performance Transit Network.
In some cases, improvements to a High Performance Transit corridor will take place incrementally. Grants for improved frequency, passenger amenities or coaches should be pursued strategically. This will help foster RF ridership in corridors which may see a heavier capital or service investment in the futures. Revenues and Fares
84 April 2019 Connect Spokane
Monitoring and Improvement
Customers expect Spokane Transit Authority (STA) to provide reliable and convenient service in a courteous, cost-effective manner. For STA to ensure the reliability, consistency, and proper development of its transit services, it must continually evaluate and understand the strengths and weaknesses of the products offered. Performance measures exist throughout the agency to ensure a high level of customer service and system performance is maintained.
Many behind-the-scenes activities result in improved customer service and performance. The principles and policies applying to agency-wide operations and decisions are, therefore, published separately. Monitoring and Improvement Goal STA will frequently monitor its performance to ensure the reliability, effectiveness, and efficiency of its services and to promote overall system improvement. Monitoring and Improvement Principles
The principles listed below identify the basic concepts of service monitoring and improvement. These unchanging principles serve as a guide to STA as it continuously monitors and improves its service. MI
1. Change and Uncertainty Monitoring and Improvement Change is inevitable and uncertainty a reality in any endeavor.
While there are many prevailing patterns, change is always in the works. The constancy of change ensures there will always be uncertainty that will foil plans or goals that are too prescriptive over too long of a period. 2. Aim High A goal or aim that is lofty yet achievable is necessary to direct improvement.
Despite uncertainty and the constancy of change, the act of establishing goals is fundamental to positive growth and development. 3. Continuous Feedback Measures to collect and analyze continuous feedback encourage adaptation to circumstances while maintaining the pursuit of goals.
Goal setting does little to bring improvement to an agency unless its actual performance is evaluated against those goals through continuous feedback measures. Whether done bi-weekly, quarterly, or annually, consistent evaluation provides an opportunity to compare actual and desired performance levels within a standard time period, allowing for comparative improvement analysis.
April 2019 85 Connect Spokane
4. Course Corrections Course corrections and goal modifications do occur and, if done deliberately, can support dynamic adaptation and improvement.
No long range planning should assume a step-by-step, year-by-year approach. Rather, regular periods of course correcting and setting should be assumed and unexpected course corrections should be expected. 5. Ownership Regardless of title or function, each department and employee plays a role in improving an organization and, therefore, should take ownership.
Improvement of agency services is not the sole responsibility of one individual or department. Agencies must understand that problems or deficiencies of service are often solved by many people from different departments. Understanding the interconnectedness of the agencies’ functions is essential. 6. Respect Diversity The overall function of a product or process is important to keep in mind when developing appropriate monitoring tools.
When monitoring an agency’s products or processes, it is important to keep in mind that sub-groups of the same product may require different resources, serve different purposes and/or function differently. For diverse MI products and processes, it may be fundamentally necessary to develop the appropriate standards that fit their function. 7. Checks and Balances Evaluating more than one measure of performance helps to limit extremism during the implementation of remedial actions.
By developing a number of complementary performance measures, the results of an evaluation process are more balanced and comprehensive. Measuring just one aspect of a product or process can misguide the suggestions for improvement.
Monitoring and Improvement Monitoring and Improvement Policies MI-1.0 – Fixed-Route Performance Standards
Standards imply accountability, comparison, and remediation in the event of non-compliance. Standards should be straight-forward and derived from a rational, transparent basis. The performance standards set forth herein are directly related to the effectiveness and sustainability of STA’s fixed-route system. These performance standards reflect a triple bottom line (TBL) approach that seeks to improve the system’s performance as it relates to its riders, the environment, and taxpayers. Literature on the subject of triple bottom line refers to People (social), Planet (environmental), and Profit (economic) as the primary metrics for
86 April 2019 Connect Spokane
evaluating agency performance.
Fixed-route performance standards are found in Annex 1. MI-2.0—Agency Performance Measures STA shall use performance measures to evaluate the success of the agency.
To evaluate the success of the broad services provided, STA will establish performance measures annually and present performance results to the Board of Directors quarterly. MI-3.0 – Revisions and Adaptation 3.1 Comprehensive Plan Update STA shall update Connect Spokane routinely.
Spokane Transit will review and update as appropriate the Comprehensive Plan for Public Transportation beginning no later than three years following the last major adoption and/or revision. Significant public outreach shall be required as part of the update process, consistent with the policies of the Communications and Public Input Element. 3.2 Comprehensive Plan Amendments Minor amendments to the Comprehensive Plan may take place at any time so long as the change does not significantly change the scope or direction of the plan. MI Monitoring and Improvement
April 2019 87 Connect Spokane
3.3 STA Planning Documents
STA prepares for both the near-term and long-term needs by updating and maintaining a series of planning documents. Working in concert, these plans are built upon the goals, principles and policies contained within this document, Connect Spokane. Hierarchy of STA Plans
Annual Strategic Plan/Budget Transit Development Plan Includes: Capital Improvement Program Service Implementation Plan Transit Asset Management Plan Connect Spokane: MI A Comprehensive Plan for Public Transportation
3.3.1 Transit Development Plan
The Transit Development Plan provides background information on STA, accomplishments during the previous year, and planned projects and programs for the following six years. As a public transportation benefit area authority, STA is required to prepare this plan. The document provides updated information to the Washington State Department of Transportation on the development of the various transit activities Monitoring and Improvement undertaken by STA.
3.3.2 Capital Improvement Program
The Capital Improvement Program (CIP) enables STA to make educated, coordinated, and financially sound capital investments. The 6-year CIP includes capital projects, programs and program categories. The CIP is updated annually
3.3.3 Service Implementation Plan
Developed with and included in the Transit Development Plan, this document guides the delivery of Fixed-Route service. The SIP describes
88 April 2019 Connect Spokane
service revisions proposed for the three calendar years following adoption.
3.3.4 Transit Asset Management Plan (TAM)
The Transit Asset Management Plan is included as an Appendix to the Transit Development Plan. The TAM is updated in its entirety no less than once every four years, and covers a horizon period of at least four years, and includes:
• Projected targets for the next fiscal year • Condition assessments and performance results; and • A narrative report on changes in transit system conditions and the progress toward achieving previous performance targets
In addition, the TAM is submitted to the state and MPO on a regular schedule, generally within 30 days of Board approval.
3.3.5 Annual Strategic Plan
As part of the annual budget adoption process, STA will prepare a concise annual strategic plan identifying agency priorities for the coming year, including major implementation actions, whether they impact service, infrastructure, or processes. The plan will be a companion to the budget and will be generally consistent with the Comprehensive Plan. 3.4 Update Schedule MI Monitoring and Improvement
Document Horizon Revision Schedule Comprehensive Plan for 20-30 Years Begin update no later Public Transportation than three years from last major update Transit Development Current Adopt before September 1 Plan calendar of each year year plus six years Transit Asset Current 3 year updates Management Plan calendar plus six years Service Implementation Three Years Included in annual update Plan of Transit Development Plan Capital Improvement Six Years Included in annual update Program of Transit Development Plan Annual Strategic Plan/ One Year Publish draft by October Budget of each year and adopt before January 1
April 2019 89 Connect Spokane
This page is intentionally left blank.
90 April 2019 Connect Spokane
Regional Transportation and Land Use Coordination
This Comprehensive Plan for Public Transportation outlines long-term transit related goals and policies for the region. However, long-range transit planning requires the consideration of other jurisdictional plans that overlap the Public Transportation Benefit Area (PTBA). Despite autonomy, coordination between agencies must occur to ensure seamless planning for local and regional improvements.
This section is devoted to the recognition that transit planning cannot be done independent of land use or general transportation planning; and land use or general transportation planning cannot be done independent of transit planning. The following text describes the relationship of the Comprehensive Plan for Public Transportation with other regionally influential planning and policy documents. Regional Transportation and Land Use Coordination Goal STA will be an active partner in the development and coordination of regional transportation and land use strategies. Regional Transportation and Land Use Coordination Principles
The principles listed below identify the basic concepts of regional transportation and land use coordination. These unchanging principles TL
serve as a guide to STA as it attempts to serve as a leader in shaping Regional Transportation and Land Use Coordination regional transportation and land use goals and policies. 1. Transit Disoriented Development There is no effective transit panacea for poor land planning and development.
Too often transit is imagined as a singular solution to make up for poorly- positioned development decisions made over time. While transit helps connect people and places, a myriad host of location-based and design- based variables directly affect the ability of transit to be a meaningful transportation service, irrespective of transit mode or service design. As a result, there are locations that should never expect to be provided a basic level of transit service. 2. Paradox of New and Used Despite our inclinations for casting off the old for the latest and greatest, transit has the greatest opportunity for improvement and initial success in existing places rather than upstart developments.
For over a century, transit has often been developed concurrently with new development as a marketing tool. Success of the transit investment is not always guaranteed, especially given the heavy ongoing operational costs transit demands. Transit will generally have greater success in and around
April 2019 91 Connect Spokane
existing strengths before it can be a powerful influence in travel patterns for new developments. Street grids and land uses established before the automobile heavily influenced land use decisions hold the greatest opportunity for near term transit success. 3. Be on the Way Development should be focused along or near existing public transportation corridors or in ways that transit can support due to providing for or achieving adherence within the Fixed-Route Design Principles.
Transit service is most successful when it directly serves many places conveniently throughout the day. Land use and road patterns that require out-of-direction travel increase operating costs and inconvenience riders. Prospective property owners or developers who wish to have good transit service will most likely succeed if they locate along an existing transit route. 4. Density Land use density and the intensity allows for a mix of land uses. Coordination among stakeholders promotes a mix of uses that can support a greater share of trips made by the pedestrian, bicyclist, and transit customer.
Transit is effective at serving trips with common origins and destinations or, at minimum, shared travel paths. This is only made possible if there is a level of density at which there is the possibility for a regular and sustained commonality in travel pattern. Density also means there are TL more destinations that will be within walking distance and facilitates more pedestrian activity. Pedestrian activity both supports and is supported by transit. Some studies have found four dwelling units per acre to be the minimum density to support local bus service. However, in most cases densities need to be two to three times that amount to support viable transit. 5. Design Infrastructure constructed by developers and municipalities should support the needs of pedestrians and transit facilities.
Development patterns should support pedestrians and other non-motorized modes to gain easy access to transit. “Complete Streets” principles and design standards that promote a network of local streets and sidewalks, ADA-accessible improvements, and the placement of useful and inviting public spaces near transit support transit use and can reduce dependency on private auto ownership. 6. Partnerships Fostering partnerships with both public and private entities should be encouraged to cultivate coordinated land use and transportation throughout the region.
Regional Transportation and Land Use Coordination Transportation Regional No agency or person alone can ensure that land uses and transportation
92 April 2019 Connect Spokane
investments are made in such a way to be supportive of transit investments. Partnerships are critical to success of any endeavor, particularly those involving private property, public rights of way, and public transportation. Regional Transportation and Land Use Coordination Policies TL-1.0 – Leadership 1.1 – Proactively Educate STA will strive to educate decision-makers and other members of the community regarding the importance of efficient development to successful transit. 1.2 – Adherence to Service Design Guidelines STA shall promote the best practices of land use development, including supporting increased densities and reduced parking requirements on key transportation corridors, by strictly adhering to its adopted Service Design Guidelines.
TL-2.0 – Coordination & Partnership 2.1 – Coordination with Other Agencies STA shall encourage two-way coordination with jurisdictions and other agencies including the creation of incentives for development that benefits the transit network.
Numerous regional jurisdictions and agencies are stakeholders in the broader development and planning of the region. To encourage a TL positive partnership with these other groups, STA should provide these Regional Transportation and Land Use Coordination stakeholders with early and frequent information and opportunities to provide input. In return, STA should expect a similar courtesy to be extended. 2.2 – Form Development Partnerships STA shall partner with private firms on transit-oriented development.
Transit Oriented Development is the creation of compact, walkable, pedestrian-oriented, mixed-use communities centered around and supported by high quality transit. This makes it possible to reduce dependence on a car for mobility for a variety of trip purposes. This is possible not only because of quality transit access, but by the collocation of other community and commercial services in walking distance to housing. STA shall find appropriate local and regional partners to actively develop TOD in appropriate locations within the region. 2.3 – Coordination with Other Planning Documents and Regulations STA shall encourage two-way coordination when documents impacting STA’s service goals, principles, and policies are developed and adopted.
Numerous documents created by municipalities and agencies, including this Comprehensive Plan for Public Transportation, guide land use and transportation decisions throughout the region. To reduce the likelihood
April 2019 93 Connect Spokane
of competing plans or policies, interagency communication should be encouraged. Examples of documents impacting STA’s operations are included below.
Comprehensive Plans of Municipalities
Cities within the PTBA who follow adopted comprehensive plans include Airway Heights, Cheney, Spokane, Millwood, Spokane Valley, and Liberty Lake. As a regional service provider, Spokane County also has an adopted comprehensive plan that works to coordinate land uses with cities and unincorporated areas among other purposes. STA holds some interest in most elements of every comprehensive plan adopted by jurisdictions within the PTBA. From housing and utilities to transportation and land use, the policies of each city have an impact on the level of service STA is able to provide now and in the future. Specific policies that are favorable to transit are always encouraged; however, just as each jurisdiction’s plan was considered during the creation of this plan, STA expects that Connect Spokane be consulted during subsequent updates of each jurisdiction’s comprehensive plan.
Metropolitan Transportation Plan (Horizon 2040)
Spokane Regional Transportation Council (SRTC) is the federally- designated Metropolitan Planning Organization for Spokane County. This local intergovernmental agency encourages coordination and collaboration between planning and transportation departments across the region. SRTC updates the Metropolitan Transportation Plan (MTP) (also known as Horizon TL 2040) every four years, documenting the blueprint for an inter-modal solution to transportation needs brought about by continued growth and development. The 2013 MTP update calls for system enhancements aimed at increasing transit ridership. Future plan updates or visioning sessions should refer to this plan for guidance.
Spokane County Coordinated Public Transit-Human Services Transportation Plan
Prepared jointly by SRTC and STA, the Spokane County Coordinated Public Transit-Human Services Transportation Plan attempts to create a “unified, comprehensive strategy for public transportation service delivery that identifies the transportation needs of individuals with disabilities, older adults, and individuals with limited income, laying out strategies for meeting these needs, and prioritizing services” per the requirements of Federal Transit Administration. STA will continue to work with SRTC on future updates of this document.
WSDOT Washington Transportation Plan
At the state level, the Washington State Department of Transportation (WSDOT) adopted the Washington Transportation Plan (WTP) in 2007. The plan is designed to offer policy guidance for all jurisdictions statewide on matters related to the state’s transportation system over the next 20 Regional Transportation and Land Use Coordination Transportation Regional years. STA operates transit services on state highways and referenced the
94 April 2019 Connect Spokane
WTP during the creation of the Comprehensive Plan.
Growth Management Act
The Growth Management Act (GMA) was adopted because uncoordinated and unplanned growth posed a threat to the environment, sustainable economic development, and the quality of life in Washington State. All of the preceding plans fall under laws found in the Revised Code of Washington. The GMA requires state and local governments to identify and protect critical and natural areas by guiding urban growth through comprehensive plans, capital investments, and development regulations. STA’s Comprehensive Plan for Public Transportation supports this notion and works to enact the vision of the state while continually working with local jurisdictions. To jointly oversee this planning effort within the urban growth areas, Spokane County established a Steering Committee of Elected Officials charged with defining standards for urban growth area delineation, minimum levels of service, distribution of future growth, and negotiating designations for urban growth areas in the form of a recommendation to the Board of County Commissioners.
TL Regional Transportation and Land Use Coordination
April 2019 95 Connect Spokane
This page is intentionally left blank.
96 April 2019 Connect Spokane
Sustainability
Spokane Transit’s definition of Sustainability is:
Sustainability at Spokane Transit is about providing services in ways that optimize our ability to meet the needs of present and future generations through actions that balance the region’s economic, environmental, and social well-being.
STA does its part to safeguard the community’s current and future quality of life by being socially responsible, preserving the natural environment, and maintaining economic viability. On a day-to-day basis, these guiding principles are a way for STA to become more resource efficient, engage more with employees and customers and grow ridership, market share and funding support.
More than any other element of this comprehensive plan, Sustainability is not a program or activity that can stand alone. By definition, it involves everything the organization does. It is not only included in STA’s programs, policies, and business practices; it is also a foundation for STA’s role in our region. Sustainability Principles 1.0 Framework
Research reveals several different frameworks that can be applied to the concept of sustainability. Some frameworks encompass broad concepts SU
such as global warming or enabling national energy independence. Others Sustainability are more narrowly focused on environmental management systems that address specific issues such as reducing an agency’s carbon footprint or energy consumption.
Through the work of its Citizen Advisory Committee, STA chose a conceptual framework for sustainability that could relate general concepts to specific applications within an organization or community.
STA adopted the “Triple Bottom Line” framework.
The phrase was coined by John Elkington in 1994. It was later expanded and articulated in his 1998 book Cannibals with Forks: the Triple Bottom Line of 21st Century Business. Sustainability, itself, was first defined by the Brundtland Commission of the United Nations in 1987. The Triple Bottom Line is often abbreviated as “TBL” and referred to as the “3 E’s” (economic, environmental, and social equity) or the “3 P’s” (people, planet, and profit). More than some other sustainability frameworks, it captures the full spectrum of values and criteria for measuring organizational (and societal) success: economic, ecological and social.
This framework identifies sustainability as being about practices that make
April 2019 97 Connect Spokane
good environmental sense as well as good business sense. Sustainability is essentially responsible resource management: it draws on natural, human and financial resources to find strong, enduring solutions. It recognizes that environmental considerations are not an end in themselves. True sustainability is the intersection of not only what is good for the environment, but also what is economically feasible and results in benefits to our citizens/taxpayers.
Social
Sustainable
Environment Economic
Sustainability Policies SU Based on the principle of a Triple Bottom Line Framework, this section articulates policy that guides decision-making. SU-1.0 – Sustainable Practices 1.1 Sustainability in STA Services Manage STA services (Fixed Route, Paratransit, Flexible Services) to promote Sustainability sustainability.
Public transportation can play a significant role in achieving sustainability objectives for the region and each of the jurisdictions within the Public Transportation Benefit Area. However, the financial, natural and human resources dedicated to public transportation must be effectively employed and well used in order to achieve this objective.
• Maintain a high quality of service in order to attract maximum use by the public.
• Ensure basic bus service availability is balanced with emerging Paratransit eligibility requirements. The agency should not spread resources so thin so as to be overextended and unable to maintain quality service to neighborhoods and activity centers that have the highest potential for public transit use.
98 April 2019 Connect Spokane
• Evaluate effectiveness of bus routes based on the social, environmental and financial impacts of STA’s services. Existing standards are: Total ridership; energy use compared to passenger miles; and farebox return (see Annex 1: Fixed Route Performance Standards to this Comprehensive Plan).
• Encourage growth of the Flexible Services program. This adds flexibility and complements the fixed route system.
• Utilize long-range financial forecasts to continuously measure the level of service that can be maintained given anticipated revenue. The agency’s goal is to provide stability and reliability of service. 1.2 Stewardship Build stewardship and service in STA operations.
As a significant user of resources, stewardship must be an essential component of an organization that embraces sustainability. STA should strive to be a leader in conservation programs. The leadership of the organization should actively reinforce a culture that puts a high value on conservation of resources and service to the public. Stewardship also involves a respect for the people who serve and are served by STA.
• Make good use of tax dollars through most efficient use of resources.
• Establish practices that minimize fuel use and reduce GHG emissions.
• Review and/or reduce consumption of natural resources against current levels with a goal of continuous improvement.
• Include recycling capabilities as affordable and practical in all facilities. SU Sustainability • Evaluate opportunities presented by the development of alternate fuel sources. 1.3 Purchasing Establish a sustainable purchasing policy.
The agency should have a holistic decision-making process for purchasing equipment and services.
• Conduct cost/benefit that considers lifespan costs and replacement strategy. Lower initial capital outlays may not be the best value when operations, maintenance, and replacement cycles are also factored as costs of ownership.
• Establish procurement decision process that considers costs involved at each stage of the entire lifecycle of goods purchased; e.g., resource extraction, material processing, product design and manufacturing, transportation and distribution, purchase and use, and end of life disposal or recycling.
• Evaluate the impact of staff resources required to support equipment or
April 2019 99 Connect Spokane
new capabilities.
The agency’s fleet replacement plan will anticipate emerging alternate fuel options for its vehicles.
• Aggressively integrate battery-electric bus technology into the Fixed Route fleet as those vehicles and supporting infrastructure meet the conditions of the purchasing policy.
• Evaluate other alternate fuels, such as propane, for the Paratransit fleet.
• Monitor options for the agency’s non-revenue vehicle fleet. 1.4 Capital Projects Integrate sustainability into facility design, construction, and demolition.
The physical plant that supports the agency has a long term effect on the agency’s ability to operate efficiently and represents an opportunity to conserve natural and financial resources.
• Anticipate emerging requirements e.g., ADA.
• Integrate sustainable design criteria into facility design and construction decisions.
• Strive to achieve the Leadership in Energy and Environmental Design (LEED) Silver standard for facilities.
SU • Construct facilities to the highest defined energy conservation standard justified by net present value analysis of capital and forecast energy costs of at least 30 years.
• Maximize use of recycled building materials.
• Incorporate recycling (deconstruction practices) into the demolition of
Sustainability obsolete STA facilities. SU-2.0 – Connecting People and Communities 2.1 Transportation Alternatives Provide services that are an attractive transportation alternative compared to single occupant vehicles (SOVs).
Reliable and predictable service is perhaps the most important characteristic that defines a viable transportation alternative.
• Conduct route planning and scheduling to get people to destinations in a timely manner.
• Maximize convenience by enhancing route frequency as articulated in the Service Design Principles in this Comprehensive Plan (Part II:
100 April 2019 Connect Spokane
Services; Fixed -Route Service, Fixed-Route Service Design Principles).
• Pursue system enhancement technology that makes STA services easier for the public to understand and use.
• Provide transit services to community events to maximize access and use of its services (e.g., additional hours, special fee structure, special routing). This special event service effectively moves large numbers of participants with minimum use of energy resources.
• Take advantage of Washington State and Spokane County Commute Trip Reduction programs that incentivize use of STA services. 2.2 Connectivity Serve as regional connection to neighborhoods/jurisdictions, places of employment, community events, and public services in a way that meets the needs of the service area.
STA is a major regional asset. Staff should be actively engaged in supporting and informing the land use planning and growth-management activities of the jurisdictions it supports. Educate the region’s planners, developers, and decision makers on the characteristics of urban design that can best be supported by public transportation.
Examples include:
• Use the HPT Network concept to communicate a vision of corridors where public transportation services will be consistent and prioritized for further investments (e.g. East Sprague Avenue and Division Street). SU • The role of the “built environment” such as streetcars, electrified Sustainability trolleys, or high quality passenger shelters in helping shape development.
• The impact of residential and employment density on transit effectiveness.
STA should maintain a close relationship with the Metropolitan Planning Organization (SRTC) to ensure transit plans are integrated into overall long-range transportation plans and coordinate with Washington State Department of Transportation to facilitate the integration of public transportation into project planning and design. 2.3 Public Input Maximize public input and stakeholder engagement in STA’s sustainability initiatives.
The success of STA’s sustainability initiatives depends on authentic and transparent efforts to engage all stakeholders. This element reinforces the public process policies as outlined in Part III: Activities and Programs; Communications and Public Input of this Comprehensive Plan.
April 2019 101 Connect Spokane
• Define a stakeholder as anyone with an interest in STA; e.g., employees, riders, regulators, tax payers, neighborhood residents, activity center tenants and local governments, as well as those who provide services to STA such as suppliers, contractors, and professional services like banking and insurance.
• Strive at all times to balance the long-term perspective of sustainability- related issues against the more short-term needs that arise within our community. 2.4 Multi-modal Connectivity Increase interest in multi-modal connections.
The ability to seamlessly transition between various modes of transportation helps expand the public’s use of alternative transportation.
• Maintain strong connections to the airport and the intermodal center.
• Create accommodations for bicycle and pedestrian interfaces to STA services. These accommodations should be incorporated in bus stop design and locations as well as the design and capabilities of its vehicles.
• Strategically locate and serve park and ride facilities. SU-3.0 – Community Resilience and Socio-economic Health 3.1 Affordability Position transit to mitigate the effect of rising fuel costs on the increasingly large segment of population that is unable to afford other travel options. SU • Keep fares affordable in accordance with the fare policies as outlined in Part III: Activities and Programs, Revenues and Fares of this Comprehensive Plan.
• Regularly review opportunities presented by the development of alternate fuel sources. Sustainability • Improve the cost competitiveness of STA services compared with the use of Single Occupant Vehicles (both in terms of an individual’s time and energy expended). 3.2 Supporting the Community Attend to the social and transportation challenges faced by groups within the community.
• Include investments in plans and projects for passenger amenities and reduction of barriers that inhibit access to transit stops. The accessibility and utility of public transportation resources will become increasingly important in the future as our population ages.
• Support community efforts to develop a comprehensive set of alternatives to traditional Paratransit service delivery. Paratransit service
102 April 2019 Connect Spokane
will face increasing demands in the future as it competes for resources required by other modes.
• Participate in jurisdictions’ land use planning and inform supporting transportation infrastructure plans to adapt to meet the changing demographics of our community.
• Make Vanpools available to a variety of groups to meet multiple needs. Sustainability Connect Strategies Monitoring Annually update the agency’s current carbon footprint using the methodology outlined in The Climate Registry. Update annually.
Use this process, without subjecting the agency to formal audit requirements, to prepare for potential future reporting requirements.
SU Sustainability
April 2019 103 Connect Spokane
This page is intentionally left blank.
104 April 2019 Connect Spokane
Safety & Security
The safety and security of STA’s system, its users, and our employees is of the utmost importance. Creating a safer transportation experience for everyone means a secure and comfortable system for users of all transportation modes and STA programs, as well as safe facilities, vehicles, and areas in which to work.
Safety and security are closely interrelated concepts – safety is protection against unintended hazards, while security is a state of feeling protected against threats that are deliberate and intentional.1
STA is voluntarily adopting the FTA’s Safety Management System (SMS) Framework which is anchored by four main components:
• Safety Management Policy
• The Safety Management Policy Statement
• Safety Accountabilities and Responsibilities
• Integration with Public Safety and Emergency Management
• SMS Documentation and Records
• Safety Risk Management
• Hazard Identification and Analysis
• Safety Risk Evaluation
• Safety Assurance SS Safety & Security • Safety Performance Monitoring and Measurement
• Management of Change
• Continuous Improvement
• Safety Promotion
• Safety Communications
• Competencies and Training
FTA will publish and codify agency Safety Program Plan requirements shortly and it is expected to most transits 3-5 years to fully implement. Safety & Security Goal STA will promote safety & security in all operations and facilities.
1 http://www.differencebetween.com/difference-between-safety-and-vs-security/
April 2019 105 Connect Spokane
Safety & Security Principles
STA protects the safety and security of customers, employees and facilities in a variety of ways, including planning, policing, facility design, operational practices, safety training, and collaboration with local jurisdictions and other agencies on safety-related matters. Safety & Security Policies SS-1.0 – Safety & Security In partnership with local organizations and jurisdictions, STA will promote and provide safe and secure operations.
STA, working with employees, contractors, and local partners; will work to provide stop and station security along all transit lines. Efforts will be prioritized along lines/stations with high ridership, existing issues, and a large number of transfer points.
Safety and Security plans establish formal mechanisms through which employees, contractors, passengers and community members can:
• Appropriately identify and report threats, vulnerabilities and hazards within STA’s operation to the correct personnel or external parties (e.g., emergency response agencies, police, etc.) so that preventative actions may be implemented to eliminate, control or minimize their impact.
• Establish clear lines of accountability and responsibility at all levels to ensure tasks are documented and tracked in a useful manner.
• Heighten security and safety awareness.
SS Develop relations and coordination with local community partners to ensure prevention measures and emergency response activities are effective. SS-2.0 – Employee Training STA will educate and train its employees to improve the safety and security of the public transportation system and STA’s offices and facilities.
STA will continue to train drivers in conflict avoidance and self-defense,
Safety & Security and continue to invest in infrastructure to provide appropriate training resources, programs and procedures. SS-3.0 – User Assisted Technology SSTA will actively monitor advancements in safety and collision avoidance technology and other user assist technology and adopt as the fleet turns over.
Automated technologies have the potential to transform the provision of public transit. Pilot testing of driverless shuttles is already underway on private and public roads worldwide. AV technology development is commonly led by private businesses, or in partnership with transit agencies.
106 April 2019 Connect Spokane
SS-4.0 – CPTED Implementation STA will utilize the principles of CPTED on all major capital projects.
Crime prevention through environmental design (CPTED) is a multi- disciplinary approach to deterring criminal behavior through environmental design. Fundamentally, CPTED suggests that you can change how people act in a place by altering its design. The goal is to reduce crime and fear, and improve quality of life. SS-5.0 – Planning STA will continue to implement and develop internal plans related to safety and security, such as the snow emergency plan and natural disaster response plan.
SS-6.0 – Customer Privacy As technology needs and services change, STA will strive to maintain and protect the privacy of all customers.
All other polices related to Safety & Security will be/are housed in the Capital Improvement Program.
SS Safety & Security
April 2019 107 Connect Spokane
This page is intentionally left blank.
108 April 2019 Connect Spokane
Annex 1 Fixed-Route Performance Standards
Standards imply accountability, comparison, and remediation in the event of non-compliance. Standards should be straight-forward and derived from a rational, transparent basis. The performance standards set forth herein are directly related to the effectiveness and sustainability of STA’s fixed-route system. These performance standards reflect a triple bottom line (TBL) approach that seeks to improve the system’s performance as it relates to its riders, the environment, and taxpayers. Literature on the subject of triple bottom line refers to People (social), Planet (environmental), and Profit (economic) as the primary metrics for evaluating agency performance. 1.1 Performance Standard 1: Ridership (Social)
Ridership is a basic indication of a transit route’s effectiveness in serving people. There may be a great community dialogue about serving a particular facility, geography, or community, but if the result is a route that has little or no ridership, clearly this goal is not met. It may be that the service is designed poorly or that densities do not justify fixed-route bus service. Only by having a minimum performance standard can these routes be fairly evaluated and remediated.
Productivity is a measure of riders per revenue hour and is used as the framework for the ridership standard. 1.1.1 Basic Routes Ridership Standard
For Basic Fixed-Route Service in Spokane the best indicator of potential A1
performance is a route’s relation to the Central Business District (CBD). Annex 1: Fixed-Route Performance Standards A route that ties into downtown has more connectivity than other routes. Furthermore, it must meet a higher expectation due to the fact that the downtown Plaza has a finite number of bus bays and overall capacity. Accordingly, it should be focused on routes with a higher level of effectiveness in terms of ridership. The annual performance standard is produced based on the most up-to-date actual annual riders per annual revenue hours figure. For routes traveling into the CBD, the performance standard is one-half the standard deviation below the average of the basic routes traveling into the CBD. For all other routes, the standard is precisely one-half this number. By necessity this standard will need to change after substantial changes to the system have been such that one-half the standard deviation is less than 10% of the average ridership productivity. At this time, routes traveling into the CBD that are one standard below the standard deviation will be considered inconsistent with this performance measure.
April 2019 109 Connect Spokane
1.1.2 HPT Network Ridership Standard
The High Performance Transit Network has only a slightly higher standard level since the increased frequency should result in greater ridership but may not necessarily rise to a productivity level significantly greater than the entire system. As a starting point, the high performance transit network routes should be one-half standard deviation above the average basic route productivity of similarly situated routes (i.e. that travel to the CBD). For routes that do not travel in the CBD, the standard is one- half the productivity rate for HPT routes that travel in the CBD. 1.1.3 Commuter Peak Ridership Standard
From a performance evaluation perspective, Commuter Peak Routes have the benefit of not being in operation in off-peak times when travel demand is lighter. However, peak routes are very capital consumptive in terms of rolling stock and facilities because they only operate six to seven hours per day, increasing the capital cost per passenger. A bus that carries passengers for 12 hours in a day amortizes the capital costs of that bus over more hours of service and spread to many customers over 12 years of such use. For this reason the productivity expectation for Commuter Peak routes should be equal to the HPT Network. For routes that operate as a function of what would otherwise be out-of-service time on a route (“Commuter Peak Route – Subordinate”) the standard is equal to one-third the productivity of the dominant Commuter Peak routes benchmark. This reflects the reality that a bus serving passengers in the opposite direction of peak demand will have lower ridership and yet is typically better than operating out of service and providing no transportation benefit.
The performance standards for 2007 and 2008 are illustrated below. Please A1 note that the HPT standard is developed on system-wide data not yet applicable for 2007 and 2008 since no HPT service is in existence.
Service Type Grouping 2007 2008 Basic Intersects CBD 22.08 25.45 Basic No CBD 11.04 12.73 intersection HPT Network Intersects CBD 29.84 33.95 HPT Network No CBD 14.92 16.97 intersection Commuter Peak Dominant 29.84 33.95 Commuter Peak Subordinate 9.95 11.32
1.2 Performance Standard 2: Comparable Energy Consumption (Environmental)
Since the 1970s, there has been recognition of the value of mass transit as it pertains to environmental sustainability and energy conservation. Often missing from this recognition are any measurable outcomes other than car Annex 1: Fixed-Route Performance Standards
110 April 2019 Connect Spokane
trips avoided. Because they are larger and heavier, transit vehicles actually consume more energy per vehicle mile traveled than private automobiles. In order to reap any benefit as it pertains to energy consumption, looking at energy consumed per passenger mile is the easiest to obtain and likely the most effective in measuring outcomes. British Thermal Units (BTUs) are commonly used for similar metrics and will be used here.
A minimum standard for BTUs per passenger mile is useful in evaluating the performance of routes in a different way than the previous standard. While productivity measures gross riders, the “BTUs per passenger miles” metric speaks to the duration of passengers’ time on the vehicle. BTUs per passenger miles speaks to energy consumed for a particular vehicle type given a particular trip pattern.
At the very minimum, a bus route should perform equally to the private automobile in terms of energy consumed per mile traveled for each passenger. Assuming a load factor of one person in an automobile and current fuel economy (http://cta.ornl.gov/data/download28.shtml), there are 5,500 BTUs consumed for every single-passenger mile traveled in a car. While routes will have trips that can exceed this consumption rate, no route should be worse than an automobile when judged from the cumulative service provided. Translating these consumption rates to buses by size of bus requires looking at average fuel consumption of each major vehicle type in STA’s fixed-route fleet as opposed to actual consumption on a route-by-route basis.
The performance standard for energy expressed in passenger miles over platform miles is found below. The numbers are for diesel vehicles. The numbers below are established given fuel economy of the existing fleet and its comparison to private automobiles. Average load factor, or passenger miles divided by platform (vehicle) miles, provides information on how A1
many people are served for every mile of travel. As new propulsion sources Annex 1: Fixed-Route Performance Standards come online this table should be amended to reflect those sources. Carbon- based fuel sources have different concentrations of energy. Electrified systems use generally less energy and therefore may have a different ratio which would be a minimum standard in the event such vehicles are added to the STA fleet.
Vehicle Basic Commuter Peak HPT Size (Dominant Only) Network Cutaways 2.84 4.45 4.45 30’ 5.35 8.39 8.39 35’ 5.16 8.10 8.10 40’ 5.48 8.60 8.60 60’ 6.65 10.45 10.45
April 2019 111 Connect Spokane
1.3 Performance Standard 3: Fares (Economic)
As a minimum standard of performance, routes shall have a farebox recovery no less than one-half the system average.
An important performance indicator for medium- to large-sized transit systems is fare revenues. While small agencies often find that the cost of collecting fares is equal to or exceeds the fares potentially collected, STA collects millions of dollars annually from its riders for services rendered. Farebox recovery for this performance standard is the total fixed-route revenue collected as a percentage of the total fixed-route operating cost. It is valuable as a metric since both fares per passenger and cost per hour are not equal for every route. Two routes may have exactly the same ridership but have different farebox recoveries. Routes using larger vehicles traveling longer distances in an hour will cost more to operate. Without a corresponding increase in fares per passenger, farebox recovery is likely to be lower than the comparable route. 1.4 Performance Reporting
By April of each year, the Planning Department will report on both the performance of each route for the previous two years and the standards that applied for those years. New service will be evaluated following its development period, typically 18 to 24 months. Any route that falls below the minimum standard for all three performance standards for two consecutive years will be considered out of compliance with the standards. A partial year of operation (e.g. if a route begins operation in September) will not be counted against a route’s compliance with these standards. This provides for at least two and not more than three years for a route to mature before any corrective action is required. A1 The annual report will offer reasons why the route may be below standard and offer preliminary concepts for remediation. 1.5 Remediation
Remediation is not simply about eliminating poor performing routes, but instead considering both the route’s relationship to the network and other possible network changes that could ultimately improve the entire network. Remedial actions should take place no more than 18 months following a performance report indicating non-compliance.
Non-compliance of routes with respect to performance standards is typically an indication of a route being designed inconsistent with the design principles or adopted service design policies. There may also be changes in land use (e.g. a major mall closes indefinitely) or changes in the network which unintentionally deteriorated service or demand. Remedial efforts should identify how proposed improvements will better align with design principles and adopted policy and provide a rough projection of the relationship to performance standards. Annex 1: Fixed-Route Performance Standards
112 April 2019 Connect Spokane
Annex 2 The following is a list of Spokane Transit’s Title VI policies. System-Wide Title VI Policies STA will not “utilize criteria or methods of administration which have the effect of subjecting persons to discrimination because of their race, color, or national origin, or have the effect of defeating or substantially impairing accomplishment of the objectives of the program with respect to individuals of a particular race, color, or national origin.”
STA will “take affirmative action to assure that no person is excluded from participation in, or denied the benefits of, the program or activity on the grounds of race, color, or national origin.” STA assures that “no person or group of persons shall be discriminated against with regard to routing, scheduling, or quality of service transportation on the basis of race, color, or national origin. Frequency of service, age and quality of vehicles assigned to routes, quality of stations serving different routes, and location of routes may not be determined on the basis of race, color, or national origin.” Major Service Change Policies In developing annual plans and service changes, STA will assess whether changes meet the Major Service Change threshold. This threshold is as follows: • Cost Impacts: More than 5.0% reduction in revenue hours of service in any calendar year • Ridership Impacts: 5% or more of annualized system ridership negatively impacted by loss of bus stop(s), trip(s) or route(s) at any given service change. A Title VI analysis and evaluation of the impacts of major service changes will be published prior to a formal public hearing on the service change or a draft recommendation is published, whichever comes first. A2 Annex 2: Title VI Compliance Service Change Disparate Impact Policy (minority) When a major service change impacts a census tract with a minority population that exceeds the average minority population of the service area by 10% or more, a disparate impact exists and the impacts will be assessed and evaluated for mitigation.
The average minority population is 11.4% in the PTBA. To determine if a disparate impact exists, each route impacted is analyzed to determine the percentage of minority population along that route. This is done by adding all the census tracts along that route. If the percentage is 12.5% or more, then a disparate impact exists. Service Change Disproportionate Burden Policy When a major service change impacts a census tract with a low-income population that exceeds the average low-income population of the service area by 10% or more, a disproportionate burden exists and the impacts will be
April 2019 113 Connect Spokane
assessed and evaluated for mitigation.
The average low-income population in the PTBA is 15.2%. To determine if a disparate impact exists, each route impacted is analyzed to determine the percentage of low-income population along that route. This is done by using all the census tracts along that route. If the percentage is 16.7% or more, then a disparate impact exists. System-wide Transit Amenities Service Policy Installation of transit amenities along bus routes are based on the number of passenger boardings at stops and stations along those routes and the High Performance Transit facility standards with variances from this policy to support connectivity of routes and riders with limited mobility. Vehicle Assignment Service Policy STA bus assignments take into account the operating characteristics of buses of various lengths, which are matched to the operating characteristics of the route such as passenger loads and overall ridership of each route. Local routes with lower ridership may be assigned a smaller fixed route vehicle. Some routes requiring tight turns on narrow streets may be operated with smaller fixed route vehicles. The age of the vehicle shall not be a consideration when assigning the vehicle to a particular maintenance garage for daily service. Fare Change Policy STA evaluates fare changes to ensure fare increases do not disproportionately negatively impact a class protected under Title VI. Fare Change Minority Disparate Impact Policy If a fare change affects fare categories or payment methods used disproportionately by minority populations (10% or greater) than the overall A2 population, a fare change disparate impact exists and the impacts will be assessed and evaluated for mitigation. Fare Change Low-Income Disproportionate Impact Policy If a fare change affects fare categories or payment methods used disproportionately by low-income populations (10% or greater) than the overall population, a fare change disproportionate burden exists and the impacts will be assessed and evaluated for mitigation. On-Time Performance Standard STA’s on-time performance objective is 95% or greater. Annex 2: Title VI Compliance Title Annex 2:
114 April 2019 Connect Spokane
*End of Document*
A2 Annex 2: Title VI Compliance
April 2019 115
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 5G : RESOLUTION FOR CENTRAL CITY LINE PROPERTY ACQUISITION
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning & Development
SUMMARY: The Central City Line is a 5.8 mile, corridor-based bus rapid transit (BRT) line that will operate between Browne’s Addition and Spokane Community College, via downtown Spokane and the University District. This is a critical project within the STA Moving Forward plan to improve and expand transit to the region and partner in economic development.
Outside of traversing easements on the campuses of Gonzaga University and Spokane Community College, the Central City Line will operate exclusively in public rights-of-way. In very limited instances, public right-of-way will need to be expanded to include small slivers of private property to accommodate station infrastructure. These property acquisitions will be purchased by STA and then dedicated to the City of Spokane as public right-of-way. In addition, there are a number of locations where temporary construction easements will be needed to accommodate sitework and utility relocation activities.
In order to provide clear guidance as property acquisition experts work on behalf of STA in negotiating the purchase of property, the Board Operations Committee has recommended the board adopt the attached resolution to confirm the necessity of the property, and the board’s intent to exercise its powers of eminent domain, when and if necessary, to acquire all real property interests necessary for the construction of the Central City Line.
RECOMMENDATION TO COMMITTEE: Recommend the Board adopt the attached resolution providing for the acquisition of real property for the Central City Line.
COMMITTEE ACTION: Recommended approval as presented and forwarded to the Board.
RECOMMENDATION TO BOARD: Adopt the attached resolution providing for the acquisition of real property for the Central City Line.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
RESOLUTION NO. ___770-19______
A RESOLUTION OF THE SPOKANE TRANSIT AUTHORITY, PROVIDING FOR THE ACQUISITION, BY ALL MEANS NECESSARY, UP TO AND INCLUDING BY EMINENT DOMAIN PROCEEDINGS, OF CERTAIN REAL PROPERTY NECESSARY TO BE ACQUIRED FOR PUBLIC PURPOSES IN CONNECTION WITH THE CENTRAL CITY LINE PROJECT, AND PROVIDING FOR OTHER MATTERS PROPERLY RELATED THERETO
WHEREAS, the Spokane Transit Authority (“STA”) is a municipal corporation operating and existing under and pursuant to the Constitution and Laws of the State of Washington, including Chapter 36.57A RCW, Public Transportation Benefit Areas; and
WHEREAS, pursuant to Chapter 36.57A RCW, STA is authorized to do all things necessary to provide public transportation facilities and services to the public, including within the boundaries of the City of Spokane; and
WHEREAS, RCW 36.57A.090(2) gives public transportation benefit areas the power “To acquire by purchase, condemnation, gift, or grant . . . all lands, rights-of-way, property, equipment, and accessories necessary. . .” for the operation of its facilities and services; and
WHEREAS, Chapter 8.20 RCW and Article I, Section 16 of the Constitution of the State of Washington allow corporations to purchase or appropriate private property for public use upon making just compensation to the owners; and
WHEREAS, STA’s planned Central City Line is a bus rapid transit system running between Browne’s Addition and the Spokane Community College campus; and
WHEREAS, it is necessary to acquire certain property located along the Central City Line alignment; and
WHEREAS, STA staff and/or representatives will negotiate in good faith for the acquisition of the property interests necessary for the Central City Line; but where the parties are unable to agree upon the purchase price, or the owner of the property interests expresses a desire for STA to acquire the property interests via STA’s eminent domain authority, it will be necessary for STA to exercise such authority.
NOW, THEREFORE, be it resolved by the Board of Directors of STA as follows:
Section 1. Determination of Public Use and Necessity. Public use and necessity requires the STA to acquire the land and property in order to carry out the construction and implementation of the Central City Line, together with such other permanent utility easements and temporary construction easements as may be deemed necessary by STA staff, for public purposes in order to complete the Central City Line, including utilities and related improvements, all as set forth in STA Moving Forward as amended in Resolution No. 744-16.
-1-
Section 2. Statement of Intent to Exercise Eminent Domain Powers if Necessary. The STA Board of Directors hereby states its intent to exercise its powers of eminent domain, when and if necessary, to acquire all real property interests necessary for the construction of the Central City Line.
Section 3. Severability. Should any section, paragraph, sentence, clause or phrase of this ordinance, or its application to any person or circumstance, be declared unconstitutional or otherwise invalid for any reason, or should any portion of this ordinance be pre-empted by state or federal law or regulation, such decision or pre-emption shall not affect the validity of the remaining portions or sections of this ordinance or its application to persons or circumstances.
Section 4. Effective Date. This resolution shall be effective as of the date of its adoption.
ADOPTED by STA at a regular meeting thereof held on the ___ day of ______, 2019.
ATTEST: SPOKANE TRANSIT AUTHORITY
Dana Infalt Candace Mumm Clerk of the Authority Chair of the Board
Approved as to form:
Laura McAloon Attorney for Spokane Transit Authority
-2- SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 8A : BOARD OPERATIONS COMMITTEE CHAIR’S REPORT
REFERRAL COMMITTEE: Board Operations (Mumm)
SUBMITTED BY: Candace Mumm, Committee & Board Chair
SUMMARY:
A verbal report will be given at the Board meeting.
RECOMMENDATION TO BOARD: Receive report.
FINAL REVIEW FOR BOARD BY:
Division Head // Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 9A : PLANNING & DEVELOPMENT COMMITTEE CHAIR’S REPORT
REFERRAL COMMITTEE: Planning & Development (Grover)
SUBMITTED BY: Chris Grover, Committee Chair
SUMMARY:
A verbal report will be given at the Board meeting.
RECOMMENDATION TO BOARD: Receive report.
FINAL REVIEW FOR BOARD BY:
Division Head // Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 9Ai : EAST SPRAGUE TRANSIT SIGNAL PRIORITY
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning & Development Ryan Brodwater, Capital Projects Manager
SUMMARY: At the April 18, 2019, meeting of the STA Board of Directors, the Board directed staff to assess the opportunity for transit signal priority at traffic signals on Sprague at Napa and Helena streets and to bring back information for the Board’s consideration within 60 days. Staff provided an update to this assignment during the committee meeting on May 1, 2019.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 10A : PERFORMANCE MONITORING AND EXTERNAL RELATIONS COMMITTEE CHAIR’S REPORT
REFERRAL COMMITTEE: Performance Monitoring & External Relations (Kinnear)
SUBMITTED BY: Lori Kinnear, Committee Chair
SUMMARY:
A verbal report will be given at the Board meeting.
RECOMMENDATION TO BOARD: Receive report.
FINAL REVIEW FOR BOARD BY:
Division Head // Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 10Ai : 1ST QUARTER 2019 PERFORMANCE MEASURES
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Roger Watkins, Chief Operations Officer
SUMMARY: A complete set of the 1st Quarter 2019 Performance Measures is posted on the STA website at: https://www.spokanetransit.com/about-sta/mission-priorities-performance-measures. Staff will be prepared to address any questions about any measure. The following is a summary of significant measures that are of particular interest or the committee has provided guidance for staff to highlight on a routine basis. Earn and Retain the Community’s Trust Ridership Ridership for Fixed Route ended the quarter down 3.9% compared to our ridership year in 2018. Fixed Route provided 2,537,168 in 2019 vs. 6,641,381 in 2018. The ridership goal for Fixed Route in 2019 is 2.0% increase from 2018 (approximately 10.27 million trips). • Due to the extreme winter weather and record setting snowfall, which brought school cancellations and multiple days of delayed reporting times, ridership was down this quarter. • March also had one less weekday which contributed to a decrease of over 35,000 rides. STA’s goal in Paratransit is to manage growth and maintain a 1.5% increase over 2018 ridership level. At the end of the 1st Quarter, Paratransit ridership is 9.5% lower than in 2018 (110,144 vs. 121,709). • Due to the extreme winter weather and record setting snowfall, which brought school cancellations and multiple days of delayed reporting times, ridership was down this quarter. • Paratransit operations are conducted door to door and therefore must travel down residential streets to provide service to our customers. Many side streets remained snow and ice covered for more than 6 weeks which may have discouraged riders from attempting some routine trips during this period. Reservations were down by 3.9% and cancellations were up 4.5%. Same day cancellations were up 6.3%, likely due to weather conditions on that day. • STA’s Paratransit ridership growth has been successfully managed since 2005. From a high of 521,000 trips in 2009, we have been successful in reducing demand to approximately 475,000 trips in 2018. This has been accomplished through a combination of creative programs such as In-Person Assessments, Mobility Training, Special Use Van Program, and the Van Grant Program. Vanpool ridership increased in the first quarter of 2019 by 0.4% (41,452 vs. 41,273 in 2017). STA’s goal is to realize a 1.0% increase in ridership from 2018 (approximately 160,000 trips). • Vanpool increased by one group this quarter and experienced very slight growth in ridership despite the extreme winter weather conditions. This has been due to successful marketing and outreach efforts by the vanpool team.
Passengers per Revenue Hour (PPRH) Fixed Route PPRH was 23.33 • This is slightly below of the goal of 25. It is important to note that no other urban transit in Washington State, other than King County Metro, delivers more than 20 PPRH. STA’s performance is a full 4 PPRH higher than any other agency. Paratransit PPRH was 2.76 • This is very slightly below the goal of 2.8 PPRH. Similar to the Fixed Route goal, the PPRH goal is very aspirational. Paratransit operation performance goals of 2.5 are common. The WA urban average is 2.42 for comparison.
Provide Excellent Customer Service Professional and Courteous • The company-wide average for “professional and courteous” rating exceeded the goal of a 4.5 (or above) average (on a 5 point scale) from customer observations in our Quality Counts! Survey Program. STA’s overall average was 4.76. On Time Performance • At 94.2%. Fixed Route exceeded STA’s goal of 93% of trips running on time (on time is measured as a bus departing between 0 to 5 minutes from the scheduled departure time). • Paratransit on time performance was 87.9%, short of the goal of 93%. As noted before, the snow and ice covered side streets greatly impacted paratransit operations during this quarter.
Enable Organizational Success Operator Ride Checks • Fixed Route and Paratransit both are on target to meet the respective goals of 100% successful ride checks for all active coach and van operators. (Fixed Route - 95 of 281 – Paratransit - 13 out of 63).
Exemplify Financial Stewardship Cost per Passenger • Fixed Route and Paratransit both far surpassed STA’s goal to keep the cost per passenger less than 95% of the average cost of the urban systems in Washington State. We do much better than that goal. It should be noted however, that 1st Quarter data will be skewed in a positive manner due to the timing lag of some outstanding payments. Most significant are the fuel and contracted service payments from MV.
o Fixed Route cost per passenger was $5.28. This is 63.1% of the urban systems’ average. o Paratransit cost per passenger was $28.34. This is 56.4% of the urban systems’ average. Cost Recovery from User Fees (Farebox Recovery). • Fixed Route farebox recovery is 19.0%, below the goal of 20%. This is an 2.7% increase from last quarter. The Board-approved fare changes in 2017 and 2018 will continue to help restore this recovery ratio. However, it is important to note that ridership will also need to be restored to 2015 ridership levels in order to meet/exceed the 20% goal. • Paratransit farebox recovery is at 6.3%, which is above the goal of 5%. Part of this trend may be due to the fare increase in July 2017, which would have influenced average fare collected. Similar to the cost per passenger measure, this result is skewed in a positive manner due to outstanding payments to MV and fuel bills.
Ensure Safety
Preventable Accident Rate. • Both Fixed Route exceeded and Paratransit was slightly below the goal of 0.08 and 0.10 preventable accidents per 10,000 miles respectively. o At 0.04, Fixed Route was substantially lower than STA’s goal of 0.08 preventable accidents per 10,000 miles. o At 0.12, Paratransit was slightly above STA’s goal of 0.10 preventable accidents per 10,000 miles. However, in terms of actual accidents, this represents only 4 total preventable accidents (a decrease of one would result in being below goal).
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM
Performance Measures 1st Quarter 2019
Priorities and Objectives
1. Earn and Retain the Community’s Trust
2. Provide Excellent Customer Service
3. Enable Organizational Success
4. Exemplify Financial Stewardship
5. Ensure Safety Earn & Retain the Community’s Trust
4 Performance Measures: Ridership Service Effectiveness (Passengers per Revenue Hour) Customer Security Public Outreach
Ridership Fixed Route 2016 2017 2018 2019 1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2016 = 10,261,789 Goal: 2.0% Increase over 2018 Ridership 2017 = 10,264,971 1st Qtr. Result: 3.9% Decrease 2018 = 10,069,599 Proj. 2019 = 10,270,991 4 Ridership
Paratransit 2016 2017 2018 2019 50,000
47,500
45,000
42,500
40,000
37,500
35,000
32,500
30,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2016 = 468,050 Goal: 1.5% Increase over 2018 Ridership 2017 = 477,010 1st Qtr. Result: 9.5% Decrease 2018 = 476,032 Proj. 2019 = 483,172
Ridership Vanpool 2016 2017 2018 2019
24,000
22,000
20,000
18,000
16,000
14,000
12,000
10,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2016 = 193,006 Goal: 1.0% Increase over 2018 Ridership 2017 = 178,457 1st Qtr. Result: 0.4% Increase 2018 = 157,433 Proj. 2019 = 159,007 On Time Performance
Goal
1st Qtr. Average = 93.4%
Fixed Route – 100% Automated Time Checks began May 2016
Goal
1st Qtr. Average = 87.9%
Professional & Courteous
1st Qtr Goal Goal ≥ 4.5 5.50 4.90 5.00 4.72 4.60 4.50 4.00 3.50 3.00 2.50 1st Qtr. 2019 2.00 Overall 1.50 4.76% 1.00 0.50 0.00 Fixed Route Ride Along Paratransit Ride Along Customer Service Reservations/Security Admin & Mgmt Ride Checks/Ride Along
20182019Goal 100% of 270 of 270 95 of 281 operators Fixed Route completed completed checked annually 100% of 55* of 60 13 of 63 operators Paratransit completed completed checked annually * All active Operators completed
Fixed Route Cost Effectiveness
Objective $7.95
OBJECTIVE: CONSTRAIN OPERATING COST PER PASSENGER TO NO MORE THAN 95% OF THE STATEWIDE AVERAGE FOR URBAN SYSTEMS 2019 Status: 63.1% (STA - $5.28; Urban Average - $8.37)
Notes: Previous year results • 2017 data from NTD reports • 2018 STA data reflects year-end STA 2019 data reflects year-to-date 1st quarter • Expenditures will lag slightly until end of year Demand Response Cost Effectiveness
Objective $47.74
OBJECTIVE: CONSTRAIN OPERATING COST PER PASSENGER TO NO MORE THAN 95% OF THE STATEWIDE AVERAGE FOR URBAN SYSTEMS 2019 Status: 56.4% (STA - $28.34; Urban Average - $50.26)
Notes: Previous year results • 2017 data from NTD reports • 2018 STA data reflects year-end STA 2019 data reflects year-to-date 1st quarter • Expenditures will lag slightly until end of year
Fixed Route 2016 2017 2018 2019 Preventable Jan 0722 Feb 3431 Vehicles Mar 0234 Apr 5560 May 6490 Accidents Jun 9340 Jul 2630 Aug 3550 Sep 64110 Goal: Oct 5530 Nov 1640 ≤ 0.08 per Dec 1440 10,000 miles Total Prev. Accidents 41 55 57 7 YTD PREVENTABLE ACCIDENTS 0.07 0.09 0.09 0.04 PER 10,000 MILES Preventable Accidents per 10,000 Miles 2016 2017 2018 2019 0.25
0.20
0.15
0.10
0.05
0.00 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Paratransit 2016 2017 2018 2019 Preventable Jan 223 1 Feb 221 2 Vehicles Mar 151 1 Apr 200 0 Accidents May 020 0 Jun 210 0 Jul 232 0 Aug 022 0 Sep 001 0 Oct 111 0 Goal: Nov 310 0 ≤ 0.10 per Dec 111 0 10,000 miles Total Prev. Accidents 16 20 12 4 YTD PREVENTABLE ACCIDENTS 0.12 0.15 0.08 0.12 PER 10,000 MILES
Preventable Accidents per 10,000 Miles 2016 2017 2018 2019 0.50 0.45 0.40 0.35 0.30 0.25 0.20 0.15 0.10 0.05 0.00 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 10Aii : 2019 VAN GRANT RECIPIENTS AWARD
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Roger Watkins, Chief Operations Officer Janet Stowe, Paratransit Manager
SUMMARY: At the regular Board meeting on July 20, 2011, Spokane Transits Authority approved the Surplus Van Grant Program to meet unmet transportation needs of qualified Human Service Organizations (HSOs). Each year, in accordance with Board Resolution 677-11, up to ten surplus vans will be made available to eligible community agencies to enhance transportation service provided within Spokane Transit's Public Transportation Benefit Area (PTBA). Human Service Organizations which serve individuals of the Spokane Transit Public Transportation Benefit Area (PTBA) who have a disability, are of low income, or have mobility limitations due to advanced age are eligible to apply. Since 2012, Spokane Transit has granted 69 vans to eligible applicants. 2019 Van Grant Selection Committee Results Eight vans were available for Van Grant this year. Thirty-one applications for these vans were received. It was the consensus of the selection committee that the following applicants should receive vehicles:
Artisans – provides employment support for individuals with intellectual and physical disabilities Daybreak Youth Services – serves youth ages 12-18 who are battling mental health needs, substance abuse disorders, girls aged 12-17 who have attempted suicide or are experiencing suicidal ideations Arc of Spokane – provides community engagement and mentoring for intellectually and developmentally disabled Sunshine Terrace – serves individuals with mental health issues, dementia, developmental disabilities, and senior citizens Franklin Hills Health & Rehabilitation – skilled nursing home that provides transportation to appointments as well as community outings Northwest Bible Church – provides transportations for low income, ADA eligible individuals, and at risk youth Spokane Housing Ventures – provides transportation to low income seniors City of Spokane – EnVision Center assists underserved citizens in accessing housing, pre-employment transportation, substance abuse assessments, peer support, and parenting classes
RECOMMENDATION TO BOARD: Information Only
FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12A : COMMITTEE MINUTES – INFORMATION - Board Operations Committee - Planning & Development Committee - Performance Monitoring & External Relations Committee
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Dana Infalt, Executive Assistant to CEO and Clerk of the Authority
SUMMARY: Minutes of the April 10, 2019, Board Operations Committee meeting are attached. Minutes of the April 3, 2019, meetings of the Planning & Development Committee and the Performance Monitoring & External Relations Committee are also attached.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head DI Chief Executive Officer ESM Legal Counsel LM Spokane Transit Authority 1230 West Boone Avenue Spokane, Washington 99201-2686 (509) 325-6000
BOARD OPERATIONS COMMITTEE MEETING
Draft Minutes of the April 10, 2019 Meeting Spokane Transit Northside Conference Room
MEMBERS PRESENT STAFF PRESENT Candace Mumm, City of Spokane, Chair Emily Arneson, Ombudsman & Accessibility Officer Chris Grover, Small Cities Representative (Cheney), Dana Infalt, Clerk of the Authority Planning & Development Committee Chair Karl Otterstrom, Director of Planning & Development Pamela Haley, City of Spokane Valley Brandon Rapez-Betty, Director of Communications & Lori Kinnear, City of Spokane, Performance Monitoring Customer Service & External Relations Committee Chair, Ex-officio Lynda Warren, Director of Finance & Information Services E. Susan Meyer, Chief Executive Officer, Ex-officio Roger Watkins, Chief Operations Officer Nancy Williams, Director of Human Resources
MEMBERS ABSENT PROVIDING LEGAL COUNSEL Al French, Spokane County, Chair Pro Tempore Laura McAloon, McAloon Law PLLC
GUESTS Ryan Broadwater Nicholas Deshais
1. CALL TO ORDER AND ROLL CALL Chair Mumm called the meeting to order at 1:32 p.m. and roll call was conducted.
2. APPROVE COMMITTEE AGENDA Ms. Haley moved to approve the agenda, Mr. Grover seconded and the motion passed unanimously.
3. CHAIR’S COMMENTS Chair Mumm congratulated staff for their hard work on the Central City Line (CCL) Small Starts grant application. On April 9, the Federal Transit Administration announced a $53.4 million allocation for the CCL.
4. COMMITTEE ACTION/DISCUSSION a. March 13, 2019 Committee Minutes
Ms. Haley moved to approve the March 13, 2019, committee meeting minutes as submitted, Mr. Grover seconded and the motion passed unanimously.
5. COMMITTEE CHAIR REPORTS a. Chris Grover, Chair, Planning & Development (P&D) The P&D Committee approved the Scope of Work for Design and Engineering Services for the I-90/Valley High Performance Transit project. The Committee forwarded the 2019 Transit Development Plan Mid-Range Guidance with minor edits to the Board consent agenda. Mr. Watkins briefed the Committee on the Zero Emission Technology Fleet Transition Evaluation. The majority of the meeting was a discussion regarding requested changes to the East Sprague Avenue Bus Stops. The Committee forwarded a recommendation to the Board to maintain the bus stops in their current locations.
Board Operations Committee Meeting Minutes April 10, 2019 Page 2
b. Lori Kinnear, Chair, Performance Monitoring & External Relations (PMER) The PMER Committee approved the Paratransit Purchased Transportation Scope of Work and the appointment of a new member to the Citizen Advisory Committee. The Committee forwarded the Awards of Contract for the Spokane Community College Transit Center and the Spokane Falls Station to the Board consent agenda. The Committee received a report on the Fixed Route 2018 Passenger Survey Results, as well as a Legislative Report.
6. MORAN STATION PARK & RIDE In order to accommodate the driveway for inbound buses entering the Park & Ride, as well as other traffic, STA needs to construct a fill slope that crosses the northern property line with Spokane County. The County has no concerns with the project; however, it does require the execution of a Temporary Construction Easement and a Permanent Slope Easement. Ms. Kinnear asked if it involved a wetlands area requiring additional permitting. Mr. Otterstrom said no.
Ms. Haley moved to recommend the Board approve a Temporary Construction Easement and a Permanent Slope Easement between Spokane County and Spokane Transit for the construction of a fill slope on the north side of the Moran Station Park & Ride property and authorize the CEO to execute the easements on behalf of Spokane Transit. Mr. Grover seconded and the motion passed unanimously.
7. KENDALL YARDS UNIVERSAL TRANSIT ACCESS PROGRAM In October 2018, STA initiated a Universal Transit Access Program (UTAP) with Greenstone Corporation for the Kendall Yards development. The pilot program contract is funded by Greenstone on behalf of the residents and commercial tenants in the neighborhood. After six months, approximately 18,830 trips have been taken on STA buses (about 63,700 miles of travel on STA routes). Ridership in the sixth month of the program (March 2019) is 258% higher than in the first month (October 2018). The program has been very successful. Ms. Mumm said she recently discussed the program model with K. Jane Williams, Acting Administrator for the Federal Transit Administration. Administrator Williams has not heard of this type of program anywhere else in the country. Mr. Rapez-Betty and Ms. Mumm discussed getting a write-up about the program in a national magazine. Ms. Mumm suggested sharing the success of this program through the Kendall Yards Community Newsletter. Mr. Otterstrom invited Jim Frank from Greenstone Corporation to present information about the pilot program at an upcoming industry conference. Ms. Mumm said the Association of Washington Cities will be in Spokane in June and suggested a presentation at the meeting. Ms. Mumm will send the suggestion to the meeting organizer and copy Ms. Meyer.
7. BOARD OF DIRECTORS AGENDA APRIL 18, 2019
Ms. Mumm expects there to be public comment on the Sprague Bus Stops and asked to add time for public comment specific to the agenda item, 7.A. There will also be a sign in sheet for the agenda item. The time allotted for the discussion will be increased to 20 minutes.
Ms. Haley moved to approve the Board agenda as amended, Mr. Grover seconded and the motion passed unanimously.
9. CEO REPORT Ms. Meyer announced that STA received a $53.4 million allocation from the Federal Transit Administration (FTA) for the Central City Line. It is a one-year allocation from 2018 funds. Acting Administrator K. Jane Williams called Ms. Meyer to congratulate STA and say how much she and the FTA like the project. She acknowledged the STA Board for their leadership and the consultants at Cardinal Infrastructure for their advocacy. Staff will meet with Urban Engineers, FTA staff, and STA’s engineers at the beginning of May to complete a Risk Review (scope, cost, and schedule). Cardinal Infrastructure is invited to attend the Risk Review and the STA Committee meetings on May 1.
Board Operations Committee Meeting Minutes April 10, 2019 Page 3
Lynda Warren, Director of Finance and Information Services, plans to retire no later than October 31, or two weeks after the hire of her successor. Ms. Meyer and the Board members thanked Ms. Warren for her dedication and valuable contributions to STA.
8. NEW BUSINESS Ms. Mumm said it was brought to her attention that the Board Chair cannot serve as an alternate at a Committee meeting. A Board member can attend any Committee meeting, but cannot vote as an alternate. The downside is the potential not to have a quorum at a Committee meeting. Alternates can take action at the full Board meeting, but not a Committee meeting. Ms. Mumm asked if the Board Operations Committee wanted to discuss an alternative proposal to the Operating Committee Guidelines. Ms. Mumm said Mr. Brian McClatchey, attorney for the City of Spokane, offered to help draft a proposal that would allow alternates to vote at a Committee meeting. Committee members agreed to discuss this further. Ms. McAloon will draft edits to the Board Governing Committee Operating Guidelines for discussion. Ms. Mumm said the discussion will be added to the next Board Operations Committee agenda.
9. ADJOURN With no further business to come before the Committee, Chair Mumm adjourned the meeting at 2:30 p.m.
Respectfully submitted,
Kathleen Roberson Executive Assistant to the Director of Finance & Information Services
Spokane Transit Authority 1230 West Boone Avenue Spokane, Washington 99201-2686 (509) 325-6000
PLANNING & DEVELOPMENT COMMITTEE MEETING
Minutes of the April 3, 2019 Meeting, 10:00 a.m. Spokane Transit Southside Conference Room
MEMBERS PRESENT STAFF PRESENT Chris Grover, Small Cities Representative * Karl Otterstrom, Director of Planning & Development (Cheney) Roger Watkins, Chief Operations Officer Al French, Spokane County Lynda Warren, Director of Finance & Information Services Pam Haley, City of Spokane Valley Brandon Rapez-Betty, Director of Communications & Customer Service Kevin Freeman, Small Cities Representative Nancy Williams, Director of Human Resources (Millwood) Ex-Officio Dan Wells, Deputy Director of Capital Development E. Susan Meyer, Chief Executive Officer Sam Guzman, Executive Assistant, Operations Ex-Officio Ralph Wilder, Vehicle Maintenance & Facilities Manager Maintenance MEMBERS ABSENT Mike Tresidder, Associate Transit Planner David Condon, City of Spokane STAFF ABSENT Emily Arneson, Ombudsman & Accessibility Officer
*Chair GUESTS Mike Kunder, AFSCME 3939, President Katherine Miller, P.E., City of Spokane, Director – Integrated Capital Management Scott Simmons, Public Works Director, City of Spokane Nick Deshais, Spokesman-Review
PROVIDING LEGAL COUNSEL Laura McAloon, McAloon Law PLLC
1. CALL TO ORDER AND ROLL CALL
Chair Grover called the meeting to order at 10:03 a.m. Roll was called and introductions were made.
2. PUBLIC EXPRESSIONS
None.
3. COMMITTEE CHAIR REPORT
None.
Spokane Transit Authority Planning & Development Committee Meeting April 3, 2019 Page | 2
4. COMMITTEE ACTION A. MINUTES OF THE MARCH 6, 2019 COMMITTEE MEETING Mr. Al French moved to recommend approval of the March 6, 2019 Planning & Development Committee meeting minutes. The motion was seconded by Mr. Kevin Freeman and passed unanimously.
B. I-90 / VALLEY HIGH PERFORMANCE TRANSIT (HPT) – APPROVAL OF SCOPE OF WORK FOR DESIGN AND ENGINEERING SERVICES
Mr. Karl Otterstrom presented in order to obtain committee approval of the scope of work to conduct design, planning, engineering, surveying, outreach, and right of way services for the I-90 / Valley HPT corridor improvements. Approval of the scope of the work is required prior to a release of a request for qualifications (RFQ). The vision for the I-90 / Valley HPT corridor as adopted in Connect Spokane, STA’s comprehensive plan for public transportation, is two-way, all-day express transit service traveling from Spokane International Airport, downtown Spokane and the University District, and extending east to Spokane Valley and Liberty Lake, with the possibility of a future extension to Coeur d’Alene along Interstate 90.
Mr. Otterstrom reviewed the project background, HPT planned investment and additional locations for transit facilities to be studied beyond the Mirabeau Transit Center and Liberty Lake Park and Ride, the anticipated timeline for the RFQ, and the Scope of Work for Design and Engineering Services document. The purpose of the RFQ is to select a full-service design and engineering consulting firm and team to assist STA in planning, design, and right-of-way acquisitions as well as further develop the HPT Network and implement aspects of STA Moving Forward.
10:07 a.m. Ms. Candace Mumm arrived.
Total budget for the I-90/Valley HPT Preliminary Engineering is $812,500, which includes $650,000 in federal Congestion Mitigation Air Quality (CMAQ) and $162,500 in local funds. The project budgets for the Mirabeau Transit Center and new Liberty Lake Park and Ride are $8.488 million and $5.562 million respectively, including funding for full design and related engineering services.
Mr. Al French moved to approve the scope of work for design and engineering services and authorize staff to release the Request for Qualifications. The motion was seconded by Ms. Pam Haley and passed unanimously.
5. COMMITTEE ACTION A. BOARD CONSENT AGENDA 1. 2019 TRANSIT DEVELOPMENT PLAN: FINALIZE MID-RANGE GUIDANCE
Mr. Otterstrom presented the mid-range guidance for the 2019 Transit Development Plan. According to STA Board Resolution 681-11, the Planning & Development Committee is accountable for designing and coordinating the Board’s participation in Spokane Transit’s strategic and operational planning. The agency’s primary mid-range planning document is the Transit Development Plan (TDP). This is one step in the process to prepare the annual six-year Transit Development Plan required by WSDOT. Mr. Otterstrom reviewed the TDP background and organization and the project timeline. This timeline was reviewed with the Committee back in February, discussion began in March, and today’s workshop will cover revenue and forecast assumptions. In May and June, the Committee will review the substance of the plan with regard to the Capital Improvement Program (CIP) and the Service Implementation Plan (SIP). The draft 2019 Board
Spokane Transit Authority Planning & Development Committee Meeting April 3, 2019 Page | 3
Guidance is comprised of the following elements: Foster and Sustain Quality, Maintain a State of Good Repair, Expand Ridership, Proactively Partner in the Community, Advance and Adapt the System Growth Strategy. Last meeting, the Committee reviewed and discussed each section. Adjustments to the narrative under Expand Ridership was refined to clarify that this is a regional endeavor; more reflective the Public Transportation Benefit Area (PTBA) as a whole. Discussion ensued. The Committee decided to change the second sentence to read as follows, “Identify and leverage the factors that drive ridership.”
Mr. Al French moved to approve the recommendation to the Board that they approve the 2019 Mid-Range Guidance statements as amended for inclusion in the 2019 Transit Development Plan. The motion was seconded by Mr. Freeman and passed unanimously.
6. REPORTS TO COMMITTEE A. 2019 TRANSIT DEVELOPMENT PLAN: MAJOR ACTIVITIES (2020-2025)
Mr. Otterstrom presented the major activities for the 2019 Transit Development Plan (2020-2025). These are items from the STA Moving Forward Plan, the CIP, and the SIP. Ms. Candace Mumm asked for the activities related to staff (i.e.., engagement, development, employee support). Ms. Susan Meyer responded that it is not a part of the Transit Development Plan; those categories are addressed within the CEO’s Administration Plan.
Ms. Mumm noted that the road network service connecting Five Mile Prairie is in the midst of change. In addition, Mead school district plans to build a three-year middle school and a second elementary school to serve families on Five Mile Prairie. Mr. Otterstrom appreciates the feedback.
B. SPRAGUE AVENUE BUS STOPS – EVALUATION OF RELOCATION REQUEST
Mr. Otterstrom presented the Sprague Avenue Bus Stops Evaluation of Relocation Request for discussion and possible recommendation to the Board. This agenda item is a continuation from the March 2019 Planning and Development Committee meeting, after having been referred to the Committee by the Board on February 21. As previously discussed, the City of Spokane requested STA move the paired, in-lane stops at Helena and Napa to alternate locations to be determined by the East Sprague Business Association (ESBA), STA, and the City of Spokane. The request letter dated January 24, 2019 is included in the packet.
At the last Committee meeting, members of the Committee desired more information from the City staff prior to completing deliberations and providing a recommendation to the full Board. Mr. Otterstrom reviewed the information provided by the City of Spokane staff: traffic signal operations, vehicle traffic counts, and traffic collisions. City staff have declined to provide the following information they deemed to be unrelated to the bus stop location evaluation:
. Overall public investment made in the Sprague TIP project completed in 2017 . Metrics that are being tracked to measure the performance of the combination of public, private investments in the Sprague Union District/Sprague TIP project area.
Ms. Mumm participated in the beginnings of the Smart Growth America Grant and stated that the statistics look in line with the anticipated reduction. This was the target, the goal; the whole concept behind Smart Growth America is to reduce the overall traffic count but increase the intentional traffic, thereby improving the income to the businesses in the area so it doesn’t become a commuter-through-route. Mr. French asked Mr. Simmons if there is data on which street/road the traffic went to that is no longer on Sprague now. Mr. Simmons responded that they do not have any exhaustive data and that an assessment would be needed for this type of data. Discussion ensued. Mr. Otterstrom reviewed the bus stops alternatives. The Committee preferred alternative #4:
. Maintain existing stops, continue to invest in HPT elements (TVMs, real time info.) . Reimburse City of Spokane for 2017 improvements . Continue STA investment at existing locations
Spokane Transit Authority Planning & Development Committee Meeting April 3, 2019 Page | 4
Chair Grover asked if the Committee has sufficient information to evaluate the City’s request or does it need more time. Mr. Freeman was not convinced that data provided by the City supports the request to relocate the bus stops. Mr. French is challenged by the logic of the argument against in-lane bus stops. Mr. Simmons offered up that there is no better data to provide. Chair Grover shared his opinion that it’s driver behavior, not in-lane bus stops. Mr. French shared that new infrastructures always take time to learn the process. Mr. Simmons reiterated that the City’s request is for a temporary change, not permanent, with the opportunity to assess. Mr. French is concerned about the cost and challenges associated with an unresolved or temporary approach to the request. Ms. Meyer added that if the buses pull out of the lane, there is no guarantee that the bus will be able to pull completely out of the lane.
Mr. Freeman moved that the Committee select Bus Stop Alternative #4. The motion was seconded by Ms. Haley and passed unanimously. This item will move forward to the Board as an action item.
11:21 a.m. Mr. Simmons and Ms. Katherine Miller left the meeting.
In the interest of time, Ms. Meyer suggested that Mr. Otterstrom only refer to the other reports so that the Zero Emission Technology Fleet Transition Evaluation Update can be reported by Mr. Roger Watkins.
Ms. Meyer reminded the Committee that Mr. Freeman is not a voting member of this Committee for the Board. Ms. Laura McAloon stated that the voting members attending today’s meeting are Chair Grover, Mr. French, and Ms. Haley because of the alternate representative from the City of Spokane. Therefore, Ms. Haley moved that the Committee select Bus Stop Alternative #4. The motion was seconded by Mr. French and passed unanimously. This item will move forward to the Board as an action item.
C. CONNECT SPOKANE UPDDATE
Mr. Otterstrom asked for questions based on the cover sheet. No comments or questions.
D. REVIW FTA ANNUAL REPORT ON CAPITAL INVESTMENT GRANT PROJECTS
Mr. Otterstrom asked for questions based on the cover sheet. No comments or questions.
E. STA SECTION 5310 FUNDING CALL FOR PROJECTS TIMELINE
Mr. Otterstrom asked for questions based on the cover sheet. STA is the designated recipient but is required to advertise to other parties, including non-profit organizations and other government entities.
F. ZERO EMISSION TECHNOLOGY FLEET TRANSITION EVALUATION - UPDATE
Mr. Watkins briefly presented the Zero Emission Technology Fleet Transition Evaluation Update. The route modeling for the Monroe-Regal Line and Central City Line have been updated with more accurate charging and battery capacity information. The evaluation indicates in-route charging is required in the case of both lines at one terminal only. The analysis suggests the number of battery electric buses required to operate the Monroe- Regal Line will be equal to diesel bus operations. For the Central City Line, it will require some increased charging time than originally anticipated in order to meet the longest block that STA currently has planned. This modeling does reflect specific battery electric bus performance both from New Flyer and Proterra. Mr. Watkins reviewed the Monroe-Regal Line, Central City Line, charging assumptions, block capabilities and monthly costs. The modeling is being conducted in order to discover exactly how much charge time is required and under what configurations and under what charging assumptions and under what conditions in order operated an electric bus well under all conditions. Nearly half of the cost of the electricity is the demand charge. STA Operations will be meeting with Avista later this month to begin negotiations for how the rate
Spokane Transit Authority Planning & Development Committee Meeting April 3, 2019 Page | 5
structure will look when STA begins to bring battery electric buses on line. STA has the capacity to operate the buses on these routes in all conditions with an extra nine minutes and fifteen seconds of in-route charging.
7. CEO REPORT
STA Chief Executive Officer, E. Susan Meyer, presented her CEO Report to the Committee which included the following topics:
Regional Mobility Grant – The request STA submitted for the Regional Mobility Grant for the Cheney High Performance Transit (HPT) project of $6.3M for buses, infrastructure and amenities is in both the Senate and the House transportation budgets. In addition, STA ability to receive the re-appropriations for more projects to carry over funding from previous approvals of Regional Mobility Grants is in both budgets.
Central City Line Grant -- STA has asked Senator Billig and Representative Riccelli if they would consider advancing the final $1M of the Central City Line Grant (total of $15M) from the next biennium to this biennium. In doing this STA would be able to assert to FTA (who wants to know this before STA signs a grant agreement with them) that every penny of the state’s grant (our local match) is available to STA right now. This is the $1M that can be “moved in” if the legislators find it acceptable through an amendment, or worked out in conference, or perhaps this Committee board would need to make a decision to state that they guarantee this million dollars is available to STA on the spot .
Project Management Oversight Consultant (PMOC) Visit – On May 2-3, STA will participate in a scope schedule and cost review with Urban Engineers, the PMOC appointed by the FTA, to determine if STA is ready to move forward with the Central City Line project. They will also assess the risk of STA’s preparedness to accept the $53.4M grant. Ms. Meyer will invite Ms. Sherry (Little) Lloyd from Cardinal Infrastructure to arrive the day before to speak to the two committee meetings about STA’s application.
8. COMMITTEE INFORMATION (No information included this month)
9. REVIEW MAY 1, 2019 COMMITTEE MEETING AGENDA
10. NEW BUSINESS (No information included this month.)
11. COMMITTEE MEMBERS’ EXPRESSIONS
Chair Grover thanked that Committee members for their patience during the longer Committee meeting and their thoughtful contributions to the discussions. The meeting ran a bit longer than planned, but the investment in feedback was well worth it. Ms. Meyer agreed.
12. ADJOURN
Chair Grover thanked Mr. Otterstrom for all of the information presented and adjourned the meeting at 11:36 a.m.
Spokane Transit Authority Planning & Development Committee Meeting April 3, 2019 Page | 6
13. NEXT COMMITTEE MEETING: MAY 1, 2019 at 10:00 a.m., (STA SOUTHSIDE CONFERENCE ROOM, 1230 W. BOONE AVENUE, SPOKANE, WA)
Respectfully submitted,
Vicki Clancy, Executive Assistant
Spokane Transit Authority 1230 West Boone Avenue Spokane, Washington 99201-2686 (509) 325-6000
PERFORMANCE MONITORING AND EXTERNAL RELATIONS COMMITTEE Minutes of the April 3, 2019, Meeting Southside Conference Room
MEMBERS PRESENT STAFF PRESENT Lori Kinnear, City of Spokane * Roger Watkins, Chief Operations Officer Josh Kerns, Spokane County Karl Otterstrom, Director of Planning and Development Kate Burke, City of Spokane Lynda Warren, Director of Finance and Information Services Sam Wood, City of Spokane Valley Brandon Rapez-Betty, Director of Communications & Customer Svc Mike Kennedy, City of Liberty Lake (Ex- Nancy Williams, Director of Human Resources Officio) Sam Guzman, Executive Assistant to the Chief Operations Officer Rhonda Bowers, Labor Representative E. Susan Meyer, CEO (Ex-Officio) PROVIDING LEGAL COUNSEL
Laura McAloon, McAloon Law PLLC MEMBERS ABSENT
Veronica Messing, City of Airway Heights GUESTS (Ex-Officio) None
* Chair
1. CALL TO ORDER AND ROLL CALL Chair Kinnear called the meeting to order at 1:46 p.m. Introductions were made.
2. PUBLIC EXPRESSIONS None.
3. COMMITTEE CHAIR REPORT Chair Kinnear had no report at this time.
4. COMMITTEE APPROVAL A. Minutes of the March 6, 2019, Committee Meeting Mr. Wood moved to recommend approval of the March 6, 2019, Committee meeting minutes. Mr. Kerns seconded the motion and it passed unanimously. B. Approval of Paratransit Purchased Transportation Scope of Work Mr. Watkins was seeking approval of the Scope of Work (SOW) to release a request for proposals to gain a new Paratransit Purchased Transportation contract. Background STA has approximately 6,500 ADA customers and provided approximately 475,000 trips in 2018. The current contract is due to expire on December 31, 2019, and the new contract would commence on January 1, 2020. The total contract value (2013-2019) is $24M. Key Characteristics • Ensure safety • Earning and Retaining the Communities Trust • Provide Outstanding Customer Service • Enable Organization Success • Exemplify Financial Stewardship
Performance Monitoring and External Relations Committee Meeting Minutes April 3, 2019 Page | 2
The successful bidder must possess the capacity to meet all of the service demand required for the duration of the contract period. This includes: • Insurance • Maintenance, vehicle cleaning and roadside assistance • Provide service as a supplement to STA provided service during weekdays • Exclusively provide service on weekday evenings, weekends and holidays • Provide an adequate Operating Base
Discussion ensued about newly hired STA Paratransit drivers, how this contract could effect On Time Performance, and the general hours of service. Mr. Kerns moved to approve item 4B, Mr. Wood seconded the motion, and it passed unanimously.
C. Recommendation to Appoint New Member to the Citizen Advisory Committee
Mr. Rapez-Berry explained that he was looking for a decision from the Committee to add an additional member to the Citizen Advisory Committee (CAC).
Background: The mission of the CAC is to increase public participation, promote accountability for the organizations actions, assist in educating the public, gathering and sharing public input with STA, and being representative of a wide range of stakeholders and transit service. In 2015 the change was made to have the Performance Monitoring and External Relations (PMER) committee approve membership for the CAC. The Candidate: Ms. Susan Gray is a city of Spokane resident, a retired paralegal, director of the League of Women Voters, and an active transit rider. She enjoys taking shorter trips (20 minutes or less) on the bus, but prefers driving for longer commutes.
Discussion ensued about CAC recruitment.
Mr. Kerns moved to approve item 4C, Mr. Wood seconded the motion, and it passed unanimously.
5. COMMITTEE ACTION A. Board Consent Agenda 1. Award of Contract: Spokane Falls Station
Spokane Falls Station is a project that STA is undertaking based on a 2015-2016 planning process and partnership with the City of Spokane, Spokane Falls Community College, and the West Hills neighborhood. That process has resulted in a plan for bringing the buses in off the main street, providing the ability to get back onto the main drive via a traffic signal, and providing a transit lane/station area in the campus. The overall project budget is $2.963M; primarily made possible by the State Regional Mobility Grant that was awarded in 2017. STA has gone through an extensive design process and partnership with the Community College and the community, and went out to bid based on the PMER Committee’s authorization on February 3, 2019. There was a pre-bid meeting on February 14th, and the bid opening was on March 7th. The bids have been reviewed and the responsible low-bidder is NNAC, Inc. This included a base bid “A” and “B”; elements that are subject to sales tax (non-rule 171) and those that are transportation focused and not subject to tax (rule 171). The “alternate and options selected” deals with curb rails and removing decorative pilasters. The engineers estimate was $2.375M, and NNAC came in at $1.995M. When the bid is added in with the other project costs (contingency, tax, permits, design services, etc.) the total estimated project cost is $2,828,884, which is $134,116 under the $2.963 approved budget.
Performance Monitoring and External Relations Committee Meeting Minutes April 3, 2019 Page | 3
Project Timeline: • April 18, 2019 – Board Award of Contract • April 26, 2019 – Notice to proceed • May 13, 2019 – Construction starts • September 11, 2019 – Substantial completion of the Transit Center • September 15, 2019 – STA begins operations NNAC, Inc. is a minority, women-owned business. Discussion ensued about removal of the decorative pilasters. Ms. Burke moved to approve item 5A1, Mr. Kerns seconded the motion, and it passed unanimously.
2. Award of Contract: Spokane Community College Transit Center The Spokane Community College Transit Center project will integrate several upgrades (when compared to STA’s existing facility). It’s more visible, has a better relationship to the campus, improves the ability to serve areas to the East (i.e. Millwood and Spokane Valley), and will become the eastern terminal for the Central City Line (CCL) in 2021. The overall budget is $5M; $3M was secured from State Regional Mobility Grant funds in 2017 to match the $2M in STA Moving Forward (STAMF) funds.
The scope of work was authorized by the Committee back in November of 2018, and was advertised on February 10, 2019. The pre-bid meeting was on February 21st, and the bid opening was a week after. The bids were reviewed on March 13th, 2019. All three bidders were slightly higher than the engineer’s estimate of $2.95M. The “alternate and options selected by staff” related to how the power is brought in. LaRiviere had the low bid at $3.063M.
LaRiviere has done various projects around the region and is based in Idaho. They have very high references, and have done work for Public Works as well as military facilities. They are also the current contractor for the Riverstone Transit Center in Coeur d’Alene.
The overall project budget comes in at $4,356,834, which is $643,166 under the $5M project budget.
Project Timeline: • April 18, 2019 – Board Award of Contract • May 6, 2019 – Notice to proceed • September 11, 2019 – Substantial completion of the Transit Center • September 15, 2019 – STA begins operations Part of the project includes deconstructing STA’s current facility on the west side of campus. Discussion ensued about the project budget and what happens to any remaining balance. Mr. Wood moved to approve item 5A2, Mr. Kerns seconded the motion, and it passed unanimously. B. Board Discussion Agenda (No items presented this month)
Performance Monitoring and External Relations Committee Meeting Minutes April 3, 2019 Page | 4
6. REPORTS TO COMMITTEE A. Fixed Route 2018 Passenger Survey Results Mr. Rapez-Betty shared highlights from the 2018 Fixed Route passenger survey. In the last couple of months results for the Paratransit survey and community perception survey have also been presented. The Fixed Route passenger survey is conducted every year, and in 2018 it was done by Robinson Research. Data is gathered from Fixed Route passengers on-board, including reasons for riding public transit, evaluations of the service, and an update on the demographic profile of STA riders. The surveys were completed October 13-17, 2018. Key Findings: • Nearly seven out of ten surveyed rated their overall satisfaction with STA bus service excellent or good. • Customers rated most bus service categories as a 4 or higher. Mr. Rapez-Betty went over the survey respondent demographics (gender, age, household income, etc.), travel characteristics (how many days per week they ride, what kind of pass they use, etc.), and perceptions (customer service ratings and what would make STA’s service better).
Discussion ensued bout many topics; including the observation of how many riders would potentially be considered low income should a reduced fare program be implemented.
B. Legislative Report Ms. Meyer reported that the state legislature is working on a number of things, including the transportation budgets. The house passed their transportation budget last week, and the senate will make their decision very soon. The items in the budget that benefit STA are: • Regional Mobility Grant – funding for the Cheney High Performance Transit (HPT) - $6.3M for buses, infrastructure and amenities. • Appropriated funding for Monroe-Regal, Spokane Community College Transit Center, Spokane Falls Station, and the West Plains Transit Center. • The CCL has received $15M for the capital costs from Connecting Washington. There is $1M beyond the next biennium, and FTA asked if STA could make all of the $15M local match available right now. The $1M is the only thing that stands outside of STA’s availability. STA has asked their legislatures if they would advance the $1M into the current biennium, in doing this STA may be asked to move equal funds from the Cheney project.
6. CEO REPORT
• Regarding the CCL, the readiness and risk review will be held on May 2nd and 3rd. The FTA has engaged Urban Engineers to visit on their behalf and evaluate STA’s readiness to undertake the CCL project, and the riskiness of STA receiving the $53M grant. They will look at scope, schedule and cost. Urban Engineers will then write a report to FTA. STA is hoping to have a Small Starts grant signed by the end of the year.
• Sherry Little from Cardinal Infrastructure is going to be at STA for the CCL readiness and risk review. She has been asked to arrive a day early and possibly come talk to the committee about the status of the application and what she is hearing from FTA.
7. COMMITTEE INFORMATION • February 2019 Operating Indicators – as presented • February 2019 Financial Results Summary – as presented • March 2019 Sales Tax Revenue Information – as presented • May 2019 Service Change Summary – as presented • 4th Quarter Safety and Loss Summary Report – as presented
8. May 1, 2019 - COMMITTEE PACKET DRAFT AGENDA REVIEW • Small Starts Grant status presentation by Sherry Little to be added to the agenda. Performance Monitoring and External Relations Committee Meeting Minutes April 3, 2019 Page | 5
9. NEW BUSINESS • None
10. COMMITTEE MEMBERS’ EXPRESSIONS • Mr. Kennedy and Mr. Kerns expressed their appreciation for the Awards Banquet.
11. ADJOURN Chair Kinnear adjourned the meeting at 2:38 p.m.
12. NEXT MEETING – WEDNESDAY, MAY 1, 2019, 1:30 P.M, STA SOUTHSIDE CONFERENCE ROOM, 1230 WEST BOONE AVENUE
Respectfully submitted,
Sam Guzman, Executive Assistant SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12B : APRIL 2019 SALES TAX REVENUE INFORMATION
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Lynda Warren, Director of Finance & Information Services Tammy Johnston, Financial Services Manager
SUMMARY: Attached is April 2019 voter-approved sales tax revenue information.
April sales tax revenue, which represents sales for February 2019, was: +9.2% over April 2018 actual +6.8% above YTD actual +7.9% YTD above budget
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
Sales Tax Revenue History‐April 2019(1)
$7.5
$7.0
$6.5 Millions
$6.0
$5.5
$5.0
$4.5
$4.0
$3.5
$3.0
$2.5 Jan Feb Mar Apr May Jun (2) Jul Aug Sep Oct Nov Dec 2017 $4.4 $5.4 $3.9 $3.8 $4.8 $5.0 $5.7 $6.3 $6.0 $6.4 $6.2 $5.7 2018 $5.6 $6.7 $5.0 $4.8 $6.1 $5.6 $6.0 $6.6 $6.3 $6.4 $6.4 $6.6 2019 $6.2 $7.0 $5.2 $5.2
(1) Voter approved sales tax distributions lag two months after collection by the state. For example, collection of January taxable sales are distributed in March. (2) June distribution is April taxable sales in which the sales and use tax rate increased one‐tenth of one percent (.001) from .006 to .007 in 2017 and from .007 to .008 in 2019. 2017 ‐ 2019 SALES TAX RECEIPTS (1)
8.0
Millions 7.2
6.4
5.6
4.8
4.0
3.2
2.4
1.6
0.8
0.0 Jan Feb Mar Apr May Jun (2) Jul Aug Sep Oct Nov Dec Total 2017 Act. 4,432,233 5,350,787 3,901,562 3,790,349 4,783,883 5,035,578 5,651,610 6,268,031 5,961,836 6,416,307 6,150,443 5,656,970 63,399,589 2018 Act. 5,628,134 6,664,160 5,042,196 4,754,750 6,090,019 5,616,550 5,975,412 6,645,055 6,263,667 6,377,811 6,420,673 6,601,136 72,079,561 2019 Bud. 5,569,403 6,594,618 4,989,580 4,705,133 6,026,468 6,318,402 6,722,107 7,475,431 7,046,383 7,174,792 7,223,009 7,426,023 77,271,349 2019 Act. 6,174,965 7,017,558 5,212,448 5,191,296 ‐‐‐‐‐‐‐‐23,596,266 $ Mo. Var. 546,831 353,398 170,253 436,546 ‐‐‐‐‐‐‐‐ % Mo. Var. 9.7% 5.3% 3.4% 9.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ YTD Var. 546,831 900,229 1,070,482 1,507,027 ‐‐‐‐‐‐‐‐ % YTD Var. 9.7% 7.3% 6.2% 6.8% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% % YTD Bud. Var. 10.9% 8.5% 7.3% 7.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
(1) Voter approved sales tax distributions lag two months after collection. For example, collection of January taxable sales are distributed in March. (2) June distribution is April taxable sales in which the sales and use tax rate increased one‐tenth of one percent (.001) from .006 to .007 in 2017 and from .007 to .008 in 2019.
4/24/2019 SPOKANE TRANSIT AUTHORITY BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12C : MARCH 2019 FINANCIAL RESULTS SUMMARY REFERRAL COMMITTEE: N/A
SUBMITTED BY: Lynda Warren, Director of Finance & Information Services Tammy Johnston, Financial Services Manager
SUMMARY: Attached are the March 2019 financial results. The emphasis is on what percent of the budget has been received or expended to date compared to where we are in the year. March equates to 25.0% of the year.
Revenue Overall, revenue is at 24.1% of budget ($24.1M) which is slightly lower than the expected $25.0M. Fares & Other Transit Revenue is slightly lower than the budget at 24.8%. Sales Tax Revenue is lower than the budget at 23.8%. Federal & State Grants is lower than the budget at 23.3%. Miscellaneous Revenue is higher than the expected budget at 42.7%.
Operating Expenses Operating expenses at 21.0% of budget ($16.7M) are 16% below the expected amount of $19.9M. Fixed Route 21.4% of budget expended Paratransit 17.5% of budget expended Vanpool 17.5% of budget expended Plaza 18.7% of budget expended Administration 24.6% of budget expended
Operating expenses are greatly influenced by timing of payments. For example, only 12.8% ($0.7M) of the fuel budget has been spent to date and we expect that to change significantly as the year progresses.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head LW Chief Executive Officer ESM Legal Counsel LM
Spokane Transit Revenues (1) ‐ March 2019 [March = 25% of Year] 80,000,000
70,000,000
60,000,000 Totals: 2018 Actual $22,940,488 50,000,000 2019 Actual $24,055,899 (24.1%) 2019 Budget $99,850,438 40,000,000
30,000,000
23.8% 20,000,000
10,000,000 24.8% 23.3% 42.7%
Fares & Other Transit Revenue Sales Tax Federal & State Grants Miscellaneous 2018 Actual 2,747,518 17,334,489 2,619,878 238,603 2019 Actual 2,931,019 18,404,971 2,258,834 461,076 2019 Budget 11,807,075 77,271,349 9,691,088 1,080,926 Percent Used 24.8% 23.8% 23.3% 42.7%
(1) Above amounts exclude grants used for capital projects. Year‐to‐date March state capital grant reimbursements total $37,697 and federal capital grant reimbursements total $0.
4/24/2019 60,000,000 Spokane Transit Operating Expenses(1) ‐ March 2019 [March = 25% of Year] 50,000,000
40,000,000 Totals: 2018 Actual $15,441,470 2019 Actual $16,667,909 (21.0%) 2019 Budget $79,541,505 30,000,000 Fuel: 2019 Actual $ 730,986 (12.8%) 20,000,000 2019 Budget $5,695,214
21.4% 10,000,000
17.5% 24.6% 17.5% 18.7% 0 Fixed Route Paratransit Vanpool Plaza Administration 2018 Actual 10,548,374 2,630,108 112,200 279,664 1,871,123 2019 Actual 11,197,459 2,608,610 123,316 351,060 2,387,464 2019 Budget 52,327,727 14,909,917 706,231 1,876,554 9,721,075 Percent Used 21.4% 17.5% 17.5% 18.7% 24.6%
(1) Operating expenses exclude capital expenditures of $884,677 and Street/Road cooperative projects of $(168,284) for year‐to‐date March (credit due to the reversal of 2018 accruals).
4/24/2019 SPOKANE TRANSIT AUTHORITY BOARD MEETING OF May 16, 2019
AGENDA ITEM 12D : MARCH 2019 OPERATING INDICATORS
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Roger Watkins, Chief Operations Officer
SUMMARY: March 2019 had one less weekday weekday compared to March 2018. FIXED ROUTE Average weekday ridership decreased 0.9% (34,970 vs. 35,290) in March 2019 compared to March 2018 and is down 3.4% (35,230 vs. 36,466) YTD. Total monthly ridership decreased 3.5% (868,574 vs. 899,872) in March 2019 compared to March 2018, and is down 3.9% (2,537,168 vs. 2,641,381) YTD. There was one less weekday in March 2019 compared to March 2018. This accounted for the entire decrease for the month. • Adult ridership decreased 1.8% (547,363 vs. 557,402) in March 2019 compared to March 2018 and is down 2.9% (1,630,172 vs. 1,679,715) YTD. • CCS Pass ridership decreased 2.6% (55,751 vs. 57,233) in March 2019 compared to March 2018, and is down 1.9% (186,255 vs. 189,819) YTD. • Eagle Pass ridership decreased 13.9% (58,107 vs. 67,521) in March 2019 compared to March 2018, and is down 11.5% (208,550 vs. 235,521) YTD. • GU Bulldogs Pass ridership increased 7.9% (4,430 vs. 4,104) in March 2019 compared to March 2018, and is up 13.2% YTD. • Youth ridership decreased 1.2% (66,793 vs. 67,614) in March 2019 compared to March 2018, and is down 4.1% (176,755 vs. 184,373) YTD. • Reduced Fare / Para ridership decreased 6.7% (113,572 vs. 121,736) in March 2019 compared to March 2018, and is down 3.5% (320,489 vs. 332,080) YTD. Fixed Route on time performance for March 2019 was 94%. PARATRANSIT Paratransit’s ridership goal for 2019 is to increase 2018 ridership levels by no more than 1.5%. Combined total ridership for March 2019 was 38,078 compared to March 2018 which was 41,892, a decrease of 9.1% for the month. Combined total ridership year to date is 110,144 in 2019 compared to 121,709, a decrease of 9.5%. The continued severe winter weather and snow/icepack on side streets contributed to the decrease in ridership as well as negatively impacting on-time performance. Same day cancellations were up 6.3%. Detailed Breakdown - Ridership • Directly Operated Service ridership for March 2019 was 19,807 compared to 21,854 in March 2018, a 9.37% decrease. Directly Operated Service ridership year to date for 2019 is 58,478 compared to 63,930 in 2018, an 8.53% decrease. • MV Contracted Service ridership for March 2019 was 16,271 compared to 16,826 in March 2018, a 3.3% decrease. MV Contracted Service ridership year to date for 2019 is 45,322 compared to 48,947 in 2018, a 7.41% decrease. • Special Use Van (SUV) ridership for March 2019 was 2,000 compared to 3,212 in March 2018, a 37.73% decrease. SUV ridership year to date for 2019 is 6,344 compared to 8,832 in 2018, a 28.17% decrease. Detailed Breakdown – Performance • Directly Operated Service had an OTP of 89.19 in March 2019 compared to 96.24 in March 2018. • MV Contracted Service had an OTP of 86.22 in March 2019 compared to 89.31 in March 2018. • Combined Service had an OTP of 87.9 compared to 93.28. • Directly Operated Service had a PPH of 2.85 in March 2019 compared to 2.91 in March 2018. • MV Contracted Service had a PPH of 2.72 in March 2019 compared to 2.68 in March 2018. • Combined Service had a PPH of 2.79 in March 2019 compared to 2.81 in March 2018.
VANPOOL Vanpool customer trips were up 1.8% in March 2019 vs March 2018 (13,934 vs 13,694). Year to date is up .4% (41,452 vs. 41,273 in 2018). March 2019 had 77 van groups in operation versus 79 in March 2018. March 2019 • 538 riders took at least one trip vs 549 last month. • Riders added were 16. • Riders removed were 24. • Days operated per van 19 (out of 21) • Average daily vanpool ridership 738 trips vs 737 last month. • Average Participant per van was 6.99 trips vs 7.13 last month Vanpool 2019 Ridership goal is to increase 2018 ridership by 1%.
CUSTOMER SERVICE March 2019 Employer Sponsored Bus Pass (ESBP) sales were 24.7% (301 passes) lower than March 2018. Year to date (YTD) ESBP are 3.4% (109 passes) lower than 2018. Contributing to the YTD decrease is Alorica (0 passes in 2019 vs. 375 YTD 2018) and Davenport (200 passes in 2019 vs. 303 passes YTD 2018), Umpqua Bank helped defray the losses (369 passes YTD 2019 vs. 0 in YTD 2018). March 2019 Group Sales increased 44.3% (19,262 passes vs. 13,352 in 2018), YTD Group Sales decreased 19.1% (60,833 passes vs. 72,430 in 2018) The largest decreases were from: Spokane Mental Health -11,900 fewer 2hr and 2,000 fewer 2hr Paratransit passes than March YTD 2018; Mukogawa- 4,000 fewer 2hr passes than March YTD 2018; Spokane County Juvenile- 3,000 fewer 2hr passes than March YTD 2018 The largest increases were from: Spokane School District #81-3,000 more 2hr Passes than in 2018 (6,000 more passes YTD); Dept of Children and Family Services-1,00 more Adult and 500 more Youth Passes than in 2018 (1,500 more passes YTD) Pass Sales: Total monthly pass sales decreased 11.4% (9,001 vs. 10,158 in 2018), YTD pass sales decreased 8.5% (27,270 vs. 29,789 in 2018). • Adult Pass/Smartcard sales decreased 24.0% (3,441 vs. 4,527 in 2018), YTD pass sales decreased 18.0% (10,307 vs. 12,570 in 2018). • City Ticket monthly sales decreased 5.5% (467 vs. 494 in 2018), YTD pass sales decreased 0.9% (1,379 vs 1,391 in 2018). • 7-Day Pass/Smartcard sales increased 43.7% (1,341 vs 933 in 2018), YTD pass sales increased 44.9% (4,054 vs. 2,798 in 2018). • ESBP sales decreased 6.2% (920 vs 981 in 2018), YTD pass sales decreased 3.4% (3,068 vs. 3,177 in 2018). • Student Pass sales decreased 73.9% (6 vs. 23 in 2018), YTD pass sales decreased 84.7% (11 vs. 72 in 2018). • Youth Pass/Smartcard monthly sales increased 14.6% (1,504 vs. 1,312 in 2018), YTD pass sales increased 16.6% (4,997 vs. 4,287 in 2018). • Reduced Fare Pass/Smartcard monthly sales decreased 0.9% (1,666 vs. 1,681 in 2018), YTD pass sales decreased 6.7% (4,527 vs. 4,851 in 2018). • Paratransit Pass/Smartcard sales decreased 8.0% (763 vs. 829 in 2018), YTD pass sales decreased 10.5% (2,253 vs 2,516 in 2018). • UTAP rides decreased 1.2% (138,245 vs 139,856 in 2018), YTD UTAP rides decreased 0.3% (469,152 vs 470,415 in 2018). RECOMMENDATION TO BOARD: Information only. FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM RIDERSHIP
Fixed Route 2016 2017 2018 2019 1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Vanpool 2016 2017 2018 2019
24,000
22,000
20,000
18,000
16,000
14,000
12,000
10,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
PASS SALES
ADULT PASS/SMARTCARD SALES 2016 2017 2018 2019 8000
7000
6000
5000
4000
3000
2000 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
CITY TICKET PASS SALES 2016 2017 2018 2019 600 550 500 450 400 350 300 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
EMPLOYER SPONSORED BUS PASSES 2016 2017 2018 2019 1700
1500
1300
1100
900
700
500 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
STUDENT PASS SALES 2016 2017 2018 2019 125
100
75
50
25
0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
UTAP TRIPS BILLED 2016 2017 2018 2019 250000
200000
150000
100000
50000
0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
YOUTH PASS/SMARTCARD SALES 2016 2017 2018 2019 4000
3500
3000
2500
2000
1500
1000
500
0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
REDUCED FARE PASS / SMART CARD SALES 2016 2017 2018 2019 3000
2500
2000
1500
1000 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
PARATRANSIT SMART CARD SALES 2016 2017 2018 2019 1000 950 900 850 800 750 700 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12E : 2019 TRANSIT DEVELOPMENT PLAN: PROPOSED 2020-2022 SERVICE IMPROVEMENTS
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning & Development
SUMMARY: The Service Implementation Plan (SIP) is prepared each year to guide the delivery of fixed-route service changes and improvements during a three-year period within the Transit Development Plan (TDP) that immediately follows the year of approval. The SIP is developed in close coordination with the agency’s financial projections. The SIP is updated annually as described in Connect Spokane policies MI 3.3.3 and MI 3.4.
Staff presented an overview of the significant service revision concepts proposed to be included in the 2020-2022 SIP (see table below) at the May Planning & Development Committee meeting. A full draft of the SIP will be included in the draft 2019 TDP presented to the Committee in June.
In the table below, there are a number of improvements that are explicitly called out in the STA Moving Forward plan that are indicated as such with an asterisk. All other improvements seek to optimize service relative to customer feedback and system performance and therefore implicitly implement STA Moving Forward.
2020-2022 Significant Service Revision Concepts 2020 Overview: The 2018 Transit Development Plan projected minor routing and scheduling adjustments during 2020. The list below is consistent with the previous plan while providing more detail. In preparing the Service Implementation Plan, staff will explore opportunities to accelerate 2021 improvements that implement STA Moving Forward. • Modify the Route 20 SFCC to only operate on the Riverside pattern through Browne’s Addition and discontinue service on the Clark Avenue pattern through Peaceful Valley. Interline with the Route 25 Division and use a 60 foot-long vehicle on weekdays. This interline will decrease demand for curb space at the Plaza and layover space in 2020 Downtown. • Begin boarding and alighting routes 42 and 43 on southbound Wall Street at the Plaza, consistent with the Plaza Operations Study road map. • Extend the Route 64 Cheney/West Plains to the WSU/EWU Spokane campus in the University District in preparation for the implementation of the Cheney HPT Line* in 2021. Head KO Division BY: BOARD FOR REVIEW FINAL BOARD TO RECOMMENDATION *Service improvements identified in STA Moving Forward 2022 2021 opportune time make to adjustments theto Spokane Valley network. I relocated or expanded in 2022*. One concept being studied moveis to transit the center closer to 2022 Overview: north Spokane. connectionswest in urbanthe core creating opportunities to improve other routes particularly in 2021 Overview: - 90 Evergreen at Road. Routes that serve the current park & would ride be adjusted. It an is • • • • • • • • • •
ridership. Modify underperforming the 95 Mid routes - Modify Route the 94 East via Upriver Drive Argonne and Road. Implement new service between the Valley Transit Center and SCCthe Transit Center, Line. Discontinue Routethe 39 Mission much as of the route will servedbe by Central the City new co Revise the alignment the of 29 Route SCC avoid to duplication of CCLthe and provide Plaza* the at transfer required newCreate a line that connects the Logan Lincoln and Heights neighborhoods without a Revise and improve service Hillyard.* to Implement CCL the and change Plaza operations.* Implement Cheney the Line.* HPT Improve peak frequency on service Airway to Heights.*
Chief Executive Officer ESM
nnections.
The The Mirabeau Point Park & Ride is programed STA Moving in Forward implementThe
: Information only. ation ation of Centralthe City (CCL) Line will provide frequent east
Central/Millwoodterminate to at the ValleyTransit Center.
Valley and 96Pines/Sullivan to improve Legal Counsel Counsel Legal
LM to be be to
-
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12F: 2019 TRANSIT DEVELOPMENT PLAN: PRELIMINARY 2020-2025 CAPITAL IMPROVEMENT PROGRAM REFERRAL COMMITTEE: N/A SUBMITTED BY: Karl Otterstrom, Director of Planning & Development Lynda Warren, Director of Finance and Information Systems
SUMMARY: Each year, Spokane Transit is required by state law to develop a Transit Development Plan (TDP) for a six-year planning horizon and submit it to the Washington State Department of Transportation (WSDOT) no later than September 1. The TDP is one of a series of planning documents that is built upon the goals, principles and policies contained within Connect Spokane: A Comprehensive Plan for Public Transportation. A major element of the plan is the Capital Improvement Program. The Capital Improvement Program is developed in accordance with Connect Spokane, including the following policy: 4.1 Capital Improvement Program (CIP) STA shall maintain a Capital Improvement Program that shall cover a period of no less than six years and be in general conformance with the Comprehensive Plan. To enable STA to make educated, coordinated, and financially sound capital investments, a 6-year Capital Improvement Program must be developed. This program will be reviewed annually. The development of a six-year Capital Improvement Program (CIP) provides a mid-term horizon for prioritizing resources, enhancing the transit system, and maintaining existing assets and resources in good repair. The CIP, in companionship with the Transit Development Plan and Service Implementation Plan, connects the long-range vision, goals and policies of the Comprehensive Plan to the near-term strategies outlined in the Annual Strategic Plan. The preliminary capital programs table attached to this item covers the years 2020 – 2025 and is the central component of the capital improvement program. A capital project is a significant investment project intended to acquire, develop, improve, or maintain a capital asset (such as property, buildings, vehicles, infrastructure, etc.). The CIP aggregates projects that have common objectives or are otherwise interconnected into programs. The capital programs are organized into five distinct program categories: • Vehicles • Facilities - Maintenance & Administration • Facilities – Passenger & Operational • Technology • High Performance Transit Implementation In addition to the five categories of capital programs the draft CIP will identify: • Section 5307 Program of Projects • Section 5310 Apportionment Program • Section 5339 Bus and Bus Facilities • Fleet Replacement Plan • Unfunded Projects The committee reviewed the draft capital expenditures by category and program. The draft Transit Development Plan will be compiled and presented at the June committee meeting. RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
DRAFT Capital Programs: 2020- 2025 Vehicles Fixed Route Fleet - Expansion In order to implement STA Moving Forward, this provides for the acquisition of new coaches that increase the total fleet size. May include electric buses as grants allow. Note: program does not include the fleet requirement for the Central City Line. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $4,349,888 $4,001,289 $3,349,882 $2,971,121 $14,672,180 State $0 $0 $3,890,512 $0 $0 $0 $3,890,512 Federal $0 $0 $0 $2,671,146 $0 $0 $2,671,146 Total $0 $0 $8,240,400 $6,672,435 $3,349,882 $2,971,121 $21,233,838 Fixed Route Fleet - Replacement Replaces fixed-route coaches as they reach their planned useful life, typically three years later than the 12-year minimum lifespan established by FTA. May include electric buses as grants allow for additional up-front cost. 2020 2021 2022 2023 2024 2025 2020-2025 Local $6,780,036 $8,533,167 $8,586,945 $5,658,023 $9,004,198 $7,926,635 $46,489,004 State $0 $0 $0 $0 $0 $0 $0 Federal $2,599,000 $0 $1,686,528 $0 $903,000 $913,000 $6,101,528 Total $9,379,036 $8,533,167 $10,273,473 $5,658,023 $9,907,198 $8,839,635 $52,590,532 Non-Revenue Vehicles The acquisition and replacement of non-revenue vehicles which are used to maintain transit facilities, transport employees, road supervisors and equipment. 2020 2021 2022 2023 2024 2025 2020-2025 Local $276,500 $150,000 $170,000 $0 $75,000 $170,000 $841,500 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $276,500 $150,000 $170,000 $0 $75,000 $170,000 $841,500 Paratransit Vans Acquire and replace Paratransit vehicles on a routine schedule and in accordance with the fleet plan. The program does not include an expansion of the current fleet size. 2020 2021 2022 2023 2024 2025 2020-2025 Local $334,750 $137,918 $2,770,053 $102,421 $904,236 $0 $4,249,378 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $551,672 $0 $409,685 $0 $0 $961,357 Total $334,750 $689,590 $2,770,053 $512,106 $904,236 $0 $5,210,735
42 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Vanpool Vans Purchase vanpool vans for replacement of retired vehicles and planned expansion (when warranted) of Vanpool program. Expansion of the fleet is contingent on grants from WSDOT and evidence of increased demand for this service. 2020 2021 2022 2023 2024 2025 2020-2025 Local $406,025 $336,059 $384,601 $277,297 $1,183,258 $0 $2,587,240 State $174,012 $0 $307,681 $0 $0 $0 $481,693 Federal $0 $0 $0 $0 $0 $0 $0 Total $580,037 $336,059 $692,282 $277,297 $1,183,258 $0 $3,068,933 Total: Vehicles 2020 2021 2022 2023 2024 2025 2020-2025 Local $7,797,311 $9,157,144 $16,261,487 $10,039,030 $14,516,574 $11,067,756 $68,839,302 State $174,012 $0 $4,198,193 $0 $0 $0 $4,372,205 Federal $2,599,000 $551,672 $1,686,528 $3,080,831 $903,000 $913,000 $9,734,031 Total $10,570,323 $9,708,816 $22,146,208 $13,119,861 $15,419,574 $11,980,756 $82,945,538
Facilities - Maintenance & Administration Boone - Facility Master Plan Program Increases general capacity for transit operations by making improvements to existing structures and constructing and/or improving administrative and operational space on the Boone Transit Campus. Expanded vehicle storage capacity projected by the master plan is now included in the funded program. 2020 2021 2022 2023 2024 2025 2020-2025 Local $2,580,000 $600,000 $4,088,334 $0 $0 $0 $7,268,334 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $2,580,000 $600,000 $4,088,334 $0 $0 $0 $7,268,334
43 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Boone - Preservation and Enhancements Contains projects which will extend the useful life of the Boone facilities through replacement of equipment, fixtures and other aspects of the facility. 2020 2021 2022 2023 2024 2025 2020-2025 Local $2,541,000 $15,000 $180,000 $567,610 $100,000 $100,000 $3,503,610 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $2,541,000 $15,000 $180,000 $567,610 $100,000 $100,000 $3,503,610 Fleck Center - Preservation and Improvements Contains projects which will extend the useful life of the Fleck Center facility located at 123 S Bowdish Road. 2020 2021 2022 2023 2024 2025 2020-2025 Local $114,000 $0 $0 $0 $0 $240,000 $354,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $114,000 $0 $0 $0 $0 $240,000 $354,000 Miscellaneous Equipment and Fixtures Funds smaller capital projects, including fixtures, equipment and minor facility upgrade requirements on a routine basis. 2020 2021 2022 2023 2024 2025 2020-2025 Local $190,000 $135,000 $60,000 $45,000 $105,000 $40,000 $575,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $190,000 $135,000 $60,000 $45,000 $105,000 $40,000 $575,000 Total: Facilities - Maintenance & Administration 2020 2021 2022 2023 2024 2025 2020-2025 Local $5,425,000 $750,000 $4,328,334 $612,610 $205,000 $380,000 $11,700,944 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $5,425,000 $750,000 $4,328,334 $612,610 $205,000 $380,000 $11,700,944
Facilities - Passenger & Operational
44 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Park and Ride Development This program introduces new park and ride facilities at key locations adjacent to planed or exisiting commuter express service, freeway interchanges or future HPT corridors. As noted elsewhere, some park ride facilities are included in specific projects related to HPT lines or transit centers. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $0 $0 $0 $40,000 $40,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $40,000 $40,000 Park and Ride Upgrades Extends or enhances the useful life of Spokane Transit park and ride facilities and to accommodate existing and anticipated vehicle staging and layover requirements. 2020 2021 2022 2023 2024 2025 2020-2025 Local $925,000 $25,000 $0 $20,000 $20,000 $0 $990,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $925,000 $25,000 $0 $20,000 $20,000 $0 $990,000 Plaza Preservation and Improvements Extends the useful life of the Plaza, including mechanical equipment and associated facilities. 2020 2021 2022 2023 2024 2025 2020-2025 Local $215,867 $0 $0 $0 $0 $0 $215,867 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $215,867 $0 $0 $0 $0 $0 $215,867 Route & Stop Facility Improvements Implements various projects that improve the functionality of STA bus stops, routes and related infrastructure, including but not limited to signage, shelters and ADA access. Many of these projects are considered "associated transportation improvements" and are programmed to meet or exceed the annual minimum federal requirement in such improvements. 2020 2021 2022 2023 2024 2025 2020-2025 Local $1,252,750 $1,400,250 $407,000 $1,387,000 $360,000 $300,000 $5,107,000 State $0 $0 $0 $0 $0 $0 $0 Federal $108,000 $28,000 $28,000 $28,000 $0 $0 $192,000 Total $1,360,750 $1,428,250 $435,000 $1,415,000 $360,000 $300,000 $5,299,000
45 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 SFCC Transit Station In cooperation with Spokane Falls Community College (SFCC), construct a new on-campus transit staging and passenger facility to improve safety, visibility and quality of service. The station will include improved passenger amenities including lighted shelters. The program also includes signalizing Elliot Drive and Forth George Wright Drive (southwest of thes station) where buses will exit the campus. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $0 $0 $0 $0 $0 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0 $0 Upriver Transit Center In cooperation with Spokane Community College (SCC), design and construct a new transit center on the SCC campus to improve safety, service quality and expand capacity, replacing the facility to be potentially impacted by the North Spokane Corridor construction. The project includes improved passenger amenities. The project is required to be in place prior to the completion of the Central City Line. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $0 $0 $0 $0 $0 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0 $0 Total: Facilities - Passenger & Operational 2020 2021 2022 2023 2024 2025 2020-2025 Local $2,393,617 $1,425,250 $407,000 $1,407,000 $380,000 $340,000 $6,352,867 State $0 $0 $0 $0 $0 $0 $0 Federal $108,000 $28,000 $28,000 $28,000 $0 $0 $192,000 Total $2,501,617 $1,453,250 $435,000 $1,435,000 $380,000 $340,000 $6,544,867
Technology
46 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Business Systems Replacement Replace and improve Spokane Transit's current enterprise resource programs and processes including but not limited to financial, human resource and inventory software systems. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $0 $0 $0 $0 $0 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0 $0 Capital Program Management Software Implement new software and related information systems and organizational procedures to increase the efficiency of capital programming and project management in light of the greater volume of capital projects and the ongoing effort to deliver in a cost effective manner. 2020 2021 2022 2023 2024 2025 2020-2025 Local $220,000 $0 $0 $0 $0 $0 $220,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $220,000 $0 $0 $0 $0 $0 $220,000 Communications Technology Upgrades Replaces and upgrade in-vehicle and stationary communications systems to as they become obsolete. 2020 2021 2022 2023 2024 2025 2020-2025 Local $624,504 $204,504 $204,504 $204,504 $204,504 $0 $1,442,520 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $624,504 $204,504 $204,504 $204,504 $204,504 $0 $1,442,520 Computer Equipment Preservation and Upgrades Funds the acquisition and replacement of computers and associated hardware items on a routine basis 2020 2021 2022 2023 2024 2025 2020-2025 Local $170,000 $175,000 $175,000 $150,000 $150,000 $150,000 $970,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $170,000 $175,000 $175,000 $150,000 $150,000 $150,000 $970,000
47 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Fare Collection and Sales Technology Invests in updated hardware and software for fare collection systems in use by Spokane Transit to extend the useful life and expand the functionality of said systems. 2020 2021 2022 2023 2024 2025 2020-2025 Local $2,132,277 $98,266 $0 $0 $0 $0 $2,230,543 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $2,132,277 $98,266 $0 $0 $0 $0 $2,230,543 Operating & Customer Service Software The purchase and installation of software desgined to improve the ease and efficiency of tasks performed in providing customer service. 2020 2021 2022 2023 2024 2025 2020-2025 Local $820,000 $0 $0 $0 $0 $0 $820,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $820,000 $0 $0 $0 $0 $0 $820,000 Security and Access Technology This program provides for facility security and access technology, including replacement equipment, at transit facilities, infrastructure and vehicles. These investments include secure access control and video-monitoring of STA's facilities. 2020 2021 2022 2023 2024 2025 2020-2025 Local $59,500 $85,900 $74,600 $0 $0 $0 $220,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $59,500 $85,900 $74,600 $0 $0 $0 $220,000 Smart Bus Implementation With the core of Smart Bus Implementation complete, this program is primarily supporting telecommunication infrastructure, including fiber-optics, to allow additional bandwidth as new facilities integrate with Smart Bus capabilities. 2020 2021 2022 2023 2024 2025 2020-2025 Local $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $600,000
48 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 Total: Technology 2020 2021 2022 2023 2024 2025 2020-2025 Local $4,126,281 $663,670 $554,104 $454,504 $454,504 $250,000 $6,503,063 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $4,126,281 $663,670 $554,104 $454,504 $454,504 $250,000 $6,503,063
High Performance Transit Implementation Central City Line When complete, the Central City Line will provide High Performance Transit service between Browne’s Addition and Spokane Community College using a bus rapid transit vehicle with electric propulsion. Current funded elements of the program includes project definition, preliminary engineering and project development activities. Construction and related activities are conditioned on Federal Small Starts funding. 2020 2021 2022 2023 2024 2025 2020-2025 Local $600,000 $0 $0 $0 $0 $0 $600,000 State $7,620,000 $4,200,000 $180,000 $0 $0 $0 $12,000,000 Federal $21,924,875 $30,698,750 $801,375 $0 $0 $0 $53,425,000 Total $30,144,875 $34,898,750 $981,375 $0 $0 $0 $66,025,000 Cheney Line Implements the corridor infrastructure and station facilities for High Performance Transit between Spokane and Cheney, including those along I-90, SR 904 and in the City of Cheney. 2020 2021 2022 2023 2024 2025 2020-2025 Local $1,048,585 $602,250 $55,000 $0 $0 $0 $1,705,835 State $1,080,550 $1,012,550 $95,000 $0 $0 $0 $2,188,100 Federal $125,480 $0 $0 $0 $0 $0 $125,480 Total $2,254,615 $1,614,800 $150,000 $0 $0 $0 $4,019,415
49 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 I-90/Valley Line The program includes many elements of High Performance Transit along the I-90 corridor, connecting Downtown Spokane with points east, including Spokane Valley and Liberty Lake. The program includes park and ride expansion/relocation in Liberty Lake as well as a new Mirabeau Transit Center. As grants allow and travel patterns warrant, freeway "flyer" stations will be included along the line. 2020 2021 2022 2023 2024 2025 2020-2025 Local $546,900 $1,820,600 $6,456,000 $939,400 $0 $0 $9,762,900 State $0 $0 $0 $0 $0 $0 $0 Federal $490,000 $489,600 $2,060,000 $2,060,000 $0 $0 $5,099,600 Total $1,036,900 $2,310,200 $8,516,000 $2,999,400 $0 $0 $14,862,500 Incremental HPT Investments Invests resources into passenger facilities and operational treatments along heavily used bus corridors that are identified as future HPT Corridors,including the Division Corridor, and for passenger facilities that will include HPT operations, including the STA Plaza. 2020 2021 2022 2023 2024 2025 2020-2025 Local $1,707,989 $0 $0 $0 $0 $0 $1,707,989 State $0 $0 $0 $0 $0 $0 $0 Federal $240,000 $0 $0 $0 $0 $0 $240,000 Total $1,947,989 $0 $0 $0 $0 $0 $1,947,989 Monroe-Regal Line Implements many elements of High Performance Transit along a 11+ mile corridor stretching from the Five Mile Park and Ride to the future Moran Station Park and Ride. Moran Station Park and Ride is a project within this program as an essential element for implementation of the new service and passenger amenities. 2020 2021 2022 2023 2024 2025 2020-2025 Local $1,181,291 $0 $0 $0 $0 $0 $1,181,291 State $746,791 $0 $0 $0 $0 $0 $746,791 Federal $0 $0 $0 $0 $0 $0 $0 Total $1,928,082 $0 $0 $0 $0 $0 $1,928,082 Sprague Line Implements many elements of High Performance Transit along a 7+ mile corridor stretching from the Valley Transit Center to downtown Spokane via the South University District and Sprague Union District. 2020 2021 2022 2023 2024 2025 2020-2025 Local $300,000 $850,000 $2,406,000 $2,759,978 $0 $0 $6,315,978 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $300,000 $850,000 $2,406,000 $2,759,978 $0 $0 $6,315,978
50 Thursday, April 25, 2019 1:54 PM DRAFT Capital Programs: 2020- 2025 West Plains Transit Center Implements a new West Plains Transit Center adjacent to Exit 272 along I-90. Phase I will be substantially complete in 2018. Expenses later than 2018 are related to project closeout as well as Phase II. Phase II is the integration fo the project with WSDOT's Exit 272 Interchange project. 2020 2021 2022 2023 2024 2025 2020-2025 Local $0 $0 $0 $0 $0 $0 $0 State $0 $0 $0 $0 $0 $0 $0 Federal $0 $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0 $0 Total: High Performance Transit Implementation 2020 2021 2022 2023 2024 2025 2020-2025 Local $5,384,765 $3,272,850 $8,917,000 $3,699,378 $0 $0 $21,273,993 State $9,447,341 $5,212,550 $275,000 $0 $0 $0 $14,934,891 Federal $22,780,355 $31,188,350 $2,861,375 $2,060,000 $0 $0 $58,890,080 Total $37,612,461 $39,673,750 $12,053,375 $5,759,378 $0 $0 $95,098,964
Total Capital Improvement Program 2020 2021 2022 2023 2024 2025 2020-2025 Local $25,126,974 $15,268,914 $30,467,925 $16,212,522 $15,556,078 $12,037,756 $114,670,169 State $9,621,353 $5,212,550 $4,473,193 $0 $0 $0 $19,307,096 Federal $25,487,355 $31,768,022 $4,575,903 $5,168,831 $903,000 $913,000 $68,816,111 Total $60,235,682 $52,249,486 $39,517,021 $21,381,353 $16,459,078 $12,950,756 $202,793,376
51 Thursday, April 25, 2019 1:54 PM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12G : SHARED MOBILITY CONCEPTS REFERRAL COMMITTEE: N/A SUBMITTED BY: Karl Otterstrom, Director of Planning & Development
SUMMARY: In the 2019 Strategic Plan, approved by the Board on October 18, 2018, one of the actions in Strategy 4 is to “explore mobility management.” The Strategic Plan notes that “STA will explore how the agency can efficiently meet customers’ evolving needs through a wide range of transportation options and services.” STA staff have taken this direction and begun exploring a variety of shared mobility concepts. Note that this is an emerging field with shifting definitions, and STA staff currently feels that the term “Shared Mobility” better aligns with STA’s mission and its state-enabled authority in providing public transportation and expanding mobility to people of the region. Shared Mobility can be defined as: Transportation services and resources that are shared among users, either concurrently or one after another. By this definition, all the services that STA currently offers – fixed-route bus, vanpool, and paratransit – are shared mobility services. Other concepts that fall into this includes bike and scooter share, taxis/Ubers/Lyfts, mobility on demand services, carshare services, and mobility hubs. STA staff have begun exploring how shared mobility concepts might be applied/supported by the agency to provide wider transportation options in the region. The two primary shared mobility concepts identified for further exploration are: • On-Demand Services • Mobility Hubs On-demand services are transit services that do not operate on a fixed-route or fixed-schedule, but rather are requested by the customer and only then deployed for pick-up. These services may be directly operated by the transit agency (using agency technology, drivers and vehicles) or may be partially or completely contracted to a third party. Transit agencies around the country have begun exploring on-demand services through either their own operations (often using vanpool or paratransit vehicles) or in partnership with companies such as Uber, Lyft, Via, and others. On-demand services allow a transit agency to consider, among other ideas, replacing a low performing route, provide service to an area not currently served by fixed-route service, and expanding service span. Mobility Hubs are a place where people can seamlessly connect with multiple modes of transportation in a safe, comfortable, and accessible environment. Mobility hubs allow for the physical integration among modes by co-locating carsharing, ride hailing, bike and scooter sharing, and other shared mobility services at or near public transit. For STA, several of our existing and proposed park & ride lots would make excellent mobility hubs, particularly in conjunction with Uber/Lyft and the bike/scooter share vendor ultimately selected by the City of Spokane. Staff presented further information on these concepts and their possible application at the May Planning & Development Committee meeting.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12H : SYSTEM PERFORMANCE REPORT
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning and Development Kathleen Weinand, Principal Transit Planner
SUMMARY: Annex 1.4 of the adopted Connect Spokane: A Comprehensive Plan for Public Transportation, states that by April of each year, the Planning Department will report on the performance of each route based on established performance standards. This year marks the tenth publication of such report. In addition, STA has also been publishing an Annual Passenger Facilities Report each year to document the information collected about passenger facilities. This year for the first time these two reports have been combined into a single report containing;
• an overview of 2018 ridership, • individual route performance against three established standards: Ridership, Equivalent Energy Consumption, and Fares, • a remediation plan for non-compliant routes, • route indicators (length, capacity, revenue hours, revenue miles, etc.), • average daily ridership by stop, • a summary of 2018 operations improvements, • park & ride and bike locker utilization, • Universal Transit Access Pass (UTAP) rates, and • route profile sheets (appendix). The report is available for review at this location: https://www.spokanetransit.com/files/projects-plans/2018_Annual_Performance_Report_combined.pdf
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12I : 1ST QUARTER 2019 SERVICE PLANNING INPUT REPORT
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning and Development Kathleen Weinand, Principal Transit Planner
SUMMARY: The Planning and Development Department receives comments from external sources and itemizes each comment to follow up and document feedback used for emerging opportunities for future service changes. These comments are obtained from a variety of sources since customer engagement cannot be a one-size-fits-all approach. Planning Department staff obtains feedback from customers at public meetings, through the Customer Service Department, phone calls, letters, emails, voice messages, emails from STA Questions (STA’s website comment portal), and feedback from coach operators and supervisors. Planning staff may also receive inquiry requests from STA Board Members. STA’s planning staff responds to every comment received when valid contact information is provided. Comments are also discussed at the internal Service Improvement Committee meetings. The purpose of this summary is to inform the Performance Monitoring & External Relations Committee of the feedback received by the Planning and Development Department in the first Quarter of 2019. It should be noted that this feedback summary applies only to department-related activities which include, but are not limited to, existing and potential bus service and/or feedback related to specific bus stops. A total of 37 comments were received by the Planning and Development Department during the quarter. Of the comments received, 11 were related to requests for new service, 8 were related to existing service, 6 were related to bus stops, and 3 were related to other matters. The comments are summarized below. It is also noted if any comments are addressed by the STA Moving Forward plan. NEW SERVICE COMMENTS 3 requests for service to Riverview Retirement Community on Upriver Drive. New service to this area is not included in STA Moving Forward. 1 request for an 11:20 PM inbound trip from the Spokane International Airport to better connect to the Alaska Airlines Seattle service schedule. This is outside of the established span of service. Later weeknight service is not included in STA Moving Forward. 1 request for service after 11:00 PM from Northern Quest Casino. This is outside of the established span of service. Later weeknight service is not included in STA Moving Forward. 1 request for service after 10:00 PM on from the Spokane Industrial Park. The last inbound trip stops at Industrial Park just before 10:00 PM. There is the potential that adjustments could be made to accommodate this request at the time of the September service change. 1 comment requesting service in the Vinegar Flats area. The are many obstacles to providing bus service to the areas of Latah Creek and Vinegar Flats including the disjointed street network, topographical barriers and the bifurcation of the populated areas by US 195. Vinegar Flats had bus service in the past. Ridership was always very low, and the route was discontinued during the 2011 service reductions. 1 request to extend the CCL to the Latah Creek Neighborhood and Kendall Yards. The alignment of the Central City Line was finalized in 2016 after extensive consultation of the public and stakeholders. 1 inquiry concerning when service might be added to the Five Mile Prairie, W Trails Rd and S Freya St (south of 37th Avenue). Service to these areas in not identified in any adopted plan. 1 request for a direct route between the South Hill and the Spokane Valley. This service is not included in STA Moving Forward. 1 request for new direct route between Cheney and the Mirabeau Park & Ride in the afternoon. This service is not included in STA Moving Forward.
EXISTING SERVICE COMMENTS 1 comment that many people work on President’s day and that the holiday service is terrible. The draft 2019 Service Implementation Plan proposes to begin operating a Saturday schedule instead of holiday/Sunday on President’s day. 1 comment suggesting that the connection between the Route 95 Mid-Valley and Route 32 Trent/Montgomery at Mirabeau Point Park & Ride could be better timed on weekends. 1 request for more frequency on the Route 11 during peak commute times. Improved frequency for the Route 11 is not included in STA Moving Forward. 1 request for more frequency on the Route 64 Cheney/West Plains. Frequency to the West Plains Transit Center is programmed in STA Moving Forward to be improved in 2021. 1 complaint that the Route 96 Pines/Sullivan and Route 98 leave within minutes of each other after 6:00 PM. 1 request to increase frequency of the Route 96 Pines/Sullivan and improve the connection to the Route 74 Mirabeau/Liberty Lake. Improved frequency for the Route 96 is not included in STA Moving Forward. Connections may be improved by proposed changes to the Route 74 and Route 96 proposed in the draft 2019 Service Implementation Plan for 2021 and 2022. 1 request for later Sunday night service. Later Sunday night service for the routes 4, 21, 25, and 90 are proposed for 2020 in the draft 2019 Service Implementation Plan. While not included in STA Moving Forward increasing the span of service for these routes on Sunday will allow for more efficient scheduling of coach operators while providing better services for customers. 1 complaint expressing that is difficult it is to transfer between the Route 25 Division and the Route 33 Wellesley on Sundays. There may be an opportunity to increase Frequency on the Route 33 Wellesley on Sundays at the time of 2019 September service change which would improve the connection between the two routes.
BUS STOP COMMENTS 2 requests for a bus stop near the Surbeck Building where the routes 64 and 66 layover on the Eastern Washington University campus. STA and campus staff are exploring options to provide a stop at this location. 1 request for a new bus stop at S F St and W Sunset Blvd near the Finch Arboretum. Current right of way conditions do not allow a stop to be safely installed at this location. 1 comment reporting that the bus stop sign was missing at W Sinto Ave and N A Street. Signs have been replaced. 1 request of new bus stop on the Route 94 Millwood. There is not enough right-of-way to install at stop the requested location. 1 request for a new bus stop at an unspecified location. Customer did not return call requesting more information. 1 comment that placement of bus stops on the far side of traffic signals cause frustration for her as driver when the light is green and she must wait for the bus to continue down the street. She prefers mid-block stops. 1 request to reinstate a bus stop on W 2nd Ave and S McClellan St which closed because it does not have a protected pedestrian crossing and in order to optimize stop spacing.
OTHER 1 comment regarding the lack of sidewalks and marked crosswalks in the Audubon Neighborhood in northwest Spokane and how it hides access to the stops on the Route 33 Wellesley. 1 request for heaters in shelters at the Valley Transit Center. 1 complaint about the layover location at W 2nd Ave and S Lincoln St blocking access to a private parking garage.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head KO Chief Executive Officer ESM Legal Counsel LM
SPOKANE TRANSIT AUTHORITY
BOARD MEETING OF
May 16, 2019
AGENDA ITEM 12J : MORAN STATION PARK AND RIDE PROJECT AND BUDGET UPDATE
REFERRAL COMMITTEE: N/A
SUBMITTED BY: Karl Otterstrom, Director of Planning and Development Ryan Brodwater, Capital Projects Manager
SUMMARY: The Moran Station Park and Ride is an integral element of STA Moving Forward. When complete, the new facility will provide the first park and ride on the Moran Prairie, serve as the southern terminal of the Monroe-Regal High Performance Transit (HPT) Line, and integrate with other pedestrian and bicycle infrastructure developed by Spokane County to serve the area Design for the Moran Station Park and Ride is complete, and documents are being finalized for permit application and Invitation for Bids in late April 2019 as authorized by this Committee on November 28, 2018. Submitted bids will be evaluated in late May 2019, and staff intends to propose Award of Contract at the June 2019 PMER and Board meetings. Construction is planned to start in July 2019, with anticipated Substantial Completion in December 2019. Staff will provide an update to the Committee on the project budget.
RECOMMENDATION TO BOARD: Information only.
FINAL REVIEW FOR BOARD BY:
Division Head RHW Chief Executive Officer ESM Legal Counsel LM