Barage, Houghton, Keweenaw Counties, Part 1

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Coordinated! Human Services - Public Transit Plan and Accessibility Study for Baraga, Houghton and Keweenaw Counties

An examination of services, community needs, alternatives, and recommendations

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Table of Contents

Executive Summary iii Introduction 1 Study Area 3 Overview of Existing Transportation Systems 7 Public Transit 7 Specialized Not-for-Profit Transportation Providers 12 For-Profit Transportation Providers 16 Private Human Services Agencies 17 Government Human Services Agencies 18 Volunteer Services 19 Planning Process 25 Discussion & Findings 31 Literature Review 31 Case Study I: Bay Area Rural Transit (BART) 33 Case Study II: Marquette County Transit Authority 35 Interpretation of Inquiry Activities 37 Proposed Alternatives 56 No Change in Services 56 Expansion of Existing Services within Existing Framework 58 Mass Transportation System Authorities (Public Act 55 of 1963) 62 Developing a Regional Transportation Authority (Public Act 196 of 1986) 66 Study Recommendation 71 Summary 87 Bibliography 89 Appendix 93

List of Figures

Figure 1: Invitation Cards for User Survey 27 Figure 2: Complete Transit Survey Analysis 28 Figure 3: Bay Area Rural Transit Logo 33 Figure 4: Overview of BART Geographic Location and Routes 33 Figure 5: Marquette County Transit Authority Logo 35 Figure 6: Overview of Marq-Tran Geographic Location and Routes 35 Figure 7: Overall Evaluation of ͞Making Things Happen by Working Together͟;ŽŽƌĚŝŶĂƚŝŽŶͿ 39 Section of Providers Survey Figure 8: Responses to Providers Survey Question Is there a process for identifying 41 duplication of services, underused assets, and service gaps? &ŝŐƵƌĞϵ͗hƐĞƌ^ƵƌǀĞǇZĞƐƉŽŶĚĞŶƚƐ͛ŽŵŵŝƚŵĞŶƚƚŽŶŚĂŶĐĞĚdƌĂŶƐŝƚZŽƵƚĞƐ 46 Figure 10: Responses to Providers Survey Question Are marketing and communication 49 programs used to build awareness and encourage greater use of the services?

List of Maps

Map 1: Study Area 3 Map 2: Operational Boundaries for City of Hancock Transit 9 Map 3: Operational Boundaries and Fixed Service Routes for City of Houghton Transit 11 Map 4: On-Tran and Indian Trails Fixed Routes in the Hancock and Houghton Area 12 Map 5: Operational Boundaries and Fixed Routes for Baraga-Houghton-Keweenaw Community 14 Action Agency Transit Map 6: Operational Boundaries and Fixed Route for Baragaland Senior Citizens Bus and Indian 15 Trails Fixed Route

List of Tables

Table 1: Baraga County 4 Table 2: Houghton County 4 Table 3: Keweenaw County 4 Table 4: City of Hancock Transit Budget for FY 2012 8 Table 5: City of Houghton Transit Budget for FY 2012 10 Table 6: Existing Transportation Service Providers for Baraga, Houghton, and Keweenaw 21 Counties Table 7: Popular Destinations of Senior Citizens and Individuals with Disabilities and Low 43 Incomes Table 8: Consumer Groups That Will Benefit from Additional Transit Service Hours 47 Table 9: Range of Fares and Transit Services in Study Area and Region 50 Table 10: SWOT Analysis for No Change in Services 57 Table 11: SWOT Analysis for Expansion of Existing Services within Current Framework 61 Table 12: SWOT Analysis of Act 55 Mass Transportation System Authority 65 Table 13: SWOT Analysis of Act 196 Regional Transportation Authority 69 Table 14: Year One Implementation 73 Table 15: Year Two Implementation 78 Table 16: Year Three Implementation 80 Table 17: Year Four Implementation 82 Table 18: Year Five Implementation 84

Executive Summary Public transportation provides people with mobility and access to employment, community resources, medical care, and recreational opportunities in communities across America. Moreover, in many rural communities where there are longer distances between built-up areas and low population densities, transit can help bridge the spatial divide between people and jobs, services, and training opportunities. This plan takes an in-depth look at transit services in Baraga, Houghton and Keweenaw Counties of DŝĐŚŝŐĂŶ͛ƐhƉƉĞƌWĞŶŝŶƐƵůĂ and offers a variety of implementable activities to better serve the transit need for the area citizenry. In 2007, a taskforce developed a Coordinated Public Transit ʹ Human Services Transportation Plan for Houghton County, and one of the recommendations from that document was to comprehensively look at the transit needs and propose alternatives for the three county region; leading to the funding of this planning project by the Michigan Department of Transportation. This plan looks at the public, private, human services, government, and volunteer transit services available in the region through a number of inquiry methods, including, document reviews, stakeholder meetings, interviews, surveying and map analysis. These activities took place from July 2010 through May 2011. The following problem statement describes the challenges facing transit in the region. In order to provide comprehensive and cohesive transit to the citizenry of Baraga, Houghton and Keweenaw Counties at affordable costs, transit service providers, government authorities, and Michigan Department of Transportation must coordinate existing resources and leverage additional funding opportunities. Supporting this statement is a number of needs generated through the consolidation and analysis of research results. A. Retain the transit services in the study area; B. Enhance coordination and communication among providers and services; C. Address gaps and redundancies in current transit system by enhancing interconnectivity and services to all communities; D. Increase education and promotion of existing services; E. Examine fare structures and administrative costs to provide affordable services to people on fixed incomes (social security, supplemental security and other people receiving federal and state assistance or retirement benefits); and F. Enhancement of services to meet the needs of a larger ridership

The plan introduces four scenarios as alternatives to address these needs: 1) No Change in Services, 2) Expansion of Service within Existing Operational Frameworks, 3) Development of Mass Transportation System Authorities (Public Act 55 of 1963), and 4) Developing a Regional Transportation Authority (Public Act 196 of 1986). Each scenario examines the ability to address needs under the different operating frameworks. The scenarios are accompanied with a SWOT (Strength, Weakness, Opportunities and Threats) Analysis and list of proposed activities. Finally the plan outlines a five-year recommendation that expands services within the existing framework and allows for progression towards building a Regional Transit Authority. iii

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Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Introduction Public transportation provides people with mobility and access to employment, community resources, medical care, and recreational opportunities in communities across America. Moreover in many rural communities where there are low population densities and relatively longer distances between built-up areas, transit can help bridge the spatial divide between people and jobs, services, and training opportunities. Baraga, Houghton and Keweenaw Counties (Study Area), commonly referred to as the ŽƉƉĞƌŽƵŶƚƌǇ͕ůŽĐĂƚĞĚŝŶƚŚĞǁĞƐƚĞƌŶƉŽƌƚŝŽŶŽĨDŝĐŚŝŐĂŶ͛ƐhƉƉĞƌWĞŶŝŶƐƵůĂ, have hosted an array of public transit facilities to serve the ƌĞŐŝŽŶ͛Ɛ population and economy. During the region͛s copper mining boom, rail services connected Copper Country communities and provided connections to major US cities such as Chicago and Detroit. Local networks of street cars served communities like the cities of Hancock and Houghton and the villages of Laurium and Calumet, providing access to downtown shopping areas and industrial cores for employment opportunities. At that time visitors to the area and immigrants arrived on passenger ferries with service to port cities within the Great Lakes. As the mining industry in the region diminished so did the use and investment in rail infrastructure; the street car network was paved over or removed and rail lines were abandoned. Ferry service all but disappeared, making way for a new era of passenger transit. dŚĞϭϵϳϬ͛ƐŚŽƐƚĞĚ a number of federally funded programs to assist rural communities in developing and operating public transportation systems, allowing for a number of local programs to spring up. The Baraga-Houghton-Keweenaw (BHK) Community Action Agency (CAA) began providing services to senior citizens and people with disabilities in 1971 and still operates today. Baraga County Public Transit System started as a demonstration project in 1977 under such a program; in 1978, ĂƌĂŐĂ͛Ɛ system carried almost 52,000 passengers annually. Simultaneously, ŝŶ ƚŚĞ ůĂƚĞ ϭϵϳϬ͛Ɛ, Houghton County experimented with a number of systems, beginning with on-demand service for the Cities of Hancock and Houghton. They then expanded their system to include on-demand services for the Calumet area and a fixed route that connected Painesdale to Calumet and offered a route to connect to Baraga ŽƵŶƚǇ͛ƐƐǇƐƚĞŵ͘However, the county systems were not self-sustaining and ran their course, eventually making way for the systems that presently operate in the region, which are operated by the Cities of Hancock and Houghton, BHK CAA, Baragaland Senior Citizens and a variety of services provided through non-profit agencies and private businesses, such as taxi and charter services.

Federal Directive In August 2005, President George W. Bush signed into law the Safe, Accountable, Flexible, and Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU), legislation that provides funding for highway and transit programs. SAFETEAʹLU includes new planning requirements for the Federal Transit AdŵŝŶŝƐƚƌĂƚŝŽŶ͛Ɛ;&dͿ^ĞĐƚŝŽŶϯϭϭ0 (Elderly Individuals with and Individuals with Disabilities), Section 5316 (Job Access and Reverse Commute (JARC) and Section 5317 (New Freedom) Programs, requiring that projects ĨƵŶĚĞĚƚŚƌŽƵŐŚƚŚĞƐĞƉƌŽŐƌĂŵƐ͞ŵƵƐƚďĞĚĞƌŝǀĞĚĨƌŽŵĂůŽĐĂůůǇĚĞǀĞůŽƉĞĚ͕ĐŽŽƌĚŝŶĂƚĞĚ public transit ʹ human services transportation plan͘͟dŚŝƐƉƌŽǀŝƐŝŽŶ aimed at improving transportation services for persons with disabilities, older adults and individuals with lower incomes, and ensuring that communities are coordinating transportation resources provided through multiple federal programs.

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O! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Study Area This Plan was conducted for Baraga, Houghton, and Keweenaw Counties (Study Area); see Map 1. The area is approximately 2,455 square miles, surrounded by Lake Superior to the North, East and West. To the South and Southeast, Baraga and Houghton Counties are bordered by Marquette, Iron, Gogebic and Ontonagon ŽƵŶƚŝĞƐ͘ dŚĞ ĂƌĞĂ͛Ɛ ƉŽƉƵůĂƚŝŽŶ ŝƐ approximately 47,000, see census data below in Tables 1, 2, and 3, with the majority of the population living in Houghton County. The US Census Bureau classifies the top three occupation fields, which make up more the 75% of the workforce for the study area as management, professional, and related occupations; government workers (local, state, or Map 1: Study Area federal); and additional service occupations. The per capita incomes in the study area ($18,101, $17,624, and $19,733) are only 50 to 60% those of the State of Michigan ($34,025) (US Census Bureau, 2010).

The study area is primary dominated by forest, wetlands, and agricultural lands. The forestlands are dominated by the Northern Hardwoods, Aspen, the Pine type (White, Red and Jack), Swamp Conifers (Balsam fir, Spruce, Cedar and Tamarack) and Lowland Hardwoods (Ash and Red Maple). dŚĞƌĞŐŝŽŶ͛Ɛ forests are a source of industrial raw materials and are important to the regional economy, particularly in providing employment opportunities in forest products primary and secondary industries. The wetlands acreage percentages are as follows: Baraga - 6.6%, Houghton - 5.4%, and Keweenaw - 7.5%. In their natural conditions wetlands provide many benefits to the region. These include food and habitat for fish and wildlife; water quality improvement; flood protection; shoreline erosion control; natural products for human use, and opportunities for recreation and aesthetic appreciation. Agricultural land is the third largest land use category following forestlands and wetlands. The agricultural acreage percentages are as follows: Houghton - 22.6% and Baraga - 17.6%. Keweenaw County does not have agricultural data available (CEDS, 2003).

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

1 TABLE 1: BARAGA COUNTY 1990 2000 2010 # % # % # % Total Population 7,954 - 8,746 - 8,860 -

Population 5 years and over w/ a 1,783 22.4% 1,726 22.3 % NA NA disability Age 65+ 1,554 19.5% 1,423 16.3 % 1,531 17.2 % Age 5-19 1,782 22.4% 1,705 19.5% 1,555 17.5 % Below Poverty Level 1,295 16.3% 986 11.1 % 1,385 16.1 % (2009 estimate) Households without a Vehicle 359 - 319 - NA NA

Per Capita Income $9,021 $18,239 $15,860 $29,127 $18,101 $34,025 (MI Average) (MI Average) (2009 estimate) (MI Average) Mean travel time to work in minutes (workers 16 years and over) 17.8 24.1 16.2 23.7 (MI Average) (2009 estimate) (2009 MI Estimate) TABLE 2: HOUGHTON COUNTY 1990 2000 2010 # % # % # % Total Population 35,446 - 36,013 - 36,628 - Population 5 years and over w/ a 6,336 17.8% 5,429 16.3% NA NA disability Age 65+ 6,336 17.9% 5,579 15.5% 5,476 15.0% Age 5-19 8,231 23.2% 8,100 22.5% 7,736 21.1% Below Poverty Level 8,278 6,826 19.3% 5,563 16.8% 22.6% (2009 estimate)

Households without a Vehicle 1,863 - 1,348 - NA NA Per Capita Income $18,239 $29,127 $17,624 $34,025 $9,012 $15,078 (MI Average) (MI Average) (2009 estimate) (MI Average) Mean travel time to work in minutes (workers 16 years and over) 23.7 24.1 16.7 15.6 (2009 MI (MI Average) (2009 estimate) Estimate) TABLE 3: KEWEENAW COUNTY 1990 2000 2010 # % # % # % Total Population 1,701 - 2,301 - 2,156 - population 5 years and over w/ a 643 37.8% 387 18.8% Na - disability Age 65+ 500 29.4% 468 20.3% 518 24.1% Age 5-19 289 17.0% 479 21.2% 328 15.2% Below Poverty Level 427 287 16.8% 274 10.7% 19.8 (2009 estimate) Households without a Vehicle 112 - 64 - Na -

Per Capita Income $18,239 $29,127 $19,733 $34,025 $8,620 $15,078 (MI Average) (MI Average) (2009 estimate) (MI Average) Mean travel time to work in minutes (workers 16 years and over) 23.7 24.1 20.4 21.3 (2009 MI (MI Average) (2009 estimate) Estimate)

1 Population data came from the US Census Bureau and American Fact Finder at http://www.census.gov/. All data are for the year presented unless otherwise specified.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

The study area has three population hubs, each made up of sister municipalities.

City of Hancock / City of Houghton (4,634 / 7,708 = Combined Population 12,342) The City of Houghton is the County Seat for Houghton County. The cities are home to Michigan Technological University and Finlandia University who have a combined student population of approximately 7,500 (7000 Michigan Tech / 500 Finlandia). Major employers include Michigan Tech, Portage Health, Finlandia University, Houghton County, Copper Country Mental Health Services, Walmart, Houghton-Portage Township Public School District, Hancock Public School District, Copper Country Intermediate School District, several engineering firms, high-tech development companies and contractors͘dŚĞĂƌĞĂŝƐƐĞƌǀĞĚďǇh^,ŝŐŚǁĂǇϰϭ͕DŝĐŚŝŐĂŶ,ŝŐŚǁĂǇ͛ƐD-26 and M-203. The Cities of Hancock and Houghton are connected by the Portage Lake Lift Bridge which spans the Portage Lake Shipping Canal.

Village of Baraga / Village of ǯ(2,053 / 2,011 = Combined Population 4,064) dŚĞǀŝůůĂŐĞŽĨ>͛ŶƐĞŝƐƚŚĞĐŽƵŶƚǇƐeat for Baraga County. The area is home to the Keweenaw Bay Indian Community ʹ Lake Superior Band of Chippewa Indians and Ojibwa Community College. The area is known as a manufacturing core for the region. Major employers include Michigan Department of Corrections, Baraga County Memorial Hospital, CertainTeed Manufacturers, Keweenaw Bay Indian ŽŵŵƵŶŝƚǇ͕ ĂƌĂŐĂ ŽŵŵƵŶŝƚǇ ^ĐŚŽŽůƐ͕ >͛ŶƐĞ WƵďůŝĐ ^ĐŚŽŽůƐ͕ ĂƌĂŐĂ ŽƵŶƚǇ͕ ƚŚĞ sŝůůĂŐĞ ŽĨ >͛ŶƐĞ͕ Village of Baraga and several additional manufacturers and fabricators. The area is primarily served by US Highway 41; Michigan Highway M-ϯϴŝƐĂĨĞĞĚĞƌϭϮŵŝůĞƐƐŽƵƚŚŽĨ>͛ŶƐĞ͘

Village of Calumet / Village of Laurium (726 / 1,977 = Combined Population 2,703) The Villages of Calumet and Laurium once hosted the Calumet and Hecla Mining Company. Today this area serves as a bedroom community to the economic center of Hancock and Houghton. Major employers include Aspirus Keweenaw Medical Center, Calumet-Laurium-Keweenaw School District, Calumet Electronics, Paƚ͛Ɛ&ŽŽĚƐ;ĂŵƉŝŽŶŝŶƚĞƌƉƌŝƐĞƐͿ, small businesses, and contractors. The area is served by US Highway 41, Michigan Highways M-26 and M-203.

Other area with population significance Village of Lake Linden (Population 1,007) Village of South Range (Population 758) Hubbell - Census Designated Place (Population 946) Dollar Bay - Census Designated Place (Population 1,082) Mohawk - Unincorporated Community Eagle River - Census Designated Place (Population 71) Eagle Harbor - Census Designated Place (Population 76) Copper Harbor - Census Designated Place (Population 108) Mohawk ʹ population data not available Trimountain / Painesdale ʹ population data not available Tamarack City ʹ population data not available

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K! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

City of Hancock Transit City of Hancock Transit provides demand-response services to the City of Hancock and City of Houghton.

Operational Hours: 7:00 am to 5:00 pm Monday through Friday

Operational boundaries include the municipal boundaries of the Cities of Hancock and Houghton, Map 1: Operational Boundaries. Costs are based on one way trips and are $5.00 for adults; $3.00 for students; and $2.50 for senior citizens (55 and over), children (under age 12), and persons with disabilities. The City of Hancock offers two frequent rider passes; one for senior citizens or individuals with disabilities at $40.00 for 16 rides, which includes three free rides, and another for students at $30.00 for ten rides, which includes two free rides. The City of Hancock currently owns four buses; all equipped with lifts. In 2010, the city received a $700,000 grant to construct a bus garage on Tomasi Drive.

FY 2009 System Data for the City of Hancock Transit (MDOT Reporting) Miles: 63,732 Vehicle Hours: 5,558 Passengers: 20,992 Total Eligible Expenses: $155,881 (MDOT subsidy)

Cost per passenger $7.42

TABLE 4: CITY OF HANCOCK TRANSIT BUDGET FOR FY 2012

Funding Source Amount ($)

Estimated Federal Funding $ 36,672

Estimated State Funding $ 85,079

Estimated Local Funding $ 63,749

Estimated Fare Box $ 39,500

Estimated Other $ 4,200

Total Estimated Income $229,200.00

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Map 1: Operational Boundaries for City of Hancock Transit

City of Houghton Transit City of Houghton Transit provides a fixed route, demand-response services, and special daily routes under a contract with Copper Country Mental Health and Goodwill Industries, Inc.

Operational hours vary depending on service and time:

Demand-Response Day Services Demand-Response Evening Services * 7:00 am to 5:00 pm 5:00 pm to 11:00 pm Monday through Friday Monday through Sunday

Downtowner Fixed Route MTU Daily Fixed Route ** 10:00 am to 5:00 pm 7:30 am to 10:00 am Monday through Friday Monday through Friday

* Citywide when MTU is in session ** Daniel Heights to MUB when MTU is in session

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Third-Party Contracting - Contract with Copper Country Community Mental Health Services South Range to Vocational Strategies Inc./Goodwill Industries and Calumet to Vocational Strategies Inc./Goodwill Industries.

Operational boundaries for demand-response services are within and just outside city limits, including the City of Hancock (past the Copper Country Mall / Portage Lake Golf Course / Portage Health and Mont Ripley Ski Hill). Operation boundaries for evening demand-response is a curb-to-curb service while Michigan Tech is in session, within Houghton City Limits and Mont Ripley Ski Hill at night, see Map 3 Operational Boundaries and Fixed Service Routes for the City of Houghton Transit.

Costs are based on one-way trips and vary dependent on service and time. The Downtowner fixed route costs $2.00 for adults/trip; students, senior citizens (55 and over), persons with disabilities, and children are $1.00/trip. A one-way daytime demand-response trip within city limits costs $5.00 for adults; $3.00 for students; and $2.50 for senior citizens, persons with disabilities, and children (under age 12). Daytime demand-response trips outside city limits cost $6.00 for adults; $4.00 for students; and $3.00 for senior citizens, persons with disabilities, and children (under age 12). Evening demand-response service for a one-way trip within city limits is $2.00/ ride. The City of Houghton offers a $20.00 punch card including two free rides. The City currently owns ten buses; nine are equipped with lifts.

FY 2009 System Data (MDOT Reporting) Miles: 229,138 Vehicle Hours: 11,414 Passengers: 79,995 Total Eligible Expenses: $368,464 (MDOT subsidy)

Cost per Passenger: $ 5.22

TABLE 5: CITY OF HOUGHTON TRANSIT BUDGET FOR FY 2012

Funding Source Amount ($)

Estimated Federal Funding $ 66,784

Estimated State Funding $ 154,938

Estimated Local Funding $ 82,678

Estimated Fare Box $ 113,000

Total Estimated Income $417,400.00

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Map 2: Operational Boundaries and Fixed Service Routes for City of Houghton Transit

Indian Trails Indian Trails operates a fleet of motor coaches in Michigan. In the region they run a daily coach fixed route service starting / terminating in Hancock with stops in Houghton, Chassell, Keweenaw Bay, Baraga, and >͛ŶƐĞ, continuing to Marquette and Escanaba. ŽŶŶĞĐƚŝŽŶƐ ĐĂŶ ďĞ ŵĂĚĞ ƚŽ DŝĐŚŝŐĂŶ͛Ɛ >ŽǁĞƌ Peninsula, Wisconsin, and Chicago. Fares vary by destination. The route is not typically used for local transit needs; however, it is possible. See Maps 3 and 6 for fixed route in study area.

For the purposes of this plan Indian Trails is considered public transportation as they receive funding from MDOT subsidizing the transportation services they provide to study area.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Ontonagon County Public Transit Ontonagon County Public Transit, also known as On-Tran, primarily operates in Ontonagon County, outside of the study area. They operate Monday through Friday from 6:00 am to 6:00 pm, providing demand-response services. However, it is worth noting that there is a once-monthly service to the City of Houghton which allows for shopping at Walmart; see Map 4.

Map 3: On-Tran and Indian Trails Fixed Routes in the Hancock and Houghton Area

Specialized Not-For-Profit Transportation Providers This section focuses on the services that receive public money to provide transportation only to defined populations. Section 5310, also known as the Elderly Individual and Individuals with Disabilities Program, refers to the federal section of law that authorizes this program to provide capital-only funding for the transportation needs of elderly individuals and individuals with disabilities. There are currently two agencies in the study area that receive funding to provide these services: Baraga-Houghton, Keweenaw CAA and Baragaland Senior Citizens.

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NW! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Baragaland Senior Citizens currently owns one 13 passenger van and a six passenger van, which is handicap accessible. Baragaland Senior Citizens has an arrangement with Baraga County Memorial Hospital to share a four passenger van with a lift. Staff also uses personal vehicles to transport clients. The agency receives $14,000 a year to subsidize program costs from MDOT. For routes see Map 6.

Map 5: Operational Boundaries and Fixed Routes for Baraga-Houghton-Keweenaw Community Action Agency Transit

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Map 6: Operational Boundaries and Fixed Route for Baragaland Senior Citizens Bus and Indian Trails Fixed Route

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

For-Profit Transportation Providers For-profit transportation services are typically defined as vehicles for hire with a driver for a single passenger or small group of passengers or providing specific service. This can include taxi services, limousines, chartered buses or coaches, and tourist oriented services.

Providers highlighted in this section are the most unstable, with services starting up and going out of business frequently. This section includes a brief description of the services the businesses provide.

Copper Country Limo Copper Country Limo is a for-profit door-to-door demand-response taxi service that primarily serves the Houghton County area. They also offer limousine services. Appointments for rides must be made in advance.

Eagles Charter The Eagles Charter Coach is owned by the Ojibwa Eagles Midget AAA Hockey, Inc. The charter operates primarily to keep the price of playing for the Ojibwa Eagles Hockey Team affordable; however, the coach is used to generate revenue by chartering with Ojibwa Casino in Baraga, MI for bingo runs and also chartering to other people for trips.

B & B Charter B & B Charter of Twins Lakes provides charter services in 56 passenger coaches. They plan packaged tours to a number of locations in the country.

Greggǯs Taxi - NO LONGER IN BUSINESS 'ƌĞŐŐ͛Ɛ dĂǆŝ was a for-profit door-to-door demand-response taxi service that primarily served the northern Houghton County area. They operated a taxi stand located at 510 Hecla Street, Lake Linden, Michigan. Gregg͛s Taxi provided long distance services to population hubs in the region (Marquette, Green Bay, etc.).

L.L. Lynx Transport - NO LONGER IN BUSINESS L.L. Lynx Transport was a for-profit door-to-door demand-response taxi service that served the hub of Baraga County, Michigan. Their main coverage area extended from Keweenaw Bay to Covington to Skannee/Aura to Alston. They were based on the reservation in the village of Baraga. L.L. Lynx͛Ɛ average fare was between $4.00 and $6.00, and the service typically had 300 fares a month transporting approximately 1,000 passengers.

ǯ EĞŝů͛ƐdĂǆŝŝƐĂfor-profit door-to-door demand-response taxi service that primarily serves the Houghton County area. They operate two taxi stands located at 201 E. Franklin St. in Hancock, and 56 3rd St. in Laurium. EĞŝů͛ƐdĂǆŝĚŽĞƐƉƌŽǀŝĚĞůŽŶŐĚŝƐƚĂŶĐĞƐĞƌǀŝĐĞƐƚŽƉŽƉƵůĂƚŝŽŶŚƵďs in the region (Marquette, Green Bay, etc.).

Superior Coaches Superior Coaches is a charter bus company that operates out of Hancock

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Red Jacket Trolley Red Jacket Trolley is a for-profit tourist oriented business providing fixed route services (tours) and specialized local charter services. They operate three tours weekly on a fixed route. The Trolley is also available for rental for special events (reunions, weddings, parades, etc.)

Private Human Services Agencies Private Human Services Agencies will often provide direct services to their consumer populations. The breadth and formality of these services differ between providers, from arrangements with volunteer drivers to limited transportation in staff cars. Other agencies may maintain fleets of vehicles providing consumer transportation to employment opportunities and social functions. Funding for these programs can fluctuate from year-to-year and services may be dictated by requirements of funding programs.

Barbara Kettle Gundlach Shelter Home Within the study area, the Barbara Kettle Gundlach Shelter Home provides services to Houghton and Keweenaw County residents. The shelter arranges emergency transportation to the shelter by taxi upon request. Transportation by taxi is also arranged and paid for shelter residents to get to important appointments. However, the shelter does not reimburse expenses for consumers who arrange their own transportation.

Baraga County Shelter Home Baraga County Shelter Home provides direct services to their clients: survivors of domestic violence (typically women and children). Primarily their transportation service stays within Baraga County; however, they occasionally provide transportation to Iron Mountain and Marquette.

Baraga County Shelter Home owns a car that is used for the transportation of clients and paid staff provide the service͘ĂƌĂŐĂŽƵŶƚǇ^ŚĞůƚĞƌ,ŽŵĞĂůƐŽƌĞĨĞƌƐŝŶĚŝǀŝĚƵĂůƐƚŽ^ƚ͘sŝŶĐĞŶƚĞWĂƵůŝŶ>͛ŶƐĞ who issues gas cards or bus vouchers for needs such as medical appointments and court dates.

Child and Family Services of the Upper Peninsula Child and Family Services of the Upper Peninsula (CFS) is a private, non-profit agency with offices in the City of Houghton. CFS provides direct transportation services to two of its program consumers; Supportive Housing for Youth Program (SHYP) and Project HOPE. SHYP provides housing assistance for youth ages 16 to 21 for up to 18 months. Youth participating in SHYP also receive limited assistance for transportation, which include bus passes for the cities of Hancock and Houghton buses. Project HOPE is a runaway program for youth up to 17 years of age who can receive up to 364 days of services which include shelter and aftercare services. Project HOPE staff provide transportation to youth, often to home school districts. CFS uses the ƐƚĂĨĨ͛Ɛ ƉĞƌƐŽŶĂů vehicles for the transportation of their program clients.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Goodwill Industries, Inc. Goodwill Industries serving Northern Wisconsin & Upper Michigan works WR SURYLGH RSSRUWXQLWLHV IRU YRFDWLRQDOWUDLQLQJMRESODFHPHQWDVVLVWDQFHDQGWKHGHYHORSPHQWRILQGHSHQGHQWOLYLQJVNLOOVIRUSHRSOH ZLWKGLVDELOLWLHVRURWKHUEDUULHUVWRHPSOR\PHQW Goodwill Industries works with the City of Houghton and Copper Country Community Mental Health via third-party contracting to provide transportation to 'ŽŽĚǁŝůů͛ƐǀŽĐĂƚŝŽŶĂůƚƌĂŝŶŝŶŐĐĞŶƚĞƌĂƚƚŚĞ,ŽƵŐŚton County Industrial Airpark.

Society of Saint Vincent De Paul Diocesan Council of Marquette, Michigan Society of St. Vincent De Paul operates stores ŝŶďŽƚŚ>͛Ŷse and Hancock, Michigan. The Catholic charity will provide vouchers and prepaid gas cards to assist for transportation based on need.

Government Human Services Agencies Government Human Service ŐĞŶĐŝĞƐ͛ transportation programs are often similar to Private Human Service Agencies and will often provide direct services to their consumer populations. The breadth and formality of these services differ between providers, from arrangements with volunteer drivers to limited transportation in staff cars. Other agencies may maintain fleets of vehicles providing consumer transportation to employment opportunities and social functions. Funding for these programs can fluctuate from year-to-year and services may be dedicated by requirements of funding programs.

Copper Country Community Mental Health Services Copper Country Community Mental Health Services (CCCMH) provides direct services to their consumers. Most of their transportation activities center within Houghton, Baraga and Ontonagon counties with limited services in Keweenaw County. Primarily they transport consumers to their agency offices in Calumet, Houghton, Ontonagon and L'Anse; and the Clubhouse in Hancock. CCCMH also has third-party contracts with the City of Houghton Transit to provide services to Goodwill Industries at the Houghton County Airport Industrial Park and with On-Tran for their day program in Ontonagon.

Direct services include transportation to outpatient therapy, psychiatric appointments, access to the Clubhouse, day programs, work programs, medical appointments, and to participate in community integration and leisure activities. Some of these services are paid for under a bundled service being provided to the person; however, many are not. CCCMH did operate a pilot program in Baraga County for three years that provided travel vouchers for consumers; however, the grant ceased and an additional funding source has not been found.

Department of Human Services (Baraga, Houghton and Keweenaw County offices) The Department of Human Services (DHS) provides public assistance, child and family welfare services in the State of Michigan. DHS works with volunteer drivers, transit providers, and non-profits to provide transportation to their consumer population. DHS consumers are individuals that are eligible to receive Medicaid, State Disability Assistance, or have a State Disability Assistance case pending. Transportation assistance is for medical appointments only. DHS works to transport consumers locally to Marquette and Ann Arbor. DHS reimburses volunteer drivers at a rate of $0.36 per mile. Volunteers provide their own vehicles.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Michigan Rehab Services Michigan Rehab Services (MRS) provides limited assistance based on program consumers (disabled individual seeking employment) need to seek or keep employment. This short term assistance could include taxi reimbursement, monthly vouchers for city transit, or vehicle repairs.

Volunteer Services Volunteer Service Agencies will sometimes provide limited direct services to their consumer populations. The breadth and formality of these services differ between providers; from arrangements with volunteer drivers to limited transportation in staff cars. Funding for these programs can fluctuate from year-to-year and services may be dedicated by requirements of funding programs or volunteer commitments.

Big Brothers Big Sisters of the Western Upper Peninsula Volunteer mentors of the Big Brothers Big Sisters community program provide direct service by transporting their little brothers or sisters (agency matches) using their personal vehicles for outings and special events. The agency also promotes the use of local bus services whenever possible.

Little Brotherǯs Friends of the Elderly >ŝƚƚůĞƌŽƚŚĞƌ͛Ɛ&ƌŝĞŶĚƐŽĨthe Elderly provides direct services to senior citizens (60 or older) who cannot afford transportation or do not meet the eligibly requirement of other transportation assistance programs. Little Brother͛s Friends of the Elderly typically provide transportation for errands and medical appointments, but will transport to fit the clŝĞŶƚ͛ƐŶĞĞĚƐ͘

>ŝƚƚůĞ ƌŽƚŚĞƌ͛Ɛ &ƌŝĞŶĚƐŽĨƚŚĞ ůĚĞƌůǇ currently operates two wheelchair accessible minivans and two automobiles. For special events, such as the holiday meals, additional volunteers transport up to 400 clients. Their transportation program is run by volunteers and funded through donations and hospital reimbursements. They received grant funding in the past to provide transportation services. All services are door-to-door.

Retired Senior Volunteer Program Retired Senior Volunteer Program (RSVP) program volunteers (55 years and older) provide direct services through a third party contract to many of the programs listed above ;>ŝƚƚůĞƌŽƚŚĞƌ͛Ɛ&ƌŝĞŶĚƐŽĨ the Elderly / Department of Human Services) in their private vehicles. RSVP reimburses volunteer͛Ɛ mileage from their homes to the organization they are working with.

Educational Services There are a number of school districts in the study area and BHK Child Development that maintain and operate fleets of buses for the direct transportation of students within their districts. Some of these services are being operated by private contractors. These services are not available for the general public but do operate within the study area.

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OW! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Service Consumer Hours/ Provider Description of Services Service Area Cost to Consumer Category Population Day

Direct Services

Copper Country Consumers of

Community Mental agency By arrangement By arrangement No cost to consumer Health Services services Third-Party Contract with City of Houghton Transit

Department of Human

Services (Baraga, Consumers of Third Party Contract with Houghton and agency City of Houghton Transit and By arrangement By arrangement No cost to consumer Keweenaw County services Volunteer Drivers (RSVP) offices)

Consumers of Limited assistance with Michigan Rehabilitation agency transportation related By arrangement By arrangement No cost to consumer Services Government Human Services Agencies Services Human Government services activities

Consumers of Direct Services - for agency Big Brothers Big Sisters agency activities of the Western Upper By arrangement By arrangement No cost to consumer services Peninsula

Consumers of Direct Services - for agency Little ƌŽƚŚĞƌ͛Ɛ&ƌŝĞŶĚƐ agency activities By arrangement By arrangement No cost to consumer of the Elderly services

Third-party contract service As service provider Volunteer Services Volunteer Retired Senior Service provider for DHS consumers volunteer drivers may By arrangement By arrangement Volunteer Program Provider and Little Brothers Friends be reimbursed, of the Elderly program-dependent

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WQ! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Marq-Tran offers a mix of fixed routes and demand-response services. Most fixed routes offer a variety of deviated services to meet community needs. Additionally, not all communities are served daily, but they do have a minimum of a weekly service to the City of Marquette.

Interpretation of Inquiry Activities This section will summarize quantitative and qualitative results from surveys, interviews, and the review of local plans, primary and secondary sources. Through the analysis of these materials a number of community needs are indentified and highlighted below. Activities and alternative scenarios developed to address these needs are presented in the Proposed Alternatives section of this plan.

Problem Statement: In order to provide comprehensive and cohesive transit to the citizenry of Baraga, Houghton and Keweenaw Counties at affordable cost, transit service providers, government authorities, and Michigan Department of Transportation must coordinate existing resources and leverage additional funding opportunities.

It is evident from the Providers Survey, Stakeholder Meeting, User Survey, and Interviews that the population within the three-county study area wants to see additional routes and services (providing interconnectivity among core communities) and better coordination among existing services.

The local transit needs identified through this process and supporting the problem statement are:

A. Retain the transit services in the study area; B. Enhance coordination and communication among providers and services; C. Address gaps and redundancies in current transit system by enhancing interconnectivity and services to all communities; C.1 Improve interconnectivity within the Cities of Hancock and Houghton; C.2 Establish intercity fixed routes from outlying communities to the Cities of Hancock and Houghton; C.3 Extending service hours and days to accommodate employment needs, evening social activities and errands of riders; C.4 Reduce redundancies and duplications among current service providers; C.5 Develop transit services that complement the local tourism industry; D. Increase education and promotion of existing services; E. Examine fare structures and administrative costs to provide affordable services to people on fixed incomes (social security, supplemental security, and other people receiving federal and state assistance or retirement benefits); F. Enhance services to meet the needs of a larger ridership; F.1 Develop tools and strategies to inform the public and increase the use of existing services F.2 Provide alternative uses to transit: develop services to appeal to bicycle users and recreationalists

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

COMMUNITY-IDENTIFIED NEEDS AND JUSTIFICATION

A. Retain the Transit Services in the Study Area. The transit programs in the study area provide a lifeline to the individuals accessing these services. In many cases these service provide riders their only link to grocery stores, banks, and medical appointments. Individuals riding BHK CAA͛ƐǁĞĞŬůǇďƵƐĨƌŽŵDohawk to the Copper Country Mall plan their weekly or biweekly grocery shopping to coincide with going to Walmart to stretch their limited budgets. These individuals also make plans to visit friends or family in the Hancock/Houghton area on tĞĚŶĞƐĚĂǇ͛Ɛ ƐĞƌǀŝĐĞƐ͘ Similarly͕ ƚŚĞ ŝƚǇ ŽĨ ,ŽƵŐŚƚŽŶ͛Ɛ Ĩixed route allows for individuals living at Michigan dĞĐŚ͛Ɛ ĂŶŝĞů ,ĞŝŐŚƚs to access shopping opportunities in the Houghton M-26 shopping corridor. The demand-response services of both cities allows for specialized trips where individuals can run errands and do their banking and shopping without depending on a personal vehicle. The Baragaland Senior Citizens Bus provides the only access for some Baraga County senior citizens to medical appointment and services, in Baraga County as well as Marquette, Houghton and Iron Counties. Finally over one fourth ŽĨ ƚŚĞ ƐƵƌǀĞǇ ƌĞƐƉŽŶĚĞŶƚƐ ƌĞƉŽƌƚĞĚ ƵƐŝŶŐ ŽŶĞ ŽĨ ƚŚĞ ƌĞŐŝŽŶ͛Ɛ ƚĂǆŝ ƐĞƌǀŝĐĞƐ providers, again supporting the need for alternatives to privately owned vechicles.

The support for these programs is evident throughout the study area. A number of respondents shared comments in the User Survey revealing the importance of these services, such as ͞/ƌĞĂůůǇĂƉƉƌĞĐŝĂƚĞƚŚĞ ďƵƐ ƐĞƌǀŝĐĞ͙WůĞĂƐĞ ĚŽŶ͛ƚ ƚĂŬĞ ƚŚĞ ďƵƐ ĂǁĂǇ ĨƌŽŵ ŵĞ͘͟ tŚĞŶ ĂƐŬĞĚ ŝŶ ƚŚĞ User Survey on how important it is for Baraga, Houghton and Keweenaw Counties to have a good mass transit system, a combined 97% of respondents state that they feel it is important (somewhat important/very important) that the tri-county area have a system.

Local transit services will become more necessary in the study area as gas prices increase. When the User Survey was developed and implemented in November 2010, unleaded fuel cost on average was $2.85 per gallon. The survey asked respondents to consider at what price per gallon gas would have to become before they began using public transportation. Fifteen percent of Respondents stated that when gas became $3.00 per gallon they would start using public transit, 26% Respondents at $4.00, and 19% at $5.00 per gallon. A recent report from the American Public Transportation Association finds that $4.00 per gallon gas prices may result in an additional 670 million public transit passenger trips. The study goes on to predict that if gas goes above $5.00 per gallon, transit will see an additional 1.5 billion passenger trips.

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^a! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

The cities of Hancock and Houghton contain many of the state and human services agencies (Department of Human Services, Michigan Works, Bureau of Veteran Affairs, Little Brothers), Michigan Tech͕ &ŝŶůĂŶĚŝĂhŶŝǀĞƌƐŝƚǇ͕ WŽƌƚĂŐĞ ,ĞĂůƚŚ ^ǇƐƚĞŵƐ ĂŶĚ ƐƉŝƌƵƐ <ĞǁĞĞŶĂǁ ůŝŶŝĐ͛Ɛ, numerous grocery and retail stores, and a majority of the employment opportunities in the study area. Hypothetically any area not served by public transit in the study area could be considered a gap and in need of transit. ,ŽǁĞǀĞƌ͕ŝƚ͛ƐŶŽƚĨŝƐĐĂůůǇƉŽssible, or affordable for riders, to provide service to all locations within the study area. This need is broken down into five identified gaps and redundancies.

C1. Improve interconnectivity within the Cities of Hancock and Houghton Interconnectivity means transporting people in a seamless and integrated fashion. This need speaks to the number of transit services operating independently of each other within the two cities and reported disconnect Done Well perceived by consumers. Currently, the City of Houghton 11% is served by a fixed route ;ďǇ,ŽƵŐŚƚŽŶ͛ƐƚƌĂŶƐŝƚƐĞƌǀŝĐĞƐͿ and demand-response services (by both Hancock and Needs to Begin Houghton͛Ɛ dƌĂŶƐŝƚ ƐĞƌǀŝĐĞƐͿ, whereas the City of Needs 42% Hancock is served only by demand-response services (by Action both ĐŝƚŝĞƐ͛ƚransit services.) Additionally within the ĐŝƚǇ͛Ɛ 29% boundaries BHK CAA operates a demand-response Needs service on Monday and Wednesday, and a fixed route Significant that connects Mohawk to the Copper Country Mall. On- Action Tran, serving Ontonagon County, provides weekly transit 18% to Walmart from Ontonagon. Also, once or twice a Figure 8: Response from Providers Survey Question month Baragaland Senior Citizens bus provides non- Is there a process for identifying duplication of services, emergent medical transit to the cities of Hancock and underused assets, and services gaps? ,ŽƵŐŚƚŽŶĨƌŽŵĂƌĂŐĂͬ>͛ŶƐĞ͘/ŶĚŝĂŶdƌĂŝůƐĚĞƉĂƌƚƐĂŶĚƚĞƌŵŝŶĂƚĞƐĂĚĂŝůǇƐĞƌǀŝĐĞĨƌŽŵ,ĂŶĐŽĐŬĞĂĐŚ day with stops in Houghton. Furthermore, numerous human services agencies are providing transportation for their consumers. Finally, passengers have the option of local taxi services that exist ŝŶƚŚĞĐŝƚǇ͛ƐďŽƵŶĚĂƌŝĞƐ͘,ŽǁĞǀĞƌ͕ǁŝƚŚĂůůŽĨthese options, people still have unmet needs.

The need to improve interconnectivity within the cities was first identified in the Provider͛Ɛ Survey. The second section of the survey, Taking Stock of Community Needs and Moving Forward, asked respondents to rate their perception of the process to identify duplications of services, underused assets and services gaps. Sixty percent of respondents felt the process needed to begin or needed significant action, see Figure 8: Response to Providers Survey Question Is there a process for identifying duplication of services, underused assets, and service gaps?

This need was discussed at the Stakeholders Meeting in September 2010, where agencies identified numerous locations within the cities of Hancock and Houghton to be incorporated into a fixed route service, connecting these locations will better service the needs of individuals with disabilities, senior

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan citizens and low-income household. This information is presented in Table 7: Popular Destinations of Senior Citizens and Individuals with Disabilities and Low Incomes.

This need is further supported by User Survey results, where respondents ranked More frequent routes from existing transit providers as their primary augmentation that will increase their use of public transit. One respondent stated, ͞dƌŝƉƐĂĐƌŽƐƐƚŚĞďƌŝĚŐĞĨƌŽŵ,ĂŶĐŽĐŬ to Houghton, and back ʹ just a few destinations to keep it simple at first͙͘͟Another respondent ƐƵŐŐĞƐƚĞĚ͙͞ĐƌĞĂƚĞĂƌĞŐƵůĂƌĨŝǆĞĚ route that would go between the hospital, Hancock and Houghton͙͘͟

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Providing additional fixed routes in the Cities of Hancock and Houghton will allow for scheduled access to medical facilities, universities (particularly to Finlandia University, which is not served by a fixed route), errands and social functions. The City of HoughƚŽŶ͛ƐĨixed route serves the downtown, Michigan Tech and M-26 shopping corridor; however, community resources within the City of Hancock are only served by demand-response services (both public and private). Residents of the City of Hancock accessing resources within the City of Houghton rely on demand-response services. Expanded fixed routes may drop the costs of connections from Hancock to Houghton, making public transit more affordable for the low income riders needing transit for employment purposes. Demand-response is typically twice as expensive as the City ŽĨ,ŽƵŐŚƚŽŶ͛ƐĨŝǆĞĚƌŽƵƚĞƐĞƌǀŝĐĞ.

TABLE 7: POPULAR DESTINATIONS OF SENIOR CITIZENS AND INDIVIDUALS WITH DISABILITIES AND LOW INCOMES

Location

Demand

Response Response

Type of - - Transit Service Fixed RouteFixed City of Houghton City of Houghton Demand BHK CAA RouteFixed BHK CAA Demand City of Hancock Response Portage Health Systems 5 5 5 Aspirus Medical Arts 5 5 5 Copper Country Mental Services 5 5 5 5 Department of Human Services 5 5 5 Michigan Works/ Manpower 5 5 5 5 Social Security Administration 5 5 5 5 Secretary of State 5 5 5 5 Michigan Technological University 5 5 5 5 Finlandia University 5 5 5 Jutila Center 5 5 5 Walmart 5 5 5 5 5 Econo Foods /Shopko 5 5 5 5 5 Pats Foods Hancock 5 5 5 Copper Country Mall 5 5 5 5 5 Ridge View Plaza / Razorback Plaza 5 5 5 5 Hancock Housing Commission 5 5 5 5 Heritage Manor 5 5 5 5 Scott Hotel 5 5 5 5 Douglass House 5 5 5 5 5 Arbor Green 5 5 5 5 Forest Park Apartment 5 5 5 Hancock Apartments 5 5 5 43

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^^! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan in the cities of Hancock and Houghton. Additionally there is need to transport youth to educational resources and across district lines, as this is a challenge for families living in shelter homes or participating in the youth shelter programs of Child and Family Services. Participants at the Stakeholder Meeting brainstormed three ideal routes to serve the area.

1. Northern Houghton County ʹ Daily or weekly services to connect rural populations to the small urban areas. a. Daily route should include connections from Hancock/Houghton, Lake Linden/Hubbell, Calumet/Laurium b. Discussed weekly routes going to rural areas; allowing elderly, disabled, and low income individuals the opportunities to get to a population center for medical appointments, errands (bank, grocery shopping, etc.) 2. Southern Houghton County / Baraga County (hereafter simplifieĚ ĂƐ ͞ĂƌĂŐĂ ŽƵŶƚǇ͟Ϳ ʹ Daily or weekly services to connect rural population to Hancock/Houghton area: a. Routes should include connection from Trimountain, South Range, Chassell, Painesdale͕ĂƌĂŐĂͬ>͛ŶƐĞ b. Discussed weekly routes going to rural areas, allowing elderly, disabled and low income individuals the opportunities to get to a population center for medical appointments, errands (bank, grocery shopping, etc.). 3. Summer Keweenaw Route ʹ Daily service to Keweenaw County to assist both seasonal employees and tourists. This route should include connections of Hancock/Houghton, Lake Linden/Hubbell, Calumet/Laurium, Kearsarge, Copper City, Mohawk, Eagle River, Eagle Harbor, Copper Harbor, Keweenaw Mountain Lodge and return.

The respondents of the User Survey ranked extended bus services (additional stops/communities) as the third augmentation that will increase their use of public transit. This need, providing connections from the villages of BarĂŐĂͬ>͛ŶƐĞĂŶĚĂůƵŵĞƚͬ>ĂƵƌŝƵŵto the Cities of Hancock and Houghton, generated the most comments from respondents: Baraga County o ͞Baraga County had the highest unemployment. We need transportation͟; o ͞As an employee at Baraga County DHS, I see the great need in our area for clients to have an alternative means of transportation re: employment. So many of the clients ǁŽƵůĚďĞŶĞĨŝƚďǇƌĞůŝĂďůĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶƚŽĚŽĐƚŽƌĂƉƉŽŝŶƚŵĞŶƚƐĂƚW,^͙͖͟ĂŶĚ o ͞It would benefit the people in Baraga County to greatly have public transportation within the county and to/from Houghton.͟

Northern Houghton County o ͙͞/ŚĂǀĞŶŽƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂǀĂŝůĂďůĞƚŽŵĞǁŚĞŶŵǇŚƵƐďĂŶĚŝƐĂƚǁŽƌŬ͙͘ǁĞŚĂǀĞŽŶůǇ ŽŶĞĐĂƌĂŶĚ/ĚŽŶ͛ƚĚƌŝǀĞĂŶĚ/ĂŵƚŚĞƌĞĨŽƌĞƵŶĂďůĞƚŽŐĞƚĂƌŽƵŶĚ͙͘I have been asking ǁŚǇǁĞŶĞǀĞƌŚĂǀĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂǀĂŝůĂďůĞŝŶ>ĂŬĞ>ŝŶĚĞŶ͕ĂůƵŵĞƚĂŶĚƵƉ͙͟; o ͞Many people in the north end do not have transportation to access employment opportunities, shopping, etc. in Houghton/Hancock͟; and

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^U! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

E. Examine Fare Structures and Administrative Costs to Provide Affordable Services to People on Fixed Incomes (social security, supplemental security and other people receiving federal and state assistance or retirement benefits) Price, another element of the marketing mix, received both positive and negative comments during this process. Below current fares are presented in Table 9, to help illustrate who (population group) can purchase what service at what price point. On the right hand side of this chart for comparison are the range fares for BART, Marq-Tran, and Gogebic County Transit services. For more information on the BART and Marq-dƌĂŶ͛Ɛ ŽƉĞƌĂƚŝŽŶĂů ďŽƵŶĚĂƌŝĞƐ ĂŶd services, please see Case Study I: Bay Area Rural Transit (BART) and Case Study II: Marquette County Transit Authority (Marq-Tran).

TABLE 9: RANGE OF FARES AND TRANSIT SERVICES IN STUDY AREA AND REGION

Senior Individuals w/ General Public Children Students Case studies Other Citizen Disabilities

$1.00 Under

City of Houghton Fixed Route

BHK CAA Demand-Response North Houghton BHK CAA Demand-Response: Fares V For $1.00 When space is available North Houghton ary Between ary Fares Vary Fares Marq

City of Transit County Gogebic Vary -

Houghton Fixed Tran

between

Between $1.00 Between

Route $.80 $.80 BART

$1.50 City of Houghton Evening Demand Services 5.60

- -

$4.00 3.00 $2.00

BHK CAA Fixed Route BHK CAA Fixed Route For When space is available

BHK CAA Demand Response North Houghton & BHK CAA Demand-Response: Central Houghton North Houghton & Central When space is available Houghton

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

General Senior Individuals w/

Children Students Case studies Other Public Citizen Disabilities

City of Hancock City of Hancock City of Hancock Demand- Demand- Demand-

Response Response Response Services Services Services

City of City of City of Houghton Houghton Houghton

For $2.50 Day Demand- Day Demand- Day Demand-

Response Response Response

Service (within Service (within Service (within $1.00 Between Fares Vary city limits) city limits) city limits) Gogebic County Transit County Gogebic

City of Hancock Fares Vary Demand-

Response Services

between BART - Fares V 3.00 City of City of City of City of Houghton Houghton Houghton Houghton

Day Demand- Day Demand- Day Demand- Day Demand- $1.50 ary Between ary Response Response Response Response Marq -

service Service Service Service $4.00 For $3.00

(outside city (within city (outside city (outside city -

Tran limits) limits) limits) limits)

$.80 $.80

BHK CAA Demand-Response North Houghton & BHK CAA Demand-Response: ʹ

Central Houghton North Houghton & Central $ 5.60 When space is available Houghton

City of Houghton

Day Demand- Response Service (outside For $4.00 city limits)

City of Hancock

Demand- Response Services For $5.00

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

General Senior Individuals w/ Other Children Students Case studies Public Citizen Disabilities

City of Houghton

Day Demand- Response Service (within For $5.00 city limits)

City of Houghton

Day Demand- Response Service (outside For $6.00 city limits)

ON-TRAN from

Ontonagon to Houghton For $7

The City of Houghton and BHK CAA͛Ɛ fixed route services are the same price, $2.00 for a one-way fare. Their bus is primarily available to senior citizens and individuals with disabilities and serves a larger area than the City of Houghton Transit. The City of Hancock and City of Houghton demand-response service within city limits are the same price for the general public. However, the City of Hancock fares will bring riders into the Houghton area, for the same price the City of Houghton transit will only bring riders to location within the city boundaries; comparable service from the City of Houghton is $1.00 more per population group.

The City of Hancock does offer two rider passes; Senior Citizen/Handicapped pass of $40.00 that offers 19 total rides (16 paid rides + three free rides) and a Student Pass $30.00 that offers 12 rides (ten paid rides + two free rides). A City of Houghton rider can purchase a $20.00 pass book.

The Cities of Hancock and Houghton have the highest fares in the region. Marq-Tran͛s riders can purchase a one-way fare on a fixed route for under $1.00 in the City of Marquette; demand-response services within city limits of Marquette are $2.60 one-way, from one end of Marquette County to the other end the maximum charge is $5.60. BART riders can purchase a one-way fare on a fixed route in the City of Ashland for $1.50; demand-response within the city is the same cost. BART does offer both monthly passes and a $20.00 pass for the cost or $18.00 (10% discount). Gogebic County Transit fares are $2.00 (1-3 miles), $2.50 (4-24 miles), and $3.00 (25 miles +); Gogebic County Transit halves their fares for senior citizens, students and children to $1.00, $1.25 and $1.50.

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[S! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Baragaland Senior Citizens is a non-profit senior citizen center. It is classified as a Social Service & Welfare Organization with NAICS Code 624190 ʹ Other Individual and Family Services. The agency receives funding from several sources, including a county millage renewable every five years. The agency also receives funding through MDOT to assist in providing transit to program-eligible users. Its transit service includes both demand-response and fixed route services for senior citizens (age 50 and older) and individuals with disabilities. This framework will allow Baragaland to expand its services if funding and need warrant, but they are limited as to whom they can offer services to based on program requirements.

Analysis of Existing Framework Despite the existence of numerous services from the aforementioned entities, many communities in the study area are underserved or not served at all. The Cities of Hancock and Houghton may choose to expand their service areas, and these agencies are the most feasible to do so given their existing daily service, universal passenger eligibility, well established funding and procedural frameworks, and central locations within the Keweenaw Peninsula. One way to divide potential outlying service locations between the cities would be for the City of Hancock to serve communities farthest to the north and for the City of Houghton to serve communities more accessible to its southern location, including the Range Towns. Transfers could be provided throughout the region by providing a connection point between Hancock and Houghton services.

Baragaland Senior Citizens and BHK CAA may both expand their service areas (operation boundaries), times, and days if funding and need warrant; however, they are limited as to whom they can offer services to based on program requirements. Both may coordinate with the Cities of Hancock and Houghton to provide transfers ĂŶĚĂĐĐĞƐƐďĞƚǁĞĞŶƚŚŽƐĞĐŝƚŝĞƐĂŶĚƚŚĞsŝůůĂŐĞƐŽĨ>͛ŶƐĞĂŶĚĂƌĂŐĂ.

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! !

Qa! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

TABLE 11: SWOT ANALYSIS FOR EXPANSION OF EXISTING SERVICES WITHIN CURRENT FRAMEWORK

Strengths Weakness

Reduce duplication in existing services Changes within existing framework (may require Serve larger area (no limit, but initially most of central retraining of staff, changing responsibilities, new work and northern Houghton County and its population base) loads of management staff) Connections to other transit opportunities Not enough staff (drivers) (airports/connecting other communities to Indian Trail Not enough buses services) Increased costs (larger service area/increase costs) Working with existing framework of cities; easy to Need to examine insurance policies/increase coverage change back to current system if needed Frustration among staff dealing with change Through expansion special service routes could be Initial benefit to Keweenaw and Baraga Counties would eliminated (City of Houghton third party contracts) be minimal Providing more tourist oriented transit

Internal Origin (Hancock/Houghton to Calumet/Laurium) Providing transit for recreationalist (connections to skiing, hiking, biking trails) Providing services that are youth oriented Providing services that meet the needs of human services organizations (frees up their funding to meet their primary agency missions) Connecting more people to community resources Opportunities Threats

Potential for new customer base BHK CAA may view as competition Potential for increased funds through new fares/new Local taxi companies view as competition

customers Population may not be interested in new Origin Potential for additional match for state and federal routes/service opportunities funding Potential new funding sources may not be realized

External Potential for increased match through billing newly dĂŬĞƐƚŝŵĞƚŽĐŚĂŶŐĞƉĞŽƉůĞ͛ƐďĞŚĂǀŝŽƌƐĂŶĚĂƚƚŝƚƵĚĞƐ served municipalities Public will still not express happiness with expanded Potential for increased funding through contracts with service delivery models human services agencies

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QO! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan opportunity, leaving out the less populated townships of Sherman and Houghton. A similar arrangement can be made to serve the Villages ŽĨĂƌĂŐĂĂŶĚ>͛ŶƐĞ under the authority.

Proposed Recommendations The developed systems should include many of the activities and recommendation presented above.

Coordinate transfers and stops with taxi stands, Indian Trails Bus Services, Houghton County Memorial Airport, BHK CAA, and Baragaland Senior Citizens Bus.

Install signage to mark bus stops.

Designate a central terminus (either in city of Hancock or Houghton) for feeder routes to converge on: The terminus should be a location already popular with the region͛s citizenry. Respondents in the User Survey identified the following three locations they access three or more times a week: M-26 Shopping Corridor (40%), Downtown Houghton (32 %), and Downtown Hancock (25%).

Create internal routes to circulate riders within core communities. This will allow for access to vital community resources (shopping areas, employers, medical services, downtowns, and medical facilities), downtown, populous neighborhoods, and public housing, and connections to feeder-routes. Internal routes would include those in the following communities: o Hancock / Houghton o Calumet / Laurium (including Mohawk, Kearsarge, and Centennial) o Baraga / >͛ŶƐĞ

Develop community feeder routes to allow for connections and transfers to be available across the study area. o Southern US-41 Route ʹ The route will connect ĨƌŽŵ>͛ŶƐĞ͕ĂƌĂŐĂ͕ and Chassell to a central terminus in Hancock / Houghton. Stops in core communities (>͛ŶƐĞͬBaraga, Hancock/Houghton) would coincide with stops along the internal routes and to a central terminus in Hancock/Houghton. o Range Towns Routes ʹ Route will connect from Painesdale, Trimountain, South Range, Atlantic Mine, Dodgeville, Hurontown to a central terminus in Hancock/Houghton. o Northern Houghton Communities Loop ʹ The route will connect Calumet/Laurium (integrating the internal route), Lake Linden, Hubbell, Tamarack City, Dollar Bay, and Ripley, and to a central terminus in Hancock/Houghton returning along US-41.

Expand hours of fixed routes from 7:00 am to 7:00 pm allowing for reliable transportation to employment and the ability to run errands after 5:00 pm.

Institute Saturday service to allow for reliable transportation to employment and the ability to run errands on weekends.

Market and promote the service. This is especially important in the early development of the systems. Free days should be planned to build a consumer base; otherwise people will continue to perceive services are for senior citizens, individuals with disabilities, and public housing residents.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

Provide connections to recreation facilities including tourist destinations.

Pass a millage to support transit activities. To support transit activities and keep fares at an affordable rate, the transit authority can levy a millage. The following political entities in Michigan have designated taxes to support transit services for their communities (those from the Upper Peninsula are in italics):

Bedford Twp (sales tax, 2000); Benzie County (property tax, 2006); Charlevoix County (property tax, 2004); Flint (property tax, 2004, 2005); Gogebic County (property tax, 2004); Grand Rapids (property tax 2000, 2003); Holland / Holland Twp (property tax, 2006); Kalamazoo (property tax 2004, 2006) Kalkaska County (property tax, 2006); Lake County (property tax, 2004) Lansing (property tax 2000, 2004); Ludington (property tax, 2004) Macomb County (property tax, 2006); Manistee County (property tax 2006); Marquette County (property tax, 2004); Midland County (property tax, 2004); Oakland County (property tax, 2006); Port Huron (property tax, 2000); Scottville (property tax, 2004); Shiawassee County (property tax, 2004); Tuscola County (property tax, 2006); and Wexford county (property tax, 2006); (TCRP Report 129, 2006).

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

TABLE 12: SWOT ANALYSIS OF ACT 55 MASS TRANSPORTATION SYSTEM AUTHORITY

Strengths Weakness

Reduce duplication in existing services Need to develop an authority, eliminating existing May serve larger area (could include all of study area) frameworks (may require retraining of staff, changing and population with relative logistical simplicity responsibilities, may lead to the elimination of positions) Flexible ʹ to meet the needs of different population area Not enough staff (drivers) Opt in/opt outͶmunicipalities and their voters can Not enough buses choose if they want to participate in transit. Increased costs (Larger service area/increase funding) May provide connections to other transit opportunities Need to research and purchase new insurance

(airports/connecting other communities to Indian Trail policies/increase coverage services) May need new physical locations for operations/central Through expansion special service routes could be convergence point eliminated Frustration among current ridership with changeover of Internal Origin May provide more tourist-oriented transit service. (Hancock/Houghton to Calumet/Laurium) Will only serve communities that choose to opt in to May provide transit for recreationalist (connections to the authority. skiing, hiking, biking trails) Tax rate must be uniform across the authority - if at May provide services that meet the needs of human county level, rural citizen may feel disadvantaged if the services organizations (frees up their funding to meet system does provide them the same service as urban their primary agency missions) citizenry. Connecting more people to community resources If not appropriate option will be difficult to dissolve and reinstate city services Opportunities Threats

Potential for new customer base BHK CAA may view as competition Potential for increased funds through new fares/ Local taxi companies may view as competition customers Population may not be interested in new routes/service

Potential of additional match for state and federal opportunities funding Potential new funding sources may not be realized Potential for increased match and stability of funding dĂŬĞƐƚŝŵĞƚŽĐŚĂŶŐĞƉĞŽƉůĞ͛ƐďĞŚĂǀŝŽƌƐĂŶĚĂƚƚŝƚƵĚĞƐ through millage Public will still not express happiness with extended External Origin Potential for increased funding through contracts with service delivery models human services agencies Frustration among current ridership with changeover of Reduce frustration among people outside of current service service areas Current systems/relinquish their control to the newly formed authority

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QQ! ! ! Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

The regional authority could also be established by the three counties to service the study area, a combination of a township, or another combination that ďĞƐƚ ĨŝƚƐ ƚŚĞ ŶĞĞĚ ŽĨ ƚŚĞ ƐƚƵĚǇ ĂƌĞĂ͛Ɛ population.

Potential Scenario: The City of Hancock and City of Houghton along with the Villages of Calumet, Laurium, Lake Linden, ĂƌĂŐĂ͕ >͛ŶƐĞ͕ ^ŽƵƚŚ ZĂŶŐĞ͕ ĂŶĚ ůůŽƵez Township jointly form a Public Transit Authority. The geographic boundaries of the new authority will be established along municipal boundaries. (If additional population areas like Dollar Bay, Hubbell, Trimountain, Painesdale, and Chassell would like to be included, the townships can join based on voting precinct/ward lines). The participating units resolve to form an authority and approve Articles of Incorporation (guidance for the development of which is found in the Act). The board passes a resolution to form an Act 196 Authority incorporating these units. Once the regional authority is formed, it is a corporate body with the power to sue and be sued. The aƵƚŚŽƌŝƚǇ͛Ɛ ŐĞŽŐƌĂƉŚŝĐ ďŽƵŶĚĂƌǇ ǁŽƵůĚ ĐŽŝŶĐŝĚĞ ǁŝƚŚ ƚŚĞŝƌ ƐƉĞĐŝĂů ĂƐƐĞƐƐŵĞŶƚ ĚŝƐƚƌŝĐƚ allowing for revenues and local share to be raised in part through a millage, renewable every five years.

Proposed Recommendations: The developed systems should include many of the activities and recommendations presented above in Proposed Alternative: Mass Transportation System Authorities (Public Act 55 of 1963).

Coordinate transfers and stops with taxi stands, Indian Trails, Houghton County Memorial Airport, BHK CAA, and Baragaland Senior Citizens Bus.

Install signage: to mark bus stops.

Designate a Central Terminus in either Hancock or Houghton for feeder routes to converge on. Terminus should be in a location already popular with the regions citizenry. Respondents in the user survey identified the following three locations as they access three or times a week: M-26 Shopping Core (40%), Downtown Houghton (32 %), and Downtown Hancock (25%).

Develop community feeder routes to allow for connections and transfers to be available across the study area. o Southern US-41 Route ʹ dŚĞƌŽƵƚĞǁŝůůĐŽŶŶĞĐƚĨƌŽŵ>͛ŶƐĞ͕ĂƌĂŐĂ͕and Chassell to a ĐĞŶƚƌĂů ƚĞƌŵŝŶƵƐ ŝŶ ,ĂŶĐŽĐŬ ͬ ,ŽƵŐŚƚŽŶ͘ ^ƚŽƉƐ ŝŶ ĐŽƌĞ ĐŽŵŵƵŶŝƚŝĞƐ ;>͛ŶƐĞͬĂƌĂŐĂ͕ Hancock/Houghton) would coincide with stops along the internal routes and to a central terminus in Hancock/Houghton.

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

o Range Towns Routes ʹ Route will connect from Painesdale, Trimountain, South Range, Atlantic Mine, Dodgeville, Hurontown to a central terminus in Hancock/Houghton. o Northern Houghton Communities Loop ʹ The route will connect Calumet/Laurium (integrating the internal route), Lake Linden, Hubbell, Tamarack City, Dollar Bay, and Ripley, and to a central terminus in Hancock/Houghton returning along US-41. o None of the proposed feeder routes serve the M-28 corridor or other low-traffic roads connecting to far southern Houghton County or adjacent parts of Baraga County; these areas would more appropriately receive demand-response service, the formulation of which would be determined based on the final composition of the transit authority.

Expand hours of fixed routes from 7:00 am to 7:00 pm allowing for reliable transportation to employment and the ability to run errands after 5:00 pm.

Institute Saturday service to allow for reliable transportation to employment and the ability to run errands on weekends.

Provide connections to recreation facilities including tourist destinations.

Pass a millage to support transit activities. To support transit activities and keep fares at an affordable rate the transit authority can levy a millage. The following political entities in Michigan have designated taxes to support transit services for their communities (those from the Upper Peninsula are in italics):

Baraga, Houghton and Keweenaw Counties Coordinated Human Services and Public Transit Plan

TABLE 13: SWOT ANALYSIS OF ACT 196 REGIONAL TRANSPORTATION AUTHORITY

Strengths Weakness Provide guidelines for transition of employees from Need to develop an authority, eliminating existing existing public transportation systems frameworks (may require retraining of staff and Reduce duplication in existing services changing responsibilities; possible elimination of positions) May serve larger area (could include all of study area) Not enough staff (drivers) May serve larger population Not enough buses Flexible ʹ to meet the needs of different population area Increase costs (larger service area/increase expenses) Flexible in service area ʹ along precinct /ward lines Need to research and purchase new insurance policies/increase coverage

Opt-in/opt-outͶmunicipalities and their voters can choose if they want to participate in transit. May need new physical locations for operations May provide connections to other transit opportunities Frustration amongst current ridership with changeover (airports/connecting other communities to Indian Trail of service. services) Will only serve communities that choose to opt-in to Internal Origin Internal Through expansion special service routes could be the authority. eliminated Tax rate must be uniform across the authorityͶif at May provide more tourist-oriented transit (Hancock / county level, rural citizen may feel disadvantaged if the Houghton to Calumet/Laurium) system does not provide them the same service as urban citizenry May provide transit for recreationalist (connections to skiing, hiking, biking trails) If not, appropriate option will be difficult to dissolve and reinstate city services May provide services that meet the needs of human services organizations (frees up their funding to meet their primary agency missions) Connects more people to community resources Opportunities Threats Potential for new customer base BHK CAA may view as competition Potential for increased funds through new fares/new Local taxi companies may view as competition customers Population may not be interested in new routes/service

Potential of additional match for state and federal opportunities funding Potential new funding sources may not be realized Potential for increased match through billing newly dĂŬĞƐƚŝŵĞƚŽĐŚĂŶŐĞƉĞŽƉůĞ͛ƐďĞŚĂǀŝŽƌƐĂŶĚĂƚƚŝƚƵĚĞƐ served municipalities Public may still not express happiness with expanded

External Origin External Potential for increased funding through contracts with service delivery models human services agencies Frustration among current ridership with changeover of Reduce frustration among people outside of current service service areas Current systems/board would have to relinquish control to the newly formed authority

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Study Recommendation The following multi-year approach is recommended to restructure transit services in the study area and address the redundancies and gaps revealed through this planning process. This recommendation is a conservative design, expanding on the resources already available in the study area. It proposes trial periods, allowing for progression of activities to be made through positive results of the current years activity level. If an activity is not providing the expected results, service can return to previous levels. The recommendation is introduced in the narrative below, and then each activity is expanded upon in the following multi-year table.

The recommendation starts with developing educational and promotional campaign through the creation of a regional transit brand for the multiple agencies operating in the study area in the first year. This brand will be used on printable schedules/ brochures, website, public service announcement and serve as recognizable icon to mark designated bus stops. Additionally, first year activities will include the implementation of a fixed route or deviated-fixed route from downtown Hancock to the M-26 shopping corridor and Walmart. To support existing fixed routes and popular destinations (for demand- response ƐĞƌǀŝĐĞƐͿ͞ďƵƐƐƚŽƉ͟ƐŝŐŶƐǁŝůůďĞĚĞǀĞůŽƉĞĚĂŶĚŝŶƐƚĂlled. Lastly, activities in the first year include the planning for the expansion of the Cities of Hancock and Houghton service areas to offer feeder routes into these core communities, allowing accesses to employment, human service agencies, and other community resources.

The second year activities include the implementation of appropriately planned and funded feeder routes. The promotion and education campaign described above is ongoing throughout this recommendation; however, special attention should be given to introducing new feeder routes. Additionally, website and print materials should be updated as needed. Signage will be installed to mark stops on new routes. Finally new routes should be evaluated every three months and necessary adjustments to schedules and routes made as needed.

The third year of this recommendation centers on the findings from evaluation of feeder routes. If routes are successful regional planners should begin to evaluate the feasibility of the formation of a multi-county transit authority (under Public Act 55 or 196.) The development of the authority will take a considerable amount of planning, coordination, negotiations and support from municipalities in the three county region. As most authorities raise a portion of their local match through a millage, renewable on a five year basis, considerable education on what the services are will be needed. Additional activities during year three will be the continued operation of the feeder routes, promotion of the services and updates to the website and print materials as appropriate.

In the fourth year, a considerable amount of planning will go towards the development of the appropriate authority. Additionally, for the authority to begin operations in year five a millage will have to be introduced and voted on within the transit district. Year four will see the continued operation of the feeder routes, promotion of services and update to the website and print materials as necessary.

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TABLE 814: YEAR ONE IMPLEMENTATION

Brand Transit in Study Area What: Develop brand, including logo, tagline; this Develop a simple and universal transit brand for area. This consistent message should be used brand should be designed for use on a collaborative collaboratively among providers. website, print brochure, schedules, bus stops, and possible smart phone applications. The brand should include a logo Who: Hire marketing firm, design firm, or other that is appropriate for the aforementioned media sources agency with applicable skills with background in and is acceptable to be used within highway right-of-way. developing cooperative brands. Consultation with Consultation of the Michigan Manual on Uniform Traffic transit providers and MDOT will be required. It is Control Devices (MUTCD) and local sign ordinances will be recommended to include NPS (see comments). necessary.

Y Why: Develop a consistent message that will be Consultation is also recommended with NPS as future E recognized among stakeholder groups. activities may include development of signage within the boundaries of the Keweenaw National Historical Park. The A How: Pool funding from agencies or develop as brand should also include a simple tagline for press R part of larger project. Education project would be releases, print pieces, brochures and schedules, and the eligible for Service Delivery New Technology website. O (SDNT) Program or Job Access Reverse Commute N (JARC) Program if there is strong employment E correlation. Develop Print Materials A C What: Use brand to develop materials informing Develop a consolidated, updateable multi-agency schedule public of different services available in study area and brochure. The brochure should be simple and easy to T and how and where to access them. understand. It should include fares; maps of operational I boundaries and fixed routes, and eligibility criteria for V Who: Hire marketing firm, design firm, or other special services; contact information; and website address. I agency with applicable skills and background in Materials should be 8.5͟ǆϭϭ͟enabling them to be easily T developing cooperative brands. Consult with copied, downloaded, and printed from home and office I transit providers and MDOT. Consult print printers. If regulations and/or practical concerns warrant, E materials developed by other regions that are develop a family of brochures appropriate to both the S served by multiple transit agencies. general public and special program participants.

Why: Develop consistent messages and materials that can be easily downloaded and printed.

How: Pool funding from agencies or develop as part of larger project. Education project would be eligible for SDNT program or, if there is strong employment correlation, the JARC Program.

Develop Consolidated Website for Regional Transit Services What: Use brand to develop a coordinated Develop a consolidated website for ͞one-stop shopping͟ for website for the study area. all transit-related activities in the region. Currently information is distributed over a variety of pages and Who: Hire marketing firm, design firm, other formats or is only available by contacting the organization agency, or an individual with applicable skills and directly. The website would allow both users and advocates background in developing cooperative brands. to view all transit resources in one place. All types of transit Consult with transit providers and MDOT. (general public, special programs, private, tourism, Consult websites for other regions that are nonprofit and volunteers) could be highlighted on this site. served by multiple transit agencies. This site would allow people to understand the current Why: Develop consistent message and materials network and build traffic to the website, benefiting all Y that can be easily downloaded and printed. organizations included. Users would be able to access and E print materials, contact information, etc. The website A How: Pool funding from agencies or develop as should be developed in Content Management System R part of larger project. An education project (CMS), allowing each agency to have limited administrative would be eligible for SDNT program; rights to update their agency information as needed. Design

Transportation Enhancement Program (TEP); or, of the website should be consistent with branding. O if there is strong employment correlation, JARC N Program. E Develop Signage to Serve as Bus Stops What: Use the brand to develop coordinated There are two fixed routes that serve the study area: City of A signage on fixed routes. Houghton Transit and BHK CAA. Though these routes have C ĨŝǆĞĚĂŶĚƐĐŚĞĚƵůĞĚƐƚŽƉƐ͕ŶĞŝƚŚĞƌƌŽƵƚĞ͛ƐĚĞĨŝŶĞĚƐƚŽƉƐĂƌĞ T Who: Hire marketing firm, design firm, or other marked. This leads to confusion and uncertainty from users I agency with applicable skills including knowledge and advocates. V and experience of designing signs consistent I with MUTCD and consultation with transit This activity recommends designing a multiple level T providers, NPS, and MDOT. Consult bus stop informational sign. The top of this sign is the use of the signage in other regions that are served by transit icon marking the location of the stop. The icon I multiple transit agencies (see examples marks the location for bus drivers and passengers alike, and E presented below). supports and builds brand awareness of transit in the study S area. Beneath the transit icon is room for multiple signs for Why: Develop knowledge and awareness of bus schedule and information regarding demand-response where and when to access existing services in services that may frequent the locations (for example: study area. This activity will also support brand Walmart, Portage Health Services, Shopko, Copper Country in study area. Mall etc.).

How: Pool funding from the agencies or develop MUTCD Bus Stop Sign RS-031 costs $30-ϯϱƉĞƌϮϰ͟ǆϮϰ͟ as part of larger project. An education project sign and is universally recognizable. A custom icon is also would be eligible for SDNT program or TEP (as possible. part of a landscape/aesthetic project).

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Initiate with the Promotional and Educational Campaign What: Promote and educate public about The purpose of advertising is to make the general public and existing services. potential buyers aware of goods, products and services available under a brand. Advertising should be a favorable Who: Transit providers begin promotional and representation of product to make consumers and the educational campaign. general public aware of products or services.

Why: Develop knowledge and awareness to Promotional materials have been identified as part of the build ridership. brand, print and web materials. Further activities should include the development of public services announcements How: Pool funding from agencies or develop as (radio and television), print ads for local newspapers and part of larger project. An education project inserts that can be distributed with newsletters and agency would be eligible for SDNT program, or JARC mailings. Education should include explanations of program (if strong employment correlation). operations and funding, i.e. local funds match State and Federal monies. Y E Additionally, free public transit days should be offered to A promote the services and increase potential ridership. R These may be linked with other community events like student orientations at Michigan Tech University and

Finlandia University, Bridge Fest, etc. Promotion should be O increased at times when new populations are coming into N the regionͶlate August/early September for students, mid- E summer for tourists and vacationers, and mid- December for holiday visitors and tourists. A Implement City of Hancock Fixed Route C What: Offer an additional fixed route. Currently it costs $10 round trip to travel from Hancock to T WalmartͶa distance under three miles. The I Who: Either Hancock or Houghton Transit recommendation is to implement a trial route with stops V implements fixed route. ĂůŽŶŐƚŚĞŝƚǇŽĨ,ĂŶĐŽĐŬ͞ĚŽǁŶƚŽǁŶůŽŽƉ͟ĚŝƌĞĐƚůǇƚŽ I Walmart on an hourly basis. This can be a deviated route T Why: Increase affordable transit options in study that includes demand-response pickups and drop-offsͶ area. utilizing the current services already operating in the City of I HancockͶor a new fixed route served by either the City of E How: Identify funding opportunities from JARC Hancock or Houghton. S or New Freedom programs; increase funding through increased ridership. Pricing should reflect that of fixed route, $2 - 3 for general public. This route should be introduced as part of a promotional campaign. Proposed stops in Hancock include: Scott Hotel, Department of Human Services, Finlandia hŶŝǀĞƌƐŝƚǇ͛ƐĂŵƉƵƐ͕>ŝƚƚůĞƌŽƚŚĞƌƐ͕ĂŶĚMagnuson Copper Crown Motel. Stops should be identified with proposed bus stop signs and schedules.

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TABLE 15: YEAR TWO IMPLEMENTATION

Implement Feeder Routes (year one of trial) What: Offer new routes within existing Proposed feeder routes will begin operation. Planning for framework. routes should continue if not completed. Introduction of these routes should be complemented with a considerable Who: Appropriate transit providers and amount of promotion and education, including free rides municipal boards implement new routes. and complementary passes to build ridership and knowledge of the routes. Why: Serve new population centers, providing connections to employment centers.

How: New routes are eligible for funding under JARC (for employment opportunities of low income individuals) or New Freedom Program (when reducing barriers to transportation Y services and mobility options to individuals with E disabilities). Matching funds should be raised A through user fees and billing/millage/taxes in newly served municipalities. R Continue Promotional and Educational Campaign

What: Promote and educate public about The importance of promoting services cannot be over- T existing services. emphasized. When people do not regularly hear about a W product or service they will believe it has disappeared. O Who: Transit providers continue promotional Promotion should include heavy emphasis on new routes. and educational campaign. Additional promotional ideas include using local news A (radio, television, and internet) broadcasters to report live C Why: Continue to develop knowledge and from expanded services T awareness to retain and build ridership. I V How: Pool funding from the agencies or develop I as part of larger project. An education project would be eligible for SDNT Program or TEP. T Updating Website and Print Materials I What: Promote and educate public about Web and print materials should be updated as necessary E existing services. with new information. S Who: Transit providers update promotional materials.

Why: Continue to develop knowledge and awareness to retain and build ridership.

How: Pool resources (time) from the agencies.

Install Bus Stop Signage on New Routes: Transit Icon What: Mark new routes with coordinated Identify feeder route stops in new communities with signage (transit icon) addition of signage at predetermined bus stops. To allow for flexibility of scheduling it may be appropriate to identify Who: Agency staff install signage along new stops with only the transit icons until schedules have been Y routes. finalized. Scheduled signage should be installed once E permanent routes have been determined (recommended A Why: Develop knowledge and awareness of for year three). R where to access existing services in study area.

T How: Pool funding from agencies or develop as W part of larger project. An education project O would be eligible for SDNT Program or TEP.

C Monitor and Evaluate Year Two Implementation Progression T What: Monitor and evaluate progression of Appropriateness and success of the feeder routes should be I activities. monitored at the three-month, six-month, and 12-month V point. Costs, revenues, ridership, and user and community I Who: Transit providers, municipal boards, perceptions (survey) should be considered for evaluation. T human service agencies, MDOT, and WUPPDR Feeder route schedules should be adjusted as deemed I participate. appropriate at the same monitoring points. E S Why: Check progression towards objectives in the timeframes agreed upon. Measure effectiveness of new routes.

How: Develop milestones, assignments, and timeframe for activities.

TABLE 16: YEAR THREE IMPLEMENTATION

Continue Operating Feeder Routes, if suitable (year two of trial) What: Continue operation of new feeder routes. If feeder routes are operating successfully as planned, they will continue operation. If interest is lacking or the Who: Appropriate transit providers and appropriate transit agency is not receiving its local match to municipal boards operate and oversee routes. operate a certain route, these routes should cease operation. Why: Continue service to new population centers providing connections to employment centers.

How: New routes are eligible for funding under Y JARC (for employment opportunities for low E income individuals) or New Freedom Program A (when reducing barriers to transportation R services and mobility options to individuals with disabilities). Matching funds should be raised T through user fees and billing/millage/taxes in H newly served municipalities. R Install Bus Stop Signage: Schedule Signs E What: Mark new routes with coordinated After first year of trial is complete and appropriate times are E (schedule) signage. determined, develop schedule signage to be installed with identification icon signs along feeder routes. Who: Agency staff install signage along routes. A

C Why: Instill/reinforce knowledge and awareness T of where and when to access existing services in I study area. V I How: Pool funding from agencies or develop as T part of larger project. Education project would I be eligible for SDNT Program or TEP. E Continue Promotional and Educational Campaign S What: Promote and educate public about Promotional activities should continue to highlight the existing services. existing routes and services.

Who: Transit providers continue promotional and educational campaign.

Why: Continue to develop knowledge and awareness to retain and build ridership.

How: Pool funding from agencies or develop as part of larger project. Education project would be eligible for SDNT Program or TEP.

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TABLE 17: YEAR FOUR IMPLEMENTATION

Continue Operating Feeder Routes, if suitable (year three of trial) What: Continue operation of new feeder routes. If feeder routes are operating successfully as planned, they will continue operation with the assumption they will be Who: Appropriate transit providers and integrated into a transit authority if one is instituted. If municipal boards operate and oversee routes. interest is lacking or the appropriate transit agency is not receiving its local match to operate a certain route, these Why: Continue service to new population routes should cease operation. centers providing connections to employment centers.

How: New routes are eligible for funding under JARC (for employment opportunities for low Y income individuals) or New Freedom Program E (when reducing barriers to transportation A services and mobility options to individuals with disabilities). Matching funds should be raised R through user fees and billing/millage/taxes in newly served municipalities. F Continue Promotional and Educational Campaign O What: Promote and educate public about Promotional activities should continue to highlight the U existing services. existing routes and services. Include educational pieces on R the upcoming authority and millage activities. Who: Transit providers continue promotional A and educational campaign. C T Why: Continue to develop knowledge and I awareness to retain and build ridership. V How: Pool funding from agencies or develop as I part of larger project. Education project would T be eligible for SDNT Program or TEP. I Update Website and Print Materials as appropriate E What: Promote and educate public about Web and print material should be updated on an as needed S existing services. basis for all agencies, businesses, and organizations providing services. Information on upcoming authority and Who: Transit providers update web and print millage should be included. materials.

Why: Continue to develop knowledge and awareness to retain and build ridership.

How: Pool resources (time) from the agencies.

Continue Development of a Transit Authority under Act 55 or 196. What: Continue planning for development of Based on the success of the feeder routes, interest by transit authority to operate services in study municipalities, and intensive surveying of the populations of area. municipal units, development of a transit authority and its special transit and assessment districts should be Who: Transit providers, municipal boards, considered for final implementation. Additionally the human service agencies, MDOT, and WUPPDR potential board for the initial term of the authority should participate. develop proposed budgets for implementation of service.

Why: Provide the population of Houghton, Baraga, and Keweenaw Counties with complete Y integrated transit services. E A How: Pool funding from the agencies; also in- R kind planning time, as planning is eligible for funding under SDNT program or JARC. F Develop and Vote on Millage Proposal O What: Develop and seek approval for and Transit authorities have the legal power to raise matching U publishing of millage and ballot language to funds through a millage to keep fares affordable for users of R support a transit authority. the system. Public Act 55 (as well as 196) states that the millage be same rate across the transit authority. If Who: Proposed transit authority board and municipal units make a decision to formalize an authority as A municipal boards develop language to be the controlling entity for transit services in the region, such C presented to voters. a millage should be attempted to fund a portion of T expenses. I Why: Help fund local match for transit V authority. I T How: Proposed language and process are I outlined under the appropriate legislation. E Monitor and Evaluate Year Four Implementation Progression S What: Monitor and evaluate progression toward Monitoring and evaluation of progression toward the activities. activities above for the fourth year of implementation should be continued using milestones and the lead Who: Transit providers, municipal boards, person/agency assigned to each activity chosen for human service agencies, MDOT, and WUPPDR implementation. participate.

Why: Check progression toward objectives in agreed-upon timeframes.

How: Act in accordance with milestones, assignments, and timeframe for activities.

TABLE 18: YEAR FIVE IMPLEMENTATION

Implement Transit Authority What: Transit Authority operates or manages Under the transit authority, a number of new routes can be operation of public transit services in the three- more practically implemented. See proposed routes in the county region. Proposed Alternatives section, which may include the following internal and feeder routes. Who: Transit Authority board and staff and/or Internal Routes: third party operation contractor o Hancock/Houghton o Calumet/Laurium Why: Provide transit services across three- o Baraga/>͛ŶƐĞ county region/special assessment district Feeder Routes : o Southern US -41 Route How: Authority operates using funds raised by o Range Towns Route the special assessment district. Funding is also o Northern Houghton Communities Loop Y available to develop multi-county Transit E Authorities through the Regional Transportation A Program (RTP). However, RTP funds are R programmed annually, and planning for the availability of these funds will have to be done in F close coordination with MDOT. RTP funds may I include startup expense, capital equipment and V facilities, brokerage, and operating assistance. E Install Bus Stop Signage on New Routes: Transit Icons What: Mark new routes with coordinated To identify feeder route stops in new communities and to A signage (transit icon). allow for flexibility of scheduling it may be appropriate to identify stops with only a transit icon until dates and times C Who: Transit authority board and staff work for the route have been finalized. Scheduled signage can be T with appropriate agency/municipal staff. installed once permanent route and schedule have been I finalized. V Why: Develop knowledge and awareness of I where to access existing services in the T ĂƵƚŚŽƌŝƚǇ͛s operating boundary. I E How: Authority uses funds raised by the special S assessment district or as available to develop multi-county transit authorities through the RTP.

RTP funds are programmed annually, and planning for the availability of these funds will have to be done with close coordination with MDOT. RTP funds may include startup expense, capital equipment and facilities, brokerage, and operating assistance.

Promote New Routes What: Continually promote and educate public New promotional materials should continue to build off the about existing routes and schedules and changes brand already created. Promoting new services under the resulting from new framework. Authority should include the development of public service announcements (radio and television), print ads for local Who: Transit Authority board and staff self- newspapers, and inserts that can be distributed in promote. newsletters and agency mailings. Education should include how public authority operates and how it is funded, i.e. Why: Continue to develop knowledge and local funds match state and federal monies. Additionally, awareness to retain and build ridership. free public transit days to promote the services and to increase potential ridership. These could be linked with How: Transit authority funds promotion or other community events like student orientations at develops as part of larger project; an education Michigan Tech and Finlandia University, Bridge Fest, KBIC project would be eligible for SDNT program or Pow Wow, etc. Promotions should be increased at times Y TEP. when new populations are in the region; late August/early E September to correlate with student populations, mid- A Funding is also available to develop multi-county summer for tourists and vacationers, mid-to-late December transit authorities through RTP. However, RTP for holiday visitors and tourists. R funds are programmed annually, and planning for the availability of these funds will have to be F done with close coordination with MDOT. RTP I funds may include startup expense, capital V equipment and facilities, brokerage, and E operating assistance. Update Website and Print Materials A What: Continually promote and educate public Web and print material must be continually updated with C about existing services and changes resulting new routes, schedules, fares, and contact information. T from new framework. I V Who: Transit authority board and staff arrange process for updates. I

T Why: Continue to develop knowledge and I awareness to retain and build ridership. E S How: Transit authority staff or third party contractor perform updates. Monitor and Evaluate Year Five Implementation Progression What: Monitor and evaluate progression toward Monitoring and evaluation of the activities above for the and final status of activities. fifth year of implementation should be continued and concluded using milestones and the lead person/agency Who: Transit providers, municipal boards, assigned to each activity chosen for implementation. human service agencies, MDOT, and WUPPDR participate.

Why: Check progression toward objectives in agreed-upon timeframes.

How: Act in accordance with milestones, assignments, and timeframe for activities.

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