The URL can be used to link to this page

Home My WebLink About06142010 City Council PacketSeward City Council Agenda Packet Seward Mural Society's "Kenai Fjords" June 14, 2010 City Council Chambers Beginning at 7:00 p.m. 1963 1965 2005 The City of Seward, Alaska CITY COUNCIL MEETING AGENDA JUI-Amedca CRY I I I I {Please silence all cellular phones and pagers during the meeting} June 14, 2010 7:00 p.m. Council Chambers Willard E. Dunham Mayor Term Expires 2011 Jean Bardarson Vice Mayor Term Expires 2010 Robert Valdatta Council Member Term Expires 2011 Tom Smith Council Member Term Expires 2011 Vanta Shafer Council Member Term Expires 2011 Marianna Keil Council Member Term Expires 2010 Linda Amberg Council Member Term Expires 2010 Phillip Oates City Manager Jean Lewis City Clerk Cheryl Brooking City Attorney 1. 2. a CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL CITIZENS' COMMENTS ON ANY SUBJECT EXCEPT THOSE ITEMS SCHEDULED FOR PUBLIC HEARING. [Those who have signed in will be given the first opportunity to speak. Time is limited to 2 minutes per speaker and 30 minutes total time for this agenda item.] APPROVAL OF AGENDA AND CONSENT AGENDA [Approval of Consent Agenda passes all routine items indicated by asterisk (*). Consent Agenda items are not considered separately unless a council member so requests. In the event of such a request, the item is returned to the Regular Agenda] SPECIAL ORDERS, PRESENTATIONS AND REPORTS A. Proclamations and Awards 1. Memoriam read for Donald McCloud ........................Pg. 3 B. Borough Assembly Report C. City Manager's Report D. Clerk Report E. Mayor Report .......................................................Pg. 4 F. Other Reports and Presentations 1. Report on the International Friendship mural project by Dot 3rdarson of the Seward Mural Society. F. PUBLIC HEARINGS - None UNFINISHED BUSINESS — None NEW BUSINESS A. Resolutions 1. Resolution 2010-053, Authorizing The City Manager To Enter Into A Settlement Agreement With Chugach Electric Association ...... Pg. 6 2. Resolution 2010-054, Approve The Seward Area Public Transit Human Services Community Coordination Plan For Submission To The Alaska Department Of Transportation And Public Facilities .......... Pg. 12 City of Seward, Alaska Council Agenda June 14, 2010 Page I 3. Resolution 2010-055 Supporting The Seward Mural Society's Proposal To Oversee Japanese Artists Paint An International Friendship Mural In Obihiro Japan In 2012 And Inviting Artists To Paint A Similar Mural In Seward In 2013 As City Birthday Gifts In Honor Of The Withstanding Sister City Relationship .....................pg. 136 *4. Resolution 2010-056 Authorizing A One Year Contract For $449,472.00 With The State Of Alaska, Department Of Corrections, To Provide For Operating The Seward Community Jail And Housing Prisoners Charged And/Or Sentenced Under Alaska Statutes..................................................................................... Pg. 146 B. Other New Business Items * 1. Approval Of The May 24, 2010 City Council Regular Meeting Minutes.........Pg. 160 *2. Appoint three applicants; Ryan Reynolds, Tim Sczawinski and Catherine Richardson to fill three vacancies in the Historic Preservation Commission with terms to expire May of 2011 and May 2013.............................................................Pg. 166 10. INFORMATIONAL ITEMS AND REPORTS (No action required) 11. COUNCIL COMMENTS 12. CITIZENS' COMMENTS [S minutes per individual - Each individual has one opportunity to speak.] 13. COUNCIL AND ADMINISTRATION RESPONSE TO CITIZENS' COMMENTS 14. ADJOURNMENT utty uj aewara, zitasKa Council Agenda June 14, 2010 Page 2 Donald McCloud July 7, 1939 - May 22, 2010 x } 4,, 7'y i* 5 In Memoriamt� The Seward City Council is gathered together in nzentoriam to honor our friend Don ivicutou Dora came to Seward in 1963 and irnrrrediately assisted the co»nnunity after the 1964 earthquake. Don was a council inernber from 1969 through 1975, was appointed to the Borough and City Plcann-ing & :honing Commission in 19761, and served on the Borough. Assembly on Seward's behalf from 1976 to 1979, as Vice -President and President. He started the Jaycees and was one of the original rnernbers of the Seward Volunteer Ambulance Corps. Along with always serhing his community, Dora was a devoted jinnily reran and cherished friend The City Council was saddened to hear of the loss of a life long partner and devoted Alaskan. On behalf o f the Seward City Council, we hereby present this ;.special Recognition in Memoriam to the farnitY of Don AlIcCloud and extend our sincere condolences. Bated this 14th day of Jane, 2010. Bob Valdatta, Councilmember_.-_-- Linda Amberg, Councilmember Marianna Keil, Councilmember Vanta Shafer, C.ounciimembr:r Tom Smith, Councilmember Jean Bardarson, Vice -Mayor 2nd part of May Mayor's report The passing of good friend Walter Hickel was a very large loss to Alaska, our community and all the others he touched with his passions about Alaska and what we should be. I attended the funeral and reception where Wallyism's abounded. I delivered condolences from our city to his wife and family. It was without a doubt the largest such event I have ever attended. He would have loved it, buried standing up as per his request. It was as fitting a tribute to his life as could be —and facing Washington D.C., ready to fight! I attended the state-wide tribute to Arliss Sturgelewski. It was a grand affair also. The collection of Alaskans was fun. So many old friends and new ones too. I read our proclamation in her honor. The stories and film they did of her brought back memories of her contributions to Alaska. She was a tireless worker while serving in the legislature and many good bills were passed because of her. Senators' Begich and Murkowski were there as was former Governor Murkowski. I had a chance to chat with many. What would survive the Governor's pen was a popular topic as was coming elections. I attended two programs at the schools, one for the Legion Auxiliary: establishment of Poppy Day and how important it is to remember our veterans who gave so much for the country and the freedoms we enjoy. The other was an Arbor Day celebration, and the planting of a tree in memory of a teacher who was killed in an accident on the Seward Highway. It was a Mountain Ash which was her favorite. Providence held a board meeting here with boards from Fairbanks and Anchorage as well as the regular board. Lunch was attended by Phillip and other staff. I could not make the lunch but did make the evening gathering. I had the opportunity to talk about the local certification issue on home health care. The person in charge is Susan Barnett and she has responded since the meeting on three possible options to return certification. I met with congressional delegation staffers both at Wed. breakfast and in Phillip's office. We talked over our lists of projects and future dock needs. We spent a lot of time on transportation issues and future budget needs, especially Corps of Engineers and what is going to happen budget -wise with the Gulf progress expanding daily. They were very good listeners, and we spent a lot of time working the maps of Seward so they better understood our community. I attended the Mural society cruise on the 22nd and they did well on fund raising for their next mural. The mural walking tours being pushed are showing progress. I had an opportunity to talk to one group of five and another of two that had been here several times. They had not realized how many murals we actually have, or that they represent special items in our city's history. I was invited to do a plaque exchange on the Monday Princess vessel on its first trip of the season. I presented the plaque but the captain was a no-show as they did a command change. So the hotel director accepted it. There was some comment on why there was not a wider invitation list. I have no idea. I thought the invite would be for all chamber, ARR, Council and tour committees as in the past, but apparently Princess' offices thought different. They had 11 on the list and six attended. We received word from Yeosu City, Korea that a new mayor has been elected and will send a letter of congratulations to him. They are also interested in an invitation to our salmon derby. I had thought of appointing an ad hoc committee to plan the how's and when's for participating in their 2012 World Expo celebration. We need to think this over and act soon. The ASLC is also thinking about this as they have been in contact with them also. Finally, we have now had two sessions on the Economic Development contract and we should have a brain session on where we go from here. Phillip will cover this issue tonight I am sure. Late Breaking news: we survived the veto pen and it looks like we got the whole priority list! WOW what a way to get going on a lot of things we badly need. Submitted i Ft 44iia-r d Dunham ayor City of Seward Sponsored by: Oates CITY OF SEWARD, ALASKA RESOLUTION 2010-053 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING THE CITY MANAGER TO ENTER INTO A SETTLEMENT AGREEMENT WITH CHUGACH ELECTRIC ASSOCIATION WHEREAS, in June, 2009, Chugach Electric Association, Inc. ("Chugach"), the City's wholesale electric provider, filed with the Regulatory Commission of Alaska ("RCA") a request for approval of an increase in the base electric rates charged to its customers; and WHEREAS, Chugach requested a 9.3 percent increase in the revenue requirement for sales to the City, the effect of which would be an increase of $118,332 over the 2008 revenue received from base rates, representing a 2.4% increase in the City's overall cost of purchased power; and WHEREAS, the City intervened in the RCA docket considering Chugach's request, as did Homer Electric Association ("HEA") and Matanuska Electric Association ("MEA"); the Attorney General of the State of Alaska is also participating in the RCA proceeding; and WHEREAS, the RCA granted Chugach's request to increase base rates on an interim and refundable basis for bills rendered after October 9, 2009; and WHEREAS, on May 14, 2010, HEA entered into a settlement agreement with Chugach; and WHEREAS, given the benefits of the concessions negotiated between Chugach and HEA and the costs and risks to the City of proceeding to a hearing before the RCA on Chugach's rate increase, it is in the City's best interest to agree to a settlement with Chugach under the terms set forth in the settlement agreement between Chugach and HEA; and WHEREAS, on May 18, 2010, the City Manager signed a settlement agreement with Chugach, attached hereto, wherein Chugach and the City agreed to resolve the issues between them in accordance with the terms and conditions of the Chugach/HEA settlement agreement as if the City were a party to that agreement and which provided that the rates for wholesale power paid by the City will be based on a revenue requirement for serving the City that is calculated assuming the adjustments and terms set forth in the Chugach/HEA settlement agreement; and WHEREAS, the settlement agreement between Chugach and the City is expressly subject to ratification and approval by the Seward City Council and the Regulatory Commission of Alaska. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: 6 Section 1. The settlement agreement between the City and Chugach, executed by the City Manager on May 18, 2010, and all actions taken by the City Manager in connection therewith, are hereby approved and ratified. Section 2. This resolution shall take affect immediately upon its adoption. PASSED AND APPROVED by the City Council of the city of Seward, Alaska, this 14th day of June, 2010. THE CITY OF SEWARD, ALASKA Jean Bardarson, Vice -Mayor AYES: NOES: ABSENT: ABSTAIN: ATTEST: Jean Lewis City Clerk (City Seal) Council Agenda Statement Meeting Date: June 14, 2010 Through: Phillip Oates, City Manager From: John Foutz Agenda Item: Authorizing the CityMefiager to enter into a Settlement Agreement with Chugach Electric Association, Inc. BACKGROUND & JUSTIFICATION: In June, 2009, Chugach Electric Association, Inc. (CEA), the City's wholesale electric provider, filed with the Regulatory Commission of Alaska ("RCA") a request for approval of an interim increase in the base electric rates charged to its customers (base rate includes customer charge, energy charge and demand charge). The result was that Seward's base rates were increased 9.3 percent based on CEA's revenue requirement for sales to the City of Seward. This rate increase from Chugach to the City went into effect with the October 2009 billing, and was passed on to the City's customers effective January 1, 2010. In May 2010, Chugach offered a settlement to each party involved in the case. Given the benefits of the concessions negotiated between Chugach and HEA and the costs and risks to the City of proceeding to a hearing before the RCA on Chugach's rate increase request, it is in the City's best interest to agree to a settlement with Chugach under the terms set forth in the settlement agreement between Chugach and HEA. In summary, the settlement stipulates that rather than increasing Seward's base rates by 9.3% as has been done on an interim basis, Seward's base rates will be permanently increased by 8.0% over the 2008 base rates. Additional information is needed to assess what, if any, impact this will have on the charges Seward Public Utilities assesses to its customers, although initial indications are that no adjustment will be required. Since this stipulation reflects a reduction in the interim rate, it is seen on the attached documents as a rate reduction, and it offers Seward Public Utilities a refund of approximately $6,533 based on the higher costs the Utility has paid during the interim period. Overall, this agreement results in Seward Public Utilities remitting an additional $101,074 per year. There is no net impact to the utility's net income as a result of this rate change. INTENT: The City Manager is hereby authorized to join into a settlement agreement hereby attached, with Chugach Electric Association, Inc., to end the interim rate and approve a final rate ratified by the RCA in 2009 without further action or expense. 0 CITY OF SEWARD RESOLUTION 2010-D,�-- -„ CONSISTENCY CHECKLIST: Where applicable, this agenda statement is consistent with the Seward City Code, Charter, Comprehensive Plans, Land Use Plans, Strategic Plan and City Council Rules of Procedures or Other Plans or Policies: Yes (List Below) No FISCAL NOTE: This settlement agreement should not have an impact on the utility's bottom line, since it is the intent of the City to pass the rate changes on directly to the utility's customers. Approved by Finance Department: ATTORNEY REVIEW: Yes X No RECOMMENDATION: Council Approve Resolution 2010- 053 authorizing the City Manager to enter into a Settlement Agreement with Chugach Electric Association, Inc. N SETTLEMENT AGREEMENT BETWEEN CHUGACH ELECTRIC ASSOCIATION, INC. AND CITY OF SEWARD This settlement agreement ("Seward Settlement Agreement") is entered into by and between Chugach Electric Association, Inc. ("Chugach") and the City of Seward, Seward Electric Utilities Division ("Seward'. WHEREAS, on May 14, 2010, Chugach and Homer Electric Association, Inc., and Alaska Electric and Energy Cooperative, Inc. (together "HEXentered into a 2008 Test Year Settlement Agreement and Settlement Agreement Regarding SRF Procedures and Resolution of the Depreciation Docket ("Chugach/HEA Settlement Agreement") to settle and resolve all issues among those parties in Dockets U-09-80 and U-09-97 of the Regulatory Commission of Alaska ("RCA"). A copy of the Chugach/HEA Settlement Agreement is attached hereto as Exhibit 1; WHEREAS, Seward is a party to Dockets U-09-80 and U-09-97, but was not able to adequately evaluate whether to join the Chugach/HEA Settlement Agreement prior to its execution; WHEREAS, Seward and Chugach desire to enter into a settlement agreement conveying the same terms and conditions as are set forth in the Chugach/BEA Settlement Agreement as though Seward had been a party to the Chugach/HEA Settlement Agreement; NOW THEREFORE, in consideration of the mutual covenants contained herein, Chugach and Seward agree as follows: 1. Chugach and Seward agree to resolve the issues between them in accordance with the terms and conditions of the Chugach/HEA Settlement Agreement as if Seward were a party to that agreement. 2. Specifically, Chugach and Seward agree that the rates for wholesale power paid by Seward will be based on a revenue requirement for serving Seward that is calculated assuming the adjustments and terms set forth in the Chugach/HEA Settlement Agreement. 3. Nothing in this Seward Settlement Agreement or the Chugach/HEA Settlement Agreement shall be construed as an amendment, waiver, or compromise of any provision of the Power Sales Agreement between Chugach and Seward. 4. This Seward Settlement Agreement is subject to ratification and approval by the City Council of the City of Seward. It is expected that the City Council of the City of Seward will take action regarding this Seward Settlement Agreement on June 14, 2010. fslSewardlChugach TY08 RClP1tadinp\5-17-10 DORSEY & WHITNEY LLP ATTORNEYS FOR CHUGACH ELECTRIC ASSOCIATI N, INC. Donald W. Edwards, ABA #8004002 DATE:`f' CITY OF SEWARD, SEWARD ELECTRIC UTILITIES DIVISION -;Pe — -I' Phillip ates, City Manager DATE: Atted` lerk, City of Seward C�k 7 _hq ae r�) Q,��,tiSEEifE�'dsg�n ve �••Oap0er�."F* r r �,�. �,� �, � • � .:,per SETTLEMENT AGREEMENT BETWEEN CHUGACH ELECTRIC ASSOCIATION, INC. AND CITY OF SEWARD Page 2 of 2 fslSewardlChugach TY08 ROPIead ngo-17-10 Sponsored by: Administration CITY OF SEWARD, ALASKA RESOLUTION 2010-054 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, APPROVE THE SEWARD AREA PUBLIC TRANSIT HUMAN SERVICES COMMUNITY COORDINATION PLAN FOR SUBMISSION TO THE ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES WHEREAS, the Federal Transit Administration (FTA) requires all recipients of federal grant money (Section 5310, JARC, New Freedom, others) to complete a Public Transportation Coordination Plan; and WHEREAS, the Alaska Department of Transportation and Public Facilities (ADOT&PF) has policies and procedures in place to meet FTA requirements, to effectively review grant applications, and to make reasonable grant awards; and WHEREAS, the City of Seward has previously qualified for and been awarded FTA money, and needs this Coordination to qualify for use of the awarded funds; and WHEREAS, the City of Seward, the Qutekcak Tribe, and other community partners have engaged in a six-month planning process to arrive at a Public Transit Human Services Community Coordination Plan; and WHEREAS, approval of the Seward Area Public Transit Human Services Community Coordination Plan is an eligibility requirement to apply for future grant money; and WHEREAS, the City of Seward will further explore the outcome(s) of the Summer Shuttle (contracted to First Student for 2010) before pursuing any future grant monies; and WHEREAS, the City of Seward recognizes the benefits of public transportation for our local businesses and citizens and will continue to pursue this service to the extent funding is available; and WHEREAS, the Seward Area Public Transit Human Service Community Coordination Plan will now continue to the State level for adoption. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: Section 1. The City Council approves the Seward Area Public Transit Human Service Community Coordination Plan for submission. Section 2. This resolution shall take effect immediately upon its adoption. Council Agenda Statement Meeting Date: June 14, 2010 Through: Phillip Oates, City Manager From: Community Development Director Christy Terry Agenda Item: APPROVE THE SEWARD AREA PUBLIC TRANSIT HUMAN SERVICES COMMUNITY COORDINATION PLAN FOR SUBMISSION TO THE ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES BACKGROUND & JUSTIFICATION: Central Area Rural Transit System, Inc., a non-profit agency is in the process ofupdating the Public Transit Human Service Community Coordination Plan with and for Peninsula cities. An independent plan, specific to the Seward Area has been developed to allow this portion ofthe Peninsula to become eligible for Federal Transit Administration(FTA) grant JARC, New Freedom) and elderly/disabled transportation servnies ices. The plan addresses n to fund rural tneeds for individuals in our community who currently do not have personal transportation, whether poor, unemployed, or having physical limitation preventing them from driving. As such, this plan proposes ways to improve the health, safety, and welfare of our residents. The plan also addresses the needs of community human service agencies and providers in delivering a higher quality and quantity ofservice to their program clients/customers, collectively, than independent efforts alone allow. The proposed service could also address the needs of visitors/tourists who may choose not to arrive by or rent a car to enjoy our City. The Plan proposes to initiate a public transportation service available to everyone in the community. The service would operate 5-7 days a week, year-round, dependent on subsequent financial commitments by community partners. Taxis and other private transportation providers would continue to service the night & early morning hours and high tourism season. The proposed service would operate primarily as a call -and -ride, with a few regularly scheduled stops possible. The non- profit organization, Central Area Rural Transit System, Inc. (CARTS) will serve as the lead agency. CARTS will manage the operation and, ifbeneficial to the public, will have discretion to contract the service with a private operator (i.e. taxi, tour, or school bus company), in a public -private -partnership agreement. The service will be paid through and grow from cooperative re -allocation of existing program transportation money used to leverage and bring in federal dollars. This plan does not make financial commitments at this time, nor does it prevent other local funding sources from being considered. No new taxes are proposed for this service. Local programs (i.e. Senior Center, Independent Living Center, Seaview Community Center, & Qutekcak Tribe) will benefit because the leveraged federal dollars will mean that each program can spend less on transportation, while obtaining better overall transportation for their clients. "Better" means more hours of service, and more flexibility for individuals. Together, the service also becomes available to the general public, going beyond the program -specific populations. By approving the Seward Area Public Transit Human Service Community Coordination Plan, the City is accomplishing the pre -requisite to apply for FTA funding. The application process for FTA funding and commitment to CARTS are separate actions which merit and can enjoy consideration in their own right. 13 INTENT: Approve and adopt the Seward Area Public Transit Human Service Community Coordination Plan for the City of Seward. CONSISTENCY CHECKLIST: Where applicable, this agenda statement is consistent with the Seward City Code, Charter, Comprehensive Plans, Land Use Plans, Strategic Plan and City Council Rules of Procedures or Other Plans or Policies: Yes. FISCAL NOTE: The City of Seward is not making a financial commitment with the approval of the plan for submission to the Alaska Department of Transportation and Public Facilities. Future financial support could be requested based on the proposed budget outlined in the plan including pursuing grant funding. This could also include transportation funds that might be saved through efficiencies created in Senior Center transportation services, and if they are amenable, potential funds could be redirected as proposed in the plan. Approved by Finance Department: ATTORNEY REVIEW: Yes No X RECOMMENDATION: Approve Resolution 2010-0 4, APPROVING THE SEWARD AREA PUBLIC TRANSIT HUMAN SERVICES COMMUNITY COORDINATION PLAN FOR SUBMISSION TO THE ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES \y Vs Draft Seward Public Transit Human Services Community Coordination Plan Prepared for: Central Area Rural Transit System, Inc. P.O. Box 993 43530 Kalifornsky Beach Road, #5 Soldotna, AK 99669 (907) 262-6774 Prepared by: LSC Transportation Consultants, Inc. 516 North Tejon Street Colorado Springs, CO 80903 (719) 633-2868 In association with: Brooks 8v Associates 301 West Northern Lights Boulevard, Suite 440 Anchorage, AK 99503 (907) 272-1877 LSC #094830 May 21, 2010 ,b TABLE OF CONTENTS Chapter Title Paae EXECUTIVE SUMMARY ..................................... ES-1 Preferred Plan ........ : * * ' ' * * * * * * * * , * , * , , , , *, ,....... ES-1 Preferred Transit Service .................................. ES- I Existing Conditions ......................................... ES-4 Community Conditions ................................... ES-4 Existing Transportation Resources Peer Comparison ........................................ ES-5 .......................... ES-5 Transit Needs Assessment ................................. ES-5 Coordination Options ....................................... ES-6 Potential Service Options .................................. ES-6 Institutional Alternatives .................................. ES-7 Financial Alternatives .................................... ES-7 INTRODUCTION Purpose of the Study Background Information ......................................• . 1-2 Alaska Background for Coordination Studies .................... 1-3 Report Contents .............................................I-3 II COMMUNITY INVOLVEMENT Study Approach Project Initiation Initial Issues Identification ................................. 11-2 Opportunities for Public Involvement ............................ 11-3 Public Meeting # 1 ........................................ 11-3 Public Meeting #2 ........................................ 11-4 Public Meeting #3 ......................................... 11-4 Working Group Meetings ..................................... 11-4 III COMMUNITY CONDITIONS Community Description III-1...... Study Area Location Study Area Demographics ..................................... 111-4 2010 Population ......................................... 111-4 Population Projections 2020 ................................ 111-6 Transit -Dependent Population Characteristics .................. 111-6 Elderly Population ..................................... III-9 Mobility -Limited Population .............................. 111-9 Low -Income Population ................................ 111-12 Zero -Vehicle Households ............................... 111-12 Community Development Characteristics 111-15 Historic Unemployment Rates .............................. 111-15 Employment Sectors ..................................... 111-16 Major Employers ........................................ 111-17 Activity Centers ......................................... 111-18 Travel Pattems ............................................ 111-20 k-A Work Transportation Mode ................................ III-20 Commute Patterns ....................................... III-21 IV EXISTING SERVICE PROVIDERS AND PEER COMPARISON ........... IV-1 Introduction ............................................... IV-1 Human Service Agencies ...................................... IV-1 Alaska Vocational Technical Center (AVTEC) .................... IV-3 Independent Living Center (ILC) ............................. IV-4 Qutekcak Native Tribe ..................................... IV-5 Seaview Community Services ................................ IV-6 Seward Public Health Center ................................ IV-7 Seward Senior Citizens, Inc . ................................ IV-8 School District ............................................. IV-9 Kenai Peninsula Borough School District -Seward ................ IV-9 Private Transportation Providers ................................ IV-9 Seward Trolley Company ................................... IV-9 Glacier Taxi ............................................. IV-9 Mike'sTaxi..............................................IV-9 Phoenix Taxi ............................................ IV-9 PJS Taxi and Tours ...................................... IV-10 Seward Cab............................................IV-10 Alaska Transportation Group ............................... IV-10 Exit Glacier Guides ...................................... IV-11 Seward Bus Line ........................................ IV-11 Summary................................................ IV- 12 Coordination Interest ....................................... IV-15 Vehicle Utilization .......................................... IV-17 Peer Community Transit Services ........................... IV-30 Summary ..............................................IV-30 V TRANSIT NEEDS ASSESSMENT ................................ V-1 Mobility Gap Methodology ..................................... V-1 Rural Transit Demand ....................................... V-5 Program Trips ........................................... V-5 Non -Program Trips ........................................ V-6 Greatest Transit Need ........................................ V-9 Methodology ............................................ V-9 Results................................................ V-9 Demographic -Based Needs Identification ........................ V-13 VI COORDINATION OPPORTUNITIES .............................. VI-1 History of Coordination ....................................... VI-1 Levels of Coordination ..................................... VI-2 Joint Public Relations and Marketing ............................ VI-9 Inclusive Brochures ....................................... VI-9 Benefits.............................................VI-9 Implementation Steps ................................... VI-9 Common Brochures ....................................... VI-9 Benefits............................................VI-10 Implementation Steps .................................. VI-11 Website............................................... VI-11 Benefits Implementation Steps • • ........... ' . ' ' ' . ' ' . ' ' ' ' • • • VI-11 Joint Technical Assistance, Training, and Planning ' ' • • VI-11 Driver Recruiting, Screening, and Training. . ' ' ' ' ' ' • • • • • • • VI-12 Benefits .................... VI-12 Implementation Steps ..... VI-12 Joint Planning and Decision Making .... VI-12 Benefits ..................... VI-12 Implementation Steps ......... VI-13 Coordinating Council ........... VI-13 Benefits VI-13 Implementation Steps ....... VI-13 Vehicle and Vehicle -Related Coordination VI-13 Joint Procurement of Vehicles, Maintenance, and... Parts ........ VI-14 Benefits .................. • • VI-14 Implementation Steps ................. VI-14 Provide Vehicles ....................... VI_ 14 Benefits VI-14 Implementation Steps .................. VI-1 Vehicle Sharing ........................ VI-15 Benefits VI-15 Implementation Steps .................................. VI-15 VII POTENTIAL SERVICE OPTIONS ............................... VII-1 Introduction VII-1 Option I: Fixed -Route Service VII-1 Pa.ratmnsit Service Area VII-4 Option II: Route -Deviation Service VII-5 Option III: Demand -Response Service ................... VII-8 Option IV: Service to Anchorage VII-10 • • • ' . ' • . Existing Services ............................... ..... ' .. VII-10 Proposed Services VII-10 Conclusion.............................................. VII-11 VIII INSTITUTIONAL ALTERNATIVES ............................... VIII-1 Criteria.................................................. VIII-1 Coordinated Service ................................ VIII-2 Intergovernmental Agreements (IGA) ............................ VIII-2 Intergovernmental Transit Agency . VIII-3 Rural Transportation Authority ................... VIII-5 Summary................................................ VIII-6 IX PREFERRED TRANSIT SERVICE ................................ IX-1 Overview IX-1 Preferred Transit Service Plan ........................ IX_ 1 Preliminary Schedule ....................... IX-4 Capital Costs and Needs ............................ IX-4 Transit Vehicles • • • .. • • .. .... ' . ' . ' ' IX-4 Bus Stops, Shelters, and Facilities ..... ' .... IX-4 Fare Structure IX-7 Organizational Plan .......................................... IX-9 IA Financial Commitments ...................................... IX-9 Funding Plan ............................................. IX-10 Implementation Plan ........................................ IX-12 TmnIpmPntntinn Stens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . ... IX-12 Operations Position ...................................... IX-13 Communications ........................................ IX-13 Administrative/Organization Recommendations ................ IX- 14 Operations Position ................................... IX-14 Dispatcher (Reports to Operations Position) ................. IX-15 Policies and Procedures ................................... IX-15 Timing............................................. IX- 15 Responsibility ........................................ IX-16 Hire and Train Staff ...................................... IX-16 Recommended Training Programs ........................ IX-16 Timing............................................. IX- 16 Responsibility ........................................ IX-16 Monitor Service ......................................... IX-17 Timing............................................. IX- 17 Responsibility ........................................ IX-17 Summary................................................ IX- 17 APPENDIX A: Participants APPENDIX B: Customer Survey LIST OF TABULATIONS Table Title Page ES-1 Summary of Service Options ................................. ES-6 III-1 Seward Population Projections .............................. III-6 III-2 2010 Estimated General Population Characteristics, Seward Area ..... III-8 III-3 Historic Unemployment Data ................................. III-16 III-4 Employment by Sector ...................................... III-17 III-5 Kenai Peninsula Borough Largest Employers .................... III-18 III-6 Journey to Work .......................................... III-20 III-7 Commute Times ........................................... III-21 III-8 Worker Flow Patterns in Kenai Peninsula Borough ................ III-21 IV-1 Transportation Services in the Seward Area ..................... IV-13 IV-2 Coordination Interest ....................................... IV-16 IV-3 Vehicle Utilization ......................................... IV-18 IV-4 Quality of Service .......................................... IV-19 IV-5 Peer Community Analysis, Performance Measures ................ IV-23 V-1 Seward Mobility Gap 2010 V-2 Seward Mobility Gap 2020 " " " " " " " " ' V-3 V-3 Seward Area Estimated Pro V-4 Program -Related Transit Need V-5 V-4 2010 Estimated Non -Program Transit Need using the TCRP Method .... V-7 V-5 2020 Estimated Public Transit Need using the TCRP Method ........ . V-6 2010 Greatest Transit Need Scores by Census Block GroupV-8 .......,' V-11 VI-1 Possible Coordination Activities VI-2 Comparison of Strategies ............... . . . . . . • . . ' ' . ' ' ' ' • • • • • • VI-5 VIII-1 Institutional Alternatives Comparison Matrix ................... VIII-7 IX-1 Preliminary Schedule ..... . IX-2 Proposed One -Way Fares ..... ..................... . . . ....... IX-5 IX-3 Proposed Agency Contracts in Lieu of Fares • • • • . IX-7 IX-4 Six -Year Transit Plan Schedule . . ' ' ' ' ' ' ' ' ' . ' • • • • • • • • . IX-8 LIST OF ILLUSTRATIONS Figure Title Page ES-1 Preferred Service Option .................................... ES-2 III-1 Study Area III-2 . ................. Seward Area Transit Analysis Zones (TAZs) III-2 III-3 ......... 2010 Estimated Population Density III-3 III-4 .. 2010 Estimated Density of Elderly Persons III-5 III-5 ...... 2010 Estimated Density of Mobility -Limited Persons III-10 III-6 ............... 2010 Estimated Density of Low -Income Persons III-11 III-7 .................. 2010 Estimated Density of Zero -Vehicle Households III-13 III-8 ............... Activity Centers III-14 ........................................... III-19 IV-1 Annual Passenger -Trips IV-2 ........................ ... • .. . . . . ... Passengers Per Hour IV-26 IV-3 ....................... Cost Per Passenger ........................................ IV-27 IV-29 V-1 Greatest Transit Needs ..................................... V-10 VII-1 Fixed -Route Service .......................... VII-3 VII-2 Route -Deviation Service .................... VII-7 VII-3 Demand -Response Service ................................... VII-9 IX-9 Preferred Service Option ..................................... IX-3 Chapter I 10 CHAPTER I Introduction The Central Area Rural Transit System, Inc. (CARTS), contracted with LSC Transportation Consultants, Inc. to provide transit planning assistance to create the first Coordinated Public Transit -Human Services Transportation Plan for the City of Seward, hereafter referred to as the Seward Transit Coordination Plan. While the grant funding and contract were channeled through CARTS, the plan is independent of the plan for the Central Peninsula area served by CARTS, and was developed, bottom -up, from the local Seward area needs and interests. This study has a base year of 2010 and looks forward to 2020.The study area includes the City of Seward and the communities of Lowell Point, Woodrow, Bear Creek, and Primrose, hereafter referred to as the Seward area. The plan specifically focuses on transportation coordination issues in the Seward area. The plan also examines transit needs, alternatives, coordination implementation options, and programs for communities within the service area. PURPOSE OF THE STUDY The purpose of this study is to analyze and recommend strategies for the existing transportation providers to implement coordination strategies and service plans that will affect the delivery of public transportation services. This study describes the existing conditions in the region related to public transit services, discusses service and other alternatives for meeting public transportation needs in the future, identifies a preferred plan, and presents an implementation plan for the next six years. Seward Transit Coordination Plan, Final Report 2 LSC �J Page I-1 Introduction BACKGROUND INFORMATION This section reviews the background information that led to the current planning process starting with an overview of the legal reasons followed by a description of the steps and processes that have occurred in past years. In August 2005, the Safe, Accountable, Flexible, Efficient Transportation Equity Act - A Legacy for Users (SAFETEA-LU) was signed into law. SAFETEA-LU estab- lished a federal mandate for public transit/ human service coordination planning. Starting in fiscal year 2007, SAFETEA-LU requires that a regional public transit/ human service coordination plan be in place before transportation service providers may acquire funding under the Federal Transit Administration (FTA) Elderly Individuals and Individuals with Disabilities (Section 5310), Job Access and Reverse Commute (JARC - Section 5316), and New Freedom (Section 5317) programs. The Transit Cooperative Research Program (TCRP) defines coordination as "a process by which two or more organizations interact to jointly accomplish their transportation objectives" (2004). These organizations may include public, private, and not -for -profit transportation services, human services providers, and other entities that represent citizens who have special transportation service needs. Citizens with specialized transportation needs are an important focus of the coordination planning process as the FTA has provided guidance that coordination plans should "identify the transportation needs of individuals with disabilities, older adults, and individuals with limited income, laying out strategies for meeting these needs, and prioritizing services." This new regulation led to the development of the Locally Developed Coordinated Public Transit -Human Services Transportation Plan. The purpose of this plan was to create a list of comprehensive strategies to assist agencies, transportation service providers, and stakeholders in coordinating public transit and human service transportation efforts in the Seward area. The specific goals for the plan include: • Identifying unmet transportation needs, service gaps (i.e., unserved and underserved areas), and service redundancies. • Completing an inventory of existing public and human service trans- portation providers. LSC Page I-2 1(� Seward Transit Coordination Plan, Final Report Introduction • Identifying strategies to maximize the use of limited transportation resources through coordination. • Preparing an implementation plan to schedule, fund, and deliver the services identified in the plan. Alaska Background for Coordination Studies The State of Alaska Department of Transportation and Public Facilities published a revised Coordinated Public Transit -Human Services Transportation Plan Template in September 2009. This document and some related sample documents are the Alaska guidelines for fulfilling federal and state requirements. The plan template documents the comprehensive efforts of community outreach that have been conducted to date in an effort to encourage participation from all of the local stakeholders in the study area that represent the targeted populations. Outreach efforts are based on best practices from coordination efforts across the country as well as strategies suggested by the national United We Ride initiative in human service transportation. The goal is to improve human service and public transportation for older adults, individuals with disabilities of all ages, and people with lower incomes through coordinated transportation REPORT CONTENTS Chapter II describes the community involvement process used for the project. This included working group meetings and public meetings. The working groups were primarily composed of City staff plus staff from transportation providers and human service agencies. Public meetings were announced in advance and interim study documents were posted for review. Chapter III presents a review of existing community conditions. This includes population and employment characteristics, including growth trend information. Chapter IV provides an overview of the existing transportation services in the Seward area. Included are public, private, and private nonprofit organizations, ranging from the school district and Seward Public Health to taxi and tour companies, to senior, disabled, and tribal organizations. Existing transportation Seward Transit Coordination Plan, Final Report LSC Page I-3 Introduction providers were given the opportunity to conduct customer satisfaction surveys. For those agencies/organizations that elected to do the surveys, results are presented. Chapter IV also describes the performance characteristics of peer organizations operating services in a community similar to Seward. From peer information and from CARTS operating information, this chapter wraps up by describing a cost model used in later chapters. Chapter V presents current and future demand based on several models of estimation. The product of this chapter is a clear picture of transit demand based on quantitative models. These models were adjusted to reflect actual conditions observed in the Seward Area. This chapter also includes qualitative needs that were identified during the study. Chapter VI introduces a range of coordination opportunities that were considered for the Seward area. These opportunities are listed and described as options for purposes of discussion. This chapter introduces possible communication/public relations/marketing strategies, possible technical assistance/training/planning ideas, vehicle coordination ideas, and service coordination concepts. Chapter VII develops service concepts that were suggested in public meetings, in customer surveys, or in working group meetings. The conceptual service options explored include fixed -route and route -deviation bus, and general public demand - response service in Seward. Some connection options to Anchorage are also considered. Costs and service hours were estimated. Chapter VIII looks at financial and institutional/ organizational options that might either be needed or be useful in delivering the service concepts from Chapter VII. These options describe funding sources and responsible parties for any service option. Chapter IX presents the preferred plan. The preferred plan was created after considering the service, coordination, organizational, and financial options against the needs of the community. A service, open to the general public and with either demand -response or point -deviation characteristics was selected as the preferred LSC Page I-4 �Q6 Seward Transit Coordination Plan, Final Report Introduction plan. This chapter also develops the preferred plan and provides implementation steps. Some coordination actions can be taken without additional commitments or resources. Others will require formal coordination and at least memoranda of understanding to implement them. Seward Transit Coordination Plan, Final Report LSC Page I-5 Chapter it mi CHAPTER II Community Involvement STUDY APPROACH As in many regions, the Seward area has taken a closer look at public transportation services and has sought to find the most effective means of providing those services. A key element in the plan has been to clearly evaluate the unmet transportation needs of local residents and clients. The current effort focuses on the feasibility of providing public transit services to meet the community's needs based on coordination efforts already completed. One important step toward providing an integrated community -wide transportation system has been and will continue to be community involvement. Community involvement means just that, including everyone possible. For the study this has primarily meant a focus on two sets of meetings: working group meetings and public meetings. The working group has primarily consisted of City of Seward staff, staff from agencies or companies providing transportation, and staff from agencies providing human services that rely on others for transporta- tion. Elected officials and the news media were kept apprised of the study process and welcomed to attend. Public meetings have reached out to individuals, transportation customers, and employees of transportation providers. Feedback was received from each of these groups during the course of the study. PROJECT INITIATION An initial kick-off meeting was held on January 20, 2010. LSC plus various transportation and human service agencies met to discuss the project goals, priorities, and a time line for completion of the final study. This project team also ouwara i ranstt coordination Plan, Final Report Page H-1 Community Involvement discussed the local stakeholders who will be critical in completing the transit study for the area. Outreach methods, meeting locations, and communication suggestions were also given. The initial issues identified by this group are discussed below. Initial Issues Identification From the initial working group meeting the following were discussed as some of the strengths and weaknesses of the existing transportation system. This list is a beginning, with additional input from the public expected to amplify and refine it. Strengths • Private companies do a good job • Compact area to serve • Access to grants for seniors • School district meets student needs • Good taxi services • Teen program provides transpo r- tation • Church bus is available Weaknesses • Taxis don't go out of town • Winter - poor maintenance of sidewalks, snow removal • Lack of pedestrian/bike connec- tions • No coordinated transportation • Lack of accessible vehicles • Limited opportunities for tourists/ visitors to travel • Chamber trolley stopped 5-6 years ago • Inconsistent services year to year and season to season • Possible change of taxi ownership • Lack of money (users) • Limited local funding (providers) • Bus parking and coordinating bus queues • Lack of enforcement for disabled parking spaces LSC Page II-2 30 Seward Transit Coordination Plan, Final Report Community Involvement OPPORTUNITIES FOR PUBLIC INVOLVEMENT Throughout the planning process, public involvement has been key to the plan's success. At critical points during the process, public meetings were be announced and held where citizen participation was openly welcomed and appreciated. Three public open houses were scheduled during the six-month study. The open houses offered members of the community an opportunity to provide public input regarding transportation issues that should be and were addressed as part of the plan. Community residents were asked to comment on the existing and future transit services within the Seward Area. The public was given the opportunity to state which transit services and other alternatives they thought were necessary to address the identified issues and meet the established goals. Finally, the public was iven g III II I� MN� I� the opportunity to comment on the Preferred ?" Plan prior to the document being finalized. Notices for meetings were posted, e-mailed, or placed two to four weeks in advance for people to be able to put them on their calendars. Meeting reminders were provided a few days to one week in advance of the meeting, often also announcing the availability of an interim report (Technical Memorandum). An sample meeting reminder is shown at the right. Public Meeting #1 Meeting #1 was held on Tuesday, March 9, 2010, beginning at 4:00 p.m. The meeting was held in the Auditorium of the AVTEC Campus located at 519 4`' Avenue. The purpose of this meeting was to obtain feedback from the public on existing transportation services, both strengths and weaknesses, and also to understand what options and alternatives should be explored and developed in the next phase of the study to address weaknesses or other concerns. The meeting reviewed population and employment information and information that had been provided by existing transportation providers. Seward 71ransit Coordination Plan, Final Report LSC Page A-3 Community Involvement Public Meeting #2 Meeting #2 was held on Tuesday, April 27, 2010, beginning at 5:00 p.m. The meeting was held in the City of Seward Council Chambers. The purpose of this meeting was to generate a preliminary recommendation. A variety of alternatives was suggested at the March round of meetings, seeking to address current unmet needs or near -future growth in demand for service. Those alternatives were developed to show how they might operate and to estimate costs. Additional infor- mation was also available on funding sources and organizational changes that might be necessary to make the alternatives work. The meeting considered which alternatives appeared most feasible to pursue. The narrower set of "feasible" alternatives will form the basis for a preferred plan. Public Meeting #3 Meeting #3 was held on Tuesday, May 25, 2010, beginning at 11:30 a.m. The meeting was held in the cafeteria of the Seward Senior Center. The purpose of this meeting was to refine the Preferred Plan. Between April and May, additional detail was provided for the Preferred Plan, including coordination steps, service hours, the proposed lead agency, the proposed local funding sources, and the benefits of taking action. WORKING GROUP MEETINGS The working group meetings were held on the same days as the public meetings. Both sets of meetings covered the same material with the same agenda. The working group meetings tended to delve more deeply into technical issues of service delivery. The list of participants in the working group meetings is provided in Appendix A. Page H-4 11-11A Seward Transit Coordination Plan, Final Report Chapter IV 33 CHAPTER IV Existing Service Providers and Peer Comparison INTRODUCTION This chapter reviews the existing transportation providers within the City of Seward and the surrounding communities of Lowell Point and Bear Creek. These agencies and organizations represent myriad nonprofit, for -profit, and private agencies. Not all of the providers reviewed are "transit agencies" in the traditional sense of the word. Rather, the various providers are entities that provide some type of passenger transportation service. A brief summary of each provider is pre- sented and were used when developing coordination strategies. This information is critical in determining what transportation resources exist in the study area. The main objective of this effort was to determine the extent to which these trans- portation providers serve the residents of this study area. There are six human services agencies, one public school district, one trolley service, five taxicab companies, one tour company, one charter transportation service, and one intercity bus company that provide transportation within or to the Seward area. There is no public transportation provider in the area. LSC updated this information by disseminating a detailed questionnaire. HUMAN SERVICE AGENCIES Most of these human service agencies are either private nonprofit agencies or government human service agencies. A profile of each human service agency was created as follows: • Alaska Vocational Technical Center (AVTEC) • Independent Living Center (ILC) • Qutekcak Native Tribe (QNT) • Seaview Community Services LSC Seward Transit Coordination Plan, Final Report Page IV-1 Existing Service Providers and Peer Comparison • Seward Senior Citizens, Inc. • Seward Public Health Center LSC Page IV-2 Seward Transit Coordination Plan, Final Report Alaska Vocational Technical Center (AVTEC) is a program through the Alaska Department of Labor and Work- force Development. The AVTEC's main campus is in Seward and has an Allied Health Department class offered at the AVTEC Anchorage training facility. AVTEC also has on -campus dormitories and off -campus housing available in Seward. This agency provides bus service to its students attending classes in the Applied Tech- nologies Department and Port Avenue Facility to downtown Seward where its Administration and Enrollment and other offices, dormitory, and family housing are located. Agency Information Type of Agency: State Government Type of Service: n/a Funding Sources: General Funds, Federal, Technical Vocational Education Program, State Training and Employment Program Eligibility: Students Service Area: Applied Technologies Department and Port Avenue Facility to Downtown Seward. Fares: n/a Transportation Oneratine Characteristics Annual Operating Budget: n/a Annual One-way Passenger -Trips: n/a Annual Vehicle -Miles: n/a Annual Vehicle -Hours: n/a Operating Days and Hours: n/a Vehicle Fleet Size and Type of Fleet: n/a Vehicle Utilization n/a Coordination n/a Contact Information Donald Ireland Employment Case Manager P.O. Box 1009 (mailing address), 809 2nd Avenue (street location) Seward, AK 99664-1009 Phone: (907) 224-2884, (877) 324-4196 Fax: (907)224-2883 E-mail: donald.irelandralaska.gov The Independent Living Center is a nonprofit organization mainly for persons with disabilities operated by people who experience disabilities. The agency has its main office in Homer with offices in Seward (to serve Cooper Landing, Moose Pass, and Seward), Soldotna (to serve the Central Kenai Peninsula), and the Kodiak Island, Valdez, and Cordova area. The agency's mission "is to assist persons with impairments to live as independently as possible in their own homes and in the communities of their choice." The agency provides information, referrals, education, employment opportunities, job placement, life skill development and assistance, older blind services (over the age of 55 years), and encourages participation in recreation programs. In Central Peninsula, Homer and Seward, in partnership with the Alaska Department of Transportation (AKDOT), the agency operates a subsidized taxicab voucher program that issues a $5 token to subsidize rides with taxicabs by 50 percent. Par- ticipants can redeem vouchers for transportation for various purposes such as shopping and doctor appointments. This is possible in Seward by using stimulus funds as a pilot project. Since this is a client -directed program with no charges, employees and volunteers are reimbursed for gas purchases at the federal standard mileage rates. The agency has a funding source restriction and an agency policy that limits the number of vouchers issued per month. Some of the agency's unmet needs are lift -equipped taxicabs in Seward and Homer, the need for additional funds for the voucher program, and the need for a supported transportation program funded by AKDOT in Seward. Agency Information Type of Agency: Private Nonprofit Type of Service: None. Pays for transportation through vouchers. Funding Sources: Mental Health Trust Authority Funds, FTA 5310 Eligibility: Seniors and people with disabilities Service Area: Homer, Seward, Central Kenai Peninsula, and the Kodiak Island, Valdez, and Cordova area. Fares: Participants pay 50 percent of a $5 token Transportation Operating Characteristics Annual Operating Budget: n/a Annual One-way Passenger -Trips: n/a Annual Vehicle -Miles: None Annual Vehicle -Hours: None Operating Days and Hours: 24 hours a day, 7 days a week. Vehicle Fleet Size and Type of Fleet: None Vehicle Utilization None Coordination The agency coordinates with CARTS in Central Peninsula and the taxicab companies in the communities in which they serve. Some of the real or perceived barriers to coordination reported by the agency were turf issues, administrative burden required by DOT grantees, and lead agency requirements in the smaller communities of Homer and Seward. Contact Information Joyanna Geisler Executive Director P.O. Box 2474 Homer, Alaska 99603 Phone: (907) 235-7911 E-mail: i1c x z.net The Qutekcak Native Tribe (QNT) is a nonprofit tribal organization that serves the native community of Seward through social, cultural, and economic development programs. Agency Information Type of Agency: Nonprofit Tribal Type of Service: n/a Funding Sources: n/a Eligibility: n/a Service Area: n/a Fares: n/a Transportation Operating Characteristics Annual Operating Budget: n/a Annual One-way Passenger -Trips: n/a Annual Vehicle -Miles: n/a Annual Vehicle -Hours: n/a Operating Days and Hours: n/a Vehicle Fleet Size and Type of Fleet: n/a Vehicle Utilization n/a Coordination n/a Contact Information Patrick Anderson Executive Director of Chugachmiut 1840 Bragaw Street, Suite 110 Anchorage, Alaska 99508-3463 Phone: (907) 224-3118 E-mail: tribaladmin gutekcak.net W SEA VIEW COMMUNITYSERVlCES The Seaview Community Services is a mental health agency that serves the Eastern Kenai Peninsula from Seward to Hope, Alaska. The agency's mission is to "provide community -based services that strengthen families, foster self-sufficiency and enhance quality of life." The agency provides a wide variety of programs such as mental health services, diagnosis and early evaluation, substance abuse and recovery services, residential care, com- munity support networks, domestic violence and sexual assault emergency food and shelter services, youth and family programs, and senior and disability services. Transportation is provided using one wheelchair -accessible van. The agency also has four cars that are for private use only. The agency also pays for transportation services by giving cash or vouchers to individuals for transportation services. Clients, volunteers, or employees are reimbursed at the rate of $0.50 per mile. The agency has a funding source restriction and an agency policy that restricts transportation to program clients. Some of the clients' unmet needs that the agency cannot serve are seniors who need transportation but do not meet grant requirements. Agency Information Type ofAgency: Private Nonprofit Type of Service: Demand -Response Funding Sources: Medicaid, Behavioral Health, Public Safety Eligibility: Program Clients Service Area: City of Seward Fares: Participants do not pay a fee Transportation Operatine Characteristics Annual Operating Budget: n/a Annual One-way Passenger -Trips: 720 Annual Vehicle -Miles: n/a Annual Vehicle -Hours: n/a Operating Days and Hours: Monday -Friday, 8:00 a.m.-5:00 p.m Vehicle Fleet Size and Type of Fleet: 1 wheelchair -accessible van Vehicle Utilization Most of the trips provided are between 8:00 a.m. and 5:00 p.m. with some exceptions. Coordination None. The Health Insurance Portability and Accountability Act (HIPAA) requirement on certain clients and billing of client services restricts any coordination of transportation services. Contact Information Bernie Jarriel Executive Director P.O. Box 1045, 302 Railway Avenue Seward, AK 99664 Phone: (907) 422-1001 E-mail: biarriel@seaviewseward.org Seward Senior Citizens, Inc. provides lunches, meals on wheels, transportation, weekly shopping, and other health and recreational activities. The agency mission is to "insure honor, dignity, security and independence for the older Alaskan through support services to assist them in maintaining meaningful, quality lives." The agency mainly provides transportation services to/from the senior center with the help of one 8-passenger wheelchair - accessible van. One of the clients' transportation needs that the agency cannot serve is a trip to Anchorage from Seward. Agency Information Type of Agency: Private Nonprofit Type of Service: Fixed -Route; Demand -Response Funding Sources: Title IIIB, Donations, United Way, fundraising, volunteer Eligibility: Seniors Service Area: Regularly provide services to Seward. We have never transported to Lowell Point in the last eight years. Fares: Participants do not pay a fee, but donations are accepted. Transportation Operating Characteristics Annual Operating Budget: $65,000 Annual One-way Passenger -Trips: 2,000 Annual Vehicle -Miles: 5,200 Annual Vehicle -Hours: 1,000 Operating Days and Hours: Monday -Friday, 9:00 a.m.-2:00 p.m. Vehicle Fleet Size and Type of Fleet: 1 wheelchair -accessible van Type Vehicle Make/Model Year Comments Van 8-passenger or 6- assen er 2lus one wheelchair 2005 Wheelchair -accessible. Replacement year is 2015. Vehicle Utilization The vehicle is used from 9:00 a.m. to 2:00 p.m. Coordination n/a Contact Information Dana Paperman Executive Director P.O. Box 1195 336 3rd Avenue Seward, AK 99664 Phone: (907) 224-5604 E-mail: ssc(a�seward.net L`C Existing Service Providers and Peer Comparison SCHOOL DISTRICT Kenai Peninsula Borough School District -Seward This school district provides transportation to students that live or are enrolled in the Seward School District. This school district uses First Student as its con- tractor for providing transportation to students. Most transportation to students is provided on a fixed route unless they belong to special services where students have to be picked up/dropped of at their residence. Funding for transportation comes from the Department of Education. PRIVATE TRANSPORTATION PROVIDERS Seward Trolley Company The Seward Trolley Car Company provides scheduled shuttle service in the summer between the Cruise Ship Dock, downtown Seward, and several points of interest such as the Small Boat Harbor, Seward Museum, Downtown/Kawabe Park, Alaska Sealife Center, and Seward Library. A round-trip takes approximately 25 minutes and departs from the Cruise Dock every half-hour. An adult all -day pass costs $15 and a child all -day pass costs $8, while a single ride costs $5 for an adult and $3 for a child. Glacier Taxi This taxicab company is based in Seward. Transportation is provided 24 hours a day, seven days a week. Transportation is provided to Anchorage, Whittier, Cooper Landing, Soldotna, Kenai, Homer, and Moose Pass. The company charges a start- ing price of $3, and then charges $2.50 for each mile traveled. A waiting time of $0.75 is charged per minute a taxicab is made to wait. A one-way trip to Anchorage or Kenai would cost approximately $300. The company uses a fleet of minivans to provide transportation services. Mike's Taxi This is a taxicab service based in Seward. Transportation is provided 24 hours a day, seven days a week year-round. The agency employs a Yukon and a Suburban four -wheel -drive vehicle for providing transportation. The vehicles can accom- modate up to eight passengers along with luggage. The agency plans to get two Seward Transit Coordination Plan, Final Report L LSC L � Page IV-9 Existing Service Providers and Peer Comparison more vans (a 12 to 15-passenger van and a minivan) in a month. Transportation is provided mainly in the S eward area with transportation to the outlying areas of Kenai, Soldotna, and Homer. Transportation is also provided to the Anchorage airport. Transportation within the City of Seward is $5 for a one-way trip. The company reported providing an average of 300 trips a week which works out to 15,600 passenger -trips per year. The company also provides charter taxi service anywhere in Alaska. Phoenix Taxi This taxicab company also provides transportation 24 hours a day, seven days a week. Transportation is provided within Seward and other areas such as Kenai, Anchorage, Soldotna, Homer, and others requested by passengers. Limited infor- mation was available from this taxi company. PJS Taxi and Tours This locally owned and operated taxicab company has been operating since 1991.The company provides transportation 24 hours a day, seven days a week. The company has a fleet of six vehicles consisting of SUVs and minivans. Trans- portation is provided to Seward and other areas such as Whittier, Kenai, Sol dotna, and Homer. A trip within the City of Seward is a flat fare of $5. Transportation is provided to Exit Glacier, Sealife Center, a historic tour of Seward, trip to the train or transfer to the cruise ship, and to other destinations as requested by passen- gers. The company also provides charter service to Anchorage, Whittier, Kenai, and Homer. Seward Cab This taxicab company is based in Seward. Transportation is provided 24 hours a day, seven days a week within Seward and other areas such as Kenai, Anchorage, Soldotna, Homer, and others requested by passengers. Alaska Transportation Group This private company provides ground transportation in Alaska. The company offers private vehicle charters and shuttle services. Some of the main areas where LSC Page IV--10 L1), Seward Transit Coordination Plan, Final Report Existing Service Providers and Peer Comparison this company provides transportation are Seward, Whittier, Girdwood, Cooper Landing, Homer, Girdwood, Anchorage, Talkeetna, Denali National Park, Fair- banks, and Valdez. The company has an Anchorage airport shuttle that has scheduled transportation services to, from, and between Whittier and Seward, Alaska. The shuttle's scheduled bus service is available from May through Sep- tember. A one-way trip from Seward to Anchorage is $55 on the scheduled bus service. The company also provides transportation to passengers who are trans- ferring from a cruise line and are beginning or ending their trip at Seward or Whittier. Exit Glacier Guides Exit Glacier Guides is a company based in Seward that does guided glacier and hiking tours in the Exit Glacier area of Kenai Fjords National Park. The agency offers a shuttle ride from Seward's boat harbor to Exit Glacier Park every hour on the half-hour, from 8:30 a.m. to 4:30 p.m. This ride costs $10 for a round-trip. Customers at the park can then use the free tours offered by the rangers several times a day. The shuttle is operational from May 25 through mid -September. The agency employs waste vegetable oil -powered shuttles which cuts the fuel con- sumption of the vehicles by over 75 percent. Seward Bus Line The Seward Bus Line is a private for -profit bus company from Anchorage that provides scheduled bus service year-round between Seward and Anchorage. The company also provides transportation north to Palmer, Wasilla, Talketna, Denali Park, and Fairbanks. The company does group tours to Kenai Peninsula, Gird - wood, Portage, Whittier, Seward, Soldotna, Kenai, and Homer. The company's depot is located in midtown Anchorage at 3333 Fairbanks Street (next to the Moose's Tooth Restaurant). This company provides transportation from the air- port, car rental, hotel, Whittier, and the Seward Cruise Ship dock. The agency uses a 14-passenger van or 22-passenger bus to provide this service. A one-way trip takes approximately 2.5 to 3 hours, departs from the Seward at 9:30 a.m., and reaches Anchorage at noon. The return trip leaves Anchorage at 2:30 p.m. and reaches Seward at 5:30 p.m. A one-way fare costs $50 and a round-trip costs $95 Seward Transit Coordination Plan, Final Report LSC Page IV--11 Existing Service Providers and Peer Comparison as long as the pick-up/drop-off is at the Seward/Anchorage Depots. If a passenger needs pick-up/drop-off from ahotel, airport, or a rental car company, there is a $5.00 increase in fare. SUMMARY Table IV-1 summarizes the human service agencies, tour company, public school district, and taxicab companies that provide some transportation services. LSC Page N--12 i' } Seward Transit Coordination Plan, Final Report Table IV-] Trenn,li rule" SerNcas In the Seward Ate+ Number SaMn N+ma or Sponsor Nama Agaruy ylya Anrwal Trips Annual I Annual Am I SeMee type Pasu�tt EllgkNity Days and Hours of SaMea rTaetldo,matlon Furxgng Sourc+s —wee Ara+ Pr sided Vehick-Hours Vehiti -Mlles TnmsportaHontort um+n SerNce Agencies 1 Al —Vocational Teehnical CentellAVFECI Slate Government Ma n/a n/a Ma Na Students n/a Na Genwai Funds, Fedttal, Avalbbk tot students —Ming classes in the Technical Vocational Applied Txhnologles Depanment ant Pon Avenue Education Program, Axe Fazllay to Downtown Seward Training and Ein ti n ens P,earam 2 Inde,eMenl Wing Center pLCI Private Narmrotit n/a Na n/a Na None. Pays for Seniors and people with dbabift- 24 hours a day, ] days a week. None Mental Health Tmsl Homer, Seward, Central Kenai Padmuk, and Kodiak ansponalion through Amhogy Funds, FTA Sit. kknd, Vdd.t and Cordova area. uchers. 3 qulekcak Nat Tribe Nonprdn MbA Na Na Na Maw n/a Na n/a n/a Ma N Seaview CanHnunnY Services Private Nonprofit 72 n/a n/a N Demand-Respume Program <Nents Monday-FMay lwheoIthak-x %Il rAelkald, Fie at Town of Seward am a.m.-5W p.m. ln Pubic Safely S Seward Senkr Utite Inc. Private Nonprdit 2, 1, %2 $6S,—Foed!! o ;Demand- Seniors Mondry hfdry Lwi—khan.,—IM. TBk IlIF, Donakint, United Regdarly provide se k-to Seward. We have flespome 9:00 a.m:2-. P.m. We, IudreHkg, volunteer nev Intintlond to Lowell PolM in the lastgyeats. 6 Seward Publk Heabh Center Pubic Na Ma Na Na Sdiedukd Fwe,f-Rohe Na n/a N Na Sewed to Anthonge Wo ilt 1 Kenai Penknuk guraugh Sthod Dklrkt-Sewazd Public SMod DHtrkt Na W. n/e $5,461.363 Fixed -Route; Demand- AudeMs Malay -Friday Na Akska Depanmentd Sewed Ahod DbtrN Respome (Spent' S"""' SdwoI Hours Ed —In. stdents "Weill pkk- ures p/d,",tiN x idence.) Nvxe Tnmpo d—Rnsnders 1 Seward Trngey Compalry Akale Fo-Adk N n/a Ma rl/a F.W-Raute General pubik Every half-hox, summtt only n/ Pxse,mtt tares Sewed 2 Glader Taal Private Fx-wan N Na n/a Ma Na n/a Ma N Pxsenettfxx x reward and xner ate such x Kanal, Mtharege, Spldxna and Homer 3 Mi:e's Toll Private ForP,dg IS, n/a Na /l Na N Na 2vehicks-4-wh-Wrive P..ngx ores Cityd Seward. Abo provide trips to Sewardand witki , ouNykg azex -And-ltii, Kenai, SuWdm, Hamtt On O,dtt: A 12-IS pxsenger wan ad a in nw. a Phtwin, Tavel Private For Kilo n/a n/a n/a N Ma Ma n/a Ma Passenger fa"s Seward and other xex such m Kenai,Anchorage, —and Sold— and Homer S PIST Tours Private For-Pidit Na N. n/a Na n/a Na n/a 6vehkles Passerger fares Sewed ad he, azen such x Kenak Anchorage, Solddna and Nome, 6 Seward Cab Private For --fit Na n/a Ma n/a Na n/a n/ n/ Pa W'fares Sewad and otMrareas such as Kenai, Anchoage, Sddotna and Homer ] Akska Tranaponallon Group P-A. For-PrdK Na Na n/a Na rap Na Ma n/a Passe" lazm Seward, Whktlep Gbdwood Cooperladine Hamer, Girdwood, Anchorage, TAkeetna, D-Al NaHonal Park Fairbanks, and Valdes. e Flit Glxiaz Guides Private rb prorA Na n/a rah Ma n/a Na rah rah -A N 9 Seward Bus Line Private For~it Na Na Na Na Srhedded F'Ned Route Genets now 7daYsaweek 2vehicles-a la-pin.n1lr Passenge,tares Seward oldAnchalage. ThecampanY oho Wovida One routs -trip that levant Seward van ad, 22-passenger M. to Palmer, WxiU, Talke- Denali P-k. x 9:30 am. and arrives x Seward bus end Fairbanks. Group tours are xovlded to Kenai x 5:30 p.m. Penksun, GlydwoM, Pmtage, Whinier, Seward, Sold.— Kenai, and Homer wre. ram a bit gwanawwac SOsn Existing Service Providers and Peer Comparison (This page intentionally left blank.) LSC Page IV-14 Seward Transit Coordination Plan, Final Report �b ExistiRg Service Providers and Peer Comparison COORDINATION INTEREST All agencies surveyed were asked to indicate the level of interest in a number of coordination strategies. Table IV-2 indicates the coordination level based on responses by various transportation providers. As shown in the table, Seward Senior Center is interested in all of the coordination activities. The Seaview Com- munity Services strongly expressed interest in "Purchasing transportation services from another organization," "centralized scheduling and dispatching," and "par- ticipating in an organized countywide transportation marketing program."As seen in the profiles, except for Independent Living Center (ILC), limited coordination activities exist. LSC Seward Transit Coordination Plan, Final Report 'i Page N-15 M Table IV-2 Coordination Interest Exit Glacier Seaview Seward Senior Seward Public AVTEC Guides ILC QNT Community Center Health Center Services Providing transportation services under contract to n/a n/a n/a n/a ' n/a another agency or agencies. Purchasing transportation services from another n/a organization, assuming that the price and quality of n/a n/a n/a n/a service met your needs. Coordinating schedules and vehicle operation with n/a nearby paratransit providers so that riders can transfer n/a n/a n/a n/a 1 from one service to another. Joining together with another agency to consolidate the n/a n/a n/a n/a , n/a operation of transportation services. Adjusting hours or frequency of service. n/a We n/a n/a 1 n/a Coordinating activities such as procurement, training, • n/a vehicle maintenance, and public information with other n/a n/a n/a n/a ' Drov' Centralized scheduling and dispatching. n/a We n/a n/a n/a Participating in an organized countywide transportation n/a n/a n/a n/a marketing program. Note: • = Interested 0 = Possibly Interested O = Not Interested n/a = Not Available Source: LSC Transportation Provider Survey, 2009. Existing Service Providers and Peer Comparison VEHICLE UTILIZATION To understand how existing vehicles are being used, the questionnaire included a chart with the fleet information, hours, and days of operation. The two main human service agencies —Seward Senior Citizens, Inc. and Seaview Community Services —provided information on their vehicle fleet. Table IV-3 shows the infor- mation by agency. As shown in the table, both these agencies provide transporta- tion with one vehicle and transportation is limited to Monday through Friday. The table also shows that the existing fleet has limited capacity to accommodate general public transportation services for the Seward area between 9:00 a.m. and 3:00 p.m. The vehicles could be available for other services before and after these times. LSC Seward Transit Coordination Plan, Final Report �C� Page IV-17 N m 00 Table IV-3 Vehicle Utilization Agency I �e^°;g, 8:00 AM 19:00 AM 110:00 AMI 11:00 AMI �`'uu 11:00 PM 12:00 PM 13:00 PM 14:00 PM 16:00 PM d Senior Citizens, Inc. 1: A wheelchair -accessible van w Community Services 1: A wheelchair -accessible van LSC Transportation Provider Questionnaire, 2010. Hours of Operation Existing Service Providers and Peer Comparison CUSTOMER SURVEY RESULTS LSC distributed a short questionnaire at the meetings so that stakeholders could distribute these surveys to their clients. While there is no statistical significance to the responses, the input represents the opinions of those participating. Appendix B includes a copy of the customer survey. Questionnaire Responses There were a total of seven responses from Seward. All of these questionnaires were distributed at the Seward Senior Center. Five of the seven respondents provided comments on the transportation provided by the Seward Senior Center, one respondent provided comments on the Glacier Taxi, and one respondent provided comments on both the Seward Bus Lines and the Glacier Taxi service. Passengers were asked to rate the quality of service provided by each bus/taxi service. The responses were poor, fair, good, and very good. Each category was given a numerical value from one to four, and the average response was then calculated for each attribute. The middle point of responses would be 2, so an average score of 3.0 or higher would indicate positive perceptions for that par- ticular attribute. The responses are shown in Table IV-4. Table IV-4 Quality of Service Attribute Average Driver safety 3.71 Appearance of drivers 3.57 Friendliness of office staff/dispatcher when you 3.57 call for service or help using the system Friendliness of drivers 3.57 On -time reliability 3.42 Times it takes to travel from place to place 3.42 Appearance of buses/vans 3.14 Bus/van goes where you need it to go 3.0 Hours of operation 2.83 Source: LSC Survey, 2010. r_ce' Seward Transit Coordination Plan, Knal Report 'SI Page IV- 19 Existing Service Providers and Peer Comparison In the survey, the attributes having the highest scores were driver safety, friendli- ness of drivers and friendliness of office staff/ dispatcher when you call for service or help using the system with scores of 3.72, 3.57 and 3.57, respectively. The attribute with the lowest score was hours of operation with a score of 2.83. Ridership Frequency Passengers were asked how often they ride the bus/taxi service. Three of the seven respondents reported using the Seward Senior Center service daily. Two respondents reported using the service several times a week. (One was referring to the service provided by the Seward Senior Center service, and the other was referring to the Glacier Taxi service.) One respondent reported using the Seward Senior Center service once a week, and one respondent reported using the Seward Bus Line/Glacier Taxi service less than once a month. Purpose When respondents were asked what the primary reason for riding was, four of the seven respondents reported needing transportation for medical appointments or shopping. A small proportion of individuals also reported needing transportation for social purposes and trips for errands. Demographic Characteristics Five of the seven respondents were female. The average age of the respondents was 72 years, ranging from 56 to 81 years. All of the respondents indicated that they were white. Income plays an important role in determining transit ridership and transit needs in Seward. The most common annual household income of respondents from the surveys was $7,500 to $14,999. One respondent indicated that their annual household income was $50,000 to $74,999, and one indicated that their annual household income was $15,000 to $34,999. Vehicle availability for households plays a key role in the demand for public trans- portation. Lack of a private vehicle influences people to use public transportation. This comparison provides an indication of the number of choice riders compared LSC Page N--20 5� Seward Transit Coordination Plan, Final Report Existing Service Providers and Peer Comparison to those who are transit -dependent. All of the respondents indicated that they do not have an operating vehicle available in their household which indicates that all of the riders are transit -dependent. Additional Comments There was space left at the bottom of the survey for individuals to make additional comments. The comments mostly expressed the need for extending service by one or two hours to the transportation schedule currently provided by the Seward Senior Center. The comments emphasized that there was no transportation home from afternoon events at the Senior Center and since the agency's pickups ended at 1:00 p.m., it made it difficult to arrange therapy appointments at the new Mountain Haven. One comment on the Seward Bus Line was that the price of the round-trip should be cheaper or should have discounts for people who live in the community year-round. Riders are appreciative of the services provided by the Seward Senior Center and the Glacier Taxi. They also like the drivers who pick them up. PEER COMMUNITY ANALYSIS An important step in a "new" public transit system is a basic estimation of the type of service, operating budget, and performance measures that need to be met based on "peer" systems in other communities. Data for the comparisons were taken from the National Transit Database summaries and from recent LSC- completed projects. The peers selected for comparison are as follows: • Sitka Tribe of Alaska - "The RIDE," AK • Ketchikan Gateway Borough Transit, AK • Dawson County Urban Transportation District, MT • Valley County Transit, MT • Blackfeet Transit, MT The communities selected for comparison were chosen using general criteria. The characteristics that were considered in this selection were similar population and the rural characteristics of the area. The performance measures presented provide i..cr a Transit Coordination Plan, Final Report Page IV-21 Existing Service Providers and Peer Comparison a model depicting the approximate levels of service that need to be met for a new transit system to provide public transportation in the most cost-effective way. Even though care was taken to find the closest matching peer communities, no two systems are exactly alike. Factors such as the type of service (modified fixed - route, demand -response, etc.), local fare policies, and quality of capital equipment can substantially impact the performance of the individual systems. This peer analysis, therefore, should be viewed as a rough gauge of a representative sample of similar systems, rather than an exact reporting. Peer Statistics Table IV-5 shows the compilation of data on the peer communities. Seward Senior Transit is shown as a comparison at the bottom of the table, and averages for each of the categories are listed at the end of the peer communities. The peer com- parison helps come up with a realistic target productivity level that a transit service in Seward can use to see how other peer communities are performing in public transit services. The peer communities were not restricted to a particular type of service offered by a transit system, but demand -response service and fixed - route with complementary paratransit service seemed to be the types of service offered by most similar -sized communities. All the populations listed were higher than Seward, which has a lower population (3,016 people) than the overall average of 9,460 persons. Ketchikan Gateway Borough Transit is the only transportation program in the peer communities similar to Seward that has a large visitor popu- lation in addition to the permanent population of the area. The populations of the peers ranged from Valley County Transit with the lowest population of 6,771 people to the Ketchikan Gateway Borough Transit which had the highest popu- lation with approximately 13,125 people. LSC Page N--22 Seward Transit Coordination Plan, Final Report Table IV-5 Peer Community Analysis Performance Measures Type of Duration of Area No, of Annual Annual Annual Operating Pass per Pass per Cost per Cost per Cost per Trips per Transit System -Location Service Service Population Vehicles Miles Hours Ridership Budget Hour Mile Pass Hour Mlle Capita Silks Tribe of Alaska - "the RIDE," AK Fixed -Route, Paratransk Service M-F 6:30 am - 6:30 pm 8.747 4 109,155 9,928 39,230 $515,034 3.95 0.36 $13.13 $51.88 $4.72 4.48 Ketchikan Gateway Borough Transit, AK Fixed -Route, Paratransit Service M-Sat 5:15 am -9 pm; Sun 9:15 am - 4:15 pm 13,125 4 225.140 18,460 154,756 $948,751 8.38 0.69 $6.13 $51.39 $421 11.7 Dawson Couny Urban Transportation District, MT Demand -Response M-F 7:30 am - 6:00 pm 8,558 5 44,172 1,992 13.058 $153,916 6.56 0.30 $11.79 $77.27 $3.48 1.I Valley County Transit, MT Demand -Response 7 days a week, 24 hours of service 6,771 6 115,432 1,303 48.662 $331.136 37.35 0.42 $6.80 $254.13 $2.87 7. Rockiest Transit, MT Demand -Response M-F 8 am - 4:30 pm 10,100 7 56.843 7,500 29,150 $139,666 3.89 0.51 $4.79 $18.62 $2.46 2. AVERAGE „�; =: ' '.' '> . ;. �' :: ' : _ ° i. > . - �.. = .:, ', ; , <_ g A 6 ` 1- 0140 ' .'?T 83T ' . _ .'6'971 ' 3A17 701 .- . 2.02 .: 0.46 ': 53 ' V.SS ' lii Seward Senior Center Transit AK Fixed-Roufe, Demand -Res se M-F9am-2 3,016 1 520D 1,000 2,000 565000 2.00 0.38 $32.50 t65.00 $12.50 0.66 Sources: N7D Dab. LSC, M& Existing Service Providers and Peer Comparison (This page intentionally left blank.) r_cr Page IV-24 Seward Transit Coordination Plan, Final Report Existing Service Providers and Peer Comparison The following is a short narrative on the results of the peer analysis. The figures provided below reflect the peer communitie s' data in a graphical manner. Figure IV-1 presents the comparison of the annual ridership for the peer communities. The average of the five agencies was 56,971 annual trips. The highest ridership was from Ketchikan Gateway Borough Transit with 154,755 annual passengers. The Seward Senior Center had a low annual ridership of 2,000 passengers because it provides transportation for seniors only. Figure IV-2 shows the comparison of passenger -trips per hour by agency. Passen- ger -trips per hour were calculated for each of the five agencies, with an average of 12 passengers per hour. It is generally held that a productivity measure of two to six passengers per hour or fewer is the threshold for conducting demand - response operations. If a system exceeds the two to six passengers per hour threshold, the system should be considered for a switch to flex -route or deviated - route service to be able to meet those needs. If the passengers per hour exceeds the six passengers per hour, the system could consider a fixed -route service. Blackfeet Transit falls within the range for demand -response operations serving 3.89 passengers per hour, and Ketchikan Gateway Borough Transit falls within the range for fixed-route/paratransit operations serving 8.38 passengers per hour. Valley County Transit serves 37.35 passengers per hour, making it the most efficient peer transit system under this criteria. Blackfeet Transit had the lowest passenger per hour with 3.89 passengers per hour. As mentioned before, the Seward Senior Center carries approximately two passengers per hour because it provides transportation for seniors only. LSC Seward Transit Coordination Plan, Final Report Page N--25 '�1 m N ON I M4 bl. Cbm N V Existing Service Providers and Peer Comparison The average cost per passenger of $8.53 was calculated for the five agencies. Figure IV-3 shows the comparison of the cost per passenger. The most cost- effective transit system of the peer systems is Blackfeet Transit with a $4.79 cost per passenger. The most costly peer system is Sitka Tribe of Alaska's "The RIDE" with a $13.13 cost per passenger. The Seward Senior Center cost per passenger was the highest of the communities at $32.50. Other averages calculated were the passengers per mile (at 0.46 passengers), the trips per capita (at 5.57 trips), the average cost per vehicle -hour ($90.66), and the average cost per vehicle -mile at $3.55. The operating budget was also reported by each agency with an average of $417,700. The highest operating budget of the peer communities is Ketchikan Gateway Borough Transit at $948,800. This is significantly higher than Seward Senior Center's transportation budget of $ 65,000. Based on the peers, $300,000 to $400,000 would be the general operating budget for a public transportation service in the Seward area, based on its similar -sized populations. LSC Page IV-28 1 Seward Transit Coordination Plan, Final Report m a A. A n 0 O A. �� A A coo '� 0 �' A m N �o Existing Service Providers and Peer Comparison Peer Community Transit Services In order to get a better sense of the approximate cost of providing public trans- portation in Seward and its surrounding area, it is important to examine the types of services that peer communities provide. Three peer systems exclusively operate a demand -response service while two peers operate a fixed -route with a para- transit service. The type of transit system used by each peer system is shown in Table IV-5 (presented previously). Summary In the analysis ofthe information presented in Table IV-5 and the previous figures, a pattern does arise. Based on the peer community analysis, Seward may need to choose their type of service depending on their budget and population. Ridership and trips per capita, on the other hand, are highly dependent on the quality and type of service in place. LSC Page N--30 ^ Seward Transit Coordination Plan, Final Report Chapter V (01 CHAPTER V Transit Needs Assessment This chapter examines the transit need that exists in the Seward area. Transit need and transit demand are terms that should be thought of separately. Need exists when transit service may not be available. Demand is generally thought of as deriving from various levels or types of service. It remains difficult to quantify the existing transit need for a region. Chapter V uses three methodologies to examine the amount of need and demand. The first methodology examines the difference in household trips by vehicle access. The remaining methodologies attempt to quantify demand by using trip rates related to both program trips and general public service trips. MOBILITY GAP METHODOLOGY The mobility gap methodology is used to identify what amount of service is required to provide an equal amount of mobility to households that have access to vehicles and those that do not. The National Personal Transportation Survey (NPTS) provides data that allow for calculations to be made relating to trip rates. Separate trip rates are generated for various regions throughout the United States to account for any locational inequities. Trip rates are also separated by general density and other factors such as age. Alaska is part of Division Nine, the Pacific Region. Trip rates for zero -vehicle households in rural areas of the Pacific Region were determined to be 3.3 daily trips. For rural households with at least one vehicle, the trip rate was 5.8 daily trips. The mobility gap is calculated by subtracting the daily trip rate of zero - vehicle households from the daily trip rate of households with at least one vehicle. Thus, the mobility gap is represented as 2.5 household trips per day. This means that households that have access to a vehicle take 2.5 more daily trips on average. Seward Transit Coordination Plan, Final Report t ,4 Page V-1 Transit Needs Assessment To calculate the transit need for each transit analysis zone (TAZ), the number of zero -vehicle households is multiplied by the mobility gap number. Table V-1 shows this information broken out by TAZ. In total, 383 daily trips need to be provided via transit to make up for the gap in mobility. These numbers were updated to reflect potential growth over the next ten years. Table V-2 shows the mobility gap table, updated to 2020 demographics. The number of trips that would need to be provided to make up for the gap in mobility in 2020 is estimated at 414 trips. This is a modest increase of 31 daily trips over this time span. LSC Page V-2Seward Transit Coordination Plan, Final Report A Table V-1 Seward Mobility Gap 2010 2010 2010 One Plus Mobility Daily Transit Tract Block Group TAZ Location Population Households No Vehicle Vehicle Gap Need 13 2 6 Seward 477 155 22 132 2.5 56 7 174 56 8 48 2.5 20 8 661 214 31 183 2.5 78 10 118 38 6 33 2.5 14 11 104 34 5 29 2.5 12 12 51 16 2 14 2.5 6 13 219 71 10 61 2.5 26 14 105 34 5 29 2.5 12 15 68 22 3 19 2.5 8 16 120 39 6 33 2.5 14 17 94 31 4 26 2.5 11 18 153 50 7 42 2.5 18 19 221 72 10 61 2.5 26 13 1 1 Bear Creek 317 124 5 119 2.5 13 2 272 107 4 102 2.5 11I 3 275 108 4 103 2.5 11 4 232 91 4 87 2.5 9 5 748 293 12 281 2.5 31 13 1 21 Lowell Point 97 38 2 36 2.5 4 3 1 22 Primrose 73 31 1 30 2.5 3 TOTAL 4,581 1,623 153 1,469 - 383 Source: LSC, 201a Q m 5 4 Table V-2 Seward Mobility Gap 2020 2020 2020 One Plus Daily Transit Tract Block Group TAZ Location Population Households No Vehicle Vehicle Mobility Gap Need 13 2 6 Seward 515 167 24 143 2.5 60 7 188 61 9 52 2.5 22 8 713 231 34 198 2.5 84 10 127 41 6 35 2.5 15 11 113 36 5 31 2.5 13 12 55 18 3 15 2.5 6 13 237 77 11 66 2.5 28 14 113 37 5 31 2.5 13 15 73 24 3 20 2.5 9 16 129 42 6 36 2.5 15 17 102 33 5 28 2.5 12 18 165 54 8 46 2.5 19 19 239 77 11 66 2.5 28 13 1 1 Bear Creek 342 134 6 128 2.5 14 2 294 115 5 110 2.5 12 3 297 116 5 111 2.5 12 4 251 98 4 94 2.5 10 5 807 316 13 303 2.5 33 13 1 21 Lowell Point 105 41 2 39 2.5 4 3 1 22 Primrose 79 33 1 32 2.5 3 TOTAL 4,943 1,751 165 1,585 - 414 Source: LSC, 2010. Transit Needs Assessment RURAL TRANSIT DEMAND A methodology developed as part of a Transit Cooperative Research Program (TCRP) project exists that allows us to forecast transit demand for market seg- ments of the population. Program Trips Program trips are trips that occur because of the presence of specific social service programs including Head Start, day habilitation services, and senior living centers. Census information was gathered on various segments of the population, in- cluding individuals of specific ages and by type of disability. These populations, for each TAZ, are then used to forecast the number of participants in a specific program. The TCRP methodology has a trip rate for each type of program which allows us to calculate the approximate number of trips that will be provided. Table V-3 shows the total number of estimated annual one-way program trips as 31,894. This equates to approximately 125 daily program trips on public transit. Table V-3 Seward Area Estimated Program -Related Transit Need Program Type Estimated # of Annual One- Partici ants Way Trips Developmental Services Adult 15 pp 5,319 Case Management 5 pp 207 Pre-school -- 3 to 5 yrs (est.) 4 pp 926 Head Start 6 pp 1,515 Job Training (est.) 29 clients 4,009 Mental Health Services (est.) 2 clients 776 Case Management (est.) 44 clients 279 Nursing Home 11 pp 104 Senior Nutrition (est.) 29 pp 7,594 Sheltered Workshop* (est.) 29 pp 11,166 TOTAL PROGRAM TRIPS 31,894 Source: Demand estimates based on the methodology presented in "TCRP Report 3: Workbook for Estimating Demand for Rural Passenger Transportation," and 2000 US Census Bureau. *Note: Est. = Best Estimation Technique used from 2000 US Census Bureau. LSC Seward Transit Coordination Plan, Final Report �� Page V-5 Transit Needs Assessment Non -Program Trips TCRP rural demand methodology has established a system of estimating demand for non -program trips. This method uses the general population, elderly popu- lation, mobility -limited population, and low-income population to determine total demand. The methodology uses assumed vehicle -miles to generate a service factor that is then used to calculate demand by market segment. Table V-4 presents this information for each TAZ within the study area. The table shows general public trips, mobility -limited trips, and elderly trips. This meth- odology estimates the current non -program demand at 5,710 trips annually. This estimate thus predicts 22 daily one-way non -program trips within the area. These numbers were also forecasted based on 2020 demographics. Table V-5 shows this information below. When looking at the future demographics, the annual estimated demand becomes approximately 6,100 trips. This represents an increase of two trips daily, or 390 annually. r.SC Page V-6 �� Seward Transit Coordination Plan, Final Report Table V-4 2010 Estimated Non -Program Transit Demand using the TCRP Method Seward Area Census Transit Estimated Annual Passenger -Trip Demand Daily Demand Place Census Block Analysis Estimated Daily Density Elderly + Total Tract Group Zones Mobility- Mobility- Low- Annual Transit Demand (Trips per Sq. # % Elderly Limited Limited Income Demand Miles per Da Seward 13 2 6 350 110 460 210 670 3 11.7% 0.33 7 130 40 170 80 250 1 4.4% 0.48 8 500 160 660 290 950 4 16.6% 2.93 10 100 30 130 60 190 1 3.3% 5.10 11 80 20 100 50 150 1 2.6% 0.59 12 80 20 100 40 140 1 2.5% 21.12 13 220 70 290 130 420 2 7.4% 24.58 14 80 20 100 40 140 1 2.5% 0.92 15 120 30 150 70 220 1 3.9% 35.95 16 30 10 40 20 60 0 1.1 % 16.81 17 130 40 170 80 250 1 4.4% 36.31 18 110 40 150 70 220 1 3.9% 0.70 19 120 40 160 70 230 1 4.0% 15.82 Bear Creek 13 1 1 130 50 180 100 280 1 4.9% 0.04 2 110 40 150 90 240 1 4.2% 0.24 3 110 40 150 90 240 1 4.2% 0.25 4 90 40 130 80 210 1 3.7% 0.37 5 300 110 410 240 650 3 11.4% 0.78 Lowell Point 13 1 1 21 40 10 50 30 80 0 1.4 0 0.03 Primrose 3 1 22 80 20 100 20 120 01 2.1%1 0.01 Totals 2,910 940 3,850 1,860 5,710 22 100% 163.35 Source: 2000 Census, Alaska Department of Labor and Workforce Devetopment-Research and Analysis, LSC 2010. A N p Cb m Table V-5 2020 Estimated Public Transit Demand using the TCRP Method Seward Area FCensus Census Transit Estimated Annual Passen er-TripDemand Daily Demand Elderly + Total Block Analysis Estimated Daily Density Group Zones Mobility- Mobility- Low- Annual Transit Demand (Trips per Sq. # % Elder) Limited Limited Income Demand Miles per Da 2 6 380 120 500 220 720 3 11.8% 0.4 7 140 40 180 80 260 1 4.3% 0.5 8 540 170 710 310 1,020 4 16.7% 3.1 10 110 30 140 60 200 1 3.3% 5.4 11 80 30 110 50 160 1 2.6% 0.6 12 80 20 100 50 150 1 2.5% 22.6 13 230 70 300 140 440 2 7.2% 25.8 14 80 30 110 50 160 1 2.6% 1.0 15 130 40 170 70 240 1 3.9% 39.2 16 30 10 40 20 60 0 1.0% 16.8 17 140 40 180 80 260 1 4.3% 37.8 18 120 40 160 70 230 1 3.8% 0.7 19 130 40 170 80 250 1 4.1 % 17.2 13 1 1 140 50 190 110 300 1 4.9% 0.0 2 120 40 160 100 260 1 4.3% 0.3 3 120 40 160 100 260 1 4.3% 0.3 4 100 40 140 80 220 1 3.6% 0.4 5 1 320 1201 440 2601 700 3 11.5% 0.8 13 1 21 40 20 60 30 90 0 1.5% 0.0 3 1 22 80 20 100 20 120 0 2.0% 0.0 Totals 3,110 1,010 4,120 1,980 6,100 24 100.0% 173 Source: 2000 Census, Alaska Department of Labor and Workforce Development -Research and Analysis, LSC 2010. Transit Needs Assessment GREATEST TRANSIT NEED The "greatest transit need" is defined as those portions of the study area with the highest percentage of zero -vehicle households and elderly, disabled, and below - poverty populations. This information was used to develop the transit service plan and identify the appropriate service district boundaries. Methodology The data included in Chapter III were used to calculate the greatest transit need. The categories used for the calculation were zero -vehicle households, elderly population, disabled population, and below -poverty population. Using these cate- gories, LSC developed a "transit need index" to determine the greatest transit need. The percentage of the population for each TAZ within each category was calculated, placed in numerical order, and divided into five segments. Five seg- ments were chosen to reflect a reasonable range. Each segment contained an approximately equal number of TAZs to provide equal representation. The TAZs in the segment with the lowest density were given a score of one. The TAZs in the segment with the next density were given a score of two, and so on. The TAZ in the segment with the highest percentages were given a score of five. This scoring was completed for each of the categories (zero -vehicle households, elderly population, disabled population, and below -poverty population) . After each of the TAZs was scored for the four categories, the four scores were added up to achieve an overall score. Table V-6 presents the ranked scores for each US Census TAZ in the study area. The scores range from four (lowest need) to 20 (highest need). Figure V-1 also shows the information graphically. Results The results allow us to rank which census TAZs need transit the most. The areas that show the highest transit need based on this methodology are located in the downtown area of Seward. More specifically, TAZs 13, 16, 17, and 19 all received a greatest transit needs score of four, the maximum possible under this scenario. All of the TAZs that scored a four are adjacent to those that scored a five. This shows that the transit need is generally clustered around a specific area, which is valuable information when service alternatives are discussed. LSC Seward Transit Coordination Plan, Final Report �� Page V-9 Figure V-1 Greatest Transit Needs Places Greatest Transit Needs 0 1 Low 2 5 High 0 Kenai Peninsula County Water Bodies Primrose � 3 � ree � xs IX.'. IK ?r ....;.,U'� 4 Bear Creek �"� w ci'.,. •,' •.... � •tea � $eWard. 21 Lowell Point TRANSPORTATION C�)NSUI IANIS, INC:. LSC Page V-10 Seward Transit Coordination Plan, Final Report Census Tract 13 13 13 3 Totals Source: 2000 Census Block Group 2 1 1 1 Transit Analysi Zones 6 7 8 10 11 12 13 14 15 16 17 18 19 1 2 3 4 5 21 Table V-5 2020 Estimated Public Transit Demand using the TCRP Method Seward Area Estimated Annual Passen er-Trip Demand s Elderly + Total Mobility- Mobility- Low- Annual Elderly Limited Limited Income Demand 380 120 500 220 720 140 40 180 80 260 540 170 710 310 1,020 110 30 140 60 200 80 30 110 50 160 80 20 100 50 150 230 70 300 140 440 80 30 110 50 160 130 40 170 70 240 30 10 40 20 60 140 40 180 80 260 120 40 160 70 230 130 40 170 80 250 140 50 190 110 300 120 40 160 100 260 120 40 160 100 260 100 40 140 80 220 320 120 440 260 700 40 20 60 30 90 80 20 100 20 120 3,110 1,010 4,120 1,980 6,100 Alaska Department of Labor and and Estimated Daily Transit Demand 3 11.8% 1 4.3% 4 16.7% 1 3.3% 1 2.6% 1 2.5% 2 7.2% 1 2.6% 1 3.9% 0 1.0% 1 4.3% 1 3.8% 1 4.1% 1 4.9% 1 4.3% 1 4.3% 1 3.6% 31 11.5% 0 1.5% 0 2.0% 24 100.0% Daily Demand Density (Trips per Sq. Miles per Day) 0.4 0.5 3.1 5.4 0.6 22.6 25.8 1.0 39.2 16.8 37.8 0.7 17.2 0.0 0.3 0.3 0.4 0.8 0.0 173 Transit Needs Assessment (This page intentionally left blank.) LSC Page V-12 j;" Seward Transit Coordination Plan, Final Report Transit Needs Assessment DEMOGRAPHIC -BASED NEEDS IDENTIFICATION The above technical methods provide a good barometer for transit need. The data present an estimate of potential need of the residents of the study area. The mobility gap methodology allows us to see the upper threshold of potential need by examining the relationship between vehicle access and trips. While this model shows that 383 trips would need to be provided daily to bridge the gap in mobility, it should be seen as the highest potential need. The TCRP methodology for public transit trips presents a more realistic daily demand of 22 trips. LSC Seward Transit Coordination Plan, Final Report I b Page V-13 Chapter VI 11 CHAPTER VI Coordination Opportunities Coordination is a technique for better resource management in which improved organization strategies are applied to achieve greater cost-effectiveness in service delivery. Coordination is about shared power, which means shared responsibility, shared management, and shared funding. Coordination of transportation services is best seen as a process in which two or more organizations interact to jointly accomplish their transportation objectives. Coordination is like many other political processes in that it involves power and control over resources and may be subject to a variety of political problems and pressures. Coordination can be used to improve transportation system performance by elim- inating duplicate efforts and improving the efficiency of transportation operations. Coordinating transportation means doing better with existing resources. It requires working together with people from different agencies and backgrounds. Coordination has been said to be the best way to stretch scarce resources and improve mobility for everyone. The fundamental goals of coordinated transportation systems are to increase the number of people served and the number of rides provided with existing re- sources. Coordination achieves these goals through better resource management. HISTORY OF COORDINATION The concept of coordination has been promoted since the late 1960s; however, it was not until recently that a real push for coordination, emphasized at the federal level, has been observed. More and more communities are realizing the scarcity of resources (fuel, vehicles, drivers, and funding) and that the cost-effective and efficient delivery of services is vital if local communities are to continue to ensure access to vital human services, employment, recreation, and other opportunities LSC Seward Transit Coordination Plan, Final Report _N Page V1-1 Coordination Opportunities and needs. Coordination should be looked at as a step -wise effort. It takes a firm understanding of local needs and resources to develop a plan that, in the end, increases the mobility of residents. Levels of Coordination There are varying levels of coordination across a broad spectrum of operating scenarios. Levels can range from very low levels of coordination, such as sharing rides on several different vehicles, to intensive levels such as shared vehicles, shared maintenance, a brokerage established for all agencies, and others. It is important that the Working Group, stakeholders, and public in the Seward area understand that coordination of services generally may take some time and effort on the part of the local human service agencies and providers, especially given that several different government and tribal affiliations are involved. Coordination has been interpreted as everything from telephone conversations to transfer of vehicle ownership. There are four different phases or levels of coordi- nation with regard to the shared use and efficient operation of equipment and facilities. These levels are defined below: a. Communication involves recognition and understanding of a problem and discussion of possible solutions. This improves the working relationships among various organizations that are in a position to influence transporta- tion developments within their particular jurisdiction. b. Cooperation involves the active working together of individuals in some loose association in a cooperative way. The individuals or individual agencies retain their separate identities. c. Coordination involves bringing together independent agencies to act together in a concerted way, to provide for a smooth interaction of separate units of a transportation system. In coordination, the primary concern is in regard to common funds, equipment, facilities, or operations. Members or agencies preserve their separate identities. d. Consolidation involves joining together or merging agencies for mutual advantage. In the case of transportation services, consolidation is used in reference to a fully integrated transportation system in which the individual entities have been combined or consolidated into one integrated public transportation system. Individual agency identity for the purpose of trans- portation is no longer maintained. Locally, there is already coordination occurring among agencies, representing the beginnings of a coordinated effort. These groups working together are the defrni LSC Page VI 2 _11 Seward Transit Coordination Plan, Final Report Coordination Opportunities tion of communication and cooperation. The goal is to build on that communication and cooperation among providers to determine if coordination is a viable option. Vehicle sharing attempts have also been made in Seward. One of the greatest barriers to coordination in the Seward area appears to be clear definition of the benefits, definition in a way that overcomes the costs and challenges of j oint effort. Table VI-1 shows a full range of possible coordination activities in an abbreviated format. Additional descriptions of many of the coordination activities follows in the next section. LSC Seward Transit Coordination Plan, Final Report 10 Page VI-3 Coordination Opportunities (This page intentionally left blank.) LSC Page VI-4 �, Seward Transit Coordination Plan, Final Report Table VIA Possible Coordination Activities Concept Description k, 4"'#, g J" E v, e. i Inclusive Brochures Like a referral or a recommendation, information for another local human service provider(s) is included on an agency's own brochure. This sort of coordination can be accomplished generally cost free, since it is limited to agencies already printing service brochures. There is no need for any management or oversight of this effort, and agencies have the freedom to choose which agencies to reference on their own brochures. Common This is a single brochure describing the different services available in the area. This common marketing material would distill the Brochures information of each provider into a brochure designed for broad distribution to potential users. It requires numerous decisions about what information will be included and how it will be presented. Information Phone A shared informational telephone line provides potential users with the most convenient access to information on all transportation Line - Call Center services in the area. The creation of a shared phone line is the most extensive of the efforts suggested under joint pubic relations because it would require a dedicated and knowledgeable customer service representative to answerthe phone line. The phone number for this line could be distrbuted with all informational and marketing materials regarding transportation services. Resource Manual This would descrbe all ofthe services available in the area. Such a manual could be distributed to transit riders, transit agencies, and other human service agencies serving transit -dependent clients. This would contain more information than a brochure and might be printed in a full-sized format. Web Site A website can serve both as a marketing tool and as a warehouse of information for potential riders. The design of the site should reflect the theme of the com mon brochure, but it could also provide access to all of the inform ation in the resource manual. MAIN v..r�`, Joint Grant This is where transit providers in the area agree that they will submit a single grant to the state and/or FTA fortransit funding for Applications their capial and operational needs. Joint Training Joint training programs between agencies, in everything from preventative maintenance to safe wheelchair tie -down procedures, Programs can lead to more highly skilled employees. Joint training can lead to reduced training costs with agencies that each possess a specialized trainer who can be responsible for one or more disciplines. For example: one agency could provide Passenger Assistance Training, one agency could specialize in preventative maintenance training, etc. Agencies can also purchase special training from reputable organizations and allow other agencies to attend. Joint Planning and This involves agencies working cooperatively with either other similar agencies or a local provider in order to make known the Decision Making needs of their clients and become involved in the local planning of services. For example, several local human service agencies may meet with local transit planners in an area to develop operations plans which attempt to meet the needs of the agencies' clients. Sharing Expertise Similar to sharing training resources, agencies can share their expertise in such things as grant writing skills, computer skills, and general assistance in operations oftransporstion services (such as tips for dispatching or accounting procedures). Sharing expertise may be something as generates a list of personnel across the area who have some expertise in a particular field which may benefit another agency. A "yellow pages" of the subject matter expert made available to each agency may be helpful in operating transportation service. Coordinating A coordinating council is made up of myriad agencies and partners with a common goal of coordinating transportation resources. Councii This group differs from a coalition in that it is primarily made up of agencies which have a need for service and other groups (such as local municpalities) specifically formed to accomplish a strategic goal (such as to implement a new service). The coordinating council acts similar to a Transportation Advisory Committee in either a local or regional area. �ais.'m�i -S�bv,-5. �1.,..x�.✓,.��l. 10 ta, '+�'"k ,�'��,a.�" s 't. ''S�' {ilp��Yg3"�aa> �,'Sz""13 JSt;'Y.t a,NO av �.c.i. Shared Vehicle Agencies share indoor storage space and, if available, maintenance facilities. Shared storage, especially if and when vehicles are Storage and Main- stored outside, can aid in reducing engine wearduring cold weather startup. Obviously, ifa provider is conducting its own tenance Facilities maintenance on vehicles, they can likely share maintenance costs with another local provider. Joint Procurement Joint procurement, or bulk purchases, is a cost-effective approach to increase purchasing power. Joint maintenance and fuel of Vehicles, Insur- purchase is being more widely used across the country, especially given the rising costs of parts and fuel. Shared maintenance can ance, Maintenance, be done quite easily between agencies in a given locale. Many times, human service providers and other local providers contract Hardware/Parts, out maintenance to a local vendor. While there may be very few qualified maintenance professionals, it may allow a competitive and Software process between agencies to do fleet maintenance between multiple agencies. Insurance pooling is likely the most difficult joint proc urem ant p oss ibility. Provide Vehicles This strategy involves an agency providing a used vehicle, either one that is being replaced or retired, to another agency. This can be done either th roug h a transfer of title, donation for a small price (in the case of a retired vehicle), or sale to a local age ncy in desperate need ofa replacement vehicle. Vehicle Sharing This level of coordination requires that agencies own and operate vehicles. Memoranda of Understanding or Joint Agreements are needed for this element to work properly. Agencies that operate vehicles are able to share arose vehicles with other agencies in a variety of circumstances, such as when one agency has a vehicle mechanical breakdown, when vehicles aren't in use by one agency, or when capacity for a specific trip is not available. 4 ��' ,,yy��yk� :�i„ ,� .i✓�,.. fMn � �y�Y, fib N 9 � �+ A' 'o .4,",9`"i � %' A Contracts for This is contracting with another human service agency or a public provider to provide needed trips. This can be done occasionally Service on an as -needed basis or as part of scheduled service. One example is a local H sad Start contracting for service with a local public provider. This contract revenue can then be used as local match for the local public provider, using the same drivers and vehicles as used previously. Joint Dispatching A single office would oversee the dispatching of vehicles and the scheduling of reservations for all of the participating transportation and Scheduling entities in order to provide transportation service within a geographic area. Brokerage A third -party agency would be setup as a transportation brokerto interface between the transportation providers and users. The transportation broker would centralize the dispatching, recordkeeping, and sometimes vehicle maintenance. Consolidated A consolidated transportation program occurs when all transit services are provided by a single agency. This includes the vehicles, Service facilities, administration functions, maintenance, and operations. IN Coordination Opportunities (This page intentionally left blank.) LSC Page VI-6 �� Seward Transit Coordination Plan, Final Report Coordination Opportunities Table VI-2 shows qualitative measures of effort (input) and results (outputs) for each of the coordination activities. Effort includes the ease and cost of imple- mentation. Results includes both the dimensions of usefulness to current riders as well as the ability to attract additional riders. Seward Transit Coordination Plan, Final Report p' Page 1/I-7 m, Table VI-2 Comparison of Strategies Strategy Benefit to Users Ease of Implementation Implementation Cost Operating Cost Productivity Improvements Cost Savings Inclusive Brochures 1 • $ $ O O Common Brochures 1 • $ $ O O Information Phone Line - Call Center • 1 $$ $$ O O website 1 1 $$ $ O O Resource Manual • • $$ $$ O O Joint Grant Applications O • $ $ O Sharing Expertise O • $ $ 1 1 Coo rdina ting C oun cil O • $ $ O O Joint Procurement O 1 $ $ O 1 Vehicle Sharing 1 O $ $ 1 1 Contracts for Service 1 1 $ $ 1 1 Joint Dispatching and Scheduling • O $$ $$$ • • Brokerage • O $$ $$ • • Consolidated Service • O $$$ $ • • Legend: O Lowest $ Lowest Cost 1 Moderate $$ Moderate Cost • Greatest $$ Highest Cost Coordination Opportunities JOINT PUBLIC RELATIONS AND MARKETING Inclusive Brochures In its most basic form, a joint public relations effort and shared marketing materials would consist of the inclusion of essential information for services on one another's brochures. For example, each agency could include contact and service information for other local human service providers on its schedules, including the local taxi companies. This sort of coordination can be accomplished generally cost-free since it is limited to agencies already printing service bro- chures. There is no need for any management or oversight of this effort, and agencies would have the freedom to choose which agencies with which to coor- dinate. Benefits • Increases the visibility of each organization in the brochure. • Enables customers another means of finding the service they need. • Educates customers to be better consumers. Implementation Steps • Obtain permission to use another agency's logo and contact information. • Include the logo and contact information in your agency's next brochure. • Print and distribute the revised brochure. Common Brochures A more involved option is to create a single brochure describing the different services available in the region. This common marketing material would distill the information of each provider into a brochure designed for broad distribution to potential users. Additionally, a common brochure may pave the way for other marketing opportunities. The creation of common brochure will require making numerous decisions about what information will be included and how it will be presented. Many transpor- tation providers spend considerable time and resources in cultivating individual, LSC Seward Transit Coordination Plan, Final Report Page VT9 Coordination Opportunities agency -specific marketing strategies. It may be difficult to get multiple agencies with unique identities to agree on common marketing materials. An agency, or a small number of staff from different agencies, would need to take responsibility for the work of producing the brochure. Staff from one of the larger transportation providers may be most suitable for undertaking such a task since they likely have greater experience with marketing. Additional meetings of agency representatives may be required to reach an agreement on the general purpose and design of the brochure. The cost of a common brochure is variable based on decisions about the quality of printing and level of distribution. Since this brochure would be created for the express purpose of marketing regional transportation services to potential riders, it should have high quality printing. The design of a common brochure would require more time than adding additional information to individual brochures. The cost of a common brochure distributed over all participating agencies would reduce the individual cost for each agency. A Resource Manual is a variation on the concept of the common brochure. A Resource Manual would differ in the amount of detail, the intended audience, and the use/storage. Normally a Resource Manual is the most comprehensive of the joint publications and would include very detailed information for each agency including operating hours, operating rules/schedules /routes/reservation systems (as appropriate), and possibly a brief listing of contact staff at each organization. In terms of the audience, it would be intended primarily for customers, but also serve as a staff -to -staff reference. Finally, it is usually printed in an 8.5 x 11 inch or similar format and is often used only as a desk reference, as opposed to the brochures which are pocket -sized. Benefits • Increases the visibility of each organization in the brochure. • Enables customers another means of finding the service they need. • Educates customers to be better consumers. LSC rage vi-1 u J� Seward Transit Coordination Plan, Final Report Coordination Opportunities • Provides more information about each organization than an Inclusive Bro- chure. Implementation Steps • Agree which agency will lead the creation of the common brochure and what roles each agency will fulfill in the creation of the common brochure. • Draft the common brochure based on information provided by each agency. • Allow review of the draft brochure by all participating agencies. • Finalize the brochure for printing based on review comments. • Print the brochure, distribute copies among agencies. • Each agency then distributes the brochure to their customers. Website Once a common brochure, or a more comprehensive resource manual, has been created, it will be possible to create a common website to post this information. A website can serve both as a marketing tool and as a warehouse of information for potential riders. The design of the site should reflect the theme of the common brochure, and it could also provide access to all of the information available in a resource manual. Benefits • Increases the visibility of each organization on the website. • Enables customers another means of finding the service they need. • Educates customers to be better consumers. • Provides more information about each organization than if separate sites. Implementation Steps • Agree which agency will lead the creation of the website and what roles each agency will fulfill in its creation. • Draft the content for the website based on information provided by each agency. • Allow review of the draft website by all participating agencies. • Finalize the website based on review comments. • Make the website available on a "beta" basis to customers and make limited efforts to put out notices about its availability. • Debug as needed for a month or two, then increase awareness further. LSC Seward Transit Coordination Plan, Final Report Page VT 11 Coordination Opportunities JOINT TECHNICAL ASSISTANCE, TRAINING AND PLANNING Driver Recruiting, Screening, and Training Joint training programs between agencies —in everything from preventative main- tenance to safe wheelchair tiedown procedures —can lead to more highly skilled employees. Joint training can also lead to reduced training costs with agencies that each possess a specialized trainer who can be responsible for one or more disciplines. For example, one agency could provide Passenger Assistance Training (PATS), one agency could specialize in preventative maintenance training, etc. The agencies could also purchase special training from reputable organizations /com- panies and allow other agencies' employees to attend. Training costs should be shared among the agencies. Benefits • Each agency's training budget will be reduced. • The drivers and staff have more opportunities to learn from each other. Implementation Stews • The training needs of each agency's staff should be identified. • The training courses that meet the greatest needs should be determined. • The agency, organization, or company that could provide the needed training should be identified. • State and federal grants that could assist in paying for the training should be determined. Joint Planning and Decision Making Joint planning and decision making involves agencies working cooperatively with either other similar agencies or a local provider to make known the needs of their clients and become involved in the local planning of services. For example, CARTS, the Qutecek Tribe, or the City could meet with other transportation providers in the area to develop operations plans that attempt to meet the needs of the other agencies' clients, while also extending the effectiveness of their own service(s). LSC ' -&- " -1G �� Seward Transit Coordination Plan, Final Report Coordination Opportunities Benefits • The need for expensive planning documents for each transit agency will be reduced. • More complex coordination in capital development and operational functions will be allowed. • The duplication of services among the coordinating agencies, will be reduced. Implementation Steps • The agencies should meet with local or borough transportation planners to develop a scope of work for the planning process. • The scope of work should identify the goals and objectives. • A time line should be developed for the completion of the planning document. • The planning document should develop recommendations for making decisions about the operation of services, capital, funding, coordination process, and administration functions. Coordinating Council A coordinating council is made up of the various local agencies and partners with a common goal of coordinating transportation resources. A coordinating council is primarily made up of agencies which have a need for service and other groups (such as local municipalities) specifically formed to accomplish a strategic goal (such as to implement a new service). In contrast, a coalition is typically more of an advocacy organization and may not include those who are responsible for implementation. Benefits • Allows for greater input from the key transportation agencies in the area. • Allows members to share information and knowledge on a one-on-one basis. • Provides greater opportunity to identify possible coordination actions. • Increases the integration of transit planning within the region. Implementation Steps • Agencies interested in being members of the council need to meet and develop by-laws for the council. • Council members need to elect a Chair and Vice -Chair. LSC Seward Transit Coordination Plan, Final Report C% Page VI-13 Coordination Opportunities • Council members need to develop a mission statement, vision, goals, and objectives. • Council members need to set a date for the monthly or quarterly meeting. VEHICLE AND VEHICLE -RELATED COORDINATION Joint Procurement of Vehicles, Maintenance, and/or Parts Joint procurement (or bulk purchase) is a cost-effective approach to increasing purchasing power. Joint maintenance and fuel purchase is being more widely used across the country, especially given the rising costs of parts and fuel. Shared maintenance can be done quite easily between agencies in a given locale. Insur- ance pooling is likely the most difficult joint procurement possibility. Benefits • Individual agency capital outlay will be reduced. • An economy of scale in purchases will be created, thereby reducing the overall operational cost per agency. • With a decrease in capital and maintenance costs, an agency may be able to shift funding from maintenance and capital to service hours, thereby increas- ing the level of service or operations of the transit system within the region. Implementation Steps • The agencies need to meet to develop a basic understanding of how the pro- curement process will work. • Memoranda of Understanding (MOUs) should be developed and agreed upon. Provide Vehicles An agency could provide a used vehicle —one that is either being replaced or retired —to another agency. This could be done either through a transfer of title, donation for a small price (in the case of retired vehicle), or sale to a local agency in desperate need of a replacement vehicle. Benefits • The capital outlay for the agency that obtains the used vehicle will be reduced. • The need to retire older vehicles in the fleet will be reduced. LSC rage vi-1 g A r Seward Transit Coordination Plan, Final Report Coordination Opportunities • Human service transportation providers will be allowed to obtain vehicles that they would otherwise not be able to purchase, due to the cost of a new vehicle and the level of federal capital funding they are able to receive. Implementation Steps • The agencies should meet to determine the procedures for transferring a vehicle from one agency to another, as well as the level of overall need for vehicles. • The agencies that receive federally funded vehicles should review their fleet and determine which vehicles can be transferred to other agencies. • The agencies that wish to receive vehicles should review their fleet needs. Vehicle Sharing Vehicle sharing requires that agencies own and operate vehicles. Memoranda of Understanding or Joint Agreements are needed for this strategy to work properly. The agencies that operate vehicles are able to share those vehicles with other agencies in a variety of circumstances, such as when an agency vehicle has a mechanical breakdown or when capacity for a specific trip is at its maximum. One approach would be for the City of Seward, Seaview, the Qutucek Tribe, or CARTS to share/lease vehicles at a low cost to local providers who are in need of new or replacement vehicles. Benefits • The overall local capital outlay will be reduced. • These funds could be shifted to cover operational costs or increase the level of service. • These funds could also be used for capital funding for facilities, equipment, and other capital assets. Implementation Steps • Agencies need to work closely together to develop MOUs and agreements on vehicle usage. • Develop procedures, forms, and related materials to accommodate vehicle res- ervations, track mileage and use, assign refueling responsibilities, establish cleanliness standards/expectations, and specify incident/accident reporting requirements. LSC Seward Transit Coordination Plan, Final Report I �k Page VT 15 Chapter VII Iz CHAPTER VII Potential Service Options INTRODUCTION The basis for any transit plan is the careful consideration of realistic public transportation service alternatives. Capital requirements, financial plans, and management options can then be developed to support the planned services. Each service alternative must be evaluated using locally established goals and objec- tives. Any alternative that does not support the mission statement or the cor- responding goals and objectives of public transportation should not be considered for implementation. The following discussion evaluates the potential for new or expanded services in the Seward study area. The alternatives were based on information and input gathered from the Working Group and the public. These new services are designed to meet the demand that may not be met through coordination alone. These options were developed and evaluated to determine the most appropriate service for Seward. OPTION I: FIXED -ROUTE SERVICE This fixed -route service is proposed to operate from Alaska Sealife Center and travel along Seward Highway (State Highway 9) to the Seward Airport and back. This option is shown in Figure VII-1 to give a graphic representation of the proposed route structure. In addition, the service would extend service to Mile 8 with two trips in the morning and two trips in the evening. These trips to Mile 8 are designed to get people from Woodrow and other communities along the Seward Highway for services and for work in the City of Seward. The in -town fixed -route service will provide service to Alaska Vocational Technical Center (AVTEC), Food Mart, Safeway, the airport, and other locations along the Seward Highway. This fixed -route service would operate Monday through Friday from 6:00 a.m. to 6:00 p.m. This route would operate with one vehicle on a 40-minute headway and two vehicles during the peak hours with a 20-minute headway when the vehicle is LSC Seward Transit Coordination Plan, Final Report cl� Page VU-1 Potential Service Options providing in -town services in Seward. Peak service hours will be from 6:00 to 9:00 a.m. and from 3:00 to 6:00 p.m. LSC Page Vff 2 Seward Transit Coordination Plan, Final Report LSC Seward Transit Coordination Plan, Final Report � 1 Page VU-3 Potential Service Options Paratransit Service Area To comply with the Americans with Disabilities Act (ADA), paratransit service must be provided in a similar service area as the fixed -route system. Paratransit service must be offered during the same times as any fixed -route service, and the minimum service area will be established at three-quarters of a mile from the fixed route. Paratransit service is typically much more costly per passenger to operate than fixed -route service because of the characteristics of the service. Fixed routes are established to meet the highest demand travel patterns, while paratransit service must serve many origins and destinations in a dispersed pattern. The trip between Alaska Sealife Center and the airport is approximately three miles and the trip between Alaska Sealife Center and the Mile 8 marker is approxi- mately eight miles. Based on existing providers in the area, an estimate of $65 per hour cost of operation is considered. The fixed -route service will provide 20 in - town round -trips and four round -trips to Mile 8 per day. This service would oper- ate with a total of three buses —two used for the fixed -route service (peak and non -peak service) and the other used for the paratransit service. Following is a summary of the estimated operation and capital for Option I for both fixed -route and paratransit service: • Total Annual Operating Cost: $489,000 - In -town Operating Cost: $220,000 - Mile 8 Operating Cost: $74,000 - Paratransit Cost: $195,000 • Annual Service Hours: 7,500 • Ridership:29,400 • Average Passengers per Hour: 3.4 • Average Cost per Trip: $23.07 • Capital Costs: Three small buses and one modified van (including a spare vehicle) _ $383,000 LSC Page VII-4 ::71, Seward Transit Coordination Plan, Final Report 1 Potential Service Options If this type of service were to operate seven days a week, the estimated operation and capital for Option I for both fixed -route and paratransit service would be as follows: • Total Annual Operating Cost: $693,000 - In -town Operating Cost: $312,000 - Mile 8 Operating Cost: $104,000 - Paratransit Cost: $277,000 • Annual Service Hours: 10,650 • Ridership: 39,176 • Average Passengers per Hour: 3.2 • Average Cost per Trip: $24.48 • Capital Costs: Three small buses and one modified van (including a spare vehicle) = $383,000 OPTION II: ROUTE -DEVIATION SERVICE This option provides route -deviation services in Seward and the area between Seward and Mile 8. Similar to the fixed -route structure in Option I, the service would be provided from Alaska Sealife Center and travel along Seward Highway (State Highway 9) to the Seward Airport and back. The service will also extend service to Mile 8 with two trips in the morning and two trips in the evening. However, the vehicle would be available to deviate off the fixed route to pick up call -in ride requests. The vehicle could deviate up to three-quarters of a mile off the fixed route, but is required to return to the fixed route within one block of the point of deviation to ensure that all intersections along the route are served. One vehicle would perform this service during non -peak hours. Two small buses or body -on -chassis vehicles would be needed during peak hours, with 30-minute headways. Passengers would be able to board anywhere along the route without prescheduling a pick-up. Figure VII-2 illustrates the deviated fixed route. Under this option, the ADA service will be eliminated and hence will greatly reduce the operating costs. Following is a summary of the estimated operation and capital for Option II for the route deviation service: • Total Annual Operating Cost: $294,000 LSC Seward Transit Coordination Plan, Final Report G1 Page VII-5 Potential Service Options - In -town Operating Cost: $220,000 - Mile 8 Operating Cost: $74,000 • Annual Service Hours: 4,500 • Ridership:15,750 • Average Passengers per hour: 3.0 • Average Cost per Trip: $24.59 • Capital Costs: Three small buses (including a spare vehicle) _ $348,000 If this type of service were to operate seven days a week, the estimated operation and capital for Option II for the route -deviation service would be as follows: • Total Annual Operating Cost: $416,000 - In -town Operating Cost: $312,000 - Mile 8 Operating Cost: $104,000 • Annual Service Hours: 6,390 • Ridership:20,430 • Passengers per Hour: 2.7 • Cost per Trip: $27.94 • Capital Costs: Three small buses (including a spare vehicle) _ $348,000 LSC rage vn-o lc Seward Transit Coordination Plan, Final Report ' Mile 8� VII-2 \ } on Service s a \ \ \ \ \ \ yk Bear Creek \ \ \\ `f;\ y. s •d Airport c - - - Route -Deviation Service ■ ■ ■ ■ Limited Route -Deviation Service - 4 Trips per Day Demand -Response Area LSC Seward Transit Coordination Plan, Final Report page VII-7 Potential Service Options OPTION III: DEMAND -RESPONSE SERVICE In this alternative, one van is used to operate demand -response service in Seward and the area along Seward Highway between Downtown Seward and Mile 8. Figure VII-3 illustrates the proposed service area. A demand -response service would effectively serve the Seward area without any structured routes. Demand -response transit service, frequently termed dial -a -ride, is characterized as door-to-door transit service scheduled by a dispatcher. With demand -response service, advance reservations are required, but with such a small service area, a same -day service and possibly a one -hour advance reservation will be possible. Ridership on a demand -response service is generally lower than a fixed -route system. Following is a summary of the estimated operation and capital costs for Option III for a demand -response service: • Total Annual Operating Cost: $195,000 • Annual Service Hours: 3,000 • Ridership:5,500 • Passengers per Hour: 1.8 • Cost per Trip: $35.45 • Capital Costs: Two body -on -chassis (including a spare vehicle) _ $130,000 If this type of service were to operate seven days a week, the estimated operation and capital for Option III for a demand -response service would be as follows: • Total Annual Operating Cost: $277,000 • Annual Service Hours: 4,260 • Ridership:7,372 • Passengers per Hour: 1.7 • Cost per Trip: $37.57 • Capital Costs: Two body -on -chassis (including a spare vehicle) _ $130,000 LSC Page VII-8 16l Seward Transit Coordination Plan, Final Report LSC Seward Transit Coordination Plan, Final Report Page VII-9 Potential Service Options OPTION IV: SERVICE TO ANCHORAGE Existing Services Seward Bus Lines provides one trip a day year-round between Seward and Anchorage. The bus departs from Seward at 9:30 a.m. with a return trip from Anchorage at 2:30 p.m. A one-way trip from Seward to Anchorage would take approximately 2.5 to three hours. Advance reservations on this service are required. However, this service is not wheelchair-acces sible. For commuters going from Seward into Anchorage, one option would be to create a vanpool or a carpool through the Anchorage Share -A-Ride. The vanpool service is done through VPSI, Inc., the vanpool contractor for the Municipality of Anchorage. Volunteer drivers pick up riders at specific points, drop them off at or near their worksite, and return them to their pickup points at the end of each work day. The monthly vanpool fares covers all operating, maintenance, and insurance costs, which are divided equally among the riders in exchange for a guaranteed seat. Anchorage Share -A -Ride also has a matching service for carpooling where they maintain a database of people registered with them and are interested in either starting a carpool, or people that may already have a carpool running but want to add more riders to the carpool. Though this vanpool/carpool option already exists, no van- pool/carpool groups currently exist that commute from Seward into Anchorage. Proposed Services Since Seward Bus Lines vehicles are not wheelchair -accessible, Seward Bus Lines could agree to operate services with a wheelchair -accessible vehicle or a potential provider could provide new services. If a potential provider operates this new service, the service would operate for two days a week, depending on the requests for service. Following is a summary of the estimated operation, and capital costs for two round -trips a week to Anchorage: • Total Annual Operating Cost: $58,000 • Annual Service Hours: 887 • Capital Costs: Two body -on -chassis (including a spare vehicle) _ $130,000 LSC Page Vff-10 Seward Transit Coordination Plan, Final Report 071 Potential Service Options If Seward Bus Lines would operate a wheelchair -accessible vehicle, the only capital cost that would need to be considered would be: • Capital Costs: One bus = $116,000 CONCLUSION These new services are designed to address needs that have been identified by residents and key stakeholders that may not be able to be met though coordina- tion of existing services. While not all of them will ultimately come to fruition as actual service, they are options that address the needs of the community. LSC Seward Transit Coordination Plan, Final Report L Page V7-11 �� 1 Chapter VIII iof CHAPTER Vill Institutional Alternatives Before the first transit passenger can be served, before the first bus can be pur- chased, and before the first dollar of funding can be generated, an organizational structure must be developed to manage and operate the transit service. The identification of a cost-effective and geographically appropriate organizational structure is therefore a key element in the improvement of public transportation services. This study approaches the organizational alternatives from a practical standpoint rather than a theoretical one. As the population in the region changes, so will demands on existing agencies. The following section examines the organizational alternatives that the region could use in the development of a formal transit service. Transit services throughout the United States have a variety of organizational structures: independent agencies (such as Aspen, Colorado and Crested Butte, Colorado); transit districts (such as Dawson County, Montana Urban Trans- portation District and Utah Transit Authority); departments of a municipal govern- ment (such as Billings, Montana and Logan, Utah); departments of county govern- ment (such Valley County, Montana and Summit County, Colorado); and tribal programs (such as Flathead Reservation, Montana and Northern Cheyenne Reser- vation, Montana). CRITERIA Based on the history of transit organizations serving areas with low population densities, the following criteria should guide the selection of the institution for managing and operating improved transportation services within the study area. The institutional structure should be an entity: • Whose structure is legitimate; • Whose policy -making actions are authorized and defensible; Seward Transit Coordination Plan, Final Report ` ®( Page VId 1 Institutional Alternatives • Which can limit the exposure of the participants to suits and claims of liability; • Which can be responsive to the complete policy -making and manage- ment needs of the transit organization; • Which has the political and financial support to endure more than one year at a time; • Which can annually perform proactive planning to improve the system and can effectively identify and implement improvements regularly and easily; • Which has a full-time management/coordinator position that deals with all operational and administrative issues for transit and works to improve the visibility of transit within the community through an aggressive marketing program; and • Which has the ability to contract for services and the construction of infrastructure. COORDINATED SERVICE There are several existing transportation providers in the region. The problem is that there are gaps in transportation service throughout the region. In order to meet the transportation needs identified earlier, a coordinated institutional struc- ture will address some of the gaps in service in the region. This institutional structure will have the lowest cost impact for the local transportation providers and community. INTERGOVERNMENTAL AGREEMENTS (IGA) Intergovernmental agreements (IGAs) may be used by local governments to fund transportation services and contract with one or more transportation providers to operate that service. Contracts may also be established among providers to allow for coordinated service to be provided to passengers. Agencies may fund trans- portation for their clients on services operated by other agencies. With this organizational format, a community or a transportation provider could supply financial support for regional service operated by another agency. This approach offers the advantage that no new organization is formed. Oversight is maintained by each individual government and agency through terms specified in the contracts and agreements. A significant disadvantage of this approach is LSC Page VIH-2 �� Seward Transit Coordination Plan, Final Report Institutional Alternatives that service is dependent on local general fund priorities and contracts, which must be renewed on a regular basis. INTERGOVERNMENTAL TRANSIT AGENCY An intergovernmental transit agency (ITA) is an independent agency that can be formed by intergovernmental agreements (IGAs) among the various entities in the Seward area. An ITA could be formed by any combination of the City of Seward, the Qutecek Tribe, and the Kenai Peninsula Borough. The governing board should have equal representation from each entity. An ITA has been successfully imple- mented in other locations and could build on the services already established. As an example, the Grand Valley Regional Transportation Committee was formed by an intergovernmental agreement in 2000. The partners are the City of Grand Junction, Mesa County, the Town of Palisade, and the City of Fruita. One elected official from each partner serves on the committee, as well as a representative from the Colorado Department of Transportation who serves in an ex-officio position. If provided with a dedicated local funding source, an ITA provides stability and helps ensure the continuation of transit service within the community. An ITA requires cooperation from each government entity and requires voter approval to establish a dedicated local funding source to support the transit agency. The ITA could create agreements with existing transportation providers to provide a por- tion of the transit service within the region, thereby linking several transportation providers together to improve access and mobility without creating a new large agency. Listed below are the advantages of this form of institutional structure. • Can Provide Revenue and Assets from Local Governments: Local govern- ments that agree to enter into an IGA can bring to the table financial and administrative expertise and capital that can be of great benefit to public transit service. Assets such as maintenance equipment, facilities, admin- istrative services, personnel expertise, legal services, and funding allow the new agency to be very efficient and not create redundancy. LSC Seward Transit Coordination Plan, Final Report Page Vn7--3 100 Institutional Alternatives • Provides a Level of Financial Stability: Generally IGAs have a contractual period of at least three years which will lock in a specific amount of funding from the local governments. Although local governments may agree to a three-year commitment, they can only guarantee funding yearly since they have an annual budget. County governments and "Home Rule" municipalities can also ask their residents to approve a sales tax increase dedicated to the regional transit service. • Clearly Defines the Transit Service Area: The transit service will be defined by the municipalities and county governments that join the transit service via an IGA. • Allows for Regional Growth: It is relatively easy to increase the service area by obtaining additional intergovernmental agreements outside of the three - county region. • Enhances the Ability to Obtain Federal and State Funding: Having a rela- tively stable source of local funding provided by the IGAs or a dedicated tax is advantageous. The Federal Transit Administration (FTA) looks favorably toward applicants that have a stable source of funding since this generally leads to completed projects, which is very important to the FTA and the federal government. There are some disadvantages to the ITA institutional structure which are listed below. • Need to Develop an Operating Agency with a Governing Body: This insti- tutional structure has no ready-made operating agency. Therefore, a govern- ing body needs to be developed as well as an operating entity. Generally the governing body is made up of representatives of the local governments which have signed IGAs to establish the public transit agency. An agency also needs to be developed that will oversee the transit service operation, develop and administer grant applications, develop reports for regularly held Board of Directors meetings, and promote the transit service. LSC Page VZT4 Seward Transit Coordination Plan, Final Report lu I Institutional Alternatives • No Regulatory or Legal Authority to Develop a Dedicated Tax for Public Transit: Unlike a Regional Transportation Authority (discussed later in this chapter), an IGA cannot petition for a dedicated tax to operate and adminis- ter the transit service. The only source of revenue available to this institu- tional structure is revenue agreed upon by the local governments that establish the agency, federal and state funding grants, possible advertising revenue, and fare revenue. Transit funding may be subject to annual budget decisions made by each of the participating governments. Local "Home Rule" governments may choose to askforvoter approval to increase sales taxes and dedicate these funds for local transit service in their jurisdictions. RURAL TRANSPORTATION AUTHORITY The Alaska Legislature has been considering a Rural or Regional Transportation Authority bill this year. RTAs exist in a number of other states with varying degrees of authority and responsibility. The primary benefits of RTAs are the ability to work across municipal (city, county, or borough) boundaries and to have the capability to levy tax, usually a sales tax, subject to approval. Within Alaska, the Municipality of Anchorage and the Mat -Su Borough have put forth the most recent formal attempts to establish this legislation. Some states have adopted RTA legislation statewide, while others have adopted RTA legislation on a region -by -region piecemeal basis. In most cases, RTAs are passed as enabling legislation They provide the legal framework for local jurisdic- tions to adopt/approve/create an RTA if they so choose, subject to local approval. Additional details are provided below: • Removes Jurisdictional Boundary Restrictions: An RTA can be made up of several counties or boroughs with many municipalities. The Pikes Peak Rural Transportation Authority (PPRTA) includes El Paso County, the City of Colorado Springs, the City of Manitou Springs, and the Town of Green Mountain Falls. • Allows for the Establishment of Dedicated Funding for Transit: An RTA can petition the citizens of the RTA to agree, by popular vote, to establish a LSC Seward Transit Coordination Plan, Final Report 1 4 b Page VLU-5 Institutional Alternatives sales tax that will provide revenue to operate the RTA and its programs and services. State RTA legislation sets the maximum taxation rate and/or vehicle registration fees. Local improvement district assessments can be used as well, with assessments being based on the provision of county or borough law. • Funds from the RTA Can be Used for Other Transportation Modes: In some states, an RTA can be established to kind transportation modes other than just transit. RTA-dedicated tax revenue can be used to fund highway construction and maintenance projects, bicycle and pedestrian projects such as trails, air transportation, and rail projects. • Enhances Federal and State Funding Possibilities: Having a relatively stable source of local funding provided by the dedicated tax, an RTA will be in a favorable position to have local matching funds. The FTA is favorable to applicants that have a stable source of funding since this generally leads to completed projects, which is very important to the FTA. SUMMARY Table VIII-1 ranks each institutional alternative according to four factors —legal capability, revenue generation capacity, administrative impacts, and political acceptability. Legal capability refers to the existence of statutory authority. Revenue generation capacity refers to the capability of the institutional structure to generate adequate funding relative to the projected subsidy requirements. Administrative impacts refer to the level of effort involved in implementing the institutional structure and the ability to provide coordinated service throughout the region. Political acceptability refers to the likelihood of an organizational structure being accepted by the public and local governments. LSC Page VHT--6 , l \ Seward Transit Coordination Plan, Final Report Institutional Alternatives Table VI11-1 Institutional Alternatives Comparison Matrix Organizational Legal Revenue Generation Admin. Political Alternative Capability p y Capacity Impacts Acceptability Coordinated Service Fel ❑ Intergovernmental p p ■ p Agreements Intergovernmental p ❑ �] ■ Transit Agency (ITA) Regional Transportation n/a ■ 0 n/a Authority (RTA) Legend: ■ = strong/acceptable = moderate/satisfactory ❑ = weak/unacceptable Source: LSC, 2010. The first column (legal capability) in Table VIII-1 shows that all of the alternatives, except the RTA, are permitted legally to some degree. The second column (revenue generation capacity) indicates that an RTA has a strong ability to generate fund- ing, while the funding ability of the intergove rnmental agreements is moderate and the coordinated service and the intergovernmental transit agency (ITA) are weaker. The third column (administrative impacts) shows that intergovernmental agree- ment is rated strongly because it has administrative capability. The RTA, ITA, and coordinated service are rated as having moderate administrative impact. The fourth column (political acceptability) indicates that ITA has strong political acceptability, while the coordinated service and intergovernmental agreements have a moderate rating. The acceptablility of an RTA on the Kenai Peninsula is unknown at this time. rsC Seward Transit Coordination Plan, Final Report r Page VIII-7 Chapter IX CHAPTER IX Preferred Transit Service OVERVIEW Chapter IX reviews the details of the preferred transit service plan including the levels of service, route schedule, operating costs, and capital needs. The preferred transit service plan is based upon the demand for services, input from the working group, and through public meetings. The preferred transit plan encourages coor- dination in the Seward area which allows for increased services and greater flexibility with funding. PREFERRED TRANSIT SERVICE PLAN LSC and the working group discussed the various service alternatives and came to a consensus on the preferred transit service. Based on comments from participants at this meeting, the preferred service plan would focus on: • Local services (checkpoint service) within Seward • Route -deviation service from Seward Airport to Mile 8 with two trips in the morning and two trips in the evening. This preferred transit service would provide checkpoint services within the Seward city limits. With checkpoint service, the vehicle would make scheduled stops at activity centers such as program sites, shopping areas, or residential communities. Specific routes are not established between checkpoints, allowing the vehicles to provide demand -response service and alleviating the need for the ADA comple- mentary paratransit service. Riders are picked up at the checkpoints and taken either to another checkpoint or to a demand -response specific destination. Service between the checkpoints does not require advance reservations. However, service to/from any other location on a demand -response basis requires an advance reservation so that the vehicles can be scheduled for pick-up and drop-off. LSC Seward Transit Coordination Plan, Final Report ' , i Page IX-1 Preferred Transit Service Checkpoint service offers an advantage over route deviation because there is no specified route for the vehicles to use. Checkpoint service requires only that the vehicle arrive at the next checkpoint within the designated time window. Figure IX-1 gives a graphic representation of the preferred transit service plan. In addition to a checkpoint service in the City of Seward, a route -deviation service would extend into Mile 8 with two trips in the morning and two trips in the eve- ning. These trips to Mile 8 are designed to get people from Woodrow, Bear Creek, and other communities along the Seward Highway for services and for work in the City of Seward. The in -town checkpoint service will provide service to Seward Senior Citizens Center, Alaska Vocational Technical Center (AVTEC), Food Mart, and Safeway/ Chamber of Commerce. This service would operate Monday through Friday from 6:00 a.m. to 7:00 p.m. This route would operate with one vehicle on a 30-minute headway when the vehicle is providing in -town services in Seward and a 90-minute headway when the vehicle is providing a trip to Mile 8. There will be two trips in the morning and two trips in the evening to Mile 8 from approx- imately 6:00 to 9:00 a.m. and from 4:00 to 7:00 p.m. Based on existing providers in the Seward area, the cost per hour of operation is estimated to be $65. Following is a summary of the estimated operation and capital for the checkpoint service: • Total Annual Operating Cost: $221,000 - In -town Operating Cost: $122,000 - Mile 8 Operating Cost: $91,000 • Annual Service Hours: 3,380 • Ridership: 10,497 • Average Passengers per hour: 3.0 • Average Cost per Trip: $24.54 • Capital Costs: Two vehicles (including a spare vehicle) _ $130,000 (each body -on -chassis vehicle would cost approximately $65,000). If this type of service were to operate on Saturday from 6:00 a.m. to 7:00 p.m., the annual operating cost would be an additional $45,000. LSC Page IX-2 Seward Transit Coordination Plan, Final Report �1� LSC Seward Transit Coordination Plan, Final Report i Page DC-3 `i Preferred Transit Service Preliminary Schedule Table IX-1 presents the preliminary schedule for the checkpoint service and a limited route -deviation service to Mile 8. The checkpoint is allowed to deviate between the designated stops to provide demand response service and the route - deviation service is allowed to deviate up to three-quarters of a mile from the designated route and therefore the time points shown in the table have a 10- to 15-minute pick-up/drop-off window, which is t5 minutes to t7.5 minutes of the scheduled time. CAPITAL COSTS AND NEEDS Transit Vehicles The preferred plan will require two vehicles —one vehicle for operation plus one spare vehicle. The Seward Senior Citizens, Inc. has one whe elchair-accessible van that can be used as a spare vehicle for the preferred transit service. The primary federal source for transit capital funding is the Federal Transit Administration Section 5309 program. This provides up to 80 percent of the cost of equipment. The local match for acquisition of a body -on -chassis vehicle that would cost $65,000 would be $13,000. Unlike the match for operating assistance, this match must be in cash. Bus Stops, Shelters, and Facilities While there is not a great need for bus stops and shelters, Seward will need a number of bus stops to accommodate passengers. The cost of these bus stops will depend upon the amenities at each bus stop and can range from $1,500 to $12,000. Given the service area and the type of service in the Seward area, few fixed stops may be necessary. The service is flexible enough to pick up passengers at their homes within three-quarters of a mile from the designated stop and there- fore requires minimal stops with significant amenities to begin service. Stop improvements are planned to accommodate six fixed stops throughout the area at an estimate of $10,000 over the next six years. LSC Page IX-4 1 Seward Transit Coordination Plan, Final Report Table IX-1 Preliminary Schedule Seward Checkpoint Service Route -Deviation Service Seward Checkpoint Service Alaska Senior Senior Alaska Sealife Citizens Citizens Sealife Center Center AVTEC Food Mart Safeway Bear Creek Mile 8 Bear Creek Safeway Food Mart AVTEC Center Center Run 1 6:00 AM 6:01 AM 6:05 AM 6:08 AM 6:11 AM 6:23 AM 6:35 AM 6:47 AM 6:59 AM 7:02 AM 7:05 AM 7:09 AM 7:10 AM Run 2 7:12 AM 7:13 AM 7:17 AM 7:20 AM 7:23 AM 7:35 AM 7:47 AM 7:59 AM 8:11 AM 8:14 AM 8:17 AM 8:21 AM 8:22 AM Run 3 8:24 AM 8:25 AM 8:29 AM 8:32 AM 8:35 AM - - - 8:37 AM 8:40 AM 8:43 AM 8:47 AM 8:48 AM Run 4 8:50 AM 8:51 AM 8:55 AM 8:58 AM 9:01 AM - - - 9:03 AM 9:06 AM 9:09 AM 9:13 AM 9:14 AM Run 5 9:16 AM 9:17 AM 9:21 AM 9:24 AM 9:27 AM - - - 9:29 AM 9:32 AM 9:35 AM 9:39 AM 9:40 AM Run 6 9:42 AM 9:43 AM 9:47 AM 9:50 AM 9:53 AM - - - 9:55 AM 9:58 AM 10:01 AM 10:05 AM 10:06 AM Run 7 10:08 AM 10:09 AM 10:13 AM 10:16 AM 10:19 AM - - - 10:21 AM 10:24 AM 10:27 AM 10:31 AM 10:32 AM Run 8 1 10:34 AM 10:35 AM 10:39 AM 10:42 AM 10:45 AM - - - 10:47 AM 10:50 AM 10:53 AM 10:57 AM 10:58 AM Run 9 11:00 AM 11:01 AM 11:05 AM 11:08 AM 11:11 AM - - - 11:13 AM 11:16 AM 11:19 AM 11:23 AM 11:24 AM Run 10 11:26 AM 11:27 AM 11:31 AM 11:34 AM 11:37 AM - - - 11:39 AM 11:42 AM 11:45 AM 11:49 AM 11:50 AM Run 11 11:52 AM 11:53 AM 11:57 AM 12:00 PM 12:03 PM - - - 12:05 PM 12:08 PM 12:11 PM 12:15 PM 12:16 PM Run 12 12:18 PM 12:19 PM 12:23 PM 12:26 PM 12:29 PM - - - 12:31 PM 12:34 PM 12:37 PM 12:41 PM 12:42 PM Run 13 12:44 PM 12:45 PM 12:49 PM 12:52 PM 12:55 PM - - - 12:57 PM 1:00 PM 1:03 PM 1:07 PM 1:08 PM Run 14 1:10 PM 1:11 PM 1:15 PM 1:18 PM 1:21 PM - - - 1:23 PM 1:26 PM 1:29 PM 1:33 PM 1:34 PM Run 15 1:36 PM 1:37 PM 1:41 PM 1:44 PM 1:47 PM - - - 1:49 PM 1:52 PM 1:55 PM 1:59 PM 2:00 PM Run 16 2:02 PM 2:03 PM 2:07 PM 2:10 PM 2:13 PM - - - 2:15 PM 1 2:18 PM 2:21 PM 2:25 PM 2:26 PM Run 17 2:28 PM 2:29 PM 2:33 PM 2:36 PM 2:39 PM - - - 2:41 PM 2:44 PM 2:47 PM 2:51 PM 2:52 PM Run 18 2:54 PM 2:55 PM 2:59 PM 3:02 PM 3:05 PM - - - 3:07 PM 3:10 PM 3:13 PM 3:17 PM 3:18 PM Run 19 3:20 PM 3:21 PM 3:25 PM 3:28 PM 3:31 PM - - - 3:33 PM 3:36 PM 3:39 PM 3:43 PM 3:44 PM Run 20 3:46 PM 3:47 PM 3:51 PM 3:54 PM 3:57 PM - - - 3:59 PM 4:02 PM 4:05 PM 4:09 PM 4:10 PM Run 21 4:12 PM 4:13 PM 4:17 PM 4:20 PM 4:23 PM - - - 4:25 PM 4:28 PM 4:31 PM 4:35 PM 4:36 PM Run 22 4:38 PM 4:39 PM 1 4:43 PM 4:46 PM 4:49 PM 5:01 PM 5:13 PM 5:25 PM 5:37 PM 5:40 PM 5:43 PM 5:47 PM 5:48 PM Run 23 5:50 PM 5:51 PM 5:55 PM 5:58 PM 6:01 PM 6:13 PM 6:25 PM 6:37 PM 6:49 PM 1 6:52 PM 6:55 PM 6:59 PM 7:00 PM Source: LSC, 2010 11 Preferred Transit Service (This page intentionally left blank.) LSC Page IX-6 \ c�Seward Transit Coordination Plan, Final Report 1 Preferred Transit Service Fare Structure The proposed fares are set based on a zone fare structure as shown in Table IX-2. The service area is divided into two zones. • Zone 1: Within the Seward city limits • Zone 2: Outside Seward city limits Table IX-2 Proposed One -Way Fares* Fare Category Cost General Public Cash Fare (within zone) $1.00 Senior, Disabled Cash Fare (within zone) $.50 Zone Fare (per zone) $1.00 Senior, Disabled Zone Fare (per zone) $.50 Children Age 5 and Younger Accompanied by Adult Free General Public Monthly Pass (within the same zone) $20.00 General Public Monthly Pass (travels through two zones) $40.00 Senior, Disabled, Youth (up to 15 years) Monthly Pass (50% discount off the general public monthly pass) cost varies *Fares are subjectto change based on actual experience after six months of operation. Source: LSC, 2010. Of the estimated 10,500 riders per year, 6,000 annual riders would pay fares according to this rate table. These fares would be available only at the designated stops. Based on a conservative estimate that 50 percent of riders pay $1.00 and 50 percent are seniors or disabled patrons who are at the stops, this would gen- erate approximately $4,500 per year (3,000 x $1.00 + 3,000 x $0.50 = $3,000 + $1,500). This amount is rounded down to $4,420 to account for children under age five, which is two percent cash fare recovery. All the remaining 4,500 riders —served as demand -responsive "off -route" cus- tomers —would not pay cash fares. The costs of their trip would be paid by the human service agencies as follows: LSC Seward Transit Coordination Plan, Final Report , Page IX-7 Preferred Transit Service Table IX-3 Proposed Agency Contracts in Lieu of Fares* Agency Rides x Cost/Ride Contract City of Seward/Senior Center 2,000 rides x $18/ride $36,000 Seaview Community Service 750 rides x $18/ride $13,500 Qutekcak Tribe 1,000 rides x $18/ride $18,000 Independent Living Center 750 rides x $18/ride ------------ $13,500 Total 4,500 rides x $18/ride $81,000 *Fares are subject to change based on actual experience after six months of operation. Source: LSC, 2010. It is extremely important to understand the trade-offs between the general public and agency tables. It is because agencies enter into a contract that federal funding match is generated. For example, the City of Seward Senior Center currently pays $65,000 to deliver 2,000 rides, or $32.50 per ride. That cost is cut nearly in half by leveraging federal funds with contracts. Looking narrowly at $18/ride contract price versus $0.50/ride cash, the tendency is to ask why pay $18? The answer is that cash fares do not count toward local match. If all agencies were to get their clients to the bus stop to pay the elderly/ disabled discount fare of $0.50, the federal match is also lost, the service fails because it is not adequately funded, and agencies are back to $32.50 per ride. Conversely, if agencies contract for $13,500, for example, they must request only 750 rides. Exceeding the 750 rides per year increases the cost of operation, with- out commensurate payment, the service fails because it is not adequately funded, and agencies are back to $32.50 per ride. It is important for agencies to have methods (i.e., tokens or ride slips) to track their usage against their contract amount. It is also important for clients of contracting agencies to understand that a free (no cash fare paid) ride to them is not free of cost. So if there is potential for or actual over -use by clients, client cost -sharing or limits on the number of trips per client may be necessary to communicate the true cost of the service to them. LSC Page IX-8 1 Seward Transit Coordination Plan, Final Report '�1 Preferred Transit Service Cash fare prices, contract amounts, and contract management must all work together that is fair to participants, secures federal dollars with local match, and minimizes costs to everyone. ORGANIZATIONAL PLAN The preferred organizational structure to provide transit services in Seward and its surrounding area is for the service to be managed and administered by Central Area Rural Transit System, Inc. (CARTS). CARTS has the legal authority to receive funds from the Federal Transit Administration. CARTS may choose to directly operate the preferred transit service or contract services to a private provider such as a taxicab company or a potential provider. These organizational decisions must be made before other steps can be taken, as the organizational structure will directly affect the implementation steps. FINANCIAL COMMITMENTS This is a critical element of implementing a transit service in Seward. Local entities must commit to providing funding for public transportation service. Until commitments are made for local funding, general public service implementation cannot move forward. Some of the proposed local match sources could come from the following sources: City of Seward (the current amount spent on transportation could be transferred from the Seward Senior Citizens Center); a contract with Seaview Community Services, the Qutekcak Native Tribe (QNT), and the Independent Living Center (ILC); and a cruise ship head tax. Revenues derived from contracts with local human service agencies to provide transit services in the Seward area can be used toward local share to match federal dollars. An incremental coordination and implementation step, would be for the Seward Senior Center or Qutekcak Tribe, for example, to open their doors to general public patrons. This could be implemented informally, to test out the parameters of service agreements and contracts prior to entering into them formally. LSC Seward Transit Coordination Plan, Final Report Page IX-9 � a-")\ Preferred Transit Service FUNDING PLAN The following section presents a proposed financial plan for six years. Table IX-4 presents the expenditures and revenues for transit service in the Seward region for six years, with the assumption of an annual five percent inflation rate. LSC Page IX-1 0 Seward Transit Coordination Plan, Final Report 1 A3 Table IX-4 Six -Year Transit Plan Schedule (assumed 5% inflation) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total EXPENSES OPERATING Short -Term Plan - Regional Connectors Local Service (Checkpoint Service) $140,000 $147,000 $154,350 $162,068 $170,171 $178,679 $952,268 Seward to Mile 8 (Route -Deviation Service) $81,000 $85,050 $89,303 $93,768 $98,456 $103,379 $550,955 Subtotal $221,000 $232,050 $243,653 $255,835 $268,627 $282,058 $1,503,223 CAPITAL Vehicle $65,000 $65,000 Transit Stop Improvements (6 stops over 6 years) $1,500 $1,575 $1,654 $1,736 $1,823 $1,914 $10,203 Subtotal $66,500 $1,575 $1,654 $1,736 $1,823 $1,914 $75,203 TOTAL EXPENSES $287,500 $233,625 $245,306 $257,572 $270,450 $283,973 $1,578,426 REVENUES REVENUES (Proposed Match) Operation FTA Operational/State Grant Funding $119,119 $125,075 $131,329 $137,895 $144,790 $152,029 $810,237 Subtotal $119,119 $125,075 $131,329 $137,895 $144,790 $152,029 $810,237 Capital FTA 5309, 5311 Capital $53,200 $1,260 $1,323 $1,389 $1,459 $1,532 $60,162 Subtotal $53,200 $1,260 $1,323 $1,389 $1,459 $1,532 $60,162 Local Revenues Operational (Local Match) $97,461 $102,334 $107,451 $112,823 $118,464 $124,388 $662,921 Capital (Local Match) $13,300 $315 $331 $347 $365 $383 $15,041 Proposed Local Match (Operational/Capital) AMHT,TANF $10,000 $10,500 $11,025 $11,576 $12,155 $12,763 $68,019 City of Seward (transfer from Seward Senior Center) $36,000 $37,800 $39,690 $41,675 $43,758 $45,946 $244,869 Sea view Community Services(contract) $13,500 $14,175 $14,884 $15,628 $16,409 $17,230 $91,826 Qutekcak Native Tribe (contract) $18,000 $18,900 $19,845 $20,837 $21,879 $22,973 $122,434 Independent Living Center (contract w/AMH7) $13,500 $14,175 $14,884 $15,628 $16,409 $17,230 $91,826 Cruise Ship Head Tax $15,000 $7,350 $7,718 $8,103 $8,509 $8,934 $55,613 Advertising $5,000 $5,250 $5,513 $5,788 $6,078 $6,381 $34,010 Subtotal (local match) $111,000 $108,150 $113,558 $119,235 $125,197 $131,457 $708,597 Fares (2 percent farebox recovery) $4,420 $4,641 $4,873 $5,117 $5,373 $5,641 $30,064 Subtotal $115,420 $112,791 $118,431 $124,362 $130,570 $137,098 $45,105 TOTAL REVENUES $287,739 $239,126 $251,082 $263,636 $276,818 $290,659 $1,624,101 ** Note: An 80% federal share was estimated for capital costs. Operating is estmated at 55% because some programs like JARC are 50%, others like 5311 are 60%. Source: LSC, 2010. Preferred Transit Service IMPLEMENTATION PLAN The following is a list of activities that need to be completed to operate the pre- ferred transit service. • Finalize routes and then create a schedule • Determine bus stop locations • Develop route and schedule brochures • Develop job descriptions • Hire an operations position • Hire and train drivers • Hire and train dispatcher • Purchase a vehicle • Lease a facility for transit operations and vehicle storage • Set up administrative and dispatch space • Set up communications system • Prepare and conduct publicity prior to startup • Begin service As mentioned before, shelters at heavily used stops and designated stops are certainly preferred but not required. Various other Federal Transit Administration (FTA) and state requirements must be met such as certifications and assurances, and compliance with drug and alcohol testing requirements. The following bench- marks or steps are required to implement services. This should serve as a guide only. Implementation Steps 1. Whether service is contracted or operated by CARTS, drivers will need to be trained on how to operate checkpoint and route -deviation service. 2. CARTS will act as a call center, dispatching services based on requests received. 3. If CARTS contracts services from human service agencies or with taxicabs in the region, draft operating agreements will need to be developed. 4. An education program for the new transit service should begin at least three months before the service is implemented. This should include public meetings to inform the public about the new transit service and allow for public comments. LSC Page IX-12 �/ Seward Transit Coordination Plan, Final Report Preferred Transit Service 5. The operator will need to conduct test runs of the proposed service and develop final schedules. 6. CARTS, along with the other funding partners and other interested entities, should educate the public about the new transit service. 7. CARTS, along with the other funding partners and other interested entities, should print and distribute copies of the new transit service schedules and brochures throughout the service area. 8. CARTS, along with the other funding partners and other interested entities, should advertise the new transit service with the local newspaper, radio, and television stations. 9. CARTS should collect passenger ridership data and, along with the funding partners and other interested entities, should evaluate the new transit service on a monthly basis. Operations Position Following agreement on the funding commitments and operating responsibilities, an operations position should be hired. This should be a person who has some experience in transit operations. A person in this position is needed to carry out many of the implementation steps, to work with CARTS to start the Seward transit system, and to manage the service under the appropriate legal authority after ser- vice has started. This person does not need to be directly employed by CARTS, but should report to CARTS and have a local address in Seward to be able to effec- tively perform the other functions described in a later section. Communications An important operational tool for transit is the ability to communicate between the dispatch service and the drivers on the road. Traditionally, this is done via a two- way radio network. A base station is established in the dispatch office and then radios with the same frequency are installed in the transit agency's vehicles. In recent years, however, new technologies have been invented that can accomplish the same functions as a two-way radio network. The agency could use cellular telephones —specifically cellular telephones that have a "walkie-talkie" feature, if such a system is available. A telephone and tele- phone number will be necessary for the dispatcher and one for each vehicle that is in service. A phone for the operations position may be useful, but is not necessary. Cellular phones are far less expensive than two-way radios and can be LSC Seward Transit Coordination Plan, Final Report Page LX-13 Preferred Transit Service purchased with state and federal funds since their purpose will be for the transit system's operations communication system. The cost of purchasing a cell phone and paying the monthly rate for the cellular service has decreased dramatically in recent years. Not only can the phones be used for communication between dis- patch and the drivers in service, they can also be used by drivers to contact the police or fire department in case an emergency occurs on the road. If the transit agency decides to place advertising on the buses, the operations position may be able to barter with the cellular phone provider to lower the cost of the cellular phone service in exchange for free advertising on the bus. For safety reasons, it is strongly recommended that the drivers' phones be equipped with a headset so that the driver does not need to take his/her hands off the steering wheel to use the phone. Another safety precaution could be that the driver needs to pull to the side of the road and stop the bus to take incoming calls or if the driver needs to make a call. Administrative/Organization Recommendations For the proposed Seward transit system, it is recommended that the service be managed by an operations position and a dispatcher. Listed below are the duties that need to be performed by these positions. Operations Position 1. Administers operating policies and procedures; enforces compliance with rules and regulations. 2. Administers and monitors the transit budget to include overseeing and approving purchasing procedures. 3. Researches and resolves complaints and problems; develops customer sur- veys to determine customer satisfaction. 4. Represents the transit agency at meetings and on committees for transpor- tation. 5. Supervises staff to include: assigning and reviewing work, ensuring staff are properly trained, evaluating performance, approving time off, handling disciplinary actions, and making hiring and termination recommendations. LSC Page IX-14 1 _J� Seward Transit Coordination Plan, Final Report Preferred Transit Service 6. Acts as the transit agency's liaison on transit matters with the Alaska Department of Transportation and Public Facilities and the Federal Transit Administration. (Alternately, this is handled by the CARTS central office.) 7. Prepares transit reports; researches and works with the City Grant Admin- istrator to apply for local, state, and federal funding. (Alternately, CARTS central office.) 8. Actively promotes public transportation within the community and develops marketing strategies to increase ridership and positive public perception. 9. Develops transit goals and objectives; develops short- and long-range plans. 10. Performs contract management to include negotiating contracts, preparing contracts, and making or receiving payments. 11. Develops Annual Report on transit operations. Dispatcher (Reports to Operations Position} 1. Assigns and monitors work; provides employee training on proper methods and procedures. 2. Coordinates the repair and maintenance of fleet vehicles by development of work orders, scheduling and monitoring work, service schedules, and tracking expenditures. 3. Orders and picks up supplies and other materials. 4. Completes and maintains required reports including updating databases, coding and tracking expenditures, and informing supervisor of daily divisional activities. 5. Conducts daily road supervision and responds to vehicle accidents involv- ing transit vehicles. Policies and Procedures Timing Established CARTS policies and procedures will be used including: • Employee manual, salaries, benefits, dress code • Safety training policies and procedures • Fare policy (as noted above) • Equal Opportunity Employment (EEO) policy • Hiring policy and procedures • Drug and alcohol policy (pre -employment screening, random testing) Policies and procedures should be written prior to hiring drivers and dispatch staff. LSC Seward Transit Coordination Plan, Final Report ` -M Page LX I5 Preferred Transit Service Responsibility The operations position will be responsible for drafting all policies and procedures. The policies and procedures should be reviewed by the funding partners with recommendations for approval by CARTS. Hire and Train Staff Drivers must be hired and trained in advance of the service. Training will include vehicle operations and passenger assistance. Drivers must fulfill drug testing requirements. The positions may be a combination of part-time and full-time employees depending on the preferred service plan. The driver's salary should be approximately $12.00 per hour, depending on experience and other salary levels. Recommended Training Programs The following training programs should be considered at a minimum: • Vehicle operations • Winter driving techniques • Defensive driving • Passenger assistance • Lift operations • Lift maintenance • Customer service Timing Recruiting should begin well enough in advance to allow time for hiring and train- ing prior to starting the service. Training should begin so that the drivers and the dispatcher are fully trained prior to the start-up. Responsibility The operations position will be responsible for hiring and training all drivers. LSC Page IX-16 Seward Transit Coordination Plan, Final Report Preferred Transit Service Monitor Service Once the service is implemented, the operations position should monitor the per- formance of the service. These service performance measures will track service quality and performance. A monitoring program is essential to determine the effi- ciency and effectiveness of the service that is being provided. Monthly reports should be prepared by the operations position and presented to the funding part- ners and CARTS. Periodic reports should be submitted to the funding partners. Information in these reports should include productivity and costs. Productivity measures for the transit service should be reported monthly. Pro- ductivity should be reported by route (the route -deviation service and the senior center bus), indicating the number of passengers per revenue -hour and passen- gers per revenue -mile. The actual productivity should be compared with system standards. Cost information should also be reported monthly. The average net cost per pas- senger should be reported, along with cost per passenger by route, ridership by route, and the average fare. The monthly reports should be prepared in a spread- Timing sheet format for continuing analysis of monthly data and trends. Performance monitoring should begin immediately after the service is initiated. Responsibility The operations position will be responsible for preparing monthly and annual reports for review by the funding partners and CARTS. The operations position will also be responsible to providing reports to the Alaska Department of Transporta- tion and Public Facilities. SUMMARY The plan links the areas that need transportation services with entities to make transportation services in Seward more effective and efficient. LSC Seward Transit Coordination Plan, Final Report 1 zo Page IX-17 Appendix A: Participants 112\ Seward Working Group Meeting Participants Scott Allen, Qutekcak Tribe Jennifer Beckmann, CARTS Anne Brooks, Brooks & Associates Laura Cloward, Seward Chamber of Commerce Lois Daubney, Seward Public Health Willard Dunham, City of Seward - Mayor Joyanna Geisler, Independent Living Center Emily Gustafson, Independent Living Center Lynn Hohl, Kenai Peninsula School Board Bernie Jarriel, Seaview Seward Community Services David Krutsinger, LSC Transportation Consultants David Levy, Alaska Mobility Coalition Candy Normdu, Resident Dana Paperman, Seward Senior Center Sandra "Sandie" Roach, First Student Joy, Sarka, Seaview Seward Community Services A.T. Stoddard, LSC Transportation Consultants Mike, Stripp, Mike's Taxi Karin Sturdy, City of Seward - Parks & Recreation Christy Terry, City of Seward - Community Development Alton Younghood, Resident Other interested residents and agencies Patty, Beals, Resident Ed Hardwick, Resident Don Ireland, AVTEC Helen Mathias, Resident Tiffany Swartz, Resident Michelle Swartz, Resident Jack Walganski, Phoenix Taxi Lisa Ellison, Independent Living Center Kris Erchinger, City of Seward - Finance Dave Hawkins, Resident David Kingsland, Seward Elementary School Susan McHone, Glacierview Phillip Oates, City of Seward - City Manager Seward High School Seward Parent Teacher Student Association �3a Elected Officials City of Seward Mayor Willard Dunham Vice Mayor, Jean Bardarson Council: Bob Valdatta Tom Smith Marianna Keil Vanta Shafer Linda Amberg City of Kenai Mayor, Pat Porter Council: Mike Boyle Robert Molloy Hal Smalley Barry Eldridge Joe Moore Ryan Marquis Maya Johnson, Student Representative Carol Freas, City Clerk City of Soldotna Mayor, Peter Micciche Council: Nels Anderson Brenda Hartman Dale Bagley Peggy Mullen Ed Sleater Shea Hutchings Teresa Fahning, City Clerk Kenai Peninsula Borough Mayor, Dave Carey Council: Charlie Pierce Gary Knopp Mako Hagerty Paul Fischer Hal Smalley Bill Smith Pet Sprague Sue McClure Gary Superman �33 Appendix B: Customer Survey \3a Please take a few minutes to complete this survey. your answers and suggestions will help improve the transportation service you receive. Thank you! 1. Name of bus/van/taxi service for which you are providing comments: 2. How do you rate your present bus/van service? (check answers below for each part) Poor Fair Good Very Good Appearance of buses/vans ❑ ❑ ❑ ❑ Friendliness of drivers ❑ ❑ ❑ ❑ Appearance of drivers ❑ ❑ ❑ ❑ On -time reliability ❑ ❑ ❑ ❑ Hours of operation ❑ ❑ ❑ ❑ �> Time it takes to travel from Uj place to place ❑ ❑ ❑ ❑ �i Bus/van goes where you need it ` to go ❑ ❑ ❑ ❑ Driver safety ❑ ❑ ❑ ❑ Friendliness of office staff/ dispatcher when you call for service or help using the system ❑ ❑ ❑ ❑ 3. How often do you ride? ❑ Less than once a month ❑ Once a month ❑ Twice a month ❑ Once a week ❑ Several times a week ❑ Daily 4. What is the primary reason for riding? ❑ Employment ❑ Shopping ❑ Social, visit friend/relative ❑ Medical ❑ School ❑ Recreation ❑ Other (please specify) 5. Gender : ❑ Female ❑ Male PLEASE CONTINUE ON THE OTHER SIDE + 6. Age in Years: 7. Ethnicity (check all that apply): ❑ American Indian/Alaska Native ❑ Hispanic/Latino ❑ Asian / Pacific Islander ❑ White/Caucasian ❑ Black/African American ❑ Other: 8. Where do you live? ❑ Anchor Point ❑ Clam Gulch ❑ Funny River ❑ Kalifornsky ❑ Other (specify) ❑ Kasilof ❑ Kenai ❑ Nikiski ❑ Salamatof ❑ Seward ❑ Soldotna ❑ Sterling 9. What is your total HOUSEHOLD income? (Include all income for all members of your household) ❑ Less than $7,500 per year ❑ $35,000 - $44,999 per year ❑ $7,500 - $14,999 per year ❑ $50,000 - $74,999 per year ❑ $15,000 - $34,999 per year ❑ $75,000 or more per year 10. How many vehicles in operating condition does your household have? ❑ None ❑ One ❑ Two ❑ Three or more 11. What would you most like to see improved about your present bus service? Please also use this space for any comments you may have. Sponsored by: CITY OF SEWARD, ALASKA RESOLUTION 2010-055 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, SUPPORTING THE SEWARD MURAL SOCIETY'S PROPOSAL TO OVERSEE JAPANESE ARTISTS PAINT AN INTERNATIONAL FRIENDSHIP MURAL IN OBIHIRO JAPAN IN 2012 AND INVITING ARTISTS TO PAINT A SIMILAR MURAL IN SEWARD IN 2013 AS CITY BIRTHDAY GIFTS IN HONOR OF THE WITHSTANDING SISTER CITY RELATIONSHIP WHEREAS, Seward has been named the "Mural capital of Alaska" by the Governor; and WHEREAS, the mural society in Seward has proposed a unique exchange opportunity as gifts in honor of upcoming incorporation dates and our withstanding sister city relationship; and WHEREAS, every ten years Seward and Obihiro try to commemorate their anniversaries in some way and agree this would be a great commemorative gift exchange for both city's for 2012 and 2013; and WHEREAS, the Seward Mural Society has a proposal and timeline to have a couple Seward artists travel to Obihiro Japan in 2012 to assist Japanese volunteer artists in painting an international friendship mural designed by a designated master artist; and WHEREAS, the city of Seward would entertain a similar artist invite so Japanese artists could come and assist the Seward Mural Society with a mural to resurrect in Seward in 2013. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: Section 1. The City of Seward wishes to adopt this project as the project to commemorate our city's birthdays for 2012 and 2013. Section 2. The Seward City Council supports and approves the Seward Mural Society proposed international mural exchange project, and invites artists from Obihiro to reciprocate. Section 3. The city of Seward allows the coordination of the project between the Seward Mural Society and the International and Domestic Relations Department in Obihiro Japan. Section 3. This resolution shall take affect immediately upon its adoption. PASSED AND APPROVED by the City Council of the city of Seward, Alaska, this 10 day of June, 2010. Council Agenda Statement Meeting Date: June 14, 2010 To: Mayor Dunham, City Council Members From: Jean Lewis, City Cle Agenda Item: Approval of Mural Society Project for Sister City birthdays BACKGROUND & JUSTIFICATION: As you know, Seward has a very active arts community with over 14 major murals, and has been named by the Governor, "Mural Capital of Alaska." On November 24, 2008, the Seward Mural Society sent a proposal letter to the City proposing to paint and exchange an "international friendship mural" with our sister -city Obihiro, Japan as a gesture of friendship and a gift from and to each other for our city's birthdays. On January 2009, an email was sent to Obihiro's International Relations Department discussing this proposal, along with a signed letter later from Mayor Dunham, on whether Obihiro would share in the vision of this unique opportunity. We have been awaiting word from Japan. On June 7, 2010, the newly elected Mayor of Obihiro, Norihisa Yonezawa, has responded (attached) and is very much in favor of moving forward with this project. Although there is no cost estimate to the city with this proposal submitted, it is my understanding the travel costs by a few artists will be handled personally by those individuals. Supply costs would be borne by the Mural Society, which would be funding this project with donations and grants. Here is a Preliminary time line for the Obihiro Mural Project as submitted by the Seward Mural Society: May - June 2010: We need to know officially if Obihiro is interested in a mural for summer of 2012. July - August 2010: Obihiro to choose a location - the side of a building in Obihiro OR a free- standing mural in a park. We would need photographs of the location, the dimensions of the side of a building OR the dimensions of a free-standing mural in a park. (This will enable us to find a designer to work within the limits of the projected mural size.) October 2010: The Seward Mural Society will invite local artists to submit designs for a specific location in Obihiro. March 2011: Deadline for artist designs. An artist will be chosen from ideas submitted. August 2011: Artist finished rendering in color and photographed October 2011: Begin Fund-raising through private donations and grants using the finished painting in the fund-raising applications. 112;_) May 2012: Seward to submit materials list to Obihiro. (Cost of supplies will be reimbursed by the Seward Mural Society at the conclusion of the project) June 2012: Obihiro will research suppliers in the area and place orders for materials. Obihiro will find a warehouse, school, studio, or other large indoor area with a public restroom where painting can take place. Obihiro will identify and commit 20 local artists to the project. Obihiro will plan welcome and housing for visiting Seward artists. Summer 2012: (Exact Dates to be determined) Materials will be delivered to the painting area, tables set up, visquine on floors, all the details of the actual painting taken care of 1 day Obihiro artists and Seward artists will gather to prepare the panels (sanding, washing, priming) 3 days Obihiro artists and Seward artists will begin painting 3-5 days Obihiro artists and Seward artists will apply protective coating 1 day Summer 2013: Obihiro would be invited to do the same. INTENT: To further the relationship ties between Seward, Alaska and Obihiro, Japan and provide a lasting gift to each of the city's in honor of our incorporations as a city. CONSISTENCY CHECKLIST: Where applicable, this resolution is consistent with the Seward City Code, Charter, Comprehensive Plans, Land Use Plans, Strategic Plan and City Council Rules of Procedures. Other: n/a ATTORNEY REVIEW: No FISCAL NOTE: Costs are uncertain at this time. Costs associated with the painting of these murals would be borne by the Mural Society by applying for grants, through private donations and fundraising. Artists would pay their own airfare and Seward would provide homestays or hotels for any visiting Japanese artists. Approved by Finance Department: ;$2:J ✓Gsa'u,-p RECOMMENDATION: Support and approve the proposal and idea from the Seward Mural Society which would allow an exchange of murals between the two city's for the year's 2012 and 2013. Phillip Oates City Manager City of Seward Dear Phillip, On behalf of the Seward Mural Society, I would like to acknowledge our groups' interest and excitement in painting a cooperative mural in Obihiro Japan as part of the Seward International Friendship Association's Sister City program. The prospect of representing Seward Alaska and creating a unique mural to give as a gift would be an honor for our visual arts group. The Seward Mural Society have painted many murals, with a wide range of themes, and would be happy to execute a project in Japan similar to the murals painted annually here in Seward. These "Mural in a Day" projects, involve much public participation, and are very popular as they are owned by the whole community. You can count on our Society's support in pursuit of this exciting possibility. Please let us know what we can do to help this worthwhile project come to fruition. Si"erely, ;'Jennifer Headtke Seward Mural Society 1�� January 8, 2010 Honorable Mayor Toshifumi Sunagawa Obihiro City Hall Nishi 5, Minami 7-1 Obihiro-Shi, Hokkaido Japan 080-8670 Dear Honorable Mayor Toshifumi Sunagawa; I wish to take this opportunity to wish you and the City of Obihiro a very prosperous and happy new year. We have never met personally, but our cities share 39 years of friendship through our very successful exchange programs. As you are aware, Seward celebrated the 100`h anniversary of its founding in 2003. Our year -long centennial celebration included the visit of your delegation to Seward. Sewardites in turn have been fortunate in having attended celebrations in Obihiro. We are looking forward to many more visits between the citizens of your city and ours. Considering that both cities have events to commemorate once more: Obihiro's 1301h birthday in 2013, and the 1001h anniversary of Seward's incorporation as a city in 2012, this would seem to be an ideal time to work together again to foster our friendship. I have been asked to contact your office about the possibility of sharing a mural project to enhance our exchange program. You may have noticed some of our murals when you were here in 2003. They were done by the Seward Mural Society. They can be viewed on their website: www.sewardmuralsociety.com. The local project has been successful and the State of Alaska has named Seward the "Mural Capital of Alaska." A mural exchange between our two cities would involve designs acceptable to both. The murals could be attached to buildings, or be free-standing and include public participation. This would involve a considerable amount of coordination between our cities for a two-year period. Artists from both cities would be involved in the design and painting. The Mural Society and the Seward International Friendship Association, as well as the City of Seward support such a project. I am sure the murals would be very popular with the public. The artists and our communities could take personal pride in the finished product. Please consider this proposal and let us know your thoughts on such an exchange of artistic talent. If this is something that can be agreed upon we can begin to work out the logistics between us. I look forward to hearing from you and again thank you for your friendship. Sincerely, Willard E. Dunham, Mayor City of Seward 'r i Jean Lewis A" From: Jean Lewis Sent: Thursday, January 22, 2009 10:37 AM To: 'international@city.obihiro.hokkaido.jp' Subject: Obihiro/Seward birthday proposal Attachments: Mural 001.jpg 0-11.SPfflSc Dear Greg and the International Relations Department; How are you? As Johanna mentioned to you earlier, our applications are out for the student exchange program, and they are already getting interest! So the year starts over. Thank you for your earlier letter on budgetary concerns. Not only do we share the student exchange every year, but it is also nice to share city to city concerns during these economic times. Lets always continue to be friends and share information. On a separate note ---- a proposal has been brought to our City from our Mural Society that may be a really great project for both our cities birthdays coming up in 2012 and 2013. 1 would like to run this proposal by you, on behalf of our Mural Society, and see what you think. It may be a bit early, but I know government needs preparation time. As you may or may not know, Seward has been named by our Governor as the "Mural Capital of Alaska." We have an active group of volunteer artists that paint one mural a year and dedicate it to our city. These murals can be mounted on free standing posts in parks or on the side of buildings. Each mural is designed by a designated master artist and then painted by 20 or so volunteer artists on panels that are assembled on site by a volunteer contractor. The Seward Mural Society has offered to travel to Obihiro to paint an "International Friendship" mural. The original request was to do this in 2010, but hearing about our birthdays coming up in 2012 and 2013, it became apparent this may be a good project for that time. This project would require some coordination, but possibly you have a similar artistic group in your city that would help with that? School involvement? Their idea is outlined below: 1. A wall would be selected in Obihiro for the mural with permission from the owner of the building. 2. The dimensions of the mural would be determined by the dimensions of the available wall. 3. A Seward Mural Society master artist will design an exchange student themed mural to fit the wall. 4. A committee made up of 3-5 artists from Obihiro would be chosen to work with the Seward Mural Society 5. Materials would be purchased in Japan. (We paint on Dibond or Alumilite which are light weight, easy to move around, stack, and mount.) 6. A small group of Seward artists would fly to Japan to officiate during the transfer of the design and the actual painting. 8. A painting spot would be chosen for the implementation of producing the 1 /22/2009 I A � mural... perhaps a warehouse or school gym. n overhead projector from Obihiro (perhaps 9. The design would be transferred with a from a school). 10. The mural would be painted during one weekend with up to 20 volunteer artists from Obihiro. 11. The mural would be mounted on a framework of 2 X 4's that are mounted to the building. OR: The mural could be free-standing with posts into concrete in the ground. (We have done this with 3 of our murals so far.) 12. There would be an on site dedication ceremony. 13. Hopefully, down the line, amaster artist from Japan would be chosen to l for Seward that we would paint here with help from n an International Friendship mura a group from Obihiro. So Greg, please transfer this concept to the leaders in your community, and let us know what they think. Our city is ready to send a formal letter or resolution in support, but we thought we would send this idea to you first so you can assist us with any protocol, tips or other issues that you see. Feel free to add any ideas you have also. I have also attached some pictures of some of those murals for you to view and get an idea of how they look. Hopefully you can enlarge them on your end. The address for the Mural society website for you to peruse is wwW._sewardmuralsocety.co.m. Thank you in advance for your time. No big hurries. We'll await your response. —Jean Lewis, City Clerk City of Seward, Alaska 1a2� 1/22/2009 Jean Lewis From: Jean Lewis Sent: Monday, April 26, 2010 11:56 AM To: 'Dot'; 'itsrantingraven@gmail.com' Cc: 'Seward International Friendship Association Alaska'; 'Hooglands'; 'Jim Herbert'; 'Phyllis Shoemaker' Subject: Mural society proposal Attachments: Dunham to Obihiro new mayor and mural proposal Itr.doc FYI — We'll try this again. This is a copy of the letter Mayor Dunham will sign and formally send to Obihiro and the new Mayor. A signed copy will also be forwarded to their International and Domestic Relations department. If a formal reply is received in favor of this proposal, we would then need to put together a resolution of support for approval by our city council. At that time, we would need to discuss costs and logistics. --Jean Jean A. Lewis City Clerk P.O. Box 167 Seward, Alaska 99664 (907) 224-4045 Qlerk.@Qityofseward.net v�3 6/7/2010 April 26, 2010 Honorable Mayor Norihisa Yonezawa Obihiro City Hall Nishi 5, Minami 7-1 Obihiro-Shi, Hokkaido 080-8670Japan Dear Honorable Mayor Yonezawa; Let me start by saying congratulations on your elected appointment as Mayor of the fine city of Obihiro, Japan! It has been an honor and a privilege working with your office and with your predecessor Mayor Toshifumi Sunagawa. My name is Willard E. Dunham, and I am the Mayor of the City of Seward, Alaska, where we have enjoyed over 35 years as your sister -city. We are in preparation for not only the annual student exchange program between our two cities, but are also exchanging adults this year for the Adult Citizen's Exchange that was paid for by Mr. Ohsono, and managed through your International and Domestic Relations Section and our small Seward International Friendship Association (SIFA). On another topic, both our cities have birthdays coming up in 2012 and 2013. We have sent a written proposal to see if Obihiro would be interested in a small artist delegation travelling and painting a mural in each other's sister city. Seward, Alaska has been designated the mural capital of Alaska, and we have a group of citizens that have contracted and painted some beautiful murals that are depicted throughout our community. I have attached the website for your information. It is www.sewardmuralsocie , .com Gifting an Alaskan mural for our sister city of Obihiro would be an honor and quite an exciting project. A Japanese themed mural would be an incredible addition to our collection. Many travelers and Alaskans alike enjoy and learn from the historic and artistic content of these public mural projects. However, there are logistics and timelines to consider. Each city would have to select a location for the mural with sizes and dimensions, and whether it be freestanding or attached on a wall. Each city would provide homestays for the visiting artist delegations and bear the cost of materials. If Obihiro decides this is a worthy project to consider, locations, sizes and dimensions of murals for both cities would have to begin soon. So, please let us know soon if this sounds like a viable project for us to take on together. We look forward to your reply, and working with Obihiro on this unique endeavor to further enhance our cities longtime reciprocal friendship. Again, congratulations on your prestigious appointment as Mayor of Obihiro city. Sincerely, Willard E. Dunham Mayor of the City of Seward, Alaska 0� FIN. Lay 2010 ............... Ho 11 o I - a 1) 1 Mayup � Jar(J I)LInham, 1. sond Illy LreeL illgS to y()a uudcP,r g,.reen ,pi ( lea,,,us -inn ,, _)j, nall" i �'(Vhisa Yonezawa. and f was recently elected to AmIdur the (d the 9" Akyor uf .SLIJ)porl, !IldTIIaI'1VObihiro cilizens. 'ro j) to 111cl trust I hale recQVed e 1, �,-oj I(_,, to put all of my energy "HWAY and energeric Ci LY develupilleld, t re,'-ld Lfio' letter �vk)L! 5t-!111 Ille pl-opo5in g' et "Col laIX)rati great in tpuns I , t Felt [ILI I it tits right in %vi th my key phrase of ,i,i t t . o chal tengl-,, S self to do new things" AwL wi 11 h,o, us new (q-a ill Ubihiro). tit Ordvi to ftlrrhel, (IL2eTon the ties of fliendship we have built up srl fal, 1 t,ry MUC-11 WdkL I(' ahJdd With this project Wom now on our internatiNtal su,t iya j 1] be COMvinatilig this prvbct with your ofnces, so I hope, together we (,-Ill Illake this 1)D,)Joz!('t it 1)*U(*�'(-11),S. 1 p.uav that the -relat ion.shi,p between our two cities an(l I pray For the o'Ulltilll-led of the City Of SeMdtrd and good heal th t v 1 L I Z u n W� Sponsored by: Oates CITY OF SEWARD, ALASKA RESOLUTION 2010-056 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA, AUTHORIZING A ONE YEAR CONTRACT FOR $449,472.00 WITH THE STATE OF ALASKA, DEPARTMENT OF CORRECTIONS, TO PROVIDE FOR OPERATING THE SEWARD COMMUNITY JAIL AND HOUSING PRISONERS CHARGED AND/OR SENTENCED UNDER ALASKA STATUTES WHEREAS, the City of Seward has received a proposed one year contract from the State of Alaska for the operation of the Seward community Jail; and WHEREAS, the contract amount for the City of Seward is $449,472.00, to operate the Seward Community Jail in accordance with the attached contract from July 1, 2010 through June 30, 2011; and WHEREAS, the 2010 budget estimated jail contract revenues of $597,808.00 which falls short of the proposed contract amount by $148,336.00; and WHEREAS, the amount of $449,472.00 falls short of covering even the City's direct cost by $148,336.00 and does not cover any of the City's indirect costs of $64,096.00. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEWARD, ALASKA that: Section 1. The Seward City Council hereby authorizes the city manager to enter into a one year contract for $449,472.00 with the State of Alaska, Department of Corrections, to provide for operating the Seward Community Jail and housing prisoners charged and/or sentenced under Alaska Statutes. Section 2. The City Council herby instructs the administration to continue lobbying for additional state funding of the Seward Community Jail such that the local tax payers are not asked to subsidize the cost of operating the jail for state -related offenses. Section 3. This resolution shall take effect immediately upon its adoption. PASSED AND APPROVED by the City Council of the City of Seward, Alaska, this 141h of June 2010. Agenda Statement Meeting Date: June 14, 2010 To: Phillip Oates, City Manager From: Tom Clemons, Chief of Police Agenda Item: Renewal of Jail Contract between the Department _C of Corrections and the City of Seward BACKGROUND & JUSTIFICATION: The city of Seward has entered into contracts with the Department of Corrections for many years and this renewal is being presented for adoption. The State of Alaska will pay the City of Seward $449,472.00 to operate the Seward community Jail in accordance with the conditions set forth in the attached contact. This contract will be in force from July 1, 2009 through June 30, 2010. CONSISTENCY CHECKLIST: 1. Comprehensive Plan 2. Strategic Plan 3. Other: 4. Not applicable Yes No ii FISCAL NOTE: The City of Seward will receive the sum of $449,472.00 from the State of Alaska for this contract. This is the same amount the City received in FY2006. The City's FY2010 budget estimates for operating the jail were about $597,808.00 Therefore the appropriation from the State falls approximately $148,336.00 short of covering the direct cost of operating the j ail. In addition the City estimates the indirect cost of operating the jail at approximately $64,096.00 and the State does not cover this cost. Approved by Finance Department RECOMMENDATION: ©5l9 Recommend approval of Resolution 2010-€, authoring a contact between the City of Seward and the State of Alaska, Department of Corrections that provides for the City of Seward to operate the Seward Community jail, and house prisoners charged and/or sentenced under Alaska Statutes. The State will pay the City $449,472.00 to provide the service. KI STANDARD AGREEMENT FORM FOR PROFESSIONAL SERVICES 1. Agency Contract Number 2. ASPS Number nancial Coding 4. Agency Assigned Encumbrance 2011010 2011-2000-8710 720665500-15905-76900011-730762011010 5. Vendor Number 6. Project/Case Number 7. Alaska Business License Number COS84266 Community Jail: Seward not applicable This contract Is between the State of Alaska, 8. Department of Division Corrections Institutions hereafter the State, and 9. Contractor City of Seward, Police Department hereafter the Contractor Mailing Address Street or P.O. Box City State ZIP+4 PO Box 167 410 Adams St. Seward AK 99664 10. ARTICLE 1. Appendices: Appendices referred to in this contract and attached to it are considered part of it. ARTICLE 2. Performance of Service: 2.1 Appendix A (General Provisions), Articles 1 through 14, governs the performance of services under this contract. See Appendix C for indemnity and insurance related language. 2.3 Appendix C sets forth the services to be performed by the contractor. ARTICLE 3. Period of Performance: The period of performance for this contract begins July 1, 2010 and ends June 30,2011 ARTICLE 4. Considerations: 4.1 In full consideration of the contractor's performance under this contract, the State shall pay the contractor a sum not to exceed $ 449,472.00 in accordance with the provisions of Appendix D. 4.2 When billing the State, the contractor shall refer to the Authority Number or the Agency Contract Number and send the billing to: 11. Department of Attention: Division of Corrections Administrative Services, Accounting Mailing Address Attention: PO Box 112000, Juneau, AK 99811-2000 Devra Hayes (ph. 907-465-3478) 12. CONTRACTOR 14. CERTIFICATION: I certify that the facts herein and on supporting documents are correct, that this voucher constitutes a legal charge Name of Firm against funds and appropriations cited, that sufficient funds are City of Seward encumbered to pay this obligation, or that there is a sufficient balance in the appropriation cited to cover this obligation. I am aware that to Signature of Authorized Representative Date knowingly make or allow false entries or alterations on a public record, or knowingly destroy, mutilate, suppress, conceal, remove or otherwise impair the verity, legibility or availability of a public record Typed or Printed Name of Authorized Representative constitutes tampering with public records punishable under AS Phillip E. Oates 11.56.815-.820. Other disciplinary action may be taken up to and including dismissal. Title City Manager (ph. 907-224-3338; fax 907-224-8480) 13. CONTRACTING AGENCY Signature of Head of Contracting Agency or Designee Date Department/Division Date Corrections / Institutions Signature of Project Director Typed or Printed Name Jack Gregson Typed or Printed Name of Project Director Title Garland Armstrong Procurement Manager Title Dept. of Corrections Director, Division of Institutions (ph. 907-269-7409) Juneau Procurement Section NOTICE: This contract has no effect until signed by the head of contracting agency or designee. 02-093 (12103/02) 1 Lk Z SAF.DOC APPENDIX A GENERAL PROVISIONS Article I. Definitions. 1.1 In this contract and appendices, "Project Director' or "Agency Head" or 'Procurement Officer" means the person who signs this contract on behalf of the Requesting Agency and includes a successor or authorized representative. 1.2 "State Contracting Agency" means the department for which this contract is to be performed and for which the Commissioner or Authorized Designee acted in a signing this contract. Article 2.Inspection and Reports. 2.1 The department may inspect, in the manner and at reasonable times it considers appropriate, all the contractors facilities and activities under this contract. 2.2 The contractor shall make progress and other reports in the manner and at the times the department reasonably requires. Article 3. Disputes. 3.1 Any dispute concerning a question of fact arising under this contract which is not disposed of by mutual agreement shall be decided in accordance with AS 36.30.620-632. Article 4. Equal Employment Opportunity. 4.1 The contractor may not discriminate against any employee or applicant for employment because of race, religion, color, national origin, or because of age, disability, sex, marital status, changes in marital status, pregnancy or parenthood when the reasonable demands of the Position(s) do not require distinction on the basis of age, disability, sex, marital status, changes in marital status, p pregnancy, or parenthood. The contractor shall take affirmative action to insure that the applicants are considered for employment unlawful regard to their race, color, religion, national origin, ancestry, disability, age, sex, marital status, changes in marital status, changes in marital status, pregnancy or parenthood. This action must include, but need not be limited to, the following: employment, P yment and that employees are treated during employment without emotion yoff or forms of compensation, and selection for training including apprenticeship. The contractor shall postrin conspi conspicuous places, available to employtment or recruitment ees and ppliants for employment,tpay or other setting out the provisions of this paragraph. notices 4.2 The contractor shall state, in all solicitations or advertisements for employees to work on State of Alaska contract jobs, that it is an equal opportunity employer and that all qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, age, disability, sex, marital status, changes in marital status, pregnancy or parenthood. 4.3 The contractor shall send to each labor union or representative of workers with which the contractor has a collective bargaining agreement or other contract or understanding a notice advising the labor union or workers' compensation representative of the contractor's commitments under this article and post copies of the notice in conspicuous places available to all employees and applicants for employment. 4.4 The contractor shall include the provisions of this article in every contract, and shall require the inclusion of these provisions in every contract entered into by any of its subcontractors, so that those provisions will be binding upon each subcontractor. For the purpose of including those provisions in any contract or subcontract, as required by this contract, 'Contractor" and "subcontractor' may be changed to reflect appropriately the name or designation of the parties of the contract or subcontract. 4.5 The contractor shall cooperate fully with State efforts which seek to deal with the problem of unlawful discrimination, and with all other State efforts to guarantee fair employment under this contract, and promptly comply with all requests and directions from the State Commission for Human Rights or any of its officers or agents relating to prevention of discriminatory employment practices. p yment practices 4.6 Full cooperation in paragraph 4.5 includes, but is not limited to, being a witness in anthe State of Alaska; permitting employees of the contractor to be witnesses or complainants in any proceedinginvolving y proceeding involving questions of tmlawful discrimination if that is requested by any official or agency of or agency of the State of Alaska; participating in meetings; submitting periodic reports on the equal employment g questions of unlawful discrimination, if that is requested by any official contractors facilities; and promptly complying with all State directives considered essential by any office ogency oftthe State of Alaska os of present and insure compliance with all federal and State laws, regulations, and policies pertaining to the prevention of discriminatoryemployment employment; assisting inspection of the p yment practices. 4.7 Failure to perform under this article constitutes a material breach of the contract. Article 5. Termination. The Project Director, by written notice, may terminate this contract, in whole or in part, when it is in the best interest of the State. The State is liable only for payment in accordance with the payment Provisions of this contract for services rendered before the effective date of termination. Article 6. No Assignment or Delegation. The contractor may not assign or delegate this contract, or any part of it, or any right to any of the money to be paid under it, except with the written consent of the Project Director and the Agency Head. Article 7. No Additional Work or Material. No claim for additional services, not specifically provided in this contract, performed or famished by the contractor, will be allowed, nor may the contractor do any work or furnish any material not covered by the contract unless the work or material is ordered in writing by the Project Director and approved by the Agency Head. Article S. Independent Contractor. The contractor and any agents and employees of the contractor act in an independent capacity and are not officers or employees or agents of the State in the performance of this contract. Article 9. Payment of Taxes. As a condition of performance of this contract, the contractor shall pay all federal, State, and local taxes incurred by the contractor and shall require their payment by any Subcontractor or any other persons in the performance of this contract. Satisfactory performance of this paragraph is a condition precedent to payment by the State under this contract. Article 10. Ownership of Documents. All designs, drawings, specifications, notes, artwork, and other work developed in the performance of this agreement are produced for hire and remain the sole property of the State of Alaska and may be used by the State for any other purpose without additional compensation to the contractor. The contractor agrees not to assert any rights and not to establish any claim under the design haws. The contractor, for a period of three years after final payment under this contract, agrees to furnish and provide access to all retained materials at the request of the Project Director. Unless otherwise directed by the Project Director, the contractor may retain copies of all the materials. patent or copyright Article IL Governing Law. This contract is governed by the haws of the State of Alaska. All actions concerning this contract shall be brought in the Superior Court of the State of Alaska. Article 12. Conflicting Provisions. Unless specifically amended and approved by the Department of Law the General Provisions of this contract supersede any provisions in other appendices. Article 13. Officials Not to Benefit. Contractor must comply with all applicable federal or State laws regulating ethical conduct of public officers and employees. Article 14. Covenant Against Contingent Fees. The contractor warrants that no person or agency has been employed or retained to solicit or secure this contract upon an agreement or understanding for a commission, percentage, brokerage or contingent fee except employees or agencies maintained by the contractor for the purpose of securing business. For the breach or violation of this warranty, the State my terminate this contract without liability or in its discretion deduct from the contract price or consideration the full amount of the commission, percentage, brokerage or contingent fee. BACK 02-093 (04/01/03) 1 LA (A ALASKA DEPARTMENT OF CORRECTIONS CONTRACT FOR COMMUNITY JAILS SERVICES July 1, 2010 through June 30, 2011 Appendix C General Terms Parties The parties to this contract are the Alaska Department of Corrections, and the Borough/City of Seward, herein referred to as the "Borough/City". 1. Services Provide short-term community jail confinement of persons held under State law. This is a contract for the Borough/City to operate a jail facility and hold prisoners in accordance with this contract and The Standards for Jail Operations adopted by the Governor's Task Force on Community Jails (November 18, 1994 edition), hereafter referred to as "The Standards". The Standards and the final report of the Governor's Task Force are attached as Appendix E to this contract. As adopted by the Governor's Task Force, and as explained in the Document, Chapter 13, sec. 13.05 of Appendix E, these standards were not, and are not, intended to be used in any legal proceeding to establish a "duty of care", or evidence of a legal duty to any person or entity. Rather, these standards were and are intended: a. as a statement of professional goals to be achieved; b. to promote recognition of needed improvements, both as to facilities and operations; C. to promote efficiency; and d. to encourage professionalism in the operations of Alaska jails. As used in this contract, "community jail administrator" has the meaning given in Chapter 13 of The Standards. As used in this contract, "prisoner" has the meaning given in AS 33.30.901(12), and specifically excludes persons detained under authority of AS 47. This contract allows the Borough/City to hold persons detained under AS 47 in its jail facility, however the Department is authorized to, and will not, compensate the Borough/City for any direct or indirect costs related as AS 47 detainees, including medical or transportation costs. 2. Sole Agreement This contract is the sole agreement between the parties relating to jail services. There are no other agreements, expressed or implied. 3. Effective Date/Termination/Amendments This contract is effective July 1, 2010 and continues in force through June 30, 2011 except that it may be terminated by either party upon ninety (90) days written notice from the terminating party. #2011-2000-8710 / 2011010 3 Seward Community Jail Contract amendments can be incorporated through appendices or attachments mutually agreed upon and signed by both parties. 4. Responsibilities of the parties General Responsibilities of the Borough/City The Borough/City Shall a. Operate a facility for the care and confinement of prisoners in accordance with this contract and with goals set out in The Standards, including any additions or deletions to The Standards by the Commissioner of Corrections following notice to all community jail administrators and an opportunity to comment. Comply with the U.S. Civil Rights Act of 1964, as amended (P.L. 88-35-42 USC secs. 2000e-2 and 2000e-3) and Federal regulations implementing the act in the hiring and treatment of its employees and will not subject any prisoner to discrimination on the grounds of race, creed, color, religion, national origin, sex. C. Permit reasonable visitation for prisoners as set out in The Standards. A record or log of all prisoner visitors will be kept indicating date, time and identity of each visitor. d. Protect prisoner property by taking proper precautions and providing the necessary policies and procedures to protect the property from loss or destruction. e. Not accept a prisoner into the facility under this contract if the person is unconscious or in immediate need of medical attention, and shall not be entitled to reimbursement for immediate medical services provided to such a person. The Borough/City shall provide necessary medical care for prisoners accepted into the facility under this contract, and shall be entitled to reimbursement by the Department for the cost of such care, per Section C6 of this contract. Immediately notify the Department of Corrections, the nearest post of the Alaska State Troopers, and any police agencies in the general vicinity of the jail facility if a prisoner escapes or leaves the premises of the facility without authority. The Borough/City shall make every reasonable effort to return the prisoner to the facility without cost to the Department of Corrections, as long as there are reasonable grounds to believe the prisoner is within the Borough/City limits. Adopt and enforce rules concerning smoking by prisoners and staff consistent with State statutes and regulations, keeping in mind the health and welfare of all prisoners and staff personnel. h. Maintain prisoner records showing the prisoner's time served, the date and time the prisoner was booked in, the date and time of changes to custody, notations about the prisoner's institutional adjustment, and records of medical and dental treatment. These prisoner records must be in a prisoner's file when they are transferred from the community jail facility to another state correctional facility. Immediately, but, in no event more than 24 hours following receipt of notice, report to the Department of Corrections all claims concerning the jail facility that could foreseeably affect the legal liability of either party to this contract and cooperate with ;72011-2000-8710 / 2011010 4 Seward Community Jail �' the Department of Corrections in the defense and/or settlement of the claim. Purchase and maintain in force at all times during the performance of services under this agreement the policies of insurance listed in the contract. Where specific limits are shown, it is understood that they shall be the minimum acceptable limits. If the Borough's/City's policy contains higher limits, the State shall be entitled to coverage to the extent of such higher limits. k. Provide current certificates of insurance to the Department of Corrections prior to the performance of services under this contract and shall provide for a 30-day prior notice of cancellation, non -renewal or material change to any insurance policy. Failure to furnish satisfactory evidence of insurance or lapse of the policy is a material breach and grounds for termination of the Borough/City's services. Provide and maintain Worker's Compensation Insurance as required by AS 23.30.045 for all employees engaged in work under this contract. The Borough/City shall be responsible for insuring that any subcontractor who directly or indirectly provides services under this contract will maintain Worker's Compensation Insurance. Coverage must include all states in which employees are engaging in work and must include employer's liability protection of not less than $100,000.00 per person and $100,000.00 per occurrence. M. Provide and maintain comprehensive general liability insurance, with a combined single limit per occurrence of not less than $1,000,000.00 covering activities associated with or arising out of this contract, to include jail keeper's legal liability coverage. The State shall be added as an additional insured under such policies. The Borough/City shall be solely responsible for the payment of claims or losses to the extent they fall within the deductible amount of such insurance. This insurance shall be primary to any other insurance or self insurance carried by the State. n. Provide and maintain comprehensive automobile liability insurance, covering all owned, hired and non -owned vehicles used during the provision of services under this contract with coverage limits not less than $100,000.00 per person, $300,000.00 per occurrence bodily injury and $50,000.00 property damage. o. Provide a monthly accounting of prisoner statistics by the 15th day of the month following the monthly period covered on forms provided by the Department of Corrections. The forms shall include specific information on each prisoner housed during the reporting period to include the prisoner's name, the number of man -days, the charge or reason for incarceration, the dates of incarceration, the arresting agency and other information as requested on the forms. "Man -day" indicates a prisoner was confined for more than four (4) hours in one twenty-four hour calendar day. If a prisoner had been confined for less than or equal to (4) hours in one calendar day, the accounting shall indicate one-half man -day. P. Not operate furlough or release programs for pre -sentenced prisoners held, unless ordered by a court. The Borough/City shall not permit a furlough or release for any sentenced prisoners without the consent of the Department of Corrections. q. Community Jails accessing the Agency's Offender Tracking Information System (OTIS) will require all jail personnel using the OTIS System to undergo a DOC #2011-2000-8710 / 2011010 5 Seward Community Jail 1.� 0--1\ security check. The Community Jail Administrator will submit the following information for each person accessing the OTIS System for security review by DOC: (1) Full name (2) Residence address (3) Telephone (4) Date of birth (5) Valid drivers license and state of issue, or other photo identification (6) Social Security number The Jail Administrator, with assistance from the Community Jail Coordinator, will develop Policy and Procedures for monitoring jail staff to ensure system security, confidentiality and the use of the OTIS System only for Community Jail business. The Jail Administrator will immediately notify the Community Jail Coordinator if jail staff with access to the OTIS System leave their employment. Community Jails will be responsible for ongoing telecommunications costs such as line charges, connection fees and internet service provider fees, etc. 5. General Responsibilities of the Department of Corrections The Department of Corrections shall: a. Reimburse the Borough/City for necessary medical care under section C6 of this Contract. b. Not be responsible for the management of local jail facility prisoner population. It is the policy of the Department of Corrections to detain and confine only prisoners from the normally serviced region of the respective facilities. However, in the case of an emergency or for necessary population or security management purposes, prisoners may be transferred from other areas of the State. Conversely, for the same purposes, prisoners may be transferred from the respective facilities to other areas of the State. C. Through the Division of Risk Management, provide excess legal liability coverage from claims directly resulting from the Borough/City's services under this contract, that are covered by the primary jail keeper's legal liability policy carried by the Borough/City, excluding any damages awarded as a result of intentional or malicious misconduct, criminal conduct, or outrageous conduct on the part of the Borough/City or its employees or agents. The state will provide coverage of $4,000,000.00 excess Of $1,000,000.00 per occurrence and annual aggregate as an excess insurer. All conditions of the primary jail keeper's legal liability policy are considered a part of this excess liability protection. As an additional condition precedent to this excess liability coverage, the Borough/City agrees to immediately report to the State all claims that could foreseeably penetrate to this excess policy level and cooperate with the State in the defense and/or settlement of the claim. d. Be permitted to inspect, at all reasonable times, any facility used by the Borough/City #2011-2000-8710 / 2011010 6 Seward Community Jail S—�; to house prisoners that are confined, in order to determine if that facility is complying with The Standards and with this agreement. e. Provide on -going technical assistance and training for community jails requesting access to the OTIS System. The Department of Corrections will conduct security checks, with information provided by the Jail Administrator, for all jail staff requesting access to the OTIS System. All related telecommunications charges (such as telephone company lines fees or tolls and internet service provider fees, or special charges for initial line installation) will be the responsibility of the community jail. 6. Medical and Dental Care and Reimbursement The Borough/City shall: a. Provide necessary medical care to prisoners accepted into the community jail facility under this contract. Prisoners who require medical attention are to be provided treatment as soon as possible, taking into consideration the nature of the illness or injury. If medical care is provided outside of the jail facility, the community jail administrator shall provide necessary security as required by paragraph 7a of this contract. As used in this contract, "necessary medical care" has the meaning given in Chapter 13 of The Standards. If requirements of this definition are otherwise met, the following are included within the term "necessary medical care" and subject to reimbursement: (1) psychological or psychiatric care; and (2) dental care to: i. control bleeding; ii. relieve pain; iii. eliminate acute infection; iv. prevent pulp decay and imminent loss of teeth through operative procedures; and V. treat injuries to teeth or repair supporting dental structures, caused by accident or injury. b. Maintain control of and dispense medicines to prisoners in compliance with The Standards and directions specified by a physician or other qualified health care provider, and take reasonable steps to guard against misuse or overdose of medicines by prisoners. C. Adopt emergency medical procedures and make available telephone numbers for medical, psychiatric, or other health services, so that staff will have ready access to such information. d. Obtain approval from the Department before incurring liability for medical care which reimbursement is sought, except in the case of emergency care that must be provided to the prisoner before approval from the Department of Corrections can be obtained. The Borough/City shall make a reasonable effort to obtain approval from the Department of Corrections and shall promptly, but in no event later than the next working business day, notify the Department of Corrections of any emergency for #2011-2000-8710 / 2011010 1�� Seward Community Jail which medical care was provided before such approval could be obtained. Approval from the Department of Corrections will not be unreasonably withheld. To obtain approval Borough/City staff should contact the Department of Corrections Central Office during normal working hours Monday through Friday 8:00am to 4:30pm at (907) 269-7300, after hours, weekends and holidays contact the Anchorage Correctional Complex Medical Unit at (907) 269-4233. e. Be entitled to reimbursement from the Department of Corrections for expenses of necessary medical care provided under paragraph 6a and approved under paragraph 6d. In applying for reimbursement, the Borough/City must follow the procedure set out in paragraph 6f. The Borough/City will not be entitled to reimbursement for the hiring of emergency guards or other medically related security costs, or for medical care for persons (1) held under the authority of AS 47, (2) accepted into the facility while unconscious or in immediate need of medical attention, (3) receiving medical services for elective, cosmetic or other medical services that are not necessary medical care, or (4) not approved by the Department under paragraph 7d. Medical services provided to prisoners who have been properly accepted into the Borough/City jail facilities under this contract shall not, however, be challenged by the Department merely because they were rendered immediately or shortly after the prisoner was accepted. f. Request reimbursement by submitting to the Department of Corrections a properly certified accounting containing: (1) a copy of the medical bill with the prisoner's name and a description of the services rendered, (2) a copy of the monthly booking form showing the prisoner's date and time of booking, and (3) a copy of the medical payment request form. The community jail administrator will make reasonable effort and take appropriate steps to assure that the Department of Corrections is billed only for necessary and required medical services beyond the payment limits of the prisoner or any insurance carrier or other third -party payer. 7. Transfers and Transportation of Prisoners The parties agree that: a. The Borough/City shall provide transportation and supervision of prisoners within local boundaries when the prisoners are outside of the jail facility, other than #2011-2000-8710 / 2011010 8 Seward Community Jail 5� pursuant to court -ordered release. Supervision must be adequate to prevent escapes, prevent inappropriate contact with others, prevent possession of contraband and provide security for the prisoner and the public. b. The Borough/City shall immediately notify the Department of Corrections to request that a prisoner be transferred from the facility to one outside of local boundaries because; (1) a court has ordered the transportation; (2) the prisoner has been incarcerated in the facility for 30 consecutive days, unless a court has ordered that the prisoner remain in the facility or the prisoner has signed a written waiver requesting to remain in the facility; or (3) the community jail administrator believes a transfer is necessary for security or population management reasons. The Borough/City shall continue to hold prisoners, notwithstanding the existence of grounds for a transfer, until the Department of Corrections arranges transportation for the prisoner. d. The Department of Corrections (1) may contact the Department of Public Safety to make arrangements for the transportation of prisoners requested under paragraphs 7b(1) or (2), or may request the community jail administrator to directly contact the Department of Public Safety to make transportation arrangements; and (2) will contact the Department of Public Safety to make arrangements for the transportation of prisoners requested under paragraph 7b(3) when the Department finds that it can reasonably accommodate the request and the community jail administrator clearly demonstrates to the satisfaction of the Department that the transportation is necessary and that it will not interfere with the prisoner's attendance at legal proceedings or create any undue hardship on the prisoner. The Department will not unreasonably deny a request for transfer under this subsection. e. The Borough/City shall, when the prisoner leaves the facility, furnish the transporting officer with the prisoner's file described in paragraph 4h of this agreement. #2011-2000-8710 / 2011010 Seward Community Jail ALASKA DEPARTMENT OF CORRECTIONS CONTRACT FOR COMMUNITY JAIL SERVICES July 1, 2010 through June 30, 2011 Appendix D Payment Provisions 1. The total contract amount for the Borough/City of Seward is $449,472.00 for the period from July 1, 2010 through June 30, 2011 and represents the total payment due. 14 Beds 2. The Department of Corrections will pay the Borough/City one quarter of the amount specified above, Appendix D paragraph 1, on the first day of each quarter of the fiscal year. 3. It is specifically agreed by the parties that the Department of Corrections is not funded for and will not provide annual in-service training as set out in Section 10.01 of The Standards, unless funding is provided by the Alaska Legislature or the Borough/City. 4. The Borough/City shall be prohibited from utilizing funds received under this contract for any purpose other than operation of community jail facility. Any funds received by the Borough/City under this contract that are utilized for purposes other than those authorized by this contract shall be reimbursed to the State and deposited to the general fund. GAContractsTY08\Community Jails\fy08 contra cts\Sewa rd-n. doc #2011-2000-8710 / 2011010 10 Seward Community Jail S_� Appendix List: A General Provisions See Appendix C for indemnity and insurance related language C General Terms D Payment Provisions • D2 breakdown of funding E State of Alaska, Community Jails Program: Standards for Jail Operation As produced and adopted by the Governor's Task Force on Community Jails, November 1994 #2011-2000-8710 / 2011010 11 Seward Community Jail 1-51 ALASKA DEPARTMENT OF CORRECTIONS CONTRACT FOR COMMUNITY JAIL SERVICES July 1, 2010 through June 30, 2011 Borough/City of Seward Appendix D2 The following is a breakdown of the total contract amount for FY2011 for the indicated facility. The contract requires that the funding be used only for the operation of the jail facility and not for any other purpose. It also requires an accounting to specific line items within the jail facility budget. These are the areas intended to be funded by the total contract amount for each fiscal year, unless otherwise amended: Personnel Position Annual Salary % 12 Month Cost Jail Supervisor 55,476.00 100 55,476.00 CJO CJO 44,475.00 47,053.00 100 100 44,475.00 47,053.00 CJO 44,475.00 100 44,475.00 CJO 36,013.00 100 36,013.00 CJO 45,462.00 100 45,462.00 $ 272,954.00 Non -Personnel Item 12 Month Cost Utilities 6,466.74 Telephone 945.06 Insurance 2,361.95 Vehicle 2,400.00 Publications 180.97 Supplies 8,600.00 Food 25,360.00 Unallocated 8,000.00 $ 54,314.72 Summary 12 Month Contract Amount Personnel Costs 272,954.00 Non -Personnel Costs 54,314.72 Subtotal 327,268.72 Admin Overhead 44,195.95 Total (FY2005) $ 371,464.67 Note: +10% for FY2006 37,146.47 FY 2006 Contract Total $ 408,611.14 + 10% increase for FY07 40,860.86 FY2007 Contract Total: $449,472.00 FY2011 Contract Total: $449,472.00 Fzu"I l-zuuu-b t I u / 1u1lulu i 12 Seward Community Jail 1� City of Seward, Alaska City Council Minutes May 24 2010 Volume 38, Page CALL TO ORDER The May 24, 2010 regular meeting of the Seward City Council was called to order at 7:00 p.m. by Mayor Willard E. Dunham. OPENING CEREMONY Police Chief Tom Clemons led the pledge of allegiance to ROLL CALL There were present: Willard E. Dunham presiding and Bob Valdatta Marianna Keil comprising a quorum of the Council; and Phillip Oates, City M Johanna Dollerhide, ABSENT — Jean B CITIZENS' C FOR PUBLIC from 1,tP 'rusty Terr; anyone to bontact her APPROVAL anta Shater om Smith EXCEPT THOSE ITEMS SCHEDULED Boys and Girls Club and requested financial were no foster programs in Seward and she encouraged i regarding the process. AND CONSENT AGENDA Motion (Keil/Shafer) Approval of Agenda and Consent Agenda Resolution 2010-052 was added to the consent agenda. The following was added to the agenda: Under Other New Business, rescheduling the May 27, 2010 work sessions was added. Motion Passed Unanimous City of Seward, Alaska City Council Minutes May 24, 2010 Volume 38 Page The clerk read the following approved consent agenda items: The May 10, 2010 Regular City Council Meeting Minutes Were Approved. Non Objection of the Kenai Peninsula Borough Planning Commission's approval to vacate portions of rights -of -way within the City of Seward described as; First Avenue, Kelly Avenue, Hemlock Street, Van Buren Street, C Street, D Street, Pine Street and 20-foot alleyways, and vacation of public access and utility easements associated with a "rt of lots within Federal Addition USS 1116 (SW 4); Laubner Addition (SW 2); Park Place Subdivision (SW 2004-11); Federal Addition AVTEC Replat (SW 2009-12); and USS 703, within Sections 3, 4, 9 and 10, Township 1S, R1W, Seward Meridian. Resolution 2010-049, Adopting The Port And From April 2010 To April 2011. ACAB) Priorities Resolution 2010-050, Accepting A Grant In The Amounts Of $4,568.25 From The Alaska Highway Safety Office For 2010 May -September AST - Driving Under The Influence (DUI) Enforcement Campaign And Appropriating Funds.' Resolution 2010-051, Authorizing The discharge Of Fireworks By The Chamber Of Commerce During The 2010 Independence Celebration. Resolution 2010-052 Authorizing The City Manager To Accept Revenue Funds Received From The Forest Service ik`delt Wild Land bFire And Appropriate A Portion Of These Funds To The Seward Fire Departmea2010 Budg�7 r Unanticipated Expenses. SPECIAL ORDERS, PRESENTATIONS and Military Appreciation Day. The Firelighter of the Year, Distinguished Services Award, and Community Member Recognition Awards were awarded to Michael Vander Vegt, Jillian Chapman, and Elle and Steve Zernia..' A proclamation was read for the 100`" anniversary of the Sacred Heart Church. A welcome was given to the Harley Owners Group in Seward June 10-12, 2010. A proclamation was read acknowledging the Alaska Boy Scout Jamboree in Seward May 21— 23, 2010. City Manager's Report, City Manager Phillip Oates stated the Resurrection Bay Conservation Alliance filed an appeal to the 9`h Circuit regarding attorney fees. The Trustees of � 0 City of Seward, Alaska City Council Minutes May 24 2010 Volume 38, Page Alaska wanted the city to pay approximately $125,000 in legal fees. This Thursday, May 27, 2010 was the annual Combat Fishing Tournament. The following purchases had been made between $10,000-50,000: an electrical transformer for the new Z float which was purchased through the Denali Commission grant funding for the project at a cost of $11,790 and assisting the Alaska Sealife Center by helping them to access a more cost-effective vehicle purchase, which was approximately $25,677. The City was able to utilize the State's preferential bid price to purchase a Ford F250 truck and pass both the cost and the vehicle on to the Sealife Center. This would be brought forward for council approval, as required. ; Boat owners were encouraged to schedule any travelifts at Nast a week in advance to assure their preferred dates. West Construction would begin blasting quay rock the first part of June in preparation of the completion on the extension of the east breakwater in the harbor. The installation should be completed by the end of October. EI\%I Public leeings on the revised FIRM Maps for the Seward Area were scheduled on June 17, 2010 fr8 00 pm in the Rae Building Auditorium. The Flood Insurance Study for the Kenai Penmsita Borough in the Seward/Bear Creek Vicinity had been revised to inci�i de updati,", I e flood maps f epresent the regulatory floodplain. These maps would be used by f`: Seward for floodplain management and permitting purp with musicians to provide music in Kawabe Park on season. Public Works Administration w SeaLife Center), preparing an RFP/Invitation,to F bike path repairs, and attended, FEMA Benefit Co doing pump work at pressure station, electrical w� Foster WastewaterStudy, working; with Prosser] Water Storage Tank' %j;ect), and.,",, repping for Streets staff were cleaning streets, doing ditching Surge Repair Shop staff �`ontmued the mainti preparing vehicles the nextsurplus auction nsula Borough'and the City of pity Development was working Saturdays during the summer for storm surge work (Lowell Point & 11 Creek Bridge Repair, documenting r inin. Water/Wastewater staff was at lift stafons, information gathering for M.L. g on ARRA project (Phase I of North Seward >t, Guard re -location to N.E. boat harbor area. scoping sidewalk repairs, and doing storm ace of vehicles, shop safety inspection, and lkyoral Report, Mayor Willard Dunham stated he had more meetings than he could handle mc>rping an Arbor day Celebration, Poppy Day, the Boy Scouts celebration in Seward, and 4., Military Appr6ciation Day A written report would be available at the next meeting. He noted tomorrow there *as a coordinated transportation meeting working on public transportation at 11:30 a.m. to 1:00 p.m. at the Senior Center. Shelly Knopik from Aurora/Suneel/Ak Railroad/Usibelli had retired after 21 years.'; Other Reports, Announcements and Presentations A presentation was given by John Bost on the City of Seward Annual Audit. A Providence Annual Report was given by Chris Bolton. A presentation was given on the Economic Development Assessment. City of Seward, Alaska City Council Minutes May 24, 2010 Volume 38 Page Council took a brief recess at 8:25 p.m. Council resumed at 8:30 p.m. PUBLIC HEARING Resolution 2010-047, Authorizing The City Manager To Enter Into An Amendment To The Lease Agreement 94-092 With ACS Wireless, Inc., As Successor In Interest To Mactel Cellular System, For 707 Nash Road, Described As A Portion Of U.S S.4828 Within Section 12, T1S, 1W, Seward Meridian, Seward Recording District, Third Judicial District, State Of Alaska, For The Purpose Of Extending The Term Of The Lease To June 30, 2015 And Approving A Sublease To GCI Communication Corp. Motion (Shafer/Keil) Oates stated ACS Wireless currently obtaYi�e this leas( structure and their lease expired this month, with 'one more would increase from $800 to $1,600. Notice of the public hearing being posted and published as regt hearing was opened. No one appeared tq address the Council Motion Passed 6 a cell phone tower and electrical ision allowed. 'Fhe annual rate by law was noted and the public the public hearing was closed. Kesolution 2010-048, Authors rng The City NU,apager To Enter Into An Easement Agreement With GCI Comaitmcation, Copp. For A Tei ;orary And Non -Exclusive Fifteen Foot (15) Utility Easement, At 707 Nash Road, Seward, aska, Located Within A Portion Of Lot 1, Fourth Of July Creek Subdivisjon, Number 21`fat No. 98-09, Seward Recording District, Seward Merichan, Alaska To . nsh 1 South Rang e 1 West Section 12 And Located Within A x�� r Portion Of Tract" H2, Fourth 'Of "iiYy Cre k Subdivision, Roberts Replat, Plat No. 2006-12, Sew`a Recording 6trict, Containing 1215 Sq. Ft. +/-. Notice of the public hearing being posted"andlaublished as;tequired by law was noted and the public hearing was opened. No one appeared fo address the Council and .the public hearing was closed. Motion (Keil/Shafer) Approve Resolution 2010-048 Oates stated GCI entered into a sublease agreement with ACS Wireless. GCI was using a private power line and this resolution would approve a temporary easement allowing the use of this land for the existing improvements through June 30, 2014. GCI had prepaid the administrative costs and administration recommended approval. Mayor Dunham stated a possible conflict of interest as he leased land with GCI. Council ruled a conflict did not exist. Motion Passed Unanimous \(' 0':-� > City of Seward, Alaska City Council Minutes May 24 2010 Volume 38, Page OTHER NEW BUSINESS Council scheduled a land policies and procedure work session on July 1, 2010 at 7:00 p.m. and would invite PACAB to attend. Discussion on resuming DMV motorcycle testing in Seward. Councilmember Amberg requested this item be brought forward. It was becoming very inconvenient to obtain a motorcycle license. Police Chief Tom Clemons explained the service was originally disci. '11.11mued by the Department of Motor Vehicles. The dimensions for the testing area were very large and dficult to find, and they needed a level, paved lot free of cracks and holes. They had,°:beer,-,00king for places to conduct testing. He explained potential costs and wasn't worried about meeting those costs. He was on board with having testing, but it was difficult finding anadequate site. CoOncil directed staff to look into potential sites such as the Middle School parking lot, "the North Parkin of in the Harbor, and the airport road and report back to council. Council rescheduled the May 27, 2010 work sessYfi ,. The work session was rescheduled to June 14, 2010 at 6 Ol, ita recommendations work session was rescheduled to MW INFORMATIONAL ITEMS AND City of Seward Financial Report. Letter from Gc Seward Capital List of City Council COUNCILS' Shafer was ty scheduled - None—' (No action June. , rary/Museum fuiii" ing options Thy Title 7 updates and PACAB , 2010 at 7:00 p.m. support and summarization of by Community Development Director Christy see people visiting Seward and the weather cooperating. Smith congratulated the finance department on a successful audit. Keil thanked the volunteers for the Fire Department and the nice award ceremony for them this evening. She was pleased to see younger volunteers. The hospital was acting financially responsible and she was happy with that. She hoped the cruise ship transportation busses were successful and was inspired from tonight's economic development report to promote Seward businesses better. 1WA City of Seward, Alaska City Council Minutes May 24, 2010 Volume 38 Page Dunham complimented the Military Appreciation Day activities. He attended the Poppy Day celebration in the Seward Schools and thanked those coming and participating in the Combat Fishing Tournament this year. The AT&T tower was up and thanked those responsible — Steve Schafer who worked tirelessly to get the tower up and Gary Brekke of AT&T. He thanked all the people who helped clean up Seward on Super Saturday Clean Up. He challenged the community to keep it clean and encouraged those to pick up trash when they see it. COUNCIL AND ADMINISTRATION RESPONSE TO CITIZENS' COMMENTS - None ADJOURNMENT The meeting was adjourned at 9:15 p.m. Jo Ac (C RECEIVED e NAME: STREET ADDRESS: ) Z O-1 U -rro l) MAILING ADDRESS: ?d Z�o t HOME TELEPHONE 3r2- psi - �I Z LENGTH OF RESIDENCY IN THE SEWARD AREA:_ PRESENLY EMPLOYED AS N R5 MAY 13 2010 UFFIGE OF THE nQITY CLERK List any special training, education or background such as grant writing, history, architecture, or archeology, which may help you as a member of the f Commission. Wo-Keay,,s S Gt +ar N PC 0,+ {he SeyjArj Myyc?unn <rnr7 Lil>n f or Z 12 jerrf, Have you ever been involved in any aspect of historic preservation? If so, briefly describe your involvement: -4r HDG Tv+ore) under i,?e PglesKe I am specifically interested in serving on the Historic Preservation Commission because: 2 wove )IK6 4-o �iv2 bcAzl4 40 4e LOMMVn±j W1 4414 I've (ekrnej �ror� 4t MV.;1yr-' Have you ever served on a similar commission elsewhere? Yes or 0 If so, where? If appointed, are you willing to: And when? • Do historic research? NO • Work on preparing grant applications? NO • Work on writing historic register nominations? YES> NO • Attend historic preservation workshops? NO i %) 3 //0 IG ATURE DATE �M i k G 0 AI NAME: STREET ADDRESS: 5c Z C"�A 10 S�/' i MAILING ADDRESS: HOME TELEPHON Tray 1 Ln , (3c: X Z (b `6 5 �o7-ZZq_7r,6 LENGTH OF RESIDENCY IN THE SEWARD AREA: 2 C) '+ j e c� r- PRESENLY EMPLOYED AS: S e l f C�" �(5 � List any special t ' ,education or background such as grant writing, history, architecture, archeology, hick may help you as a member of the Commission._ c r W (-(- 1-I I S 0 r i c gy m, ss n vl yn ,? rn toe (- Have you ever been involved in any aspect of historic preservation? if so, briefly describe your involvement: <. y) k i 5 '� c r k c ,o T e .5 e° v �; c. _t_ Lvi ' I am specifically interested in serving on the Historic Preservation Commission because: c' Ij Have you ever served on a similar commission elsewhere? Yes or No If so, where? 5 e t: 4 r '� And when? P � 5� .� If appointed, are you willing to: • Do historic research? NO • Work on preparing grant applications? DES NO • Work on writing historic register nominations?NO Attend historic preservation workshops? NO I'- GNATURE DATE —A NAME- (J4 0'Q1N STREET ADDRESS'S-Ss 3 �� MAILING ADDRESS:W 13 HOME TELEPHONE: a) 3 �3 Iqs} , LENGTH OF RESIDENCY IN THE SEWARD AREA. c�U �004061 PRESENLY EMPLOYED AS List any special training, education or background such as grant writing, history, architecture, or archeology, which may help you as a member of the Commission. QUNzp�-OG`l Have you ever been involved i any aspect of historic preservation? If so, briefly describe your involvement: 6�1�� I am specifically interested in serving on the Historic Preservation Commission because: t I TAN tV flNC""S NS A S1 NQ � � S3 tNr-,t"n c n e,% -) c-, T&Q ht i i CIV Y Al a r u C�v c>Z. %4 Have you ever served on a similar commission elsewhere? Yes or Q If so, where? And when? If appointed, are you willing to: • Do historic research? YES NO • Work on preparing grant applications? YE NO • Work on writing historic register nominations? NO • Attend historic preservation workshops? YE NO SIGNATURE DATE rvai iu r JU rey 1 6/9/2010 11:15 AM I bl�,1 e 7u1y 2010 August 2010 M ..-; 1. 2 3 1 2' 3 4 S 6 7; 9.i10 8 9 30 11 121, 14, i 14 15 1� 12' 13 16 17 !. 26 27 28 xx ; 2S' 26 27 28 29530 31 29 30 `31 NJon�la Tuesda Wednesda Thursda Frid"a 7 OOprn CC WS (Land Policies and I I Procedures) ,r i I I � 7.30pm:.P&Z Meeting]'12:00pm,PACAB Meeting it 30am.- OLv i i `15 7;OQpMOty Council 9:OOam'Social Security Meeting I Rep I I I 19' 20. 2. 2'. 6:300m`P&Z Work Session Work ]'i2-'OOpm',PACAB Session 6:30prn Historic Preservation I Meeting 29 7;OOproj City Council Meeting I II I, I I Nanci Richey nD 6/9/2010 11:15 AM