HomeMy WebLinkAboutres2006-050WHATCOM COUNTY COUNCIL AGENDA BILL NO.
2006 -320
CLEARANCES
Initial
Date
Date Received in Council Office
Agenda Date
Assigned to:
PW Connnittee/
Originator:
JPR
711312006
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C E V
712512006
Introduction
Public Hearing/
Division Head:
JPRR
71131220006
JUL 18 2906
818006
Adoption
Dept. Head:
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TITLE OF DOCUMENT:
Resolution in the matter of the Whatcom County Six -Year Transportation Improvement Program for theyears
2007 through 2012
ATTACHMENTS:
1. Memo to County Executive and Council
Attachment "A" -2007 -2012 Capital Project Priority Order and Financial Distribution by Year
Attachment "BI-B3"- Road Fund Balance, Revenue, and Expenditure Projections
Attachment "C" —Roadway Priority Rating Program
Attachment "D" — Bridge Report
2. 2007 -2012 Six Year Transportation Improvement Program Resolution
Exhibit "A "— 2007 -2012 Six -Year Transportation Improvement Program
Exhibit "B "- 2007 -2020 Fourteen -Year Ferry Capital Program
SEPA review required? ( ) Yes (X ) NO
Should Clerk schedule a hearing? ( X ) Yes ( ) NO
SEPA review completed? ( ) Yes (X ) NO
Requested Date: 81812006
SUMMARYSTATEMENT OR LEGAL NOTICE LANGUAGE: (If this item is an ordinance or requires a public
hearing, you mustprovide the language for use in the required public notice. Be specific and cite RCW or WCC as appropriate. Be
clear in explaining the intent of the action.)
Each year the County is required to update its Six -Year Transportation Improvement Program (STIP),
per RCW 35.77.010 and RCW 36.81.121. The STIP includes the capital elements of the first six years of
the Fourteen -Year Ferry Program. The STIP is intended as a planning tool for local, state and federally
funded projects and is designed to identify projects for preliminary engineering, right -of -way purchase
and/or construction,
COMMITTEE ACTION:
COUNCIL ACTION:
7/25/06: Discussed, with public comment taken
7/25/06: Introduced
8/08/06: Council Amended and Approved 6 -1,
Brenner opposed Res. 2006 --050
Related County Contract #:
Related File Numbers:
Ordinance or Resolution Number.
Res. 2006 -050
Please Note: Once adopted and signed, ordinances and resolutions are available for viewing and printing on
the County's website at. www co. whatcom. wa. us/counciZ
I SPONSORED BY: Public Works
2 PROPOSED BY: Public Works
3 INTRODUCTION DATE: 7/25/06
4
5
6 RESOLUTION NO. 2006 -050
7
8
9 A RESOLUTION IN THE MATTER OF THE WHATCOM COUNTY
10 SIX -YEAR TRANSPORTATION IMPROVEMENT PROGRAM
11 FOR THE YEARS 2007 THROUGH 2012
12
13
14 WHEREAS, pursuant to RCW 36.81.121, Whatcom County is required to prepare and adopt a six -
15 year transportation improvement program each year; and
16 WHEREAS, pursuant to RCW 36.54.015, Whatcom County is required to prepare a fourteen -year
17 ferry capital program each year; and
18 WHEREAS, following adoption of six -year transportation improvement program, the law requires an
19 annual review of the work accomplished under the program and a determination of current transportation
20 needs; and
21 WHEREAS, based upon the findings of the annual review, and after public hearing, a revised six -year
22 transportation improvement program shall be adopted; and
23 WHEREAS, pursuant to RCW 36.81.121, the six -year transportation improvement program and
24 fourteen -year ferry capital program must be consistent with the County comprehensive plan pursuant to RCW
25 36.70A; and
26 WHEREAS, the six -year transportation improvement program attached hereto as Exhibit "A" has been
27 reviewed and determined to be consistent with the County's comprehensive plan; and
28 WHEREAS, the fourteen -year ferry capital program attached hereto as Exhibit "B" has been reviewed
29 and determined to be consistent with the County's comprehensive plan;
30 NOW, THEREFORE, BE IT RESOLVED by the Whatcom County Council as follows:
31 1. That the Whatcom County Six -Year Transportation Improvement Program for the years 2007
32 through 2012, which is attached hereto as Exhibit "A, including the capital elements of the first
33 six -years of the fourteen -year ferry capital program, which is attached hereto as Exhibit "B ", is
34 hereby adopted.
35 2. That the County Engineer is directed to file a copy of the same with the County Road
36 Administration Board and the State Secretary of Transportation.
37
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`,,It 1r �, 8 day of August , 2006.
�HATCG ��� WHATCOM COUNTY COUNCIL �•r:
WHATfOM COUNTY, WASHINGTON
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.na B Bake -y Qcxanty � Jerk aerie Caskey -Schr, fiber, Council Chair
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Senior Civil Deputy Prosecuting Attorney
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EXHIBIT "'B"
m
WHATCOM COUNTY
2007-2020 FOURTEEN-YEAR
FERRY CAPITAL PROGRAM
a
Table of Contents
Preface B -3
WHAT HAS HAPPENED SINCE THE LAST REPORT B -3
2005 -2006 ACTIVITIES RELATED TO THE FERRY SYSTEM B -3
THE NEW FERRY DECISION B -3
THE NEED TO RAISE RATES B -4
THE IMPACT OF A NEW VESSEL ON RATES B -4
PUBLIC WORKS RECOMMENDATION B -4
THE BASIS FOR THE REPORT B -5
PURPOSE OF THE REPORT B -5
ORGANIZATION OF THE REPORT B -5
TABLE 1: FERRY SYSTEM CURRENT AND REPLACEMENT VALUES — 2007 B -5
TABLE 2: PROJECTED EXPENDITURES B -5
TABLE 3: PROJECTED REVENUES B -6
MAJOR PROJECT ANALYSIS B -6
MAJOR MAINTENANCE/RECONSTRUCTION B -6
MINOR MAINTENANCE B -6
HISTORY OF THE FERRY SYSTEM B -6
YEAR/EVENT B -7
TABLE 1: FERRY SYSTEM CURRENT AND REPLACEMENT VALUES — 2007 B -8
TABLE 2: PROJECTED EXPENDITURES PAGE 1 B -9
TABLE 2: PROJECTED EXPENDITURES PAGE 2 B -10
TABLE 3: PROJECTED REVENUES B -11
I:
PREFACE
WHAT HAS HAPPENED SINCE THE LAST REPORT
2005 -2006 ACTIVITIES RELATED TO THE FERRY SYSTEM
Since the beginning of 2005 the Whatcom County Public Works Ferry Division has been very active. Considerable
effort has gone into a variety of issues, to include; planning for a new ferry, establishment of the ferry system fund (to
make it easier to separately account for ferry system costs), the design of a new parking lot on Lummi Island,
negotiating an extension of the parking lot lease on Gooseberry Point, conducting a feasibility study for "off- boat"
ticketing, and the approval of new staff positions to ensure the dedication of resources to this effort. Public Works has
also been actively involved in seeking financial assistance from a variety sources to augment County funds for the
major capital investments envisioned over the next 2 -5 years.
Additionally the staff has been reviewing the revenue and expenditure issues related to the operation of the ferry
system, and has prepared the basis for the 2007 and 2008 budget, as well as the ground work for the 2007 -2020 14 Year
Plan. One of the outcomes of this analysis is the recommendation to adjust the fare structure to insure the required 55%
user fee revenue. Other financial impacts reviewed include the costs of a variety of services and/or service levels. The
following paragraphs discuss these major activities in more detail.
THE NEW FERRY DECISION
Over the course of the past 4 -5 years, a thorough public process, including the Charette exercises, the 2004 and 2005
Ferry System Reports, and surveys of Lummi Islanders and Ferry users was undertaken. It was clear that the majority
of the persons involved wanted to find ways to increase the capacity of the ferry system, particularly at peak usage
times. Due to the fact that personnel cost and regular maintenance and operating cost are the major factors driving the
cost of ferry service, the idea of simply adding a second boat (car ferry or just a passenger vessel) to the run was
quickly put aside due to the magnitude of the additional operating cost.
In 2005, Elliot Bay Design Group (Marine Engineers), Art Anderson and Associates (Marine Engineers, Facilities) and
Whatcom County Public Works did a detailed analysis of the ferry service, to determine the best size vessel for our
service. Our present vessel is capable of sustained operations at a rate of 5 runs every 2 hours. This equates to a
nominal capacity of 100 cars every 2 hours or 50 cars an hour on average. We also have the ability to carry up to 100
persons including drivers and passengers. Factors that effect vessel size constraints are; load and unload times for both
vehicles and pedestrians, as well as vessel transit time. The larger the vessel the longer it takes to load and/or unload.
Also, the more foot passengers the longer the load/unload time. Given the very short passage from Gooseberry Point to
Lummi Island, virtually all of the options looked at would make the crossing in the same time.
The results of this analysis indicated that even a very small increment in capacity increase to a 25 -30 car vessel made it
unlikely that the 5 runs in two hours schedule could be maintained, it also was decided that the 40 car vessel would
probably have a hard time maintaining a turnaround time that allowed 2 runs per hour due to the additional load/unload
time. The 35 -car design basis was agreed upon because it can make 2 trips an hour which equates to 70 cars an hour or
a 40% increase in capacity. This vessel also provides for a total passenger load of 150 which increases the passenger
capacity by 50 %. The 35 -car vessel with the car deck level passenger spaces also meets the Coast Guard criteria that
allows it to be crewed with the same number of hands as the existing vessel, and is ADA compliant.
Based on this analysis, Elliot Bay Design Group was contracted to design a new 35 car ferry that would provide for the
most increased capacity without using a second vessel, and could use our existing docking facilities with as little capital
improvement as possible. At the same time Art Anderson and Associates was contracted to design the necessary
structural improvements to the facilities to handle the increased size of the 35 -car vessel. Both of these design efforts
are underway, and the vessel design has been reviewed and is ready to go to bid at the appropriate time. The facilities
upgrade proposals are being developed in phases to take advantage of dry -dock periods and "fish windows" for
construction before the delivery of the new vessel. Work that needs to be done regardless of a change in vessels is
progressing as quickly as possible.
Ia
With a new vessel there will be the requirement to modify the existing schedule. The most probable new schedule
would be 2 runs per hour during the same hours as the ferry currently runs. Other options will be reviewed and such
user groups as the schools will be asked for input. The impact of lines and waiting time at peak operating times should
be positive at least at first due to the increased capacity. How long this remains the case will depend on if people shift
their rider ship habits based on when deck space is available.
Other schedule issues that may be addressed in the future include the concept of Seasonal Scheduling, and Peak vs.
Non -peak schedules.
THE NEED TO RAISE RATES
In addition to the work being undertaken as described above, Public Works has also been involved in an analysis of the
operating costs of the Ferry System, and evaluating the user fee structure as it relates to the requirement that users pay
for 55% of the system operating costs. It should be pointed out that none of the capital or financing costs related to the
acquisition of the new ferry vessel or facilities upgrades impact the system operating costs. The same is true for the
construction of the new parking lot on Lummi Island.
Items that are included in the operating cost for the system and are impacted by the system after a new vessel is in
service are, the increased costs of maintenance, fuel and operating supplies, and any personnel costs -due to the larger
system. Also included will be the cost to maintain the existing vessel in a back -up mode (net of any potential revenue
it may generate, or cost sharing with another ferry system).
In addition to the forces of inflation, which continue to push costs upward, there are other issues that affect the cost per
user on the ferry system. The largest of these issues is the fact that at peak capacity the system simply cannot move
more customers. With an inability to sell more tickets, and costs rising it is inevitable that the cost per user will
increase.
The costs of operating the ferry system have been rising steadily, and the rate of increase has been increasing over the
past 3 -4 years. In 2005 the total cost of the ferry system was $1,883,906 of which $1,445,383 was operating cost. The
total user fee revenue was $639,000 which equated to 47% of the operating cost. With no changes to the system, the
costs for 2006 are projected to be $1,503,000 and revenues are budgeted at $651,000 which is a recovery rate of 44 %.
Based on this information alone it is necessary to raise rates by about 20% if there are no changes in costs or services.
However, for 2006 the addition of a full time ferry manager, the beginning of some type of continuous operations at
peak periods, and setting up for "off-boat" ticketing are included in the budget. These additions, and the fact that any
rate increase will be effective late in the year, result in a proposed rate increase of an average of 55 %. All of this is
before any of the impact of operating of a new vessel.
THE IMPACT OF A NEW VESSEL ON RATES
The actual impact of operating costs from the new vessel is currently projected at about $230,000. This includes the
additional cost of maintenance, fuel and operating supplies, and keeping the old vessel as a back up. This impact on
rates is expected to require an increase in fare revenue of about 10 %. Some of this cost maybe shared with other ferry
systems or offset by revenue opportunities, so this is a conservative estimate, or projected worst case.
The other impact on rates comes from the "off- boat" ticketing scenario. This is being seriously considered because the
effort to sell tickets on the larger vessel would probably require additional crew on each shift and is estimated that
would cost $250,000 (3 pursers at $69,000 per year, and an additional relief person at $43,000 per year). It is planned
to accomplish this thru a combination of clerical workers, and machine sales that would allow the price of this activity
to be reduced to less than $135,000 each year. This would be a savings of $115,000 that would not have to be
recovered in increased fares.
PUBLIC WORKS RECOMMENDATION
As a result of the analysis done by Public Works, the staff is recommending an immediate user fee rate increase of
55 %. This will allow the ferry fund to get back to a 55% recovery rate despite the fact that more that one -half of 2006
I'
will be over before the rate increase takes effect. This rate increase may also make it possible to operate the system
without a fare box deficit until the new vessel is placed in service.
THE BASIS FOR THE REPORT
PURPOSE OF THE REPORT
This program is designed provides a blueprint for the effective, efficient, and continuing operation of the Whatcom
County Ferry System. The projects listed are the result of input from County departments, governmental agencies,
business organizations, citizen groups, and individuals. Capital improvements are scheduled based on 79 years
experience operating and maintaining the system, while complying with applicable regulations.
Inevitably, priorities and available funds for the ferry system will change over the fourteen years projected in this
program. Therefore, the intention of the program is to be a guide indicating long -range improvements and anticipated
revenues and expenditures. Strict adherence is not required.
ORGANIZATION OF THE REPORT
The program information is presented in three tables. State and Federal requirements were established to assure counties
have current plans for comprehensive transportation improvement efforts. Statutory requirements and a brief explanation
of the tables and how they meet the requirements follow.
Enacted in 1975, Revised Code of Washington (RCW) 36.54.015 states "The legislative authority of every county
operating ferries shall prepare, with the advice and assistance of the county engineer, a fourteen year long range capital
improvement plan embracing all major elements of the ferry system. Such plan shall include a listing of each major
element of the system showing its estimated current value, its estimated replacement cost, and its amortization period."
TABLE 1: FERRY SYSTEM CURRENT AND REPLACEMENT VALUES -- 2007 meets these requirements,
showing the current value, replacement cost, and amortization periods for the vessels and facilities. The current value of
the M/V Whatcom Chief is the book value, calculated from the depreciated original construction cost and any depreciated
improvements/major repairs. The facilities' current value is book value; original cost less depreciation plus depreciated
improvements.
RCW 36.81.121 (1) states "...the legislative authority of each county, after one or more public hearings thereon, shall
prepare and adopt a comprehensive transportation program for the ensuing six calendar years .... and for those counties
operating ferries shall also include a separate section showing proposed capital expenditures for ferries, docks, and
related facilities. Copies of the program shall be filed with the county road administration board and the secretary of
transportation not more than thirty days after its adoption by the legislative authority..." Subsection (2) requires
expanded information on how a county will spend all its money on the various facets of the transportation program.
This RCW Section was enacted in 1961. The capital expenditure portion of Subsection (1) is satisfied by:
TABLE 2: PROJECTED EXPENDITURES. TABLE 2 includes all other expenditures on the system that meet
Subsection (2) requirements. Operational expenditures are delineated between vessel and non - vessel costs. U.S. Coast
Guard regulations currently require the ferries to be dry- docked every two years, however to extend the life, improve
reliability and protect our capital investment Whatcom County schedules dry- docking every year for its vessels. When
the M!V Whatcom Chief goes into standby, this periodicity will be extended to once every two years. This is reflected
in the table. The landings are inspected regularly as required by the National Bridge Inspection Standards administered
through the Washington State Department of Transportation. The inspection report helps identify and time major
maintenance and replacement of these facilities. The last section of the table lists loan payments.
This RCW section also provides the reporting requirement and timing of program submission, as well as establishing
the annual update requirement.
Additionally, the Federal Highway Administration requires all agencies within a Metropolitan Planning Organization to
develop and annually update the long range Transportation Improvement Plans and their Biennial Element. Whatcom
a
County will be updating this 14 -Year plan each year and incorporating the results into the Six -Year Transportation
Improvement Program.
TABLE 3: PROJECTED REVENUES, Defines the known and anticipated sources of funding for the 14 Year Plan.
MAJOR PROJECT ANALYSIS
The major capital improvement project listed in this program is the construction of a 35- vehicle ferry. The new ferry
will replace the 1962 vintage, 20- vehicle ferry M/V Whatcom Chief. The design was initiated in 2005 and
construction completion is anticipated to be in 2008. The new ferry will provide a 40% greater system capacity and
improved safety. M/V Whatcom Chief is scheduled to be retained as a back -up boat for dry- docking periods and
unexpected maintenance /repair periods. Strategies for sharing the MN Whatcom Chief with another county
(e.g. Skagit or Pierce) are being explored. The significant increase in overall system capacity is planned to serve
the transportation needs of the Lummi Island for many years.
At the present time the County is persuing the option of County Ferry Capital Improvement financing thru the CRAB.
Assistance is being requested for the repayment of the principle on a loan for this project.
The other major capital improvements required for this project are the construction of new wing walls at both the
Gooseberry Point and Lummi Island landings to accommodate the much larger berthing energies (four times that of the
MN Whatcom Chiej). An extension to the wave break (80 ft) and replacement of one dolphin at the Lummi Island
landing is also necessary to handle the new longer and slightly wider 35- vehicle ferry. Design is scheduled for
completion in 2006 and construction in 2006 and 2007.
MAJOR MAINTENANCE/RECONSTRUCTION
Pile, dolphin & fender work:
Major pile dolphin and fender work replacement is scheduled at regular intervals, as shown in Table 2.
Waiting Area/Parkin&.
Improvements to passenger waiting areas and parking facilities on Lummi Island are also scheduled as shown in Table
2. These improvements are intended to encourage the use of mass transit to help reduce the peak vehicle demand on
the system.
Vessel dry - docking_
US Coast Guard regulations require periodic inspections of all ferry vessels. In addition to quarterly inspections and
yearly certifications, each vessel is required to be dry docked every two years. However, to protect our investments,
Whatcom County schedules dry- docking every year. The Dry - docking periodicity for the MN Whatcom Chief as
back -up vessel will be extended to once every two years. The Engine overhaul, vessel painting, hull repairs, and other
major and minor repairs occur during the dry- docking. The dry - docking periods for the new vessel and for the MN
Whatcom Chief will scheduled to minimize the impacts/costs on the ferry system. The MN Whatcom Chief will be
used when the new 35- vehicle ferry is dry- docked.
MINOR MAINTENANCE
General minor maintenance is continual on the ferries, landings, aprons, and waiting facilities. The costs and extent of
the work is unpredictable and frequently, problems must be repaired immediately upon detection. Routine maintenance
such as building painting and roof cleaning is more predictable and scheduled in advance.
HISTORY OF THE FERRY SYSTEM
The ferry system is the lifeline for Lummi Island. It has seen a growth in annual total demand of 95,000 car & driver
trips in 1990 to over 137,000 in 2004 the latest year for which statistics are available. Total annual passenger use has
grown from 167,000 in 1990 to over 230,000 in 2004.
The following is a chronology of the Whatcom County Ferry System.
:.
YEARIEVENT
1926 Lummi Shore Road from Bellingham was completed and a ferry, the Central, owned by Whatcom County and
large enough to hold six small Model -T Fords started making scheduled runs between Lummi Island and Gooseberry
Point.
1929 The slightly larger Chief Kwina replaces the Central.
1950 Gooseberry Point terminal built.
1962 The MN Whatcom Chief begins service.
1978 Lummi Island terminal is relocated.
1.982 New lift mechanism installed on transfer span at Lummi Island. Gooseberry Point pier refurbished
1987 Gooseberry Point Transfer span, wing walls and dolphins replaced
1997 Major refurbishment of Gooseberry point landing accomplished
2002 20 -Year Plan Phase 1 Charette Process and report completed.
2005 Major Status Report on Ferry System
TABLE 1: FERRY SYSTEM CURRENT AND REPLACEMENT VALUES - 2007
VESSELS
M/V Whatcom
Current Statistics Chief
LENGTH ft
94
BEAM ft
44
DISPLACEMENT tons
78
YEAR BUILT
1962
CAPACITY -- Passengers
100
CAPACITY -- Cars
20
CURRENT INSURED VALUE - 2007
$290,000
TOTAL CURRENT VALUE - 2007
$1,016,00
Replacement Statistics
YEAR
2008
CAPACITY -- Passengers
100
CAPACITY -- Cars
20
REPLACEMENT VALUE - 200712?
$2,300,000
TOTAL -REPLACEMENT VALUE - 2007
2018
FACILITIES
LOCATION
Lummi Island Landing
Transfer Span
Dock
Dol hinsNVin wall(3)
Parking Lots
Passenger Waiting/Office
Subtotal - Lummi Island Landing
Gooseberry Point Landing
Transfer Span
Dock
Dol hins/W in wa11131
Subtotal - Gooseberry Point Landing
$290,000
$2,300,0001
YEAR BUILT
REPLACEMENT
YEAR
CURRENT
BOOK
VALUE14t
REPLACEMENT
VALUE - 2007(5)
1982
2022
$155,000
$1,870,00
1978
2018
$23,000
$213,00
1978
2018
$163,000
$1,016,00
1978
2018
$30,000
$128,00
1978
2018 11
$10,0001
$20,00
$381,0001
$3,247,00
1987
2027 11
$445,00011
$2,200,0
1997
2037
$87,000
$574,0
1997
2037
$910,000
$544,0
$1,442,000
$3,318,0
TOTAL FACILITIES VALUE 1 $1,823,00 $6,565,000
TOTAL VESSEL & FACILITIES VALUE 1 $2,113,0001 $8,865,000
NOTES:
(1) Depreciated Columbia Sentinel Engineers (1990) Value plus Depreciated Improvements
(2) Estimate by Art Anderson Associates (2005)
(3) Replace with Steel Pilings
(4) Estimated using a 40 -year life and straight -line depreciation (including depreciated improvements)
(5) Replacement value based on original cost plus yearly escalations
Whatcom County Public Works 14 -Year Ferry Capital Program
Inflation %
All $ in 000's Table 2 Expenditures 2007 -2020 Page 1.
2007
2008
2009
2010
2011
2012
2013
Operations Expenses:
Vessel Operations
Whatcom Chief
Personnel
$ 850
$ 100
$ 102
$ 104
$ 106
$ 108
$ 110
2%
Fuel & Operating Supplies
$ 200
$ 50
$ 52
$ 54
S 56
$ 58
$ 61
4%
Insurance
I
$ 43
$ 35
$ 36
$ 37
$ 38
$ 39
$ 41
3%
Other Operating Expenses
$ 250
$ 50
$ 52
S 53
S 55
S 56
$ 58
3%
New 35 -Car Vessel
Personnel
1 1
$ 850
S 867
$ 884
$ 902
$ 920
S 938
2%
Fuel & Operating Supplies
$ 500
$ 520
S 541
$ 562
$ 585
S 608
4%
Insurance
S 50
S 52
S 53
S 55
$ 56
S 58
3%
Other Operating Expenses
$ 200
$ 206
S 212
$ 219
$ 225
S 232
3%
Total Vessel Operations
S 1,343
$ 1,835
S 1,886
$ 1,939
$ 1,993
$ 2,049
$ 2,106
Other Operations
Administration
S 171
$ 180
$ 184
$ 187
$ 191
$ 195
$ 199
2%
Parking Lots
Lummi Island
$ 10
$ 10
$ 11
$ 11
S 11
S 12
3%
Gooseberry Point
$ 15
$ 20
$ 21
$ 21
$ 22
S 23
S 23
3%
Staging Areas
Lummi Island
S 10
$ 10
S 10
$ 11
S 11
$ 11
$ 12
3%
Gooseberry Point
S 10
S 10
S 10
S 11
S 11
$ 11
S 12
3%
Docks
Lummi Island
$ 25
S 25
$ 26
$ 27
S 27
$ 28
$ 29
3%
Gooseberry Point
S 25
S 25
S 26
S 27
S 27
$ 28
$ 29
3%
Total Operations Expense
S 1,599
S 2,115
S 2,173
$ 2,232
S 2,293
$ 2,356
$ 2,421
Other Expenditures
Vessel Depreciation
$ 170
S 170
$ 170
$ 170
S 170
$ 170
Facilities Depreciation
$ 136
$ 211
S 219
$ 225
$ 230
S 231
$ 230
Financing Expense
Loan Principle
$ 272
$ 285
$ 300
$ 315
S 331
$ 347
Loan Interest
$ 450
$ 438
$ 422
$ 407
S 391
S 376
Capital Expenditures
Vessel Replacement
$1,500
$ 5,500
Gooseberry
Parking Lot
$ 100
Staging Area
$ 200
$ 100
$ 50
$ 50
Dock
$ 150
S 1,100
$ 150
$ 150
Lummi Island
Parking Lot
$ 100
$ 10
S 50
Staging Area
$ 50
$ 50
Dock
$ 300
S 450
$ 150
S 150
S 150
Total Expenditures
$2,285
$6,578
$9035
$ 3,549
$ 3,665
$ 3,679
S 3,744
User Fee @ 55% of Operations
S 879
S 1,163
$ 1,195
$ 1,228
$ 1,261
S 1,296
S 1,332
Whatcom County Public Works 14 -Year Ferry Capital Program
Inflation %
All $ in 000's Table 2 Expenditures 2007 -2020 Page 2.
2014
2015
2016
2017
2018
2019
2020
Operations Expenses:
Vessel Operations
Whatcom Chief
Personnel
$ 112
$ 114
$ 117
$ 119
$ 121
$ 124
$ 126
2%
Fuel & Operating Supplies
$ 63
$ 66
$ 69
$ 71
$ 74
$ 77
$ 80
4%
Insurance
$ 42
$ 43
$ 45
$ 46
$ 48
$ 49
$ 50
3%
Other Operating Expenses
$ 60
$ 62
$ 63
$ 65
$ 67
$ 69
$ 71
3%
New 35 -Car Vessel
Personnel
$ 957
$ 976
$ 995
$ 1,015
$ 1,036
$ 1,056
$ 1,077
2%
Fuel & Operating Supplies
$ 632
$ 658
$ 684
$ 711
$ 740
$ 769
$ 800
4%
Insurance
$ 60
$ 62
$ 63
$ 65
$ 67
$ 69
$ 71
3%
Other Operating Expenses
$ 239
$ 246
$ 254
$ 261
$ 269
$ 277
$ 288
3%
Total Vessel Operations
$ 2,165
$ 2,227
$ 2,290
$ 2,355
$ 2,422
$ 2,491
$ 2,563
Other Operations
Administration
$ 203
$ 207
$ 211
$ 215
$ 220
$ 224
$ 229
2%
Parking Lots
Lummi Island
$ 12
$ 13
$ 13
$ 14
$ 14
$ 14
$ 15
3%
Gooseberry Point
$ 24
$ 24
$ 25
$ 26
$ 27
$ 27
$ 28
3%
Staging Areas
Lummi Island
$ 12
$ 13
$ 13
$ 14
$ 14
$ 14
$ 15
3%
Gooseberry Point
$ 12
$ 13
$ 13
$ 14
$ 14
$ 14
$ 15
3%
Docks
Lummi Island
$ 12
$ 13
$ 13
$ 14
$ 14
$ 14
$ 15
3%
Gooseberry Point
$ 12
$ 13
$ 13
$ 14
$ 14
$ 14
$ 15
3%
Total Operations Expense
$ 2,454
$ 2,522
$ 2,592
$ 2,664
$ 2,738
$ 2,814
$ 2,893
Other Expenditures
Vessel Depreciation
$ 170
$ 170
$ 170
$ 170
$ 170
$ 170
$ 170
Facilities Depreciation
$ 240
$ 243
$ 300
$ 301
$ 290
$ 303
$ 300
Financing Expense
Loan Principle
$ 365
$ 383
$ 402
$ 422
$ 444
$ 466
$ 489
Loan Interest
$ 357
$ 339
$ 320
$ 301
$ 279
$ 257
$ 233
Capital Expenditures
Vessel Replacement
Gooseberry
Parking Lot
Staging Area
$ 50
$ 50
$ 50
Dock 1
$ 150
$ 150
$ 150
$ 150
Lummi Island
Parking Lot
Staging Area
$ 50
$ 50
$ 50
$ 50
Dock
$ 150
$ 150
$ 150
Total Expenditures
$ 3,786
$ 3,857
$ 3,984
$ 4,058
$ 4,121
$ 4,210
$ 4,285
Per Fee @55% of Operations
$ 1,350
$ 1,387
$ 1,425
$ 1,465
$ 1,506
$ 1,5481
$ 1,591
M
Whatcom County Public Works 14 -Year Ferry
Ca ital Program
All $ in 000's Table 3 Revenues 2007 -2020
CATEGORY
2007
2008
2009
2010
2011
2012
2013
Punch Card Fares
(1)
$ 791
$ 1,047
$ 1,076
$ 1,105
$ 1,135
$ 1,166
$ 1,199
Cash Fares
(1)
$ 88
$ 116
$ 120
$ 123
$ 126
$ 130
$ 133
(Memo 55% of Operating Cost)
$ 879
$ 1,163
$ 1,195
$ 1,228
$ 1,261
$ 1,296
$ 1,332
MVFT Deficit Subsidy
$ 160
$ 160
$ 160
$ 160
$ 160
$ 160
$ 160
County Road Fund Subsidy (2)
$ 719
$ 952
$ 978
$ 1,005
$ 1,032
$ 1,060
$ 1,090
Ferry Loan Proceeds
$ 9,000
Loan Repayment Assistance CRAB
$ 367
$ 367
$ 367
$ 367
$ 367
$ 367
Unfunded
$ 2,027
$ (1,064)
$ 835
$ 789
$ 845
$ 792
$ 795
TOTAL REVENUES
$ 3,785
$10,578
$ 3,535
$ 3,549
$ 3,665
$ 3,675
$ 3,744
(Memo Total Cost)
$ 3,785
$ 10,578
$ 3,535
$ 3,549
$ 3,665
$ 3,675
$ 3,744
CATEGORY
2014
2015
2016
2017
2018
2019
2020
Punch Card Fares
(1)
$ 1,215
$ 1,248
$ 1,283
$ 1,319
$ 1,355
$ 1,393
$ 1,432
Cash Fares 1
(1)
$ 135
$ 139
$ 143
$ 147
$ 151
$ 155
$ 159
(Memo 55% of Operating Cost)
$ 1,350
$ 1,387
$ 1,425
$ 1,465
$ 1,506
$ 1,548
$ 1,591
MVFT Deficit Subsidy
$ 160
$ 160
$ 160
$ 160
$ 160
$ 160
$ 160
County Road Fund Subsidy (2)
$ 1,105
$ 1,135
$ 1,166
$ 1,199
$ 1,232
$ 1,267
$ 1,302
Ferry Loan Proceeds
Loan Repayment Assistance CRAB
$ 367
$ 367
$ 367
$ 367
$ 367
$ 367
$ 367
Unfunded
$ 804
$ 808
$ 866
$ 867
$ 856
$ 868
$ 865
TOTAL REVENUES
$ 3,786
$ 3,857
$ 3,984
$ 4,058
$ 4,121
$ 4,210
$ 4,285
(Memo Total Cost)
$ 3,786
$ 3,857
$ 3,984
$ 4,058
$ 4,121
$ 4,210
$ 4,285
NOTES:
Sum is Projected as 55% of
Operating Cost
Based on 45% of Operating Cost
B -11