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Coordination Process: In 1994, several human service agencies recognized there was no transportation
available for individuals who were not eligible for county services. The Huron County Health Department,
Huron County Job and Family Services, Huron County Senior Center, MRDD Bureau of Vocational
Rehabilitation, and the vocational school worked together and received a grant from the Ohio Department of
Transportation (ODOT) in 1998. The county commissioners were the grantee and the Huron County Senior
Center served as the lead agency. During the first 2 years, coordination was only within Huron County.
In 2000, intercounty coordination began as a result of the unmet need for transportation to and from
employment. Because of a large number of service jobs in Erie County, people needed to travel from Huron
to Erie County. Coordination with Erie began. There were not enough vehicles for the new route to connect
with Sandusky Transit so additional funding was sought. This effort was supported by the inclusion of
transportation questions in a needs assessment being conducted by the Huron County Health Department.
The results of the survey indicated a needs assessment for transportation. The result was that a county
commissioner supported the establishment of a demonstration project to purchase vehicles.
Next, county commissioners established a county transit board. The board facilitated a decision to submit an
application for rural transportation funding from ODOT. Current plans call for pursuit of this grant for 2003. In
addition to new rural transportation service, coordination effort will continue to meet the needs that the new
rural transportation service cannot meet, such as prioritizing transportation needs of those with
nonemergency medical treatment.
Huron County is collaborating with Sandusky County to develop the capability to use Sandusky's computer
dispatching and scheduling system with a single call center in Sandusky County. Three or four providers
would access the system via an Internet connection, with scheduling done at the call center.
Benefits of Coordination: The biggest success has been coordinating services between the two transit
systems that operate in the U.S. 250 corridor. This coordination provides a transfer from Huron County
Transit to Sandusky Transit in Erie County. It also provides a link to Lorain County. Other counties are now
contacting them and trying to coordinate services. Another success has been providing transportation to and
from work, which accounts for 60 percent to 75 percent of the trips. Other benefits of coordinating service
are vehicle sharing, which reduces trip duplication and in turn reduces costs. Transportation service to more
areas and more trips overall have resulted. The number of trips over the past 2 years has significantly
increased (see Figure 2).
Figure 2
Huron County Transit's Ridership Increase
16000
14754
14000
12000
10000 10497
8000
6000
4000
2000 2403
0
1999 2000 2001
Trips
238 Casebook of State and Local Coordination Models SECTION IV
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Support, Problems, Barriers, Mistakes, Solutions: From the start, elected officials have been involved,
providing letters of support to accompany grant applications for financial support for local matching funds.
Continuing support is maintained by inviting them to meetings and sending out a newsletter. Huron Transit
has also received a great deal of support from ODOT, including funding, guidance, and advice.
The greatest barrier has been trying to work with uncooperative people. The various reasons that agencies
and potential riders do not want to cooperate include fear that they will lose funding, not wanting to try
something new, and not wanting to give up their own vehicles.
Recommendations for Others: Huron County Transit staff offered these suggestions:
It is good to learn from others, but remember that every county and every system is different. What
works in one location may not work everywhere;
Identify the unmet needs and determine what will work best for your community;
Realize as coordination begins, everyone may agree there is a need for transportation, but may differ
on how to meet that need;
Be patient, it will take time to work together and make compromises; and
Work with individuals and agencies committed to the project and realize it is not always possible to
win everyone over.
Chapter 8 Successful, Insightful, Coordinated Transportation Services in Rural Communities 239
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BAY COUNTY, MICHIGAN:
TRANSIT SYSTEM BROKERAGE
Program Bay METRO
Sponsoring Organization MDOT and Consolidation Transportation Program
City, State Bay City, MI
Service Type Demand response, fixed route, curb to curb
Service Area Bay County, MI
Service Area Population 110,000
Service Area Size (sq mi) 477
Data for Year Ending 2001
One-way Trips per Year 655,546
Annual Expenses $5,600,000
Cost/Trip $8.54
Major Funding Sources Property tax levy
Coordinating Agencies "Almost all human services agencies in the community" (YMCA, social
services, preschools, area agencies on aging, Head Start), recently
Arenac County
Background: Bay METRO provides fixed-route and curb-to-curb service throughout Bay County. It has
contracts with almost all human service agencies in the community, such as YMCA, Social Services,
preschool programs, Area Agency on Aging, and Head Start. The system emerged in the 1970s and, since
its beginning, has been responsible for transportation coordination in the community. Every agency that had
a vehicle was encouraged to coordinate with Bay METRO. Bay METRO transports persons with disabilities,
seniors, children in after school programs and in local programs for at-risk children, and others. The Board of
Directors governs the system. The board hires the general manager who manages day-to-day operations.
Bay County, Michigan, has an area of 477 square miles and a population of 110,000 persons. The principal
city--Bay City--has a population of just under 40,000; the urbanized area has a population of about 75,000.
Transportation system characteristics are outlined below:
Number of vehicles: 47 buses (6 large, 7 medium, 34 small), 1 trolley, and 12 lift vans;
Annual transportation budget: FY2002 operating budget is $5,600,000;
Other services provided in addition to transportation: none;
Number of employees: 110 full time, 10 part time;
Number of passengers: 655,546 in FY2001;
Cost per passenger: $5,600,000/655,546 = $8.54. This is an average cost; this cost is higher for
demand-responsive service and lower for fixed-route service.
Service hours are from 6 a.m. to 8 p.m. Monday through Friday and 8 a.m. to 7 p.m. on Saturday. Private
carriers are contracted for after-hours service. Reimbursement is done using price per trip fare, which is $3.91
per trip from Bay METRO and $1 for each passenger traveling in the urbanized areas. For after-hours carriers,
Bay METRO purchases vehicles, maintains them, and trains drivers. Although drivers are responsible for
buying liability insurance, Bay METRO has an umbrella insurance policy that covers private carriers.
240 Casebook of State and Local Coordination Models SECTION IV
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Contracts are in place with all previously mentioned agencies, as well as with school districts, community
action programs, and county commissioners in other counties in order to provide non-stop multi-county
transportation for people going to a hospital in another county.
Coordination Process: Coordination efforts started with the MDOT Coordination and Consolidation
Transportation Program more than 20 years ago. Now Bay METRO has a property tax levy of 75 cents on
every $100,000 net worth. That levy generates $1.6 million a year, 30 percent of that provides Bay
METRO's total budget. Bay METRO has just started to coordinate transportation services in neighboring
Arenac County with 15,000 people. Arenac County did not have transportation services until Bay METRO
provided its services. The request to do so came from Michigan DOT. All operational work is subcontracted,
however, Bay METRO is doing scheduling and administration.
Data are not currently available to document the need for coordination because of the long period of time
over which coordinated services developed. However, there is strong recognition that there certainly had
been an unmet need for the transportation services in the community before.
Bay METRO has strong political support from people of the community. During the last tax levy renewal in
August 2000, it had experienced better than expected voting results from the surrounding communities. The
transit authority is focused on providing services that are needed by the people. County and city officials
work together with Bay METRO to improve services and better coordinate transportation. Local businesses
are also very supportive, because Bay METRO transports people to them.
Bay METRO is governed by a board of directors, which has nine members approved by county
commissioners. The Specialized Service Committee, which consists of representatives from the participating
agencies (about 20 to 50 members), is the driving force behind the transportation coordination. It meets
monthly.
To get the service functioning, interlocal agreements with other counties were executed so that some groups
of passengers do not have to transfer when crossing county borders. Agreements were developed with
school districts, community action programs, all subcontractors, all participating agencies, and county
commissioners of other counties. Schedules, bus stops, and transfer points were created in the 1970s.
Benefits of Coordination: All the usual benefits of transportation coordination apply to Bay METRO:
Access to more funding;
Lower trip costs for riders;
Lower trip costs for agencies;
Provision of transportation in areas formerly without transportation service;
Overall increase in the number of trips provided;
Reduced vehicle travel and less duplication of services;
Greater productivity, more riders per vehicle;
Better access to jobs, health care, and shopping;
Increased activity for local businesses, and
Enhanced image and visibility for transit.
Support, Problems, Barriers, Mistakes, Solutions:
Problems with coordination:
"Funding is not a problem for us. We are very forgiving: we say you have to work
with us and we will provide you with our service. If you are looking for reasons not to
coordinate, there's always something that stops you from doing it. But if you
determined to do it, nothing is a problem. Working with a community, you provide
services that are needed."
Chapter 8 Successful, Insightful, Coordinated Transportation Services in Rural Communities 241
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State support:
"The State has been helpful, for the most part. Again, you just have to work with
them, help them and do not embarrass them. They have asked us to manage
transportation services in the county to the north of us (Arenac County), they know
we have good practices and they trust us."
Additional help:
"It would be helpful if people knew what they need and what they are ready to
contribute. Some agencies do not have a very clear understanding of that they need
and what it takes to accomplish it."
People involved with the Bay County System also noted that
Coordination is seen as a lot of work, which some people would like to avoid. Transit managers are
seen as the worst enemies of change: most of them do not want to be bothered with new ideas.
Satisfaction with service is high. A recent rider survey indicates this: METRO's service is rated as
excellent by 54 percent of its riders.
Another comment is one testimony to Bay METRO's formula for success:
"We are expected to be everything to everybody and often we are, people have very
high expectations for our services. Local groups and agencies have changed the
way they do business depending on how we are able to provide the service. They
would come to us and say "We need service, how does it work into your schedule?"
We often try to tell groups and agencies not to set up any programs before they talk
to us. We may not be able to accommodate their transportation needs, however, if
we work together we should be able to work something out."
Recommendations for Others: Know the need of the community, and tailor your services accordingly. The
services you provide at the moment may not be the services the community wants.
242 Casebook of State and Local Coordination Models SECTION IV
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NORTHWEST MONTANA:
BLACKFEET TRANSIT
Program Blackfeet Transit
Sponsoring Organization Blackfeet Reservation
City, State Browning, MT
Service Type Dial-a-ride transit service
Service Area Blackfeet Reservation and City of Browning, including most of Glacier
County, which is largely unpopulated and stretches north to Canada.
Service Area Population 1,065 (year 2000)
Service Area Size (sq mi) 2,343
Data for Year Ending 2002
One-way Trips per Year 23,000
Annual Expenses $155,000 (rough estimate)
Cost/Trip $7.65 first quarter of 2003; $5.04 second quarter of 2003
Major Funding Sources FTA 5311 (50%) and self-funded (50%)
Coordinating Agencies MDT for FTA funding coordination, organizations located in Browning and
the Blackfeet Reservation, including Indian Health Services, the
community college, community health representatives, nursing homes,
and markets.
Background: Blackfeet Transit in Northwest Montana has been providing transportation service since 1978.
It is a growing program serving the Blackfeet Reservation and Browning. The Reservation is approximately
1.5 million acres and includes most of Glacier County, which is largely unpopulated and stretches north to
the Canadian border. The Blackfeet Tribe consists of 14,700 enrolled members, approximately 9,000 of
which live on the reservation. Browning, located just east of Glacier National Park (a popular tourist
destination), and within the Blackfeet Indian Reservation at the junction of U.S. Highway 2 and State
Highway 89, is the largest city in the county and is the headquarters for the Blackfeet Indian Tribal
Government and the hub of tribal activity. Browning's population was 1,065 in 2000, a 9-percent decline
from 1990. Approximately 16 percent of the population of the reservation and Browning combined is non-
Indian. Other communities in the Blackfeet Reservation include Starr School, Blackfoot, East Glacier, St.
Mary, Babb, Kiowa, Boarding School, Seville, and Heart Butte.
Blackfeet Transit provides more than 23,000 one-way, dial-a-ride trips a year to people within Browning and
the outlying Blackfeet Reservation area combined. Blackfeet Transit serves anyone in need of a ride within
the service area, including persons with disabilities, those going to medical appointments, senior citizens,
people transitioning from welfare to work, and students. The program prides itself on being inclusive and
available to anyone, regardless of whether they are a tribal member, have special needs, or any other factor.
The community has become familiar with Blackfeet Transit primarily through word-of-mouth referrals. A
dispatcher is on call for 8 hours, scheduling dial-a-ride service at least a day in advance. Service is available
Monday through Friday between 8:00 a.m. and 4:30 p.m. At this time, dial-a-ride is the only type of service
being offered; a fixed-route system with bus stops was originally envisioned but later considered to be too
expensive and a lower budget priority. The program operates one 7-passenger van, two 12-passenger
buses with wheel chair lifts, and one 18-passenger bus also with a wheel chair lift. These vehicles are
operated 5 days a week, except for one of the two passenger buses that is used less frequently.
Chapter 8 Successful, Insightful, Coordinated Transportation Services in Rural Communities 243
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Blackfeet Transit has been growing since its inception in 1978, in terms of ridership and funding levels. As
program staff found methods to raise awareness of the availability of transit service, ridership increased.
With the increased ridership, Blackfeet Transit was able to secure additional funding and more vehicles. But
staff say that resources are still not enough to meet estimated demand. The budget has increased by an
estimated $69,000 over the past 14 years. Blackfeet Transit functions completely as a demand-response
program, but given the program's growth, different routing and organizational structures are being explored.
Expansion to serve the entire 40-mile reservation is also envisioned.
Organization and Funding: The Blackfeet Indian Tribal Government is the public agency that operates
Blackfeet Transit. A transportation advisory committee (TAC) assists program staff with management and
decision-making. The TAC consists of tribal members and representatives of tribal organizations with a
transportation interest or skill, such as the tribal planning department. Five staff people currently operate
Blackfeet Transit: one supervisor, one dispatcher, two full-time drivers, and one 9-month driver.
Working with the TAC, the Blackfeet Transit program is mainly self-governed and has seen little need for
formal partnerships with outside agencies. The exception to this is the relationship that Blackfeet Transit
maintains with the Montana Department of Transportation (MDT), which enables the tribe to receive Federal
Transit Administration (FTA) Section 5311 funds. Section 5311 funds provide one-half of the program's
resources, while the other half is provided directly by the tribe. MDT pays for 80 percent of the tribe's
vehicles, while 20 percent of vehicle funding comes from the tribe. Blackfeet Transit does not receive any
funding from the Bureau of Indian Affairs. The FY2003 operating budget was approximately $155,000.
Coordination at Blackfeet Transit: As mentioned, Blackfeet Transit coordinates with MDT to receive
funding and comply with applicable regulations. Yet, the primary focus of Blackfeet Transit coordination is
with (Indian and non-Indian) individuals and organizations in the Blackfeet Reservation and Browning. These
organizations include, but are not limited to, community health representatives, nursing homes, the program
for the deaf and persons with disabilities, the welfare office, Blackfeet Community College, IGA supermarket,
the Indian Health Services hospital, the tribal office, shelters, and law enforcement officials. The advisory
governing body, or TAC, consists of representatives from tribal organizations, including the above
businesses and agencies. TAC members were selected for their transportation expertise, interest in
Blackfeet Transit's mission, and/or affiliation with people who have specialized transportation needs.
While Blackfeet Transit actively promotes its service to end users, coordination among agencies
predominantly occurs when an organization seeking to assist its constituents approaches Blackfeet Transit,
rather than through efforts by Blackfeet Transit to form alliances with organizations. Blackfeet Transit does
not formally contract with these organizations. Rather, informal coordination practices are in place with an
emphasis on the service delivery and quality. Dial-a-ride service is scheduled by the individual who contacts
Blackfeet Transit, as well as by certain organizations, such as senior centers, on behalf of their clients.
Blackfeet Transit contracts with a nearby garage because it does not have its own maintenance facility. This
is the extent of current outsourcing but as the program grows it may need to work with more contractors or
form operational partnerships.
Benefits of Coordination: Increasing demand, ridership, and associated resources are the most
substantial successes of coordinated service. By offering service in response to and coordination with the
Indian and non-Indian organizations in Browning and the outer areas of the reservation, the number of
locations and riders has expanded. More vehicles have been obtained, enabling faster and more frequent
service. Blackfeet Transit has been able to achieve these increases through perseverance. Staff have
consistently tried a range of promotions to end users to expand awareness and use of public transportation
offerings. A related benefit is the community-wide knowledge of Blackfeet Transit's availability. Blackfeet
Transit is the only public transit service in the Browning area that individuals and organizations can contact
directly or refer people to for rides. Initially, people thought that Blackfeet Transit was just for elderly people,
but staff have succeeded in educating people that it is for everyone.
Challenges and Lessons Learned: Having been in operation for almost 26 years now, the core advice that
Blackfeet Transit's supervisor would offer other tribal programs is to keep trying different tactics if one does
244 Casebook of State and Local Coordination Models SECTION IV
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not work. For example, if ridership is low, then try a different promotional approach. Over time, people will
become aware and ride. Now, ridership is growing so fast that the existing management framework is being
challenged, and new organizational structures are being explored. As a small program, Blackfeet Transit has
found it most efficient for the tribe to operate the program in coordination with the TAC and community it
serves, rather than in partnership with another governing body. As the program grows, organizational and
operational changes may require new types of coordination.
Chapter 8 Successful, Insightful, Coordinated Transportation Services in Rural Communities 245
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ROSEAU COUNTY, MINNESOTA:
SMALL-SCALE AGENCY COORDINATION
Program Roseau County Transit
Sponsoring Organization Roseau County Transit
City, State Roseau, MN
Service Type Flexible fixed-route service and dial-a-ride service with 24 hours advance
scheduling
Service Area Roseau County, MN
Service Area Population 16,000
Service Area Size (sq mi) 1,663
Data for Year Ending 2000
One-way Trips per Year 17,185
Annual Expenses $123,307
Cost/Trip $7.18
Major Funding Sources Federal (Section 5311 rural transportation funding); Minnesota
Department of Transportation; Roseau County
Coordinating Agencies Social Services; County Commissioners; Roseau County Committee on
Aging; Occupational Development Center; Focus Corporation;
Rehabilitation Service Office; Head Start; a nursing home
Background: Roseau County is a very rural county located in northeastern Minnesota on the Canadian
border. Roseau County has a population of 16,000 and a land area of 1,663 square miles. The county has
five towns, and each has a population less than 2,500 persons.
Roseau County Transit provides flexible, fixed-route service and dial-a-ride service with 24 hours advance
scheduling. The Roseau County Committee on Aging took the initiative to organize transportation service
and is the operating agency for delivery of service. A flexible fixed-route bus usually deviates only 1 mile
from the route, but it can deviate sometimes several miles. Fixed-route service runs only two times a day: in
the morning and in the afternoon.
Roseau County Transit operates two vehicles, both wheelchair accessible with a capacity for 16 passengers
and two wheelchairs. Staff includes one full-time manager, a part-time, assistant dispatcher, and nine part-
time drivers. Roseau County Transit bills participating agencies $25 per hour for transportation service.
Roseau County Transit's operating budget in the year 2000 was $123,307. In 2000, Roseau County Transit
provided 95,179 vehicle miles of transportation service, providing 17,185 rides. Service is available
weekdays between 7:00 a.m. and 5:00 p.m.
Roseau County Transit provides transportation for social services, including the Occupational Development
Center, Focus Corporation, Head Start, and a nursing home. Head Start has its own vehicle, but they cannot
accommodate all their trips with one vehicle, especially during the day.
Coordination Process: In 1990, the Northwestern Regional Development Commission conducted a survey
among residents of Roseau County and found out that there was a strong need for transportation. No
coordinated transportation services were available at that time. The Roseau County Committee on Aging
decided to step forward and organized an advisory committee to deal with public transportation. The
246 Casebook of State and Local Coordination Models SECTION IV
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Advisory Committee included the Occupation Development Center, Social Services, county commissioners,
Focus Corporation, and the Rehabilitation Service Office. The Advisory Committee decided that getting a
vehicle was most important and subsequently received a vehicle from the Minnesota Department of
Transportation (MnDOT) through the Section 5310 Specialized Transportation Program. Being without
operating funds, the Roseau County Committee on Aging relied on volunteer labor and organized
fundraising campaigns to cover costs. Two years later, Roseau Transit ran out of operating funds and
requested emergency funds from MnDOT. The result was that MnDOT worked with Roseau County to
establish Section 5311 rural transportation funding. In 1993, the original vehicle was sold to Head Start and
a new vehicle was purchased with Section 5311 funding. In 1997, another vehicle was purchased.
In 1999, Roseau County Commissioners decided to cover 35 percent of the operating budget. Before that,
Roseau County Transit received fixed allocations from participating cities and the county, which were
generally not sufficient. After accounting for farebox revenues, MnDOT provides the remaining 65 percent.
This change resulted from an evaluation initiated by the Roseau County Committee on Aging that resulted in
the recommendation adopted by the cities and county. The evaluation and recommendation focused on the
value of public transportation to the county.
Benefits of Coordination: Roseau County Transit recognizes the following benefits of coordination: access
to more funding; filling gaps where there was no service; better access to jobs, health care, and shopping;
increased activity to local businesses; and enhanced visibility and image of transit. Their biggest success
has been bringing local agencies together to achieve better access to funding.
Support, Problems, Barriers, Mistakes, Solutions: The major problem has been the turnover of staff. This
is due in part to the nature of volunteer service. Additionally, talking to agencies and bringing them together
sometimes is a problem. Roseau County Transit feels it has been successful, but it requires continuing
attention.
MnDOT has been supportive in communication with local governments. It took local governments a period of
time to recognize the role that transportation plays in a community. MnDOT provides annual assistance with
contracts and agreements and provides education and training about new programs and opportunities
available.
Greater coordination could be achieved by coordinating with neighboring counties.
Recommendations for Others: "Do not get discouraged. Coordination is really beneficial, especially when
you see passengers riding the bus."
Chapter 8 Successful, Insightful, Coordinated Transportation Services in Rural Communities 247
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OTTAWA COUNTY, OHIO:
GROWING FROM AGENCY TO PUBLIC
TRANSPORTATION
Program Ottawa County Transit Agency (OCTA)
Sponsoring Organization Ottawa County Transit Board
City, State Port Clinton, OH
Service Type Curb to curb
Service Area Ottawa County and trips to Erie, Wood, Sandusky, Huron, Lucas, and
Seneca counties
Service Area Population 40,000
Service Area Size (sq mi) 253
Data for Year Ending 2001
One-way Trips per Year 46,000
Annual Expenses $613,736
Cost/Trip $21.15
Major Funding Sources Ottawa County Board of Mental Retardation and Developmental
Disabilities (MRDD), ODOT, FTA, Ottawa County Commissioners, agency
contracts, fares
Coordinating Agencies County MRDD Board, Department of Job and Family Services, Salvation
Army, United Way, Goodwill, retirement communities, nursing homes,
school, area agencies on aging, Bureau of Vocational Rehabilitation
Other Annual trips are those within the county.
Background: Ottawa County, located on the northern border of Ohio and southern border of Lake Erie,
covers 253 square miles. Ottawa County has a population of approximately 40,000 residents. It is described
as having a "small town feel," but it is also "home to a vast network of businesses, industries, and institutions
that are leading the world in technology, development and investment." Despite many public highways, rail
service, nearby airports, and even water transportation, public transportation services have only been
available since 2000.
The Ottawa County Transit Agency (OCTA) provides curb-to-curb transportation service within the county
and to six nearby counties (Erie, Wood, Sandusky, Huron, Lucas, and Seneca). OCTA is governed by the
Ottawa County Transit Board and coordinates transportation efforts among the County MRDD Board,
Department of Job and Family Services, Salvation Army, United Way, retirement communities, nursing
homes, schools, Goodwill, area agencies on aging, and Bureau of Vocational Rehabilitation.
OCTA is funded through the Ottawa County Board of MRDD, Ohio Department of Transportation (ODOT),
Federal Transit Administration (FTA), Ottawa County Commissioners, agency contracts, and passenger fares.
Coordination Process: The need for public transportation had been discussed for 25 years, but it was not
until 1992, when the Ottawa County Board of MRDD had the idea to extend their existing service to the
public, that coordination began. At that time, MRDD was really the only agency that provided countywide
transportation services. Other agencies transported clients in their own cars when transportation was
needed. In 1994, MRDD decided to investigate grants and funding opportunities to develop a coordinated
248 Casebook of State and Local Coordination Models SECTION IV
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Plan For
Coordinated Transportation Services
In (YOUR) County
Prepared for the
(YOUR) County Transportation Steering Committee
By
H-2 Appendix H
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Table of Contents
Executive Summary
Plan for Coordinated Transportation Services in (YOUR) County
A. INTRODUCTION
B. NATURE AND SIZE OF THE MARKET FOR TRANSPORTATION
SERVICES
1. Assessment of the Need for Transportation Services
2. Existing Providers of Transportation Services
C. THE FOCUS OF TRANSPORTATION SERVICE COORDINATION
1. Strengths and Weaknesses of Transportation Services
2. Opportunities for and Threats to Transportation Services
3. Key Visions of Success
4. Key Considerations in Coordinating Transportation Services
5. Expectations of Transportation Coordination
6. Organization and Delivery of Coordinated Transportation Services
D. VISION OF SUCCESS, MISSION, AND GOALS FOR
TRANSPORTATION COORDINATION
1. Vision of Success
2. Mission
3. Goals
E. ORGANIZATIONAL STRUCTURE AND MANAGEMENT
1. Organizational Structure
2. Management and Administration
3. InterOrganizational Relationships
F. SERVICE DEVELOPMENT, DELIVERY, AND PRICING
1. Types of Services Offered
2. Service Operation and Performance Standards
3. Methods for Delivering Services
4. Purchasers of Transportation Services
5. Customers of Transportation Services
6. Cost and Pricing of Transportation Services
7. On-Going Development of New Transportation Services
G. CAPITAL FACILITIES AND EQUIPMENT
1. Available Vehicles
2. Projected Vehicle Requirements
3. Non-Vehicle Requirements
4. Facilities
H. ANNUAL AND PROJECTED OPERATING BUDGET
I. ANNUAL AND PROJECTED CAPITAL BUDGET
J. MARKETING AND PUBLIC RELATIONS PROGRAM
K. PROGRAM PERFORMANCE, REVIEW, AND REPORTING
Appendix H H-3
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List of Tables
Page
1. Mobility and Self-Care Limitations/Persons Aged 16 Years and Older
(Your City and County)
2. Persons Aged 16 Years and Older with Mobility and SelfCare
Limitations (Your City and County)
3. Persons in Selected Age Groups (Your City and County)
4. Family Income in (Your City and County)
5. Ratio of 1989 Income to Poverty Level/Persons for whom Poverty Status
is Determined (Your City and County)
H-4 Appendix H
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List of Figures
Page
1. Potential Customers of a Coordinated Transportation System
2. Travel Needs
3A. Transportation Service Needs in (Your) County
3B. Groups with Special Transportation Service Needs
4. Geographic Area of Transportation Services Provided
5. Ways in Which Transportation Providers Limit Trips
6. How Transportation Services are Provided
7. Types of Services Offered
8. Size of Vehicle Fleet
9A. Replacement Status of Agency Vehicles
9B. Number of Vehicles that Need to be Replaced
10. Key Components of Organization and Leadership
11. Key Features of Management and Operation
12. Potential Sources of Leadership
13. Key Coordination Questions
14. Areas of Potential Interest in Coordination
Appendix H H-5
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EXAMPLE OF STATE
LEGISLATION CREATING
STATEWIDE COORDINATING
COUNCIL
Appendix A E
Appendix
Appendix I I
This appendix provides information that should be generally useful in setting up coordination
activities at a statewide level. Feel free to make changes to this appendix to better meet the needs
and desires in your own state.
Appendix I I-1
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[ Section / Chapter __________ ]
COORDINATING SPECIAL NEEDS TRANSPORTATION
SECTIONS
Finding--Intent
Definitions.
Program for Agency Coordinated Transportation.
Agency council on coordinated transportation--Creation, membership, staff.
Council--Duties (as amended by 1999 c 372).
Local planning forums.
Council--Termination.
Repealer.
Finding--Intent.
(Effective until ___________)
The legislature finds that transportation systems for persons with special needs are not operated
as efficiently as possible. In some cases, programs established by the legislature to assist persons
with special needs can not be accessed due to these inefficiencies and coordination barriers.
It is the intent of the legislature that public transportation agencies, pupil transportation
programs, private nonprofit transportation providers, and other public agencies sponsoring
programs that require transportation services coordinate those transportation services. Through
coordination of transportation services, programs will achieve increased efficiencies and will be
able to provide more rides to a greater number of persons with special needs.
Definitions.
(Effective until _________.)
The definitions in this section apply throughout this chapter.
(1) "Persons with special transportation needs" means those persons, including their personal
attendants, who because of physical or mental disability, income status, or age are unable
to transport themselves or purchase transportation.
(2) "Special needs coordinated transportation" is transportation for persons with special
transportation needs that is developed through a collaborative community process
involving transportation providers; human service programs and agencies; consumers;
social, educational, and health service providers; employer and business representatives;
employees and employee representatives; and other affected parties.
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Program for Agency Coordinated Transportation
(Effective until __________.)
In order to increase efficiency, to reduce waste and duplication, to enable people to access social
and health services, to provide a basic level of mobility, and to extend and improve
transportation services to people with special transportation needs, the state shall implement the
Program for Agency Coordinated Transportation. The program will improve transportation
efficiency and effectiveness to maximize the use of community resources so that more people
can be served within available funding levels.
The Program for Agency Coordinated Transportation will facilitate a state-wide approach to
coordination and will support the development of community-based coordinated transportation
systems that exhibit the following characteristics:
(1) Organizations serving persons with special transportation needs share responsibility for
ensuring that customers can access services.
(2) There is a single entry process for customers to use to have trips arranged and scheduled,
so the customer does not have to contact different locations based on which sponsoring
agency or program is paying for the trip.
(3) A process is in place so that when decisions are made by service organizations on facility
siting or program policy implementation, the costs of client transportation and the
potential effects on the client transportation costs of other agencies or programs are
considered Affected agencies are given an opportunity to influence the decision if the
potential impact is negative.
(4) Open local market mechanisms give all providers who meet minimum standards an
opportunity to participate in the program, and, in addition, allow for cost comparisons so
that purchasers can select the least expensive trip most appropriate to the customer's
needs.
(5) There is flexibility in using the available vehicles in a community so that the ability to
transport people is not restricted by categorical claims to vehicles.
(6) There is maximum sharing of operating facilities and administrative services, to avoid
duplication of costly program elements.
(7) Trip sponsors and service providers have agreed on a process for allocating costs and
billing when they share use of vehicles.
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(8) Minimum standards exist for at least safety, driver training, maintenance, vehicles, and
technology to eliminate barriers that may prevent sponsors from using each other's
vehicles or serving each other's clients.
(9) The system is user friendly. The fact that the system is supported by a multitude of
programs and agencies with different eligibility, contracting, service delivery, payment,
and funding structures does not negatively affect the customer's ability to access service.
(10) Support is provided for research, technology improvements, and sharing of best practices
from other communities, so that the system can be continually improved.
(11) There are performance goals and an evaluation process that leads to continuous system
improvement.
Agency council on coordinated transportation--Creation, membership, staff.
(Effective until __________.)
(1) The agency council on coordinated transportation is created. The council is composed of
nine voting members and eight nonvoting, legislative members.
(2) The nine voting members are the superintendent of public instruction or a designee, the
secretary of transportation or a designee, the secretary of the department of social and
health services or a designee, and six members appointed by the governor as follows:
(a) One representative from the office of the governor;
(b) Two persons who are consumers of special needs transportation services;
(c) One representative from the Washington association of pupil transportation;
(d) One representative from the Washington state transit association; and
(e) One of the following:
(i) A representative from the community transportation association of the
Northwest; or
(ii) A representative from the community action council association.
(3) The eight nonvoting members are legislators as follows:
(a) Four members from the house of representatives, two from each of the two largest
caucuses, appointed by the speaker of the house of representatives, two who are
members of the house transportation policy and budget committee and two who
are members of the house appropriations committee; and
(b) Four members from the senate, two from each of the two largest caucuses,
appointed by the president of the senate, two members of the transportation
committee and two members of the ways and means committee.
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(4) Gubernatorial appointees of the council will serve two-year terms. Members may not
receive compensation for their service on the council, but will be reimbursed for actual
and necessary expenses incurred in performing their duties as members as set forth in
______________.
(5) The secretary of transportation or a designee shall serve as the chair.
(6) The department of transportation shall provide necessary staff support for the council.
(7) The council may receive gifts, grants, or endowments from public or private sources that
are made from time to time, in trust or otherwise, for the use and benefit of the purposes
of the council and spend gifts, grants, or endowments or income from the public or
private sources according to their terms, unless the receipt of the gifts, grants, or
endowments violates RCW 42.17.710.
Council--Duties (as amended by __________).
(Effective until _________.)
To assure implementation of the Program for Agency Coordination Transportation, the council,
in coordination with stakeholders, shall:
(1) Develop guidelines for local planning of coordinated transportation in accordance with
this chapter;
(2) Initiate local planning processes by contacting the board of commissioners and county
councils in each county and encouraging them to convene local planning forums for the
purpose of implementing special needs coordinated transportation programs at the
community level;
(3) Work with local community forums to designate a local lead organization that shall
cooperate and coordinate with private and nonprofit transportation brokers and providers,
local public transportation agencies, local governments, and user groups;
(4) Provide a forum at the state level in which state agencies will discuss and resolve
coordination issues and program policy issues that may impact transportation
coordination and costs;
(5) Provide guidelines for state agencies to use in creating policies, rules, or procedures to
encourage the participation of their constituents in community-based planning and
coordination, in accordance with this chapter;
(6) Facilitate state-level discussion and action on problems and barriers identified by the
local forums that can only be resolve at either the state or federal level;
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(7) Develop and test models for determining the impacts of facility siting and program policy
decisions on transportation costs;
(8) Develop methodologies and provide support to local and state agencies in identifying
transportation costs;
(9) Develop guidelines for setting performance measures and evaluating performance;
(10) Develop monitoring reporting criteria and processes to assess state and local level of
participation with this chapter;
(11) Administer and manage grant funds to develop, test, and facilitate the implementation of
coordinated systems;
(12) Develop minimum standards for safety, driver training, and vehicles, and provide models
for processes and technology to support coordinated service delivery systems;
(13) Provide a clearinghouse for sharing information about transportation coordination best
practices and experiences;
(14) Promote research and development of methods and tools to improve the performance of
transportation coordination in the state;
(15) Provide technical assistance and support to communities;
(16) Facilitate, monitor, provide funding as available, and give technical support to local
planning processes;
(17) Form, convene, and give staff support to stakeholder work groups as needed to continue
work on removing barriers to coordinating transportation.
(18) Advocate for the coordination of transportation for people with special transportation
needs at the federal, state, and local levels;
(19) Recommend to the legislature changes in laws to assist coordination of transportation
services;
(20) Petition the office of financial management to make whatever changes are deemed
necessary to identify transportation costs in all executive agency budgets;
(21) Report to the legislature by December 2000, on council activities including, but not limited
to, the progress of community planning processes, what demonstration projects have been
undertaken, how coordination affected service levels, and whether these effort produced
savings that allowed expansion of services. Reports must be made once every two years
thereafter, and other times as the council deems necessary.
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Local Planning forums.
(Effective until ___________.)
The council may request, and may require as a condition of receiving coordination grants,
selected county governments to convene local planning forums and invite participation of all
entities, including tribal governments, that serve or transport persons with special transportation
needs. Counties are encouraged to coordinate and combine their forums and planning processes
with other counties, as they find it appropriate. The local community forums must:
(1) Designate a lead organization to facilitate the community planning process on an ongoing
basis;
(2) Identify functional boundaries for the local coordinated transportation system;
(3) Clarify roles and responsibilities of the various participants;
(4) Identify community resources and needs;
(5) Prepare a plan for developing a coordinated transportation system that meets the intent of
this chapter, addresses community needs, and efficiently uses community resources to
address unmet needs;
(6) Implement the community coordinated transportation plan;
(7) Develop performance measures consistent with council guidelines;
(8) Develop a reporting process consistent with council guidelines;
(9) Raise issues and barriers to the council when resolution is needed at either the state or
federal level;
(10) Develop a process for open discussion and input on local policy and facility siting
decisions that may have an impact on the special needs transportation costs and service
delivery of other programs and agencies in the community.
Council--Termination.
The agency council on coordinated transportation is terminated on _________, as provided in
___________.
Appendix I I-7
