2. Strategies for Providing Cost Effective Community Transportation Service Dan Dalton, KFH Group Florida Commission for the Transportation Disadvantaged 22 nd Annual Best Practices and Training Workshop July, 2014

3. Session Overview The case for change -- why community transportation providers must be responsive and adapt to new ways of doing business Potential strategies to reduce costs or improve productivity at your community transportation system Applying this to your system or community

4. Key Areas for Discussion Evaluating and Implementing Management Practices and Procedures Assessing Service Design and Providing the Right Service for the Need Working with the Private Sector

5. The Case for Change Proactive Innovators

6. Some Realities Demand for community transportation services will continue to increase, i.e. as residents “age in place” Expenses to operate services will continue to go up Funding levels will probably not keep pace

7. How can a community transportation provider respond? Embrace change Manage the system like a business Lower costs through productivity improvements Maximize the use of scheduled services Implement appropriate technology improvements

8. Organizational Culture of Innovation Systems with successful programs/practices: ▫ Serve as community agents of change ▫ Optimize rural resources ▫ Embrace technology ▫ Act as entrepreneurs ▫ Provide effective, quality service ▫ Maintain fiscal diversity

9. Evaluating and Implementing Management Practices and Procedures

10. Some Management Practices to Consider Implementing employment practices to maintain veteran drivers and to reduce turnover Implementing policies to reduce no-shows and late cancellations, especially through non-punishment policies Implementing marketing activities and branding efforts to raise visibility of services, invoke local “ownership” of system, and increase opportunities for local funding support

11. Maintaining Veteran Drivers and Reducing Turnover Increased productivity, reduced costs, and a safer system as compared to “rookie” drivers Where to recruit drivers with “veteran” potential Fostering a positive work environment

12. Assessing No-Show Policies Ability to effectively track no-shows Staff input Community consultation and buy-in Community education and communications Well-timed process Meaningful, but not overly punitive action: ▫ Program through which customers that are chronic no-shows must call prior to each trip ▫ Customers pay fare for no show with next completed trip

13. Branding and Marketing to Raise Visibility Community branding to facilitate local ownership Tailoring service to meet local need Specially painted vehicles Entry point for new partnerships and additional revenue sources

14. Thinking Outside the Bus Marketing “Meeting on the Bus” Brings public meetings and outreach events to individual communities Increases participation from the public Provides opportunity to initiate new partnerships with private industry

15. Resources The Transit Cooperative Research Program (TCRP) funds many studies that can provide rural and small urban transit managers with a wealth of valuable information on a wide range of topics. See the notebook for a list and obtain free copies of these reports at www.tcrponline.org

16. Assessing Service Design: The Right Service for the Need

17. The overarching goal: Provide more service, ridership and mobility for all residents and visitors in a safe, efficient and effective manner

18. Time to re-focus on this goal? The right service design for the need(s) Poor service design is like placing staff in handcuffs and expecting better job performance Shift our planning energies to actual service planning Sometimes the best way to coordinate service is to provide excellent community transportation services that most people can use

19. But why? Paratransit/demand response/dial-a-ride is the most expensive form of transit to operate on a per trip basis It is also the most difficult form of transit to operate There are other service designs that can often accommodate the needs

20. Maybe Time for a Change The objective is to provide the most appropriate service design for each situation/need Paratransit/demand-response/dial-a-ride should always be a last resort because of its cost There are other service designs that can provide door to door service when needed. The key is to follow a schedule.

21. The Philosophy of Productivity Productivity and costs Critical to non-scheduled services Factors that affect productivity

22. Cost Control and Improved Productivity In reality, the best way to lower costs is through productivity improvements Measuring productivity as one-way trips per service hour: ▫ Going from 2 trips per hour to 2.2 trips per hour will yield a ten percent system savings Better yet, implement a scheduled service and see productivity jump to 6 or more one way trips per hour Cost per trip will drop dramatically

23. Improved Productivity Achieved through: ▫ Demand Management/Service Design ▫ Effective Dispatch Techniques and Tools Affected by: ▫ Uncontrollable factors ▫ Controllable factors

24. Uncontrollable Factors Service area size Population density Traffic flow, congestion, and speed limits Mobility status of passengers as it affects dwell time Political decisions Weather, terrain, and natural barriers

25. Controllable Factors Service design Percentage of group trips Mix of subscription and call-in trips Experience, training, and competence of scheduling and dispatch staff Experience, training and competence of vehicle operators Expectations/past history Vehicle condition/maintenance

26. Taking Advantage of Your Opportunities Consider the transit attributes (product lines) of your service area: -- College -- K through 12 student transportation -- Military or other government installation -- Human service (Medicaid and Job Access) -- Local town with retail centers -- Large corporations/employment - commuters -- Special events -- Proximity to large cities - commuters -- Tourism -- Shopper shuttles -- Intercity -- Solution to parking problem

27. Tailor Service to Fit Your Service Area Needs Take advantage of the service area attributes Keep your eye on the prize – ridership!

28. Some Service Design Guidelines Understand service area attributes Understand needs Maximize use of fixed-route and other fixed schedule services – follow a schedule! Avoid one way loop routes – they will inhibit ridership Paratransit/demand-response/dial-a-ride should be the exception

29. More Service Design Guidelines Keep it simple DO NOT COMPETE WITH YOURSELF! Do not allow demand-response or dial-a-ride to compete with fixed route services Use existing vehicles for new service. Implementing fixed route when demand- response operates should include a one to one change Market the service, then market some more

30. “But My Clients Won’t Be Able To Follow A Scheduled Service” People around the world that want to use a bus -- they follow a schedule Flying somewhere? You need to follow a schedule Going out to a movie? Need to check the scheduled times It is really not that hard, and always remember they are customers -- not clients

31. Additional Considerations Bus Stop Inventory and Assessment Before…After…

32. 30 The Bus Stop: Transit’s Front Door Why inventory your bus stops? Asset management – signage & facilities maintenance ADA: Know which stops aren’t accessible (paratransit eligibility) or unsafe Ridership records – “on/off” counts Planning for service changes

33. Why Inventory Your Bus Stops? Foundation for a bus stop program – to improve the accessibility, safety, comfort, and convenience of your system: Reduce costs: Enable use of existing fixed route services Reduce demand for more expensive paratransit services Provide a basis for budgeting/planning improvements Identify problem stops Prioritize and track improvements

34. Criteria for Improving Bus Stops Ridership Safety ▫ Pedestrian incidents and fatalities Accessibility Type of trip generator served ▫ Senior communities, hospitals, schools Public input/complaints Financial support

35. Another Consideration Travel Training ▫ Supports community inclusion for people with disabilities ▫ Promotes a transit system as one that values the needs of older adults and people with disabilities ▫ Reduces number of people who need paratransit ▫ Increases fixed route ridership

36. Resources for Implementing Travel Training Program Easter Seals Project ACTION: ▫ Introduction to Travel Training Course ▫ Fundamentals of Travel Training Administration ▫ Online Travel Training Community ▫ Variety of Publications

37. Travel Training: Determining Cost Savings Cost to provide travel training services Increased economic impact of job opportunities Cost avoidance through use of fixed route services as opposed to paratransit Cost/benefit analysis

38. Additional Resources The Transit Cooperative Research Program (TCRP) funds many studies that can provide transit managers with a wealth of valuable information on a wide range of topics. See the notebook for a list and obtain free copies of these reports at www.tcrponline.org

39. Working with the Private Sector

40. Some Realities For a variety of reasons, private transportation operators may not be as involved in efforts to provide mobility as they could be: ▫ Process may seem convoluted and difficult for private operators to determine where they fit in ▫ Going to more meetings may not be high on their list – unless they know there are potential business opportunities ▫ Outreach to private operators may be lacking ▫ Need for stronger relationships between public providers and private operators ▫ Lack of forum for private transportation providers to form partnerships with transit providers ▫ Old stereotypes may affect the way they are perceived

41. Is this your image of a private transportation operator?

42. Some Recent Efforts FTA and the Taxicab, Limousine & Paratransit Association (TLPA) issued a guidebook for private transportation to assist with their participation in the transportation planning process FTA/TLPA also produced a companion piece with information on engaging private operators in the process and working with them to improve mobility

43. “Eighty percent of success is showing up” -- Woody Allen

44. Guidebook for Private Transportation Operators Provides information on the transportation planning process Review key funding programs, including the New Freedom and JARC Programs Companion brochure to assist planners and others working with private operators Available through the TLPA website: www.tlpa.orgwww.tlpa.org

45. Engaging Private Transportation Operators Revisit Current Outreach Efforts to Private Transportation Operators Highlight Opportunities for Private Transportation Operators Identify Possible Opportunities for Partnerships through JARC and New Freedom Programs Funds

46. Engaging Private Transportation Operators Examine Stereotypes Value the Input from Private Transportation Operators Educate Private Transportation Operators on the Federal Compliance Requirements Associated with Participating in Federally-funded Projects

47. Opportunities for Partnerships Premium Taxi Services ADA Paratransit Specialized Services After Hours Service Overflow Trips Bus Services

48. Contact Information Dan Dalton, 301-951-8660, ddalton@kfhgroup.com ddalton@kfhgroup.com