Rural Transit Managers Workshop

April 25, 2018

Sharon Edgar, Administrator

Presentation Content

• Employment First

• ALICE

• Transit Performance Measures• Driver Training

• MSU Ridership Surveys

• Governor Snyder’s FY2019 Executive Budget

• State Long Range Transportation Plan

• MDOT Research and Demonstration Initiatives

• National Research Reports

Employment First

A framework for systems change

Centered on the premise that all citizens, including individuals with significant disabilities, are capable of full participation in integrated employment and community life

Publicly-financed systems urged to align policies, service delivery practices, and reimbursement structures to commit to integrated employment as the priority option with respect to the use of publicly-financed day and employment services for youth and adults with significant disabilities

Employment FirstA critical priority for the U.S. Department of Labor, Office of Disability Employment Policy

The State of Michigan has established

Employment First as a policy priority

Vision Statement

• All individuals with disabilities in Michigan will realize their fullest employment potential through the achievement of individual, competitive integrated employment outcomes that meet the talent demands of Michigan businesses.

Mission Statement

• Maximize opportunities for individuals with disabilities to achieve independence and economic self-sufficiency, promoting individual, competitive integrated employment through a collaborative, seamless service model that benefits dual customers: talent with disabilities and Michigan businesses

State departments/agencies that:

Provide services and support to persons with disabilities

Provide employment, economic development, or other related services

Employment First

KEY STATE AGENCIES

Lt. Governor’s Office

Michigan Department of Health and Human Services

• Michigan Rehabilitation Service

• Behavioral Health and Developmental Disabilities

• Developmental Disabilities Council

Licensing and Regulatory Affairs

• Bureau of Services for Blind Persons

Department of Talent and Economic Development

• Workforce Development Agency

WORKGROUPS

Provider Transformation

Capacity Building-Workforce Development

School-to-Work Transition

Employer Engagement

Rate Restructuring

Benefits Coordination and Planning

Braiding and Blending of Resources

Outreach

Employer Engagement

Statewide Associations and Local Agencies are Also Critical

• MARO

• Michigan Statewide Independent Living Council

• Michigan Works Offices

• Community Mental Health Offices

What’s this Mean for Transit Agencies?

Competitive Integrated Employment

Work paid directly by employers at the greater of minimum or prevailing wages with commensurate benefits

Occurring in a typical work setting where the employee with a disability interacts or has the opportunity to interact continuously with co-workers without disabilities, has an opportunity for advancement and job mobility, and is preferably engaged full-time.

Transit is ONE part of an individual’s transportation plan

Individuals with multiple or particularly difficult transportation barriers may need

an individualized transportation plan

Can be incorporated into existing

employment plans

Help customers plot their weekly commutes and related trips (e.g., child care, training)

Plan will need to change as job changes

Worksheet

9Source: Community Transportation Association of America

ALICE

United Way’s ALICE• Comprehensive look at Michigan

residents who are struggling financially

• 40 percent of households in Michigan could not afford basic needs n in 2015. • Living below the Federal Poverty Leve

• ALICE households

• ALICE households• Incomes above the FPL

• Still struggle

ALICE Households in Michigan

• Earn more than the FPL but less than the basic cost of living for the state*

• 3.86 million Michigan households • 15% in POVERTY (below FPL)

• 25% percent ALICE

• Down slightly from 2010 but still above the 2007 level

15%

25%60%

Michigan Households

POVERTY ALICE ABOVE ALICE THRESHOLD

* The ALICE Threshold: The average income that a household needs to afford the basic necessities defined by the Household Survival Budget for each county in Michigan.

How Much Does ALICE Earn?

62.00%

29.00%

9.00%

0.30%0.60%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

Less Than $20/Hour $20-$40/Hour $40-$60/Hour $60-$80/Hour Above $80/Hour

Michigan Jobs by Hourly Rate

In Michigan, 62 percent of jobs pay less than $20 per hour

*Wage working full time required to support this budget

Household Survival Budget Components

• TRANSPORTATION

• Calculated using average annual expenditures for transportation by car and by public transportation

• Includes only the operating costs for a car (including car insurance) OR

• Public transportation if American Community Survey shows 8% or more use public transportation as means to get to work

Housing, Child Care, Health Care, Food,

Transportation, Taxes,

Miscellaneous

American Community Survey - 2016

2.02%

2.10%

3.05%

5.00%

7.70%

9.50%

18.80%

32.00%

Kent County, Michigan

Franklin County, Ohio

Wayne County, Michigan

United States

Detroit, Michigan

Los Angeles County, California

Cook County, Illinois

District of Columbia

Percentage Using Public Transportation to Get to Work

MSU Rider Surveys/Trip purpose:

Work = 25%Doctor’s appointment = 14%Shopping = 24%School = 6%Visiting family/friend/Other Social Purpose = 10%Other = 21%

Strategies to Assist ALICE FamiliesShort-Term Medium-to-Long Term

Emp

loye

rs • Paid days off

• Transportation assistance• Flex-time• Telecommuting option

• Regular work schedules• Full-time opportunities• Higher wages• Benefits• HR resources for caregivers• Career paths

• On-site health services, wellness incentives

• Mentoring• Employer sponsored

training• Apprentice programs

Go

vern

me

nt

• Temporary assistance

• Child care vouchers

• Housing subsidies• Educational

vouchers and charter school options

• Social Security credit for caregivers

• Tax credit for caregivers, workers, parents and students

• Financial counseling, debt repair and credit building

• Quality, affordable housing, child care, education, health care, transportation, and financial products

• Reduced student loan burden• Attract higher-skilled jobs• Strengthen infrastructure• Job training and educational assistance

• Integrated public services

What does all this mean for transit agencies?

Performance Measurement

• MDOT Goal: Preserve and maintain current level of service and infrastructure

• Level of Service

• Some form of local transit in all 83 counties

• Passenger Trips, Hours of service, Miles of service

• Percent of rural and specialized bus fleet past its useful life

Rural and Specialized Fleet Past Useful Life

2015 33%

2016 35%

2017 50%

Local Transit System - Performance Measures

Measuring and Reporting Michigan’s Transit System Condition

• Utilize Asset Management• Service Assessment• Encourage Private Investment• Assess Customer Satisfaction

• Preserve Existing Level of Local Transit• Minimize Collision Rates• Implement ITS Projects• Increase Coordination• Performance Assessment

• Maintain Fleet Condition• Driver Participation in Passenger

Service and Safety (PASS) Training

AMERICANS WITH DISABILITIES ACT (ADA) Circular 4710.1 2.9 Personnel Training Requirement

“… ensure that personnel are trained to proficiency, as appropriate to their duties, so that they operate vehicles and equipment safely and properly assist and treat individuals with disabilities who use the service in a respectful and courteous way, with appropriate attention to the difference among individuals with disabilities”

At a decision-point

Continue the annual survey?

Continue the rider satisfaction surveys?

Economic benefits model?

SUSPEND

YES

UNDER REVIEW

MDOT Research and Demonstration Initiatives

Michigan Mobility Challenge

$8 million General Fund appropriation to MDOT

Implementing in partnership with Planet M

Grants for Demonstration Projects

Workshop to Start Dialogue

Technology improving mobility for seniors, Individuals with disabilities and veterans

Center for Automotive Research

• MDOT Contract with CAR• Subcontract with WSP

• Connected and Automated Vehicle Technology

• Bus Technology

• One urban and one rural demonstration

• SMART and Benzie Bus

FY 2019 Governor's Recommended Budget

FY2017 Appropriations FY2018 Appropriations * FY2019 (proposed)

Service Initiatives $914,200 $1,414,200 $2,614,200

Intercity Terminals $300,000 (combined with Intercity Services line item) (combined with Intercity Services line item)

Vanpool $195,000 $195,000 $195,000

Marine Passenger $400,000 $400,000 $400,000

Intercity Services $1,600,000 $3,300,000 $1,800,000

Municipal Credit $2,000,000 $2,000,000 $2,000,000

Specialized Services $3,853,900 $3,853,900 $3,853,900

Transportation to Work $3,700,000 $3,700,000 $3,875,000

Transit Capital $37,357,100 $42,853,500 $50,062,600

Operating Assistance $186,250,000 $188,250,000 $189,250,000

Total $236,570,200 $243,966,600 $254,050,700

CTF Bus/Transit Program Appropriations: FY 2017 - FY 2019

* Does not include FY18 supplemental appropriation of General Funds in PA82 of 2018

2045 State Long Range Transportation Plan

• 2040 MI Transportation Plan (2016)

• Michigan Freight Plan

• State Rail Plan

Replaces

Performance-based

Statewide

Multi-modal

Policy-based

Vision-based

Needs-based

Fiscally realistic

Strong strategic direction

http://www.michigan.gov/mdot/0,1607,7-151-9621_14807_14809---,00.html

2045 State Long Range Transportation Plan

• Research

• Public and stakeholder participation plan

• Initial public engagement

Phase 1 (May 2018 -April 2019)

• Development of the Plan

• Adoption by the STC in late 2020

Phase 2 (2019-2020)

General PublicTransportation Agencies and

Partners

Resource Agencies

Local Officials

Stakeholder Groups

Tribal Governments

NCHRP 20-65 RESEARCH TASKS RECENTLY COMPLETED

Task 56 - Best Practices in Rural Regional Mobility

Regional

• Cross county/Cross jurisdictional

• Can be a in grey area – not local… not intercity

Five Myths

• Not Allowed

• There is no Need

• There is no Funding

• It is not Productive

• It Requires Regional Organization

KFH Group, Incorporated Under Subcontract to: Cambridge Systematics, Inc. March 2017

Checklist for Planning Regional Service

•California

•Colorado

• Iowa

•Kansas

•Maine

•Michigan

•Minnesota

•New Mexico

•Oregon

•Vermont

•Wisconsin

CASE STUDIES

Step 1: Identify Needs

Step 2: Establish Planning Leadership

Step 3: Goals/Vision—Public and Stakeholder Input

Step 4: Identify Resources

Step 5: Develop Alternatives

Step 6: Assess Feasibility

Step 7: Prioritize—Recommended Plan

Step 8: Detailed Service Plan

Step 9: Detailed Organizational Plan

Step 10: Implementation Plan/Action Items

Step 11: Initiate Service

Step 12: Evaluate and Fine Tune—Iterative Process

GUIDEBOOK

• New facility construction

• An Introduction - getting organized

TOPICS COVERED

• Project organization

• Personnel needed and their responsibilities

• Land Acquisition

• Acquiring A&E Services

• Independent Construction Cost Estimates

• Construction Phase Solicitation and Award

• Construction Administration

Appendices:

• Independent Cost Estimate Form

• A&E Services RFQ Evaluation Form

• Procurement Process Checklist

• Bidder Checklist

• Abstract of Bids

• Pre-Construction Meeting Agenda

• Monthly DBE Status Report

• Change Order

• Request for Qualifications

• Invitation for Bid

Task 63 - DOT Oversight of Facility Projects

If you want a PDF copy let me know

Milligan & Company, LLC, Under Subcontract to AECOM, March 2017

Task 69: Consolidation of Rural Public Transportation Services Patricia Monahan, William High, Akshali Gandhi, and Laura Krull, Nelson\Nygaard Consulting Associates, November 2017

• North Central Regional Transit District, New Mexico

• Western Piedmont Regional Transit Authority, North Carolina

• Crawford Area Transportation Authority, Pennsylvania

• Southeast Vermont Transit, Vermont

Four Consolidation Case Studies

Some Lessons and Observations

• Merging the different cultures of consolidation partners may take more time and effort than expected

• Needs to be a local champion to push for consolidation and motivate

• Must be led locally, and not from the top down or mandated by the state

• Larger organizations are likely to attract more experienced transit professionals to their staffs and may be able to dedicate staff to key areas, such as human resources or compliance

• Important to develop a transition plan; think through all issues in advance of making actual changes

Vermont Checklist• Need a new name, logo, and website

• Location/headquarters

• Letterhead, envelopes and business card

• Are local operating locations “divisions”, do they need a dba, name, or nickname? Do they retain their current logos?

• New articles of incorporation and bylaws.

• Determine the new Board’s makeup, how many members from each previous board/region

• Will you centralize finance?

• Will you consolidate your banking? Do one payroll, one capital account, and maybe have separate, local banks for fare deposits that dump nightly/weekly into the shared account

• Tell your bank what you are doing and find out what they need from you—signature cards, new approval for lines of credit or notes payable, Board updated information, etc. This takes them 2+ months to accomplish.

NCHRP Project 20-65 Task 68 –Successful Mobility Management

Practices for Improving Transportation Services in Small Urban and Rural Areas

APTA State Affairs Committee Call April 6, 2018

Dan Dalton Lucinda Shannon

• On-line survey and review of existing resources produced 101 practices from 29 states

• Consistent themes included:

• Variety of services

• Multiple population groups served

• Importance of partnerships and stakeholder involvement

• Extensive involvement in human service transportation coordination

• Fiscal resources noted as top need for implementation

Identify, Review, and Assess Successful Mobility Management Practices

41

Common Components of Successful Mobility Management Programs

Community Outreach and Engagement

• Form partnerships with key community stakeholders

• Promote services to the community

• Lead or participate in coordinated transportation planning efforts

Needs Assessment and Program Design

• Determine community needs

• Design services to meet community needs

• Conduct a comprehensive and ongoing community needs assessment

Program Evaluation and Assessment

• Assess and evaluate program outcomes

• Use quantitative and qualitative performance measures

• Assess outcomes through connections to established goals and objectives

Funding

• Use federal transit funding

• Explore other funding opportunities

• Build program incrementally using available resources

• Use volunteers and other in-kind support

42

• Door-Tran, Inc.; Sturgeon Bay, Wisconsin

• Eastern Connecticut Transportation Consortium, Inc.; Norwich, Connecticut

• Ithaca Tompkins County Transportation Council/Way2Go; Ithaca, New York

• Rappahannock-Rapidan Regional Commission; Culpeper, Virginia

• Senior Citizens of Kodiak, Inc.; Kodiak Island, Alaska

• Shiawassee Area Transportation Agency; Owosso, Michigan

• Southwestern Wisconsin Community Action Program, Inc.; Dodgeville, Wisconsin

Mobility Management Program Profiles

43

NCHRP 20-65 Task 72: Small System Alternative Fuel Strategies

Jeffrey Rosenfeld and Neha Ganesh, ICF International, December 2017

Produced a toolkit to help identify which

alternative fuels can best be implemented based

on factors such as:

• Relevant environmental regulations and air quality issues

• Service characteristics (e.g., ridership, service type, terrain)

• Availability of different fuel stocks and associated infrastructure or maintenance facilities

• Available funding sources

The toolkit includes:

• Guidance document identifying decision‐making processes and best practices

• Spreadsheet tool to help quantify potential economic and environmental benefits from converting to an alternative fuel

Review of Alternative Fuel Options/Summary of Advantages and Disadvantages

• Biodiesel

• Renewable Diesel

• Propane

• Natural Gus

• Electric

Guidance for Selecting Alternative Fuels/Key Consideration

• Federal, State and Local regulations

• Fuel Availability

• Infrastructure Availability

• Fuel Throughput

• Vehicle Availability

• Fuel, Operations and Maintenance Costs

• Climate and Topography

INPUTS

Transit agency name and state

• State determines default fuel prices

Vehicle use

• Vans - Body on Chassis/Cutaways - Transit buses

• Default values for annual vehicle miles traveled, miles per gallon, vehicle life OR user entered

Conventional fuels being used

Replacement schedule

Cost estimation parameters

• Discount rate

OUTPUTS

NPV of 10-year costs

• Overall costs or savings from converting to an alternative fuel

• Vehicles, stations, fuels, operations, maintenance

Annual capital investment

• Vehicles and Stations

Annual operating/fuel costs

Annual baseline emissions

• Annual emission reductions for NOx, VOC, PM and GHGs

Alternative fuels that result in minimal cost increases or cost savings could be good options

for more in‐depth investigation

Questions/ Discussion