This document outlines the agenda and recommendations from a meeting to discuss policy changes to the Capital MetroAccess program. The recommendations address service levels, eligibility and appeals processes, taxi voucher programs, service area boundaries, and call center hours. Break-out sessions were held to discuss each topic, with the goal of reaching consensus on recommendations to the Board of Directors. Next steps include additional community outreach, public hearings, and Board adoption of new MetroAccess policies and an updated ADA Plan.
MetroAccess Proposed Policy Recommendations Capital Metro
The document summarizes the recommendations from a Metro Mobility Working Group dispute resolution process regarding policies for MetroAccess, the paratransit service. Key points of consensus and no consensus are outlined for various issues like levels of service, eligibility processes, and a taxi voucher program. The document recommends policy options for staff to propose, including maintaining three levels of service and an open return policy. It also recommends proposals for eligibility determination and recertification processes that incorporate functional assessments by a third party. Next steps outlined include community outreach and updates to related plans for board approval.
The document outlines the services provided by the Kigali Institute of Education (KIE) in Rwanda. It details KIE's vision to be a center of excellence for teacher training and education. It provides information on admission, registration, academic programs, and how to obtain student transcripts. Key details include eligibility requirements, application procedures and timelines, required documents, and contact information for relevant departments to access each service. Complaint procedures are also described.
This document classifies services based on 8 criteria: 1) tangibility of the service process, 2) recipient of the service, 3) place and time of delivery, 4) customization vs standardization, 5) nature of relationship with customers, 6) balance of demand and supply, 7) role of facilities/equipment/people, and 8) method of delivery. It provides examples of common services that fall under each classification for these 8 criteria.
TransitCenter's "Limits of TDM Definitions and Potential for Greater Impact"Mobility Lab
This document discusses the limitations of current definitions of transportation demand management (TDM) and their potential for greater impact. It summarizes various TDM definitions from different organizations that conform to their specific funding goals and sources, with 59% of regional TDM program funding coming from the Congestion Mitigation and Air Quality Improvement (CMAQ) program. This shapes TDM goals to primarily reduce vehicle miles traveled, increase carpooling, and relieve congestion. However, motivations for travel choice are expanding beyond just congestion and air quality. The document argues that TDM definitions should be revisited to more broadly encourage transportation options and mobility.
Open and participatory planning process is built into planning for the Capital Bikeshare system in Arlington, Virginia, with meetings and communication with civic associations and individual residents about individual sites.
BikeArlington, the Arlington County Department of Environmental Services, and Capital Bikeshare recently developed a brief document, Building Bikeshare Together, which outlines this process step by step.
MetroBus Route Analysis Update (Spring 2011)Capital Metro
The document summarizes service changes and ridership updates for Capital Metro bus routes in Austin from August 2010, January 2011, and changes planned for August 2011. Key points include:
- Route 7, 323, and 300 saw ridership increases after changes in August 2010 and January 2011.
- Routes 243, 214, and 985 consolidated services and saw improved productivity and cost effectiveness after January 2011 changes.
- Routes 1M, 142, 174, and 240 were realigned in North Austin in January 2011, with route 240 seeing an 83.9% increase in ridership and 34.3% cost improvement.
- Systemwide, January 2011 changes resulted in increased ridership on weekends and
Metro access policy change update 9/14/2011Capital Metro
This document outlines policy changes made to MetroAccess, the paratransit service in Austin, between 2009-2011. It summarizes key policy changes such as implementing a no-show policy, reducing the pickup window, expanding the service area, and transitioning to an eligibility assessment process. It provides details on the impact of each change, community outreach efforts, and original estimated cost savings. The changes aimed to improve efficiency and on-time performance while maintaining service for eligible riders.
This document outlines recommendations from a meeting to discuss policy changes to the MetroAccess transportation service. It includes recommendations on service levels, eligibility processes, taxi voucher programs, service areas, and call center operations. The recommendations aim to respond to feedback from a working group and community members while finding consensus where possible. Next steps include community outreach on the recommendations, public hearings, and adopting new policies and an updated ADA plan.
MetroAccess Proposed Policy Recommendations Capital Metro
The document summarizes the recommendations from a Metro Mobility Working Group dispute resolution process regarding policies for MetroAccess, the paratransit service. Key points of consensus and no consensus are outlined for various issues like levels of service, eligibility processes, and a taxi voucher program. The document recommends policy options for staff to propose, including maintaining three levels of service and an open return policy. It also recommends proposals for eligibility determination and recertification processes that incorporate functional assessments by a third party. Next steps outlined include community outreach and updates to related plans for board approval.
The document outlines the services provided by the Kigali Institute of Education (KIE) in Rwanda. It details KIE's vision to be a center of excellence for teacher training and education. It provides information on admission, registration, academic programs, and how to obtain student transcripts. Key details include eligibility requirements, application procedures and timelines, required documents, and contact information for relevant departments to access each service. Complaint procedures are also described.
This document classifies services based on 8 criteria: 1) tangibility of the service process, 2) recipient of the service, 3) place and time of delivery, 4) customization vs standardization, 5) nature of relationship with customers, 6) balance of demand and supply, 7) role of facilities/equipment/people, and 8) method of delivery. It provides examples of common services that fall under each classification for these 8 criteria.
TransitCenter's "Limits of TDM Definitions and Potential for Greater Impact"Mobility Lab
This document discusses the limitations of current definitions of transportation demand management (TDM) and their potential for greater impact. It summarizes various TDM definitions from different organizations that conform to their specific funding goals and sources, with 59% of regional TDM program funding coming from the Congestion Mitigation and Air Quality Improvement (CMAQ) program. This shapes TDM goals to primarily reduce vehicle miles traveled, increase carpooling, and relieve congestion. However, motivations for travel choice are expanding beyond just congestion and air quality. The document argues that TDM definitions should be revisited to more broadly encourage transportation options and mobility.
Open and participatory planning process is built into planning for the Capital Bikeshare system in Arlington, Virginia, with meetings and communication with civic associations and individual residents about individual sites.
BikeArlington, the Arlington County Department of Environmental Services, and Capital Bikeshare recently developed a brief document, Building Bikeshare Together, which outlines this process step by step.
MetroBus Route Analysis Update (Spring 2011)Capital Metro
The document summarizes service changes and ridership updates for Capital Metro bus routes in Austin from August 2010, January 2011, and changes planned for August 2011. Key points include:
- Route 7, 323, and 300 saw ridership increases after changes in August 2010 and January 2011.
- Routes 243, 214, and 985 consolidated services and saw improved productivity and cost effectiveness after January 2011 changes.
- Routes 1M, 142, 174, and 240 were realigned in North Austin in January 2011, with route 240 seeing an 83.9% increase in ridership and 34.3% cost improvement.
- Systemwide, January 2011 changes resulted in increased ridership on weekends and
Metro access policy change update 9/14/2011Capital Metro
This document outlines policy changes made to MetroAccess, the paratransit service in Austin, between 2009-2011. It summarizes key policy changes such as implementing a no-show policy, reducing the pickup window, expanding the service area, and transitioning to an eligibility assessment process. It provides details on the impact of each change, community outreach efforts, and original estimated cost savings. The changes aimed to improve efficiency and on-time performance while maintaining service for eligible riders.
This document outlines recommendations from a meeting to discuss policy changes to the MetroAccess transportation service. It includes recommendations on service levels, eligibility processes, taxi voucher programs, service areas, and call center operations. The recommendations aim to respond to feedback from a working group and community members while finding consensus where possible. Next steps include community outreach on the recommendations, public hearings, and adopting new policies and an updated ADA plan.
The document discusses the rise of mobility and smartphones. It notes that smartphones have surpassed PCs as the primary way people access the internet and that mobility is the fastest growing segment of technology. Smartphones have changed how we live, work and play by giving us constant access to information, social media, games and more through our mobile devices. The rise of high-speed networks, social media, video and improved mobile devices continues to fuel rapid adoption of smartphones and mobile technology.
Common carrier june 14 2010 rail committeeCapital Metro
Capital Metro has a federal obligation to provide freight rail service to new customers located on its rail lines. A new ethanol distribution facility is being proposed near Decker Lane in Austin that would require 400-500 train cars of shipments per month, doubling to over 800 cars by 2020. Capital Metro would be obligated to serve this new customer, requiring $350,000-$1.5 million in track infrastructure improvements. The facility could generate around $250,000 annually for Capital Metro while removing 35-40 daily tanker trucks from local highways and improving air quality. However, it may increase train traffic and concerns have been raised by Travis County about ethanol shipments.
Total Cost Ownership Surveillance Systems Th (2) (2)Tom Hulsey
The document summarizes research into the total cost of ownership of IP-based surveillance systems compared to analog surveillance systems. Key findings include:
- For a sample 40 camera system, the IP-based system had a slightly lower total cost of ownership (3.4% lower).
- Network cameras accounted for half the cost of the IP system but only a third of the analog system's cost. Cabling was almost three times more expensive for analog.
- Beyond 32 cameras, IP systems have lower costs than analog systems. If IP infrastructure is already installed, IP systems always have lower costs.
- Additional benefits of IP systems noted were scalability, flexibility, image quality, and ability to use me
This document outlines policy options being considered by Capital Metro to reduce costs for its MetroAccess paratransit service while gathering public input. It discusses potential changes to the service area, eligibility determination process, assistance levels, return policies, and call center operations based on peer city practices and estimates the associated cost savings. Feedback from attendees is sought on balancing reductions in costs with maintaining reasonable levels of service. Next steps outlined include further public outreach and board approval of any policy changes.
The Future of the Capital MetroRail Red LineCapital Metro
Doug Allen talked with the community on March 22, 2011, the one-year anniversary of Capital MetroRail service in central Texas. What's the future hold for MetroRail?
Over 1,000 people completed a survey about tobacco use and secondhand smoke at Capital Metro transit facilities in Austin. Key results: 45% use Capital Metro daily, 72% do not use tobacco, 52% strongly support a tobacco-free policy, and 60% said the policy would not change how often they use Capital Metro services.
This document outlines policy options being considered by Capital Metro to reduce costs for their MetroAccess paratransit service while gathering public input. It summarizes the goal of examining service area, service level, and eligibility policies. A variety of options are presented on these topics, including reducing the service area to 3/4 mile, implementing functional assessments for eligibility, limiting open return trips, reducing the taxi voucher program, adjusting call center hours, and providing different levels of passenger assistance. Peer city comparisons and recommendations from a working group are also included to inform the policy discussion. The document seeks public feedback on these options as part of a long-term process to update paratransit policies.
Capital Metro implemented changes to bus stops on Congress Avenue in November 2010, closing some northbound and southbound stops. An evaluation found 59% reduction in accidents and mostly positive feedback from customers and stakeholders based on a survey, with over half reporting no change or improvement in travel time and usability. Bus operators and field reviews also indicate improved travel time. While preliminary findings are favorable, more quantitative data is still being compiled. Capital Metro will continue monitoring and assess conditions when bus routes are changed back before reporting back to the Board.
This document is a project report for the extension of a metro station. It includes an acknowledgment, abstract, and sections on project integration management, scope, cost management, quality management, human resource management, critical path method, work breakdown structure, Gantt chart, communication management, and risk management. The project will extend an existing metro station according to international construction norms while reflecting local architecture. It is being managed by a company called SKYVIEW and will be completed in December after beginning construction in September.
CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among federal, state, and local governments for enhancing citizen and business satisfaction with government services
D. BRIAN MARSON
APO International Technical Expert
Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
Colombo, June 2015
Rural and Small Urban Mobility Innovations: MicrotransitRPO America
This document provides an overview of microtransit and discusses when it may be suitable for a community. It outlines the differences between fixed route transit and flexible transit/microtransit. Fixed route transit has set stops and schedules, while microtransit uses an app or phone to request rides and has variable routes. Microtransit is better for lower density areas with less demand. The document also discusses key considerations for communities thinking about implementing microtransit, such as existing transit budgets and providers.
The Border-to-Border Infrastructure Grant program provides $20 million to fund broadband infrastructure projects that expand high-speed internet access in unserved and underserved areas of Minnesota. Eligible applicants can receive up to $5 million to cover costs like planning, construction permits, and purchasing/installing broadband facilities. Applications will be evaluated based on factors like the number of households gaining access, evidence of community support, economic development potential, and financial viability. Informational meetings will be held around the state to help potential applicants understand eligibility requirements and the application/scoring process.
The document discusses approaches that local authorities can take to continue delivering savings and efficiencies in 2015. It identifies seven key points: developing clear outcomes for services, implementing business transformations, developing partnerships, managing service demands, creating alternative delivery models, providing effective leadership, and commercializing services. The document then provides further details on each of these points, including the benefits of taking an outcomes-focused approach to services, the challenges of ongoing business transformations, the importance of partnerships including with the third sector, and strategies for managing increasing demands on services with shrinking budgets.
The agenda/presentation slide deck shown during the October 7, 2020 Citizens' Transportation Advisory Committee (CTAC) virtual meeting. The meeting video can be viewed at https://youtu.be/caQ-G5QJ9ok
This document summarizes the findings of a review conducted by South East Water on improving water network intelligence. The review identified 6 priority themes to focus on: 1) real-time customer services, 2) asset condition monitoring, 3) data mining and knowledge discovery, 4) network automation systems, 5) coordinated infrastructure planning, and 6) workforce capacity building. Implementing initiatives aligned with these themes can help enhance efficiency, customer value, and prepare for future challenges by building intelligence into water network management and operations. The document discusses each theme and provides examples of current related projects and technologies being piloted or implemented by South East Water.
A commissioning co production county councilBren Cook
A thought project that describes how a two tier authority like Lancashire County Council could work collaboratively with district councils using co-production as a new way of engaging communities.
This document summarizes efforts in Baton Rouge, Louisiana to improve the city's underfunded and poorly performing public transit system. A Blue Ribbon Commission was formed in 2011 and recommended overhauling the transit governance structure, increasing funding through a dedicated revenue source, and launching a public campaign. A coalition of community groups conducted extensive public outreach and education events to build support. In April 2012, voters approved the transit funding measure 54% to 48% in Baton Rouge and 58% to 42% in Baker, allowing the system to avoid major service cuts.
Every month in the Webinar series a member of our team or invited expert, presents either recent research results or a city case study. The presentations are done online allowing people anywhere to participate and ask questions in real-time. The series address issues relevant to researchers and practitioners and is open to everyone using our news website. About 800 subscribers get the announcement directly, you can also sign up for free here.
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
Workshop on business process reengineering final 24.05.2016DrShamsulArefin
The document summarizes a workshop on business process re-engineering for corruption-free service delivery in Bangladesh. The workshop discussed how re-engineering government processes can improve service delivery and reduce corruption. Key points included:
- Defining the constitutional and national mandates to reduce corruption and improve services.
- Explaining business process re-engineering and its goals of improving customer service, effectiveness, and efficiency.
- Identifying symptoms of poor service like long queues and multiple visits that enable corruption.
- Discussing international examples where countries improved services by adopting private sector best practices.
- Proposing ideas for Bangladesh like an innovation fund and addressing inconsistencies between agencies.
Current trends and innovations 5310 program and mod sandbox overviewCHCRPA
This document summarizes current trends and innovations in transportation for human services, including the 5310 program. It discusses the expansion of accessible bike share programs, crossing jurisdictional boundaries for transportation, and first mile/last mile solutions. The document also provides an overview of the 5310 program and changes under the FAST Act, and introduces the Mobility on Demand program's goals of exploring new technologies and business approaches to create integrated, multimodal transportation networks.
Community Builders Fixed Term 2012 Funding Round PresentationLakemac
This project summary provides an overview of a funding program for community strengthening projects called Community Builders. It discusses the rationale for community strengthening, characteristics of strong communities, eligibility criteria for funding, and examples of previous funded projects. The funding program aims to build capacity, connect disadvantaged groups to the broader community, and enhance communities' ability to manage issues. Examples of funded projects include a native garden enterprise to connect Aboriginal community members and a park-based English conversation program for socially isolated CALD groups.
The document discusses the rise of mobility and smartphones. It notes that smartphones have surpassed PCs as the primary way people access the internet and that mobility is the fastest growing segment of technology. Smartphones have changed how we live, work and play by giving us constant access to information, social media, games and more through our mobile devices. The rise of high-speed networks, social media, video and improved mobile devices continues to fuel rapid adoption of smartphones and mobile technology.
Common carrier june 14 2010 rail committeeCapital Metro
Capital Metro has a federal obligation to provide freight rail service to new customers located on its rail lines. A new ethanol distribution facility is being proposed near Decker Lane in Austin that would require 400-500 train cars of shipments per month, doubling to over 800 cars by 2020. Capital Metro would be obligated to serve this new customer, requiring $350,000-$1.5 million in track infrastructure improvements. The facility could generate around $250,000 annually for Capital Metro while removing 35-40 daily tanker trucks from local highways and improving air quality. However, it may increase train traffic and concerns have been raised by Travis County about ethanol shipments.
Total Cost Ownership Surveillance Systems Th (2) (2)Tom Hulsey
The document summarizes research into the total cost of ownership of IP-based surveillance systems compared to analog surveillance systems. Key findings include:
- For a sample 40 camera system, the IP-based system had a slightly lower total cost of ownership (3.4% lower).
- Network cameras accounted for half the cost of the IP system but only a third of the analog system's cost. Cabling was almost three times more expensive for analog.
- Beyond 32 cameras, IP systems have lower costs than analog systems. If IP infrastructure is already installed, IP systems always have lower costs.
- Additional benefits of IP systems noted were scalability, flexibility, image quality, and ability to use me
This document outlines policy options being considered by Capital Metro to reduce costs for its MetroAccess paratransit service while gathering public input. It discusses potential changes to the service area, eligibility determination process, assistance levels, return policies, and call center operations based on peer city practices and estimates the associated cost savings. Feedback from attendees is sought on balancing reductions in costs with maintaining reasonable levels of service. Next steps outlined include further public outreach and board approval of any policy changes.
The Future of the Capital MetroRail Red LineCapital Metro
Doug Allen talked with the community on March 22, 2011, the one-year anniversary of Capital MetroRail service in central Texas. What's the future hold for MetroRail?
Over 1,000 people completed a survey about tobacco use and secondhand smoke at Capital Metro transit facilities in Austin. Key results: 45% use Capital Metro daily, 72% do not use tobacco, 52% strongly support a tobacco-free policy, and 60% said the policy would not change how often they use Capital Metro services.
This document outlines policy options being considered by Capital Metro to reduce costs for their MetroAccess paratransit service while gathering public input. It summarizes the goal of examining service area, service level, and eligibility policies. A variety of options are presented on these topics, including reducing the service area to 3/4 mile, implementing functional assessments for eligibility, limiting open return trips, reducing the taxi voucher program, adjusting call center hours, and providing different levels of passenger assistance. Peer city comparisons and recommendations from a working group are also included to inform the policy discussion. The document seeks public feedback on these options as part of a long-term process to update paratransit policies.
Capital Metro implemented changes to bus stops on Congress Avenue in November 2010, closing some northbound and southbound stops. An evaluation found 59% reduction in accidents and mostly positive feedback from customers and stakeholders based on a survey, with over half reporting no change or improvement in travel time and usability. Bus operators and field reviews also indicate improved travel time. While preliminary findings are favorable, more quantitative data is still being compiled. Capital Metro will continue monitoring and assess conditions when bus routes are changed back before reporting back to the Board.
This document is a project report for the extension of a metro station. It includes an acknowledgment, abstract, and sections on project integration management, scope, cost management, quality management, human resource management, critical path method, work breakdown structure, Gantt chart, communication management, and risk management. The project will extend an existing metro station according to international construction norms while reflecting local architecture. It is being managed by a company called SKYVIEW and will be completed in December after beginning construction in September.
CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among federal, state, and local governments for enhancing citizen and business satisfaction with government services
D. BRIAN MARSON
APO International Technical Expert
Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
Colombo, June 2015
Rural and Small Urban Mobility Innovations: MicrotransitRPO America
This document provides an overview of microtransit and discusses when it may be suitable for a community. It outlines the differences between fixed route transit and flexible transit/microtransit. Fixed route transit has set stops and schedules, while microtransit uses an app or phone to request rides and has variable routes. Microtransit is better for lower density areas with less demand. The document also discusses key considerations for communities thinking about implementing microtransit, such as existing transit budgets and providers.
The Border-to-Border Infrastructure Grant program provides $20 million to fund broadband infrastructure projects that expand high-speed internet access in unserved and underserved areas of Minnesota. Eligible applicants can receive up to $5 million to cover costs like planning, construction permits, and purchasing/installing broadband facilities. Applications will be evaluated based on factors like the number of households gaining access, evidence of community support, economic development potential, and financial viability. Informational meetings will be held around the state to help potential applicants understand eligibility requirements and the application/scoring process.
The document discusses approaches that local authorities can take to continue delivering savings and efficiencies in 2015. It identifies seven key points: developing clear outcomes for services, implementing business transformations, developing partnerships, managing service demands, creating alternative delivery models, providing effective leadership, and commercializing services. The document then provides further details on each of these points, including the benefits of taking an outcomes-focused approach to services, the challenges of ongoing business transformations, the importance of partnerships including with the third sector, and strategies for managing increasing demands on services with shrinking budgets.
The agenda/presentation slide deck shown during the October 7, 2020 Citizens' Transportation Advisory Committee (CTAC) virtual meeting. The meeting video can be viewed at https://youtu.be/caQ-G5QJ9ok
This document summarizes the findings of a review conducted by South East Water on improving water network intelligence. The review identified 6 priority themes to focus on: 1) real-time customer services, 2) asset condition monitoring, 3) data mining and knowledge discovery, 4) network automation systems, 5) coordinated infrastructure planning, and 6) workforce capacity building. Implementing initiatives aligned with these themes can help enhance efficiency, customer value, and prepare for future challenges by building intelligence into water network management and operations. The document discusses each theme and provides examples of current related projects and technologies being piloted or implemented by South East Water.
A commissioning co production county councilBren Cook
A thought project that describes how a two tier authority like Lancashire County Council could work collaboratively with district councils using co-production as a new way of engaging communities.
This document summarizes efforts in Baton Rouge, Louisiana to improve the city's underfunded and poorly performing public transit system. A Blue Ribbon Commission was formed in 2011 and recommended overhauling the transit governance structure, increasing funding through a dedicated revenue source, and launching a public campaign. A coalition of community groups conducted extensive public outreach and education events to build support. In April 2012, voters approved the transit funding measure 54% to 48% in Baton Rouge and 58% to 42% in Baker, allowing the system to avoid major service cuts.
Every month in the Webinar series a member of our team or invited expert, presents either recent research results or a city case study. The presentations are done online allowing people anywhere to participate and ask questions in real-time. The series address issues relevant to researchers and practitioners and is open to everyone using our news website. About 800 subscribers get the announcement directly, you can also sign up for free here.
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
Workshop on business process reengineering final 24.05.2016DrShamsulArefin
The document summarizes a workshop on business process re-engineering for corruption-free service delivery in Bangladesh. The workshop discussed how re-engineering government processes can improve service delivery and reduce corruption. Key points included:
- Defining the constitutional and national mandates to reduce corruption and improve services.
- Explaining business process re-engineering and its goals of improving customer service, effectiveness, and efficiency.
- Identifying symptoms of poor service like long queues and multiple visits that enable corruption.
- Discussing international examples where countries improved services by adopting private sector best practices.
- Proposing ideas for Bangladesh like an innovation fund and addressing inconsistencies between agencies.
Current trends and innovations 5310 program and mod sandbox overviewCHCRPA
This document summarizes current trends and innovations in transportation for human services, including the 5310 program. It discusses the expansion of accessible bike share programs, crossing jurisdictional boundaries for transportation, and first mile/last mile solutions. The document also provides an overview of the 5310 program and changes under the FAST Act, and introduces the Mobility on Demand program's goals of exploring new technologies and business approaches to create integrated, multimodal transportation networks.
Community Builders Fixed Term 2012 Funding Round PresentationLakemac
This project summary provides an overview of a funding program for community strengthening projects called Community Builders. It discusses the rationale for community strengthening, characteristics of strong communities, eligibility criteria for funding, and examples of previous funded projects. The funding program aims to build capacity, connect disadvantaged groups to the broader community, and enhance communities' ability to manage issues. Examples of funded projects include a native garden enterprise to connect Aboriginal community members and a park-based English conversation program for socially isolated CALD groups.
The document discusses commissioning, which refers to the full cycle of assessing community needs, designing appropriate services, and securing those services. It provides definitions of commissioning and intelligent commissioning from various sources. Commissioning aims to allocate finite resources effectively and meet strategic goals. The document also outlines the typical commissioning cycle and sources of support for commissioning.
Region 5 Regional Transportation Coordinating Council (R5RTCC)RPO America
The R5RTCC program is funded by MnDOT and aims to improve regional transportation in Region 5 through coordination. Its goals are to develop solutions for safe, efficient, affordable transportation while addressing current system challenges. The program's tasks work to increase access to transportation and align resources through a transportation management center. One task involved an AARP grant that provided transit passes and training to 50 seniors, veterans, and low-income individuals impacted by COVID-19, helping promote independent mobility and community health. Initial impacts included new transit riders, memberships to local gyms, and opportunities for social connections.
ICT for Local Government - better service deliveryAllison Hornery
This document discusses how local governments can use information and communication technologies (ICT) to improve service delivery to citizens. It provides examples of ICT applications that have enabled more efficient and effective services, engagement with stakeholders, and transparency and accountability. The document advocates choosing the right services to transform with ICT, understanding the benefits and limitations of different delivery channels, piloting emerging technologies, collaborating with other organizations, and establishing benchmarks to measure success.
Designing and Financing Transportation Electrification Program byMaurice MuiaForth
The document outlines three keys to designing and financing transportation electrification programs: community, capacity, and execution. It discusses how understanding the community's needs, engaging relevant partners and organizations, and ensuring proper scope, timeline and budget are essential for successful community-focused transportation electrification programs. The document provides contact information for the author to learn more about St. Louis' Vehicle Electrification Rides for Seniors program.
Bill Freeman, Chief Executive, Community Transport Association
The Commission on Travel Demand is an expert group established as part of CREDS (Centre for Research into Energy Demand Solutions) to explore how to reduce the energy and carbon emissions associated with transport.
Improving Unbanked Access to Shared Mobility ServicesHester Serebrin
This document provides background information and explores options for improving access to shared mobility services like bikesharing, carsharing, and ridesourcing for unbanked populations. It defines key terms, outlines the problem of unbanked individuals being excluded from these services due to credit/debit card requirements, and surveys 12 models used internationally that provide alternative payment methods or help users establish bank accounts. Recommendations include educating residents about options, allowing cash payments through third parties, and ensuring equity in developing transportation technologies.
The document summarizes feedback from stakeholders on a proposed integrated service delivery framework for Employment Ontario. Key themes from focus groups included: support for more integrated services across ministries but differing views on the best approach; a need to focus on customers rather than individual programs; and importance of community involvement but with provincial coordination. Stakeholders generally preferred maintaining the current distributed service delivery model over introducing lead provider hubs, citing concerns about flexibility and customer choice. Developing clear service standards, pathways for customers, and collaboration mechanisms among providers were seen as priorities to strengthen employment supports across Ontario.
Similar to Metro access policy_recommendations (20)
1. Capital MetroAccess
Policy Outreach
September 2010
Texas Citizen Fund
Building Partnerships that Connect People to Their Community
2. AGENDA
Introductions
Outline of Meeting Process
Presentation 30 minutes
Break-Out Rooms 90 minutes
– Open Returns 30 minutes
– Service Level
– Service Area
– Call Center Hours
– Eligibility 30 Minutes
– Taxi Program 30 Minutes
Express Lane 90 minutes
2 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
3. Let’s Have a Productive Meeting
• Ask Navigators if you need assistance
• Please hold your questions
until the break-out sessions
3 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
4. Context
August 2008: Metro Mobility Working Group
(MMWG) created
August 2008–Present: MMWG meets
July 21–23, 2010: MMWG Dispute Resolution held
July 2010: Four Community Meetings held
4 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
5. Policy
• Service Level
• Open Returns
• MetroAccess Eligibility and Appeals Processes
• Taxi Vouchers
• Service Area
• Call Center Days/Hours
5 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
6. Service Level
Staff Recommendation:
MetroAccess will provide three service levels as identified
through the eligibility process:
• Curb-to-curb
• Door-to-door
• Door-through-door (non-residential locations only)
Customers may request a higher level of service at the time of
reservation or drop-off.
Staff Recommendation Responds to:
Metro Mobility Working Group (MMWG): Consensus
Community Feedback: Keep door-through-door option
6 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
7. Open Return Policy
Staff Recommendation:
Trip purposes limited to medical trips (passenger and service animals),
jury duty and return from travel
Estimated return time required when scheduling trip
If a no-show is assessed to the customer as a consequence
of a delay beyond his/her control, MetroAccess will remove
the no-show upon notification
Staff Recommendation Responds to:
MMWG: Consensus
Community Feedback: Maintain Open Return Services for medical trips,
jury duty and travel return
7 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
8. New Customers
Texas Citizen Fund
Building Partnerships that Connect People to Their Community
9. Eligibility and Appeals Processes:
New Customers: Eligibility for MetroAccess Service
Staff Recommendation:
Individual application and medical verification
Required individual interview and orientation by staff
• Staff Caucus: Required Interview and Orientation
9 Texas Citizen Fund
Building Partnerships that Connect People to Their Community
10. Current Customers
Texas Citizen Fund
Building Partnerships that Connect People to Their Community
11. Eligibility and Appeals Processes:
Current Customers: Recertification for MetroAccess Service
Staff Recommendation:
All existing customers must go through the new eligibility process
• Staff Caucus: Interview/Orientation Required. Assessment as needed
• Community Caucus: Interview/Orientation Not Required. Assessment Not Required
Unconditional eligibility — Customers will only be required
to update personal information
Conditional eligibility — Customers must go through
the eligibility process
Customers with conditional eligibility may request an eligibility review
at any time
Staff Recommendation Responds to:
MMWG: Consensus: Unconditionally eligible customers will not go through the full
eligibility process to recertify, but all conditionally eligible customers will.
Conditional Customers can request reconsideration at any time.
Community Feedback : Less restrictive process for unconditionally eligible
customers to recertify.
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12. New and Current
Customers
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Building Partnerships that Connect People to Their Community
13. Eligibility Appeals Process
New and Current Customers
• Appeals Board: Access member, Board appointee,
ADA Coordinator and Access Observer (non-voting)
• Customer may appeal up to 60 days
after the determination letter
• MetroAccess will provide a decision within
30 days in the accessible format the customer
prefers. Notification will include the address,
website and toll-free number of the Federal
Transit Administration
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14. MetroAccess Eligibility Decision Tree
Application with
Step #1 professional verification
In-person interview
Step #2 & orientation by staff Screened In MetroAccess
Functional
Step #3
assessment Screened In
MetroAccess
NOT ELIGIBLE FOR METROACCESS APPEALS PROCESS
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15. Taxi Vouchers
Staff Recommendation:
Subscription Vouchers (no consensus reached):
MetroAccess will move subscription voucher customers to MetroAccess
vehicles as space becomes available
Vouchers on Request (no consensus reached):
Eliminate Voucher on Request Program due to possible discriminatory
practice and concern over wheelchair capacity limitations
Overflow Vouchers:
Taxi vouchers will be used when MetroAccess vehicle capacity has been
reached. These extra trips are referred to as “overflow” trips
Staff Recommendation Responds to:
MMWG: No consensus reached
Community Feedback: Equity concerns for non-ambulatory customers
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16. MetroAccess Service Area
Staff Recommendation:
3/4 Mile Service Area
MetroAccess will work with customers outside of the MetroAccess
service area on an individual basis to help meet their transportation needs
for the first 90 days. On an individual basis, MetroAccess services may be
extend up to 12 months.
Staff Recommendation Responds to:
MMWG: Item not included in settlement agreement.
Community Feedback: Flexibility for customers losing service;
Work with each customer to identify transportation options
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17. Call Center Operations
Staff Recommendation:
Call center hours:
7am – 5pm Weekdays
8am – 5pm Weekends
3 days advance reservations through the Call Center
Allow 6 days advance reservations through interactive voice response
(IVR) and internet
Staff Recommendation responds to:
MMWG: Prior Consensus
Community Feedback: Extend hours for customers with full time jobs & provide
incentives for people using IVR or website to schedule trips
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18. Next Steps
September: Community outreach on recommendations
Board public hearing
Summary report of community outreach
Board adoption of MetroAccess policy changes
October: Draft MetroAccess ADA Plan update
Board directs staff to take ADA Plan update to public
November: ADA Plan public hearing
Board adoption of ADA Plan
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