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.
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.
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.
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 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?
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
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.
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.
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 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?
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
Scenario OverviewAn airline company is looking for a PRP.docxanhlodge
Scenario Overview
An airline company is looking for a PRPC implementation to administer their Frequent Flyer Program called Sky-Kilometers.
Actors
1. Frequent Flyer Member – Can access and administer their account online, is able to use services such as request missing kilometers, file complaints, etc.
2. Customer Service Representative (CSR) – Acts on the requests from Frequent Flyer Members
3. Benefits Manager – Manages benefits and rules associated with the benefits. They can also run reports and handle all escalations by CSR’s
4. Customer Service Manager – Decides on disciplinary actions for complaints. They can also run reports
Process Overview
Frequent Flyer members should be able to:
View their flight history
Update their contact and personal information File a complaint request
Request missing kilometers
Detailed Requirements
Members of the Sky Kilometers program login to Sky Kilometers’ PRPC application where they can view their member ID, membership status, and total kilometers.
The system assigns the membership status: Silver, Gold or Platinum based on kilometers accumulated.
View recent account activity
The recent account activity view displays the flights flown by the member with the number of kilometers flown as well as the number of kilometers awarded for each flight.
1
Update contact information
The users can update their contact information such as their home and cell phone numbers and email. They can also update their payment information such as their credit card number, expiration date and CVV number.
Enter a missing kilometers request
Enter a request for missing kilometers consisting of origin and destination, and the date. Requests for missing kilometers are sent to a work basket. The Get Next Work functionality is used to retrieve work from the work basket. Requests are prioritized after member status and request date (oldest first).
The requests for missing kilometers are sent to a CSR who either approves or rejects it. The member is notified of the result by email.
Enter a Complaint
Enter a complaint consists of a category and a description. Complaints are categorized in: Crew behavior, cleanliness, flight delays, and other. A complaint is assigned to a CSR who can escalate it to the Benefits Manager, or reject it. The Benefits Manager can reward bonus kilometers for complaints. The Frequent Flyer Member receives an email response to his complaint, unless it was rejected. If the complaint is related to crew behavior an additional process is started in parallel allowing a Customer Service Manager to review the complaint and take disciplinary actions if necessary. The claim is closed when both processes are complete.
2
Complaints submitted are sent to the CSR with least amount of work in the work list for review. In addition, complaints for crew behavior are routed to the Customer Service Manager for.
Assessment - Integrated Transport Planning Ltdblue-badge
The document summarizes the findings of an independent review of blue badge eligibility assessment practices in England. It describes the background and objectives of the review. Key findings included that independent mobility assessments (IMAs) conducted by healthcare professionals reduced costs and appeal rates compared to GP assessments. As a result, new legislation was introduced requiring the use of IMAs for assessing most applicants. The review identified core principles for local authorities to follow in developing desk-based assessment and IMA processes, including the appropriate roles and qualifications of assessors.
Blue badge reform assessments - event - 28 march 2012 - presentation - itpNeil-Weston
The document summarizes the findings of an independent review of blue badge eligibility assessment practices in England. It describes the background and objectives of the review. Key findings included that independent mobility assessments (IMAs) conducted by healthcare professionals reduced costs and appeal rates compared to GP assessments. As a result, new legislation was introduced requiring the use of IMAs for assessing most applicants. The review identified core principles for local authorities to follow in developing desk-based assessment and IMA processes, including the appropriate roles and qualifications of assessors.
Presentation of the “SIGMA workshop on tendering of PPP projects and contract signature”, held in Ankara on 11-12 April 2018. Presentation made by Mr. Mario Turkovic, SIGMA.
This document describes a proof of concept for a COCKPIT toolkit. It outlines various use cases and roles for the toolkit, including end-users, service providers, and support. It also provides screenshots and descriptions of the steps involved in using the toolkit, such as defining a service concept, invoking opinion mining and policy/law tools, modeling a service, estimating costs/value, simulating alternatives, and facilitating citizen deliberation. The overall goal is to provide a methodology and software tools to design public services through stakeholder engagement and simulation.
The document summarizes the key differences between the previous E-assessment scheme and the new Faceless Assessment scheme introduced by the Indian tax authorities. Some key points:
- Faceless Assessment covers almost all assessment types and seeks to remove physical interface between taxpayer and tax officer. Assessments are done by centralized teams instead of individual officers.
- The process involves different units for assessment, verification, review, and technical support. Cases are assigned anonymously to these units located in different cities by the National E-Assessment Center.
- Taxpayers can request personal hearings, which may be approved by senior tax authorities based on predefined circumstances. Assessments are aimed to be completed fully remotely without any physical meeting.
The document provides an overview of the financial flows for an automatic fare collection system with contactless cards. It defines key entities like public transport operators, retailers, and card issuers. It then outlines the money flows for different transaction types like single journey purchases and usage, stored value top-ups, and stored value usage for transport and micropayments. The money flows involve card holders paying operators and retailers, transactions being cleared and settled daily between operators, retailers and the card issuer, and the card issuer transferring funds for top-ups and payments.
This document provides guidance on designing and managing EU-funded grant schemes. It discusses the key stages in the grant cycle including operational programming, evaluation, contracting and monitoring. It also covers important considerations for grant scheme design such as eligibility criteria, evaluation methodology, and types of support provided to applicants. The goal is to help ensure grant funding achieves its objectives in an efficient, transparent and impartial manner.
The document summarizes key aspects of Australia's quasi-market for employment services that has developed over time. It notes the long-term trends of increasing standardization, loss of diversity in the market, and providers copying each other's approaches. Performance-based contracting and payment-by-results models have led to market consolidation among large, existing providers who can handle the financial risks. High transaction costs of compliance and monitoring also favor insiders and discourage new entrants. As a result, the quasi-market exhibits less variety and innovation over time as frontline work becomes more rule-focused than client-focused.
In this Webinar attendees discussed and learnt about the changes which impact their audit(s). During this Webinar, we discussed:
1. CMS 2015 Program Audit Protocol changes
2. The importance of a correct universe
3. “Monitoring” is not good enough
4. Beneficiary Investigation Analysis (BIA)
The document is a consultation paper from the Telecom Regulatory Authority of India regarding a review of network quality of service standards for cellular mobile telephone services. Stakeholders are requested to submit comments by August 26, 2016 and counter comments by September 2, 2016. The paper discusses improving quality of experience for consumers by identifying weak links in networks and ensuring quality of service. It also discusses reviewing the framework for financial penalties for non-compliance with quality of service benchmarks.
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
Model options for public Bus transport- India(PPP)Jalpa Jain
Authorities are often confused which model should they opt for public transport. This guide studies the options that are available as well as which model has worked so far as far as public transport is concerned.
Business Process Managament Notation(BPMN)Phoenixraj
The document discusses modeling an equipment rental process in BPMN. It identifies some issues with an initial model of the process, including that there should be separate tasks for selecting equipment and checking availability, and that some "tasks" like "Equipment selected" are not actually tasks. It provides a suggested improved model that addresses these issues, including using a loop back instead of a separate "Alternative selected" task.
Short term possabilities for eKYC improvmentsRonny Khan
When exiting the first wave of Covid-19 it is crucial to leverage the options we have to digitalize what we can. This is really a case that makes huge sense in the normal sense and really, really should be executed on immediately.
Short term possabilities for eKYC improvmentsRonny Khan
When exiting the first wave of Covid-19 it is crucial to leverage the options we have to digitalize what we can. This is really a case that makes huge sense in the normal sense and really, really should be executed on immediately.
The document provides a progress report on registering beneficiaries under the Artificial Limbs Manufacturing Corporation of India's (ALIMCO) aid scheme through Common Service Centres (CSCs). It summarizes that 1881 applications were received, 927 were accepted, 46 are pending verification, and 908 were rejected. Most rejections were due to invalid income certificates. It also outlines the multi-step registration and verification process, including capturing applicants' information at CSCs, reviewing documents, sending SMS updates, and next steps to conduct pre-assessment camps for accepted applicants. In conclusion, it addresses some operational issues encountered and the resolution of major problems, and plans to expand registration across India based on the pilot results.
This document provides information on business opportunities through procurement for Mongolia's Second Compact Agreement with the Millennium Challenge Corporation (MCC). It outlines that the total grant value is $350 million to fund activities supporting economic growth and poverty reduction in Mongolia. Key business opportunities include consulting services, goods, and construction works valued at approximately $44 million for the base year. The presentation also reviews MCC's procurement principles of transparency, fairness and competitiveness. It provides details on the procurement process and how opportunities will be advertised.
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.
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.
More Related Content
Similar to MetroAccess Proposed Policy Recommendations
Scenario OverviewAn airline company is looking for a PRP.docxanhlodge
Scenario Overview
An airline company is looking for a PRPC implementation to administer their Frequent Flyer Program called Sky-Kilometers.
Actors
1. Frequent Flyer Member – Can access and administer their account online, is able to use services such as request missing kilometers, file complaints, etc.
2. Customer Service Representative (CSR) – Acts on the requests from Frequent Flyer Members
3. Benefits Manager – Manages benefits and rules associated with the benefits. They can also run reports and handle all escalations by CSR’s
4. Customer Service Manager – Decides on disciplinary actions for complaints. They can also run reports
Process Overview
Frequent Flyer members should be able to:
View their flight history
Update their contact and personal information File a complaint request
Request missing kilometers
Detailed Requirements
Members of the Sky Kilometers program login to Sky Kilometers’ PRPC application where they can view their member ID, membership status, and total kilometers.
The system assigns the membership status: Silver, Gold or Platinum based on kilometers accumulated.
View recent account activity
The recent account activity view displays the flights flown by the member with the number of kilometers flown as well as the number of kilometers awarded for each flight.
1
Update contact information
The users can update their contact information such as their home and cell phone numbers and email. They can also update their payment information such as their credit card number, expiration date and CVV number.
Enter a missing kilometers request
Enter a request for missing kilometers consisting of origin and destination, and the date. Requests for missing kilometers are sent to a work basket. The Get Next Work functionality is used to retrieve work from the work basket. Requests are prioritized after member status and request date (oldest first).
The requests for missing kilometers are sent to a CSR who either approves or rejects it. The member is notified of the result by email.
Enter a Complaint
Enter a complaint consists of a category and a description. Complaints are categorized in: Crew behavior, cleanliness, flight delays, and other. A complaint is assigned to a CSR who can escalate it to the Benefits Manager, or reject it. The Benefits Manager can reward bonus kilometers for complaints. The Frequent Flyer Member receives an email response to his complaint, unless it was rejected. If the complaint is related to crew behavior an additional process is started in parallel allowing a Customer Service Manager to review the complaint and take disciplinary actions if necessary. The claim is closed when both processes are complete.
2
Complaints submitted are sent to the CSR with least amount of work in the work list for review. In addition, complaints for crew behavior are routed to the Customer Service Manager for.
Assessment - Integrated Transport Planning Ltdblue-badge
The document summarizes the findings of an independent review of blue badge eligibility assessment practices in England. It describes the background and objectives of the review. Key findings included that independent mobility assessments (IMAs) conducted by healthcare professionals reduced costs and appeal rates compared to GP assessments. As a result, new legislation was introduced requiring the use of IMAs for assessing most applicants. The review identified core principles for local authorities to follow in developing desk-based assessment and IMA processes, including the appropriate roles and qualifications of assessors.
Blue badge reform assessments - event - 28 march 2012 - presentation - itpNeil-Weston
The document summarizes the findings of an independent review of blue badge eligibility assessment practices in England. It describes the background and objectives of the review. Key findings included that independent mobility assessments (IMAs) conducted by healthcare professionals reduced costs and appeal rates compared to GP assessments. As a result, new legislation was introduced requiring the use of IMAs for assessing most applicants. The review identified core principles for local authorities to follow in developing desk-based assessment and IMA processes, including the appropriate roles and qualifications of assessors.
Presentation of the “SIGMA workshop on tendering of PPP projects and contract signature”, held in Ankara on 11-12 April 2018. Presentation made by Mr. Mario Turkovic, SIGMA.
This document describes a proof of concept for a COCKPIT toolkit. It outlines various use cases and roles for the toolkit, including end-users, service providers, and support. It also provides screenshots and descriptions of the steps involved in using the toolkit, such as defining a service concept, invoking opinion mining and policy/law tools, modeling a service, estimating costs/value, simulating alternatives, and facilitating citizen deliberation. The overall goal is to provide a methodology and software tools to design public services through stakeholder engagement and simulation.
The document summarizes the key differences between the previous E-assessment scheme and the new Faceless Assessment scheme introduced by the Indian tax authorities. Some key points:
- Faceless Assessment covers almost all assessment types and seeks to remove physical interface between taxpayer and tax officer. Assessments are done by centralized teams instead of individual officers.
- The process involves different units for assessment, verification, review, and technical support. Cases are assigned anonymously to these units located in different cities by the National E-Assessment Center.
- Taxpayers can request personal hearings, which may be approved by senior tax authorities based on predefined circumstances. Assessments are aimed to be completed fully remotely without any physical meeting.
The document provides an overview of the financial flows for an automatic fare collection system with contactless cards. It defines key entities like public transport operators, retailers, and card issuers. It then outlines the money flows for different transaction types like single journey purchases and usage, stored value top-ups, and stored value usage for transport and micropayments. The money flows involve card holders paying operators and retailers, transactions being cleared and settled daily between operators, retailers and the card issuer, and the card issuer transferring funds for top-ups and payments.
This document provides guidance on designing and managing EU-funded grant schemes. It discusses the key stages in the grant cycle including operational programming, evaluation, contracting and monitoring. It also covers important considerations for grant scheme design such as eligibility criteria, evaluation methodology, and types of support provided to applicants. The goal is to help ensure grant funding achieves its objectives in an efficient, transparent and impartial manner.
The document summarizes key aspects of Australia's quasi-market for employment services that has developed over time. It notes the long-term trends of increasing standardization, loss of diversity in the market, and providers copying each other's approaches. Performance-based contracting and payment-by-results models have led to market consolidation among large, existing providers who can handle the financial risks. High transaction costs of compliance and monitoring also favor insiders and discourage new entrants. As a result, the quasi-market exhibits less variety and innovation over time as frontline work becomes more rule-focused than client-focused.
In this Webinar attendees discussed and learnt about the changes which impact their audit(s). During this Webinar, we discussed:
1. CMS 2015 Program Audit Protocol changes
2. The importance of a correct universe
3. “Monitoring” is not good enough
4. Beneficiary Investigation Analysis (BIA)
The document is a consultation paper from the Telecom Regulatory Authority of India regarding a review of network quality of service standards for cellular mobile telephone services. Stakeholders are requested to submit comments by August 26, 2016 and counter comments by September 2, 2016. The paper discusses improving quality of experience for consumers by identifying weak links in networks and ensuring quality of service. It also discusses reviewing the framework for financial penalties for non-compliance with quality of service benchmarks.
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
Model options for public Bus transport- India(PPP)Jalpa Jain
Authorities are often confused which model should they opt for public transport. This guide studies the options that are available as well as which model has worked so far as far as public transport is concerned.
Business Process Managament Notation(BPMN)Phoenixraj
The document discusses modeling an equipment rental process in BPMN. It identifies some issues with an initial model of the process, including that there should be separate tasks for selecting equipment and checking availability, and that some "tasks" like "Equipment selected" are not actually tasks. It provides a suggested improved model that addresses these issues, including using a loop back instead of a separate "Alternative selected" task.
Short term possabilities for eKYC improvmentsRonny Khan
When exiting the first wave of Covid-19 it is crucial to leverage the options we have to digitalize what we can. This is really a case that makes huge sense in the normal sense and really, really should be executed on immediately.
Short term possabilities for eKYC improvmentsRonny Khan
When exiting the first wave of Covid-19 it is crucial to leverage the options we have to digitalize what we can. This is really a case that makes huge sense in the normal sense and really, really should be executed on immediately.
The document provides a progress report on registering beneficiaries under the Artificial Limbs Manufacturing Corporation of India's (ALIMCO) aid scheme through Common Service Centres (CSCs). It summarizes that 1881 applications were received, 927 were accepted, 46 are pending verification, and 908 were rejected. Most rejections were due to invalid income certificates. It also outlines the multi-step registration and verification process, including capturing applicants' information at CSCs, reviewing documents, sending SMS updates, and next steps to conduct pre-assessment camps for accepted applicants. In conclusion, it addresses some operational issues encountered and the resolution of major problems, and plans to expand registration across India based on the pilot results.
This document provides information on business opportunities through procurement for Mongolia's Second Compact Agreement with the Millennium Challenge Corporation (MCC). It outlines that the total grant value is $350 million to fund activities supporting economic growth and poverty reduction in Mongolia. Key business opportunities include consulting services, goods, and construction works valued at approximately $44 million for the base year. The presentation also reviews MCC's procurement principles of transparency, fairness and competitiveness. It provides details on the procurement process and how opportunities will be advertised.
Similar to MetroAccess Proposed Policy Recommendations (20)
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.
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.
MetroAccess Community Engagement Summary Capital Metro
The document summarizes community engagement efforts around proposed changes to MetroAccess policies. Workshops were held to obtain input on policy options from 206 attendees. Online engagement included a webpage and video that received 17 comments. The workshops provided voting on options like service standards, eligibility, and open returns. Feedback expressed a strong preference for no changes but understanding of cost concerns. Suggestions included charging higher fares for door-to-door or premium services and using taxi vouchers for some trips. The workshops were found to be useful or very useful by 72% of respondents.
The document summarizes a presentation made to the Capital Metro Board of Directors about a proposed new freight rail service for Central Texas Rail Terminal LLC. It would shift ethanol transport from 45-50 truckloads per day on highways to 4-5 trains per month on Capital Metro's rail line. Safety measures and benefits of the freight rail option over truck transport are discussed, including reducing accidents, congestion, and environmental impacts. Capital Metro has a federal obligation as a common carrier to provide the freight transportation service if requested.
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.
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 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.
Common carrier june 14 2010 rail committeeCapital Metro
Capital Metro has a federal obligation to provide freight 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 also increase train traffic and faces some community concerns over ethanol shipments.
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.
Capital Metro FY2011 Budget: Community Engagement and Survey ResultsCapital Metro
The document summarizes Capital Metro's community engagement process for its FY2011 budget development. It provided context on the budget challenges through presentations and surveys. Over 400 surveys were collected through public meetings, neighborhood meetings, online, and from employees. Respondents generally preferred preserving service levels and raising fares over other revenue options. They also favored adding bus and rail service if possible, and continuing stop improvements. Capital Metro learned participants had a better understanding of the budget after engagement and found the process useful. It plans to decrease emphasis on public forums and increase online engagement and surveys.
Capital Metro Transit Oriented DevelopmentCapital Metro
Manager of TOD Lucy Galbraith delivered this presentation to the Capital Metro Board of Directors Rail Committee on June 14, 2010. The presentation is a good overview of TOD and its benefits, and an update on TOD progress at four MetroRail stations.
2. Metro Mobility Working Group
Dispute Resolution
Chad Ballentine, Vice-Chair: Metro Mobility Working Group
Boone J. Blocker, Alternate: Metro Mobility Working Group
Sheila Holbrook-White, Executive Director: Texas Citizen Fund
Inez Evans, Director: MetroAccess
Elaine Timbes, Executive Vice President/Chief Operating Officer
3. Context
August 2008: MMWG created
August 2008 - Present: MMWG meets
July 2010: Board directs dispute resolution RFQ
July 21- 23, 2010: MMWG Dispute Resolution held
2
4. Outstanding Issues To Be Resolved
Levels of Service
Open Returns
Paratransit Eligibility and Appeals Processes
Taxi Vouchers
3
5. Dispute Resolution Format
Outline current practice or policy
Discuss legal guidance, as available
Initial discussion and questions
Caucus:
– Community Members
– Staff
Re-convene, outline proposed policy with
alternating caucus presentations
Outcomes: Consensus and/or Policy Options
4
6. MMWG Dispute Resolution Summary
Issue Community & Staff
Taxi No Consensus
Levels of Service Consensus
Open Returns Consensus
E-1 (Application) Consensus
E-2 (Individual Interview & orientation) No Consensus
E-3 (Two filter eligibility process) Consensus
E-4 (Recertification of current customers) No Consensus
E-5 (Unconditional eligibility recertification) Consensus
E-6 (Conditional eligibility recertification) Consensus
E-7 (Eligibility appeals process) Consensus
E-8 (Appeals process committee) Consensus
E-9 (Appeals process observers) Consensus
E-10 (Safeguards and Final Determinations ) Consensus
5
8. Levels of Service
MMWG Consensus Achieved
• In order for customers to travel from their origin to their
destination, Capital Metro will provide three service levels,
including curb-to-curb, door-to-door, and door-through-
door as determined during the passenger’s certification
and recertification processes.
• At the time of reservation or at the drop-off, the customer
may request door-to-door or door-through-door services
be provided.
• Current policy regarding exceptions related to safety would
be satisfied.
7
9. Service Standard (Level of Service)
Staff Recommendation:
Capital Metro will provide three service levels as
identified through the eligibility process:
Curb-to-curb
Door-to-door
Door-through-door (non-residential locations only)
Staff Recommendation Responds to:
Metro Mobility Working Group (MMWG): Consensus
Community Feedback: Keep door-through-door option
8
10. Open Returns
MMWG Consensus Achieved
• To expedite service quality and obtain maximum benefit
and efficiency, Capital Metro will offer open return service
for medical trips, jury duty, and travel return, provided the
passenger designates an estimated time of return.
• Medical trips include treatment destinations for both the
passenger and service animal.
• If a no-show is assessed to the customer as a
consequence of a delay beyond his/her control, Capital
Metro will remove the no-show expeditiously upon
notification.
9
11. Open Return Policy
Staff Recommendation:
Trip purposes limited to: medical trips, jury duty and
return from travel
Estimated return time required when scheduling trip
Staff Recommendation Responds to:
MMWG: Consensus
Community Feedback: Maintain Open Return Services for medical trips, jury
duty, and travel return
10
13. Eligibility and Appeals Processes:
E-1: Application Consensus
Capital Metro should use an individualized application that is
comprehensive, accessible, objective, functionally-focused
which emphasizes ease of completion with limited open-ended
questions. The application should be forwarded to interested
applicants and processed by Capital Metro.
12
14. Eligibility and Appeals Processes:
E-2: Individual Interview & Orientation
Consensus was not achieved
Disagreement: Required vs. As-Needed Option
– Staff Caucus: Required Interview and Orientation
– Community Caucus: As-Needed
13
17. Eligibility and Appeals Processes:
E-4: Recertification of Current Customers
Consensus was not achieved.
Disagreement: Required vs. Grandfathered Option
– Staff Caucus: Required for current customers
– Community Caucus: Not required for current customers
16
18. Eligibility and Appeals Processes:
E-5: Unconditional Eligibility Recertification Consensus
Recertification of those customers with unconditional
service functions as an update of contact information
and/or an opportunity to outline changes in
MetroAccess policy, rather than as a functional re-
evaluation of the customer’s abilities.
Recertification will be required every three years.
17
19. Eligibility and Appeals Processes:
E-6: Conditional Eligibility Recertification Consensus
Recertification for those customers with conditional
eligibility will require, at a minimum, a Filter 1- Initial
Screening with the option to move to a Filter 2- More
Extensive Functional Assessment as needed.
Recertification will be required every three years.
Because one’s function may change over time, a client with
conditional eligibility can request re-consideration of his/her
functional abilities at any time during the thirty-six months
between recertification.
18
20. Eligibility and Appeals Processes:
E-7: Request to Appeal Eligibility Consensus
A passenger has up to 60 days after the receipt of the
determination letter that denies eligibility to appeal to Capital Metro.
19
21. Eligibility and Appeals Processes:
E-8: Appeals Process Committee Consensus
The Appeals Process Committee is comprised
of 3 members, which will include:
1. The Capital Metro employee with primary responsibility for
organizational accessibility resources, recommendations, and support
for persons and programs associated with the disability community.
2. An individual who has some knowledge of transportation for persons
with disabilities and functional assessment. This individual would be
drawn from a Board-appointed pool of qualified individuals, serving on
a rotating basis.
3. An ACCESS Committee member, or an individual designated by the
ACCESS Committee.
20
22. Eligibility and Appeals Processes:
E-9: Appeals Process Observers Consensus
One member of the ACCESS Committee may serve as
an observer to the process, with a preference for an
observer whose function is similar to/analogous to the
function of the person who is appealing. This observer
will serve as a liaison to the ACCESS Committee.
21
23. Eligibility and Appeals Processes:
E-10: Procedural Safeguards and Final Determinations Consensus
Metro ACCESS employees who participated in the
interview and orientation process may not participate in the
appeal, except to provide information related to the
assessment.
Capital Metro will provide a decision within 30 days in the
accessible format the passenger prefers. This notification
will include the address, website, and toll-free number of
the Federal Transit Administration.
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24. MMWG Dispute Resolution Summary
Issue Community & Staff
Taxi No Consensus
Levels of Service Consensus
Open Returns Consensus
E-1 (Application) Consensus
E-2 (Individual Interview & orientation) No Consensus
E-3 (Two filter eligibility process) Consensus
E-4 (Recertification of current customers) No Consensus
E-5 (Unconditional eligibility recertification) Consensus
E-6 (Conditional eligibility recertification) Consensus
E-7 (Eligibility appeals process) Consensus
E-8 (Appeals process committee) Consensus
E-9 (Appeals process observers) Consensus
E-10 (Safeguards and Final Determinations ) Consensus
23
25. Eligibility and Appeals Processes:
Eligibility for Paratransit Service
Staff Recommendation:
Individualized application and medical verification (E1)
Individual interview and orientation by staff (required) (E2)
First level functional assessment by a 3rd party (E3)
Second level comprehensive functional assessment by a 3rd party (E3)
Up to four years of eligibility (E3)
Appeals board with 1 ACCESS advisory committee, a member appointed
by the Board, and the Capital Metro ADA Coordinator (E8)
Staff Recommendation Responds to:
MMWG: Consensus on application, medical verification, 3rd party functional
assessments, 3 year eligibility & appeals board
Community Feedback: Desire for 3rd party assessments and revised application
24
26. Eligibility and Appeals Processes:
Recertification for Paratransit Service
Staff Recommendation:
All existing customers must go through the new eligibility process
After initial recertification:
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 re-consideration at any time.
Community Feedback :
Less restrictive process for unconditionally eligible customers to recertify.
25
27. Eligibility Process Paratransit Service
Application with
Step #1 professional verification
In-person interview &
Step #2 orientation by staff
Screened In
MetroAccess
First level functional
Step #3
assessment
Screened In
MetroAccess
Comprehensive functional
Step #4
assessment
Screened In
MetroAccess
NOT ELIGIBLE FOR METRO ACCESS APPEALS PROCESS
26
28. Taxi Program
Staff Recommendation:
Eliminate Voucher on Request Program due to possible
discriminatory practice and concern over capacity limitations.
Transition subscription vouchers to MetroAccess vehicles as
space becomes available.
Staff Recommendation Responds to:
MMWG: No consensus reached
Community Feedback: Equity concerns for non-ambulatory customers
27
30. Paratransit Service Area
Staff Recommendation:
¾ Mile service area
Work with displaced customers on an individualized 90-day
transition plan with an option to extend transition 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
29
31. Call Center Operations
Staff Recommendation:
Call center hours:
7am – 5pm Weekdays
8am – 5pm Weekends
3 day advance reservations
Allow 6 day 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.
30
32. Next Steps
August: Proposed policy change recommendations
September: Community outreach on recommendations
Board Public hearing
Summary report of community outreach
Board adoption of Metro Access policy changes
October: Draft ADA Plan update
Board direct staff to take ADA Plan update to public
November: ADA Plan public hearing
Board adoption of ADA Plan
31
33. Action Needed from the Board
Work Session August 17: Provide direction to staff
related to policy recommendations
Board Meeting August 23: Approve policy
recommendations for public outreach
32