Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families (2014)

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Page 8-1 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families The preceding chapters provided guidance for identifying unmet and under-met transportation needs among veterans, active duty military, and their families and for assessing options to meet those needs through existing or new transportation services. In particular, Chapters 6 and 7 describe options to use and enhance existing public transit and specialized transportation programs to meet the identiied transportation needs of the target groups. However, in some communities and in some situations, modifying and enhancing existing programs may not be suficient to meet the volume or nature of the trips that are needed, and you may want to consider initiating a new transportation service. If this is the situation in your community, this chapter will provide information, suggestions, and tools that will save you time, hassle, and money when you get involved in organizing, managing, and funding transportation service. Organizaonal Opons Starting at the beginning, let’s clarify the options you have to provide your new transportation service to beneit veterans, service members, and families. Complement, Don’t Compete It may be obvious, but establishing and operating transportation service can be a costly proposition. Even if you base your program on volunteer drivers, the costs of providing the vehicles, maintenance, insurance, fuel, ofices, telephones, etc. add up quickly. To maximize the effective use of funding, therefore, a key principle should be to design new services to ill in the gaps in existing programs, rather than to initiate a new service that will duplicate existing programs and services. A caveat to this approach: your needs assessment may ind that certain trips by public transportation require riders to transfer from one service to another (or perhaps transfer more than once) to make a single trip, which happens because public transit services generally operate within Business Pracces: “Let’s Make a Deal” Chapter 8

Page 8-2 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Yellow Cab of Little Rock Central Arkansas Veterans Healthcare System contracts with Little Rock Yellow Cab to transport eligible patients, lab specimens and other items. Cost-saving measures include standard rates for frequent destinations; €lat rates for local packages and specimens regardless of distance or time needed; and long-distance patient transport when the VA transportation is not available. TCRP Research Results Digest 99: Improving Mobility for Veterans, April 2011. political boundaries that may not match individuals’ travel patterns. This may result in gaps due to poor transfer connections. If it’s not possible to avoid such multi-transfer trips, those gaps—and the inconvenience involved in transferring between services—can be minimized by coordinating bus arrival times (and arranging transfer fares so riders avoid paying a full fare for each additional leg of the trip). Making new transfer connections or improving existing ones can help to ensure services are complementing and not competing. Build on Exisng Services Where Possible While there can be a sense of pride in creating a new organization and service program within your community, the vagaries of public and non-pro€it funding suggest that it’s worthwhile to consider whether workable alternatives are available. There may be options in your community to build on an existing service or provider, instead of implementing a brand new service, and this may save money and result in more ef€icient services. Possible options include: Charter Bus and Private Transportation Providers. Most mid-size communities have some type of private transportation company, perhaps operating charter bus services, contracted school bus service, commuter shuttles or, in some cases, operating the public transit services under a contract arrangement. These operators will likely have the employees, facilities, equipment, and knowledge to operate additional services, including your new service under the right arrangement and cost. Specialized Transportation Programs. Many community programs €ind it necessary to provide dedicated client transportation to support their primary mission. Examples include Adult Day Care, Senior Centers, Medical Centers and even some churches. Depending on their own program needs, vehicles and equipment may be under- utilized at times during each day, providing the opportunity for the program to generate additional revenues by providing transportation for another program. Taxicab Providers. Taxicabs can be found in cities and towns, large and small. While the image of a taxicab brings to mind an image of some sort of mileage-based fare rung up on a meter, taxi companies operate a range of services that can be charged on mileage-based or negotiated €lat-rate fares. For trips involving only a few passengers, taxis could be an ef€icient and cost-effective option.

Page 8-3 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Iniang a New Service In certain situations, the best option may be to create a new transportation program under the authority of an existing community organization. This might be a reasonable option where signiicant trip demand has been identiied and no existing public or private transportation provider is apparent which could operate the service effectively. If a capable local organization is interested and willing to take responsibility for the program, and adequate and predictable funding has been identiied and committed, a new program may be warranted. And certainly other factors can play into the decision to initiate a new transportation service. Once a decision is made to create a new service, among the immediate questions will be who will operate the service: the host organization with its own employees or volunteers, or contracted to a management irm. Operating a transportation program “in-house” versus contracting for the operation is an important decision with advantages for and against: Advantages with operation in-house: o Can use existing employees and volunteers. o Maximum control over employee performance. o Maximum control over services being delivered. o Possible cost-savings if existing staff and facilities are available. Advantages with contracted operations: o Services may be changed or eliminated with minimal notice. o Experienced in transportation management and operations. o Management irms have experience complying with state and Federal requirements. o Able to leverage costs of specialized facilities, equipment, and technical support. o Able to provide adequate insurance protection. o Potential cost-savings over fully-costed in-house operation. Funding Transportaon Services When thinking about how to fund a transportation service, it is important to be realistic. Public transit services commonly have costs from $50.00 to $75.00 per hour of service, and even higher for specialized paratransit services. Operating a single vehicle over the course of a year can cost upwards of $100,000, depending upon the number of operating hours and the distances traveled. Costs for services operated by non-proit organizations, community agencies, and some taxicab and private services can sometimes be signiicantly

Page 8-4 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” less, beneitting from shorter trip distances, shared vehicles, leveraged employees and facilities, in-kind donations, and volunteer labor. Begin by Developing a Budget The irst step in identifying and securing funding for your transportation program is to develop a realistic operating budget for at least the irst three years of the service. Why three years? By projecting your costs for three years, you’ll be able to: 1) Show the growth of the service from start-up to operating stability. 2) Amortize the cost of vehicles, equipment, facilities, and start-up over a reasonable period. 3) Establish a track record for securing new and renewed funding for Year 4 onward. What should you include in your operating budget? The simple answer is to include anything that you expect to have to pay for or that your transportation service should share the cost of providing. With a new service, it may be tempting to trust that goods, services, labor and even ofice space will be provided free of charge by an existing organization or government agency. While possibly true in the short term, over the budgeting period of three years, it is much better to realistically budget the costs of all services, labor and overhead, which can create opportunities for in-kind match (discussed a bit later in this chapter). Here’s a brief list of cost categories that might be included in your projected budget: Labor for drivers, ofice staff, mechanics, and supervision. Be sure to include a portion of the costs of any staff that will be shared with the new service, like accounting staff and the organization’s executives. Fringe beneits for all staff. Hiring and training costs. Ofice and facility costs: rent, janitorial, utilities. Telephone and other communications costs (how will you be communicating with your drivers?). Computer hardware and software. Vehicle costs—rent or lease payments, maintenance, parts and supplies, cleaning and servicing, and fuel. Insurance, both liability and collision. Once you have a projected operating budget, then it’s time to begin your search for funding, from traditional sources like government programs to less structured opportunities such as local foundations, private irms, and

Page 8-5 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” organizations and programs whose purpose is to serve veterans, active duty military, and their families. Federal Funding Secon 5310, Enhanced Mobility of Seniors and Individuals With Disabilies To be realistic, Federal funding for new specialized transportation is limited and the competition can be ierce. That being said, there are funds within Section 5310 of the current surface transportation program—MAP-21, or “Moving Ahead for Progress in the 21st Century”—that are available to “enhance mobility for seniors and persons with disabilities by providing funds for programs to serve the special needs of transit-dependent populations beyond traditional public transportation services and Americans with Disabilities Act (ADA) complementary paratransit services” (19). Section 5310 funds are apportioned by urbanized and rural areas based on the number of seniors and individuals with disabilities and awarded through a competitive process to select subrecipients. The subrecipients may be states or local government authorities, private non-proit organizations, or operators of public transportation that receive a grant indirectly through a recipient. At least 55% of these Section 5310 funds must be spent on capital projects— including the purchase of vehicles—to meet the special needs of seniors and individuals with disabilities when public transportation is “insuficient, inappropriate, or unavailable.” The remaining 45% of the funds may be used for speciied public transportation services or for “Alternatives to public transportation that assist seniors and individuals with disabilities,” which certainly appears to cover many possible transportation programs for veterans. The decision to apply for Federal funding, however, needs to be done with full understanding of the likelihood of success and the reporting and program responsibilities that accrue to each successful applicant. In both regards, the experience of prior and current grant recipients of Section 5310 funds should be sought out for insight on the application process and understanding of the obligations that come along with the funding. Particularly for small organizations seeking only limited funds, it is important to weigh the receipt of Federal funds with the accompanying requirements, particularly as those obligations continue through the useful life of the capital equipment. Included in the Tools section of this chapter is a useful table showing the applicability of Federal Third-Party Contract Clauses to different types of procurements. Procedures for applying for 5310 funding differ from state to state so the irst step is to ind the point of contact in your area for this grant cycle and to be

Page 8-6 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” A good resource to learn about state funding for veterans’ transportation is a report by the National Conference of State Legislatures, titled, A Mission to Serve: State Activities to Help Military Veterans’ Access Transportation. See this link: http://www.ncsl.org/research/military-and-veterans-affairs/mission-to-serve-report-veterans-transportation.aspx sure that you are on their mailing list for their annual or biennial grant cycle. Sometimes this is the state department of transportation and sometimes it may be a regional planning body such as a Metropolitan Planning Organization or a Council of Governments. When the current cycle grant application is obtained, new applicants might look �irst to the proposal evaluation criteria. Writing your proposal speci�ically to those criteria helps to ensure that your grant request is successful. Veterans Affairs Department, Grants for Veterans in Highly Rural Areas This is a very new grant program intended to “… provide grants to eligible entities to assist veterans in highly rural areas through innovative transportation services to travel to VA medical centers, and to otherwise assist in providing transportation services in connection with the provision of VA medical care to these veterans…”(20) Eligible applicants for this grant program are veterans service organizations and state veteran service agencies, which may provide funding to other entities so long they are identi�ied as subrecipients in grant applications to perform work for grantees in administration of all or part of the grantee’s programs. And “highly rural areas” are de�ined as “…an area consisting of a county or counties having a population of less than seven persons per square mile.”(21) The maximum grant under this new program will be $50,000 and there is no requirement for matching funds. State and Local Government Funding Transportation funding programs do exist at state and local government levels, and there may be some, perhaps limited, potential to fund new services targeted to veterans and service members, though incumbent service providers will be understandably protective of their current funding. Eliciting the cooperation and support of existing transportation providers to expand funding to address unmet travel needs could be one strategy to create a win-win situation for all concerned. Another advantageous strategy would be to diversify your program’s funding across several sources rather than to rely on a single primary funding program. This approach also has the obvious advantage of lessening the risk to your organization if one fund source pulls out. For example, Tribal transit programs that have identi�ied and use multiple funding sources have proven to be more successful and long-lasting than those relying solely on one or two sources. It is worthwhile to investigate state funding for veterans transportation, as many states have such programs. In Texas, for example, the Texas Veterans

Page 8-7 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” The Riverside Transit Agency in Southern California adopted a new policy in 2013, allowing all military veterans to ride at a discounted rate, and active duty military, police and �ire personnel to ride for free. The policy allows veterans to ride for just 70 cents—the same as senior, disabled and Medicare riders. Also, RTA reduced prices on 1- and 30-day passes for veterans. Funding to offset lost fare revenues from the new policies will come from the transit agency’s share of local transit taxes. Commission administers a funding program with grants to eligible charitable organizations, local government agencies, and veterans service organizations that provide direct assistance, which speci�ically includes transportation, to serve Texas veterans and their families. Funded primarily through “Veterans Cash” scratch-off lottery tickets, this program—Fund for Veterans’ Assistance—provides signi�icant funding. The Commission has awarded close to $700,000 to Texas counties and non-pro�it organizations to provide transportation to veterans and their families since 2009 (22). In Wisconsin, “County Transportation Services Grants” are available in counties unserved by the DAV volunteer driver program and may be used for capital and operating costs to develop, maintain, and expand transportation services for veterans (23). Local funding may also be available from cities and counties, either from their general funds or special tax measures for targeted projects. King County, Washington, as one example, has a Veterans and Human Services Levy, �irst passed by county voters in 2005 and renewed in 2011, which provides funding to help veterans, military service members, and their families as well other individuals and families in need. Although transportation is not a listed focus area, “supportive services” are included, which possibly could include transportation. And when public transit agencies establish free fare policies for veterans, as a growing number of agencies are doing, these fares are often offset by local city or county revenues. Non-Traditional Fund Sources In addition to government funding, a range of other fund sources may hold potential for supporting transportation services to veterans and service members. The key with any of these is to be clear on who your program is attempting to serve, and then be �lexible on how you’re to accomplish that goal. Some places to look for funding are listed below. Public Transit Service ContractsUnder the Americans with Disabilities Act (ADA), public transit agencies operating �ixed route services must provide complementary paratransit service to individuals who cannot utilize public �ixed route services due to disability. In some communities, the public transit agencies are now contracting with local non-pro�it organizations to provide transportation to individuals—often the non-pro�its’ own clients—who might otherwise be traveling on the public transit agency’s ADA paratransit service. This arrangement bene�its the public transit agency since the rate of compensation

Page 8-8 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” In Jackson County, Oregon the Rogue Valley Transportation District opened discussions with a local fruit packing company about sharing the cost for a special shuttle to the company’s packing and shipping facility for its �irst shift workers. Spurred by a coordinated plan update, plans called for the shuttle totransport veterans from a local Veterans rehabilitation facility and others to the company’s plant in time for the 5 a.m. shift, which is not possible with the transit provider’s existing service hours. is the same or less per trip than the cost of the public agency providing the same trip and, by contracting certain trips or trips during certain hours, the public agency can often avoid adding service capacity. This possible funding opportunity could be investigated in your community by determining the trips you are intending to serve, and then approaching the public transit agency whose service area matches the intended trips (and for some trips, this could involve two transit agencies if the trips cross service areas). The public transit agency might be interested in contracting for provision of these trips rather than have them become trip requests in their paratransit system. The Orange County Transportation Authority, California, for example, has such contracts with six community organizations which collectively provided a total of over 200,000 trips in �iscal year 2012. The transit agency estimates it saved over $4 M by contracting with these local organizations to provide the trips rather than providing them through the transit agency’s ADA paratransit service. Healthcare Providers In many communities, the local hospitals and healthcare providers have entered into long-term funding partnerships with senior transportation programs to underwrite the cost of non-emergency medical transportation, thus facilitating seniors’ access of all medical services, including those of the sponsoring organizations. In Placer County California, for example, three local healthcare providers combine to provide a total of $125,000 annually for the operation of door-to-door, advance reservation trips for non-emergency medically-related appointments in the western half of Placer County. Such funding satis�ies community outreach objectives of non- pro�it hospitals. Federally quali�ied rural health clinics are new entities under health care reform legislation and are likely to become more involved in ensuring their patients get to health care appointments. They may be open to transportation partnerships, particularly when approached by a local coalition of partners. Similarly, as medical services become increasingly focused on health outcomes and are encouraging more preventive care, new transportation partnerships may develop. Private Business Funding To ensure the operation of public transit within convenient distance of workplaces as well as shopping and other major destinations, private sector �irms are increasingly helping sponsor transit routes and stops in order to ensure access for their employees, clients, shoppers, and patients. In some

Page 8-9 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Private Donations—Great Falls, Montana A veteran volunteer at the local VFW in Great Falls, Montana recognized the transportation needs of the area’s homeless veterans (Malmstrom Air Force Base is nearby) and donated $200 in 2011 to the local public transit agency to purchase trips for the veterans. Word spread rapidly, and the donated trips were gone in just two weeks. The transit manager issued a press release in the local paper describing the donation-funded program, inspiring new donations from two local businesses, including a large car dealership and several individuals. Two years later, private donations continue to fund the program, with “subscription” donations and one-time donations from individuals as far away as Texas, Oklahoma, and Maryland. Collectively, the donations total more than $2,000 each month, supporting veterans’ trips on Great Falls Transit. In July 2013, the privately-funded program provided almost 600 transit trips for needy veterans. cases, such sponsorship can provide a certain dollar amount or percentage of the transportation cost, can guarantee a speci�ied fare recovery, or contribute on a per-passenger basis. For veterans’ transportation, private sector funding might underwrite transportation to job-training and work sites, for instance. Private Foundations and Donations One unquanti�iable fund source could be private foundations, which often focus their funding geographically or for speci�ic purposes. Foundation grants generally focus on speci�ic efforts and campaigns and do not usually fund normal day-to-day operations. For a new transportation program, a foundation grant application might fund special equipment or software, underwrite initial outreach and information, or provide needed matching capital funds. Finding your way to private foundations with a history of funding in your region can be done through longstanding, strong human service organizations in your area. Sometimes the 2-1-1 or United Way organizations can provide good leads as to what foundations may consider supporting your project and in what ways. Private donations are another option. Local businesses and individuals can be generous when they learn of a locally-based program that helps veterans in their community. Matching Funds Many government and foundation grants and funding programs limit their portion of the project funding to a speci�ied percentage of the total project cost, requiring the applicant agency or organization to provide the remainder of the funding from other sources—that is, “cash match”—or through the donation of in-kind labor and services—“non-cash match.” Under FTA’s Section 5310 program, for example, the Federal share of eligible capital costs may not exceed 80% of the net cost of the activity with the local share being no less than 20%. A “cash match” can come from an organization’s cash reserves, a service agreement with another service agency or social service organization, or, in some cases, from other non-Department of Transportation Federal programs that are eligible to be expended for transportation.

Page 8-10 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” A “non-cash match” may be donations, volunteer services, or in-kind contributions so long as: The value of each is documented and supported,The match represents a cost which would otherwise be eligible under the program, and The cost is included in the net project costs in the project budget. (24) Examples of possible non-cash match include: labor and fringe bene�it costs of management and support staff who are paid from the parent organization’s budget but will contribute a certain number of hours to the transportation project annually; the cost of of�ice and facilities (including utilities) that are owned or contributed; volunteer time and mileage; and other local operating costs. TIP When calculating the cash match of volunteer labor, which is allowable as in-kind match for some Federal transit programs, be sure to include it as an expense, as well as a revenue, in order to ensure it is properly accounted for. In calculating the value of volunteer labor, establish a rationale for how you arrive at your volunteer hourly rate. One good resource, based upon 2011 dollars, can be found at: http://independentsector.org/volunteer_timeA table of volunteer hour rates by state is included in the Tools section of this chapter. Nuts and Bolts: Practical Operating Issues You’ve done your planning and outreach, which has identi�ied a speci�ic transportation need that your community can provide to its veterans, active duty military, and their families. A budget has been developed and funding secured. So now it’s time to design the service and make a hundred decisions on how the service will actually operate. This section highlights common issues and decisions that may arise with a new service (or with one that’s been operating for years). Vehicle Issues and Options What Type Vehicle Do You Need? If you’re going to operate a transportation service, �irst determine what type of vehicles will be needed: will a normal passenger sedan suf�ice or will some of your intended passengers be using wheelchairs and other mobility devices? How many passengers might you be transporting on a single trip, only one or two, or maybe 10 to 15 or more? What kind of roads will you be operating over

Page 8-11 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” and how long will the distances be? Make sure the vehicles that you obtain are appropriate to the service that you’ll be providing. For many services, a lift- or ramp-equipped van with capacity for up to eight passengers plus the driver will provide a great deal of �lexibility to meet different travel needs while not being overly dif�icult to operate. Licensing Requirements Another consideration in determining vehicle size, however, is the driver license requirements of your particular state, particularly if you anticipate using volunteer drivers. California, for example, requires a Passenger Vehicle Endorsement to operate any vehicle designed, used or maintained to carry more than ten passengers including the driver. In Florida, a similar endorsement is required to operate any vehicle, public or private, designed to transport 16 or more passengers, including the driver. TIP To �ind the licensing requirement in your state, search “passenger transportation” on the Department of Motor Vehicles or equivalent website. Ramps Versus Lifts If you expect to be transporting individuals who use wheelchairs and other mobility devices—and particularly motorized wheelchairs or scooters—at least one of your vehicles needs to be fully-accessible, meaning that it is equipped, among other features, with a passenger lift or ramp, appropriate areas for transport of one or more wheelchairs or mobility devices, and devices inside the vehicle to secure the wheelchair or mobility aid during transport. Some vehicles use hydraulic lifts to raise the passenger and wheelchair to the height of the vehicle interior while other vehicles, particularly minivans and low-�loor vehicles, use ramps. Lifts and ramps have advantages and disadvantages, although you may not have a choice depending on the type of vehicle you’ve selected. Generally speaking, ramps have fewer mechanical and electronic components, so may be easier to maintain. Ramps, though, can be more dif�icult for the driver to deploy. Using Volunteers’ Vehicles Most programs that match volunteer drivers to individuals who need trips to medical appointments or for other trip purposes rely on the individual volunteer to use their own vehicle. Especially for medical trips, some of the trips can be all-day and cover hundreds of miles for a single appointment. In

Page 8-12 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” such cases, the volunteer is probably more comfortable driving their own vehicle and the sponsoring organization avoids a large capital investment for a one-person trip. Volunteer drivers in such programs generally receive a per- mile reimbursement to cover fuel, maintenance and vehicle costs. Drivers must provide documentation of a current vehicle registration and automobile insurance. Many programs provide an umbrella liability insurance policy to provide added protection to both the volunteer and the organization should there be any type of accident or injury. (Additional information on volunteer driver programs is provided in Chapter 7.) Vehicle Donaon Programs Many public transit agencies offer their used paratransit vehicles to other government agencies or non-pro€it community organizations when they are replaced, rather than sending them to auction or selling them directly to private parties. These donated vehicles enable the receiving organizations to provide transportation to their clients and others, and possibly reduce trip demand on the public paratransit service. While donation programs vary, the paratransit vehicles retired by public transit agencies have usually been professionally maintained to high standards throughout their use and have many years of remaining use for their receiving organization. Interested? Contact your local public transit agency and ask if they donate retired vehicles to local organizations. If they don’t do this already, don’t hesitate to suggest that this would be good for the community and also good publicity for the agency. Beware of Gi Vehicles Having just encouraged you to consider vehicle donation programs, it may be ironic to suggest that you shouldn’t be too quick about accepting donated vehicles unless the vehicle is what your program needs and its maintenance records are in order. A vehicle that isn’t quite right for your service—too large, not accessible, uncomfortable or awkward passenger seating, or one-of-a-kind and dif€icult to maintain—may be more trouble than it’s worth, literally. The fact is that obtaining a good, reliable vehicle is generally easier than coming up with the funds every year to keep it operating. Consider Vehicle Sharing In many communities, there are under-used vehicles owned by government and social service agencies, community organizations, and faith-based organizations. Such vehicles may be used for only limited periods—only certain days each week or for a few hours each day, and they may be a possible resource for initiating new transportation service without going to the expense of bringing more vehicles into your community.

Page 8-13Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Vehicle sharing could involve renting the vehicles from another agency during their unused periods or contracting for another organization to provide you with a vehicle plus a qualiied driver to transport your clients during speciied hours. Among considerations should be: provision of insurance, maintenance of the vehicles, servicing and cleaning, responsibility for vehicle breakdowns, driver training and licensing, and compensation for the services provided. A sample agreement for vehicle sharing is included in the Tools section of this chapter. Vehicle Maintenance Once you have vehicles, you’ll need to maintain them on a regular basis and repair them when they break down. If your organization has its own vehicle maintenance capability, your existing staff will most likely be able to perform normal maintenance of the vehicle engine and chassis since most small transit vehicles are built on light and medium-duty truck platforms. The paratransit vehicle body and specialized equipment such as the passenger lift, communications equipment, and wheelchair securements may require special training, expertise, and tooling. Other options for maintaining your vehicles or their specialized equipment are discussed below. Contract Maintenance to Private Vendors Local auto dealerships and garages, perhaps with a bit of technical assistance, will be able to carry out normal maintenance on small to mid-size transit vehicles. If maintenance is carried out by the same dealer as the manufacturer of the underlying chassis (usually Ford or Chevrolet/GMC), that dealership should also be able to perform any warranty work that might be needed. Contract Maintenance to Transit Contract Firms Another option for contracted maintenance would be other private operators of bus leets in your community, such as charter bus companies, school bus operators, and transit contract irms, if there are any in your local area. All these operators have experience with passenger vehicles and their specialized equipment. In some cases, however, such irms are unwilling to maintain vehicles other than their own. Contract with City or County Agencies Most municipal and county governments operate a corporate yard of some type to maintain public works, emergency response, and administrative service vehicles. For such operations, maintaining smaller transit vehicles is

Page 8-14 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” OUTREACH is a non-pro�it agency in Santa Clara County, California, that provides a range of community-based transportation services. As the broker for the local transit authority’s ADA paratransit service, the agency negotiated with Santa Clara County to maintain the paratransit vehicles, a more cost-effective option than maintenance through the ADA contractor. By removing the maintenance costs from the paratransit contractor, the non- pro�it agency realized an estimated 12.5% reduction in maintenance costs. not a technical challenge, however, there can be issues of maintenance priorities where police and �ire vehicles are involved. Maintenance as an In-Kind Service Yet another option for maintaining your vehicles would involve a public transit agency, other government agency (city or county, for example), or a community non-pro�it organization providing vehicle maintenance services for your organization, and to do so as an in-kind donation to your program. This approach has the advantages of securing maintenance services for your vehicles, obtaining an in-kind donation that will reduce your cash fund requirements, and the public or non- pro�it agency is able to support your transportation program without a cash outlay. A Final Word About Maintenance However your vehicles are maintained, it is essential that thorough documentation is maintained on all preventive maintenance inspections, regular maintenance, and repair work that is performed on your vehicles. In some states, the vehicle codes are speci�ic as to the frequency of inspections and maintenance and the records that must be maintained. Storing and Servicing Your Vehicles Whether your organization has a single vehicle or 20, suitable secured storage space will be needed where they can be stored when not in service. Ideally, a storage area will be paved, fenced so that entry can be locked off, lighted both for early morning and evening vehicle servicing and security, and reasonably public and open so that any suspicious activity can be observed. If your organization operates only a few vehicles, the cost of a dedicated facility such as this may be prohibitive. An alternative might be to obtain permission to park your vehicles in another agency or organization’s secured facility, such as a city public works yard. An arrangement to share a storage facility will probably require an agreement specifying how and when access will be granted, the activities that can and cannot take place on the facility, respective insurance requirements, and liability of the parties in the event of damage to the vehicles while parked on the property. In addition to storage, your vehicles will need to be serviced on a regular basis as well as before and after each use. Servicing includes the conduct of required pre-operation inspections, cleaning the interiors of the vehicles, washing the

Page 8-15Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” exteriors, and fueling the vehicles. While pre-operation inspections and minor daily cleaning of the interiors is generally done at the storage facility, vehicle washing, fueling and more involved servicing will need to take place at appropriate facilities away from the storage facility. Washing, for example, needs to be done at a location where the waste water is captured and treated before it is disposed of into a sewer. Self-service car washes are used by many smaller transportation programs, or you might arrange to use washing facilities at a city or county maintenance facility (again, another possible in- kind service). With Federal and state environmental requirements, few small organizations have on-site fueling facilities, most choosing to use local gas stations and commercial fueling facilities. Accounts can be established with such facilities so that a credit or fuel card can be issued to each vehicle, thereby tracking the fuel usage by vehicle and allowing any driver to fuel their vehicle when necessary. Make sure to closely track fuel usage to ensure that other vehicles are not being fueled on your account! Driver Licensing and Training As noted earlier in the discussion of vehicle selection, in most states the passenger capacity—including the driver—of the vehicle, perhaps in combination with the weight of the vehicle, determines the licensing requirements to operate that vehicle in passenger service. The requirements for securing the needed licenses and endorsements will be speci…ied in each state’s motor vehicle codes and generally involve a combination of classroom and on-the-road training followed by a written and practical driving exam. Because the training required to obtain a specialized passenger transportation license and/or endorsement is exacting and must be presented by quali…ied instructors, organizations operating only a few vehicles often procure vehicles that do not require special licensing, that is, they limit the passenger capacity of their vehicles to no more than the number of passengers that can be legally transported using only a basic driver’s license for their state. In Washington State, for example, that limit would be no more than 15 passengers including the driver; in California, it is 10 passengers or more. Smaller organizations that have vehicles requiring special licensing have a couple of alternatives to providing a suitable training program themselves: First, they can speci…ically recruit for and hire drivers who already have and maintain the required special licensing. Many people obtain this licensing through a job, then move or change positions and look for similar driving positions requiring this quali…ication. A second option is to arrange for training needed to obtain the special licensing and quali…ications from another local public agency or non-pro…it organization that does have a capability to provide this training. This second option would

Page 8-16 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” enable you to qualify existing staff or volunteers to drive new or larger vehicles, however this opportunity may or may not exist in your community depending on available organizations and their willingness to provide such training. A good place to recruit for prospective drivers with existing licensing would be through VSO and veterans’ networks since many veterans have applicable military training on specialized vehicles and may have obtained passenger transportation license certi�ications for other positions. Insurance Liability insurance is absolutely essential if your organization is going to operate or otherwise provide transportation services, and physical damage coverage on any vehicles is also essential, so that they can be repaired following any collision or damage. The termination or failure to provide insurance coverage, in fact, can bring about immediate service suspension in most public transit systems. Many companies can provide liability and physical damage insurance coverage for passenger operations, though smaller non-pro�it organizations may be better served by carriers that are familiar with the limited resources of the small non-pro�it. For this reason, California non-pro�it transportation providers in 1987 organized their own insurance program, the NonPro�its’ United Vehicle Insurance Pool, which today provides business auto liability and physical damage coverage to senior centers, food banks, group homes, child development programs, and other non-pro�it organizations across the state. Another, larger provider is the Nonpro�its Insurance Alliance Group (http://www.insurancefornonpro�its.org) which provides liability insurance and risk management resources to non-pro�it organizations in 31 states and the District of Columbia. The easiest way to �ind sources for vehicle insurance coverage in your area is to ask other non-pro�it organizations who their insurance carrier is and how satis�ied they are. The insurance coverage your organization needs and how you provide it may differ depending on the nature of your service. Here are some considerations: Volunteer Drivers Operating Their Vehicles. Programs in which the volunteer uses their own auto to provide trips require proof of the driver’s valid driver’s license, driving record, auto registration, and basic automobile insurance coverage. The sponsoring agency usually provides an umbrella liability insurance coverage up to $5 or $10 million over the volunteer’s policy limits to protect both the volunteer and the organization. Some organizations, such as Seniors First in Placer County, California, provide insurance coverage that takes the

Page 8-17 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” place of the volunteer’s policy while they are providing a designated trip. Providing additional insurance coverage for your volunteer drivers will help your organization to attract and retain a willing and active pool of volunteers by removing the added
inancial responsibility of transporting passengers. Contracted Transportation Services. If your organization is contracting or otherwise buying services from a for-pro
it or other non- pro
it organization, that service provider should be responsible for providing the insurance coverage unless your organization speci
ically decides to take on that responsibility. There are very few reasons why you would choose to do this. Make sure that you have current insurance certi
icates from your service provider at all times and that your organization is named as an additional insured on those policies. Borrowed or Shared Vehicles. Vehicle insurance is provided by the organization responsible for driving the vehicle unless speci
ically set up otherwise. In some public transit systems, the agency will provide the insurance coverage to their contractors in order to utilize self- insurance and risk retention strategies to control costs and to maintain control over claims administration. In all other situations, expect that your organization will be responsible for providing vehicle insurance whenever your employees or volunteers are operating a vehicle. This means that clear documentation will be needed to show exactly what vehicles were being operated by whom and during what periods on what days. If there is a claim, you’ll need to be able to prove your organization was or was not responsible for a speci
ic vehicle at certain days and times. And Who Are You Transporting? Since you’ll be providing a transportation service, your insurance policies will obviously cover the passengers, but how about family members who need to accompany the passenger? And if family members are allowed, is this just the spouse? What about young family members? The project’s Phase 1 research found a couple of examples of existing transportation services for veterans that did not always allow family members to accompany the veteran. For many veterans and active duty military, family members will be accompanying them on their travels, so make sure that your insurance coverage recognizes and allows for this reality. Recordkeeping and Reporng Assume that someone—and more likely multiple someones—will want to know exactly what your transportation service has done each month and how much those services have cost. Who you’ll need to report to and with what data will depend on your funding sources, parent or sponsor agencies and organizations, donors, community partners, passenger groups, and even the interests of your community at large.

Page 8-18 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Transportation, by its nature, has a lot of moving parts and pieces that can be counted and tallied to document what’s being done. That suggests a need to design your data collection carefully to prevent overwhelming yourself and others with too much data while ensuring that the really necessary data is collected and maintained accurately. Most operating data will need to be recorded on each service day, summarized monthly, and reported annually; inancial data is generally calculated monthly with the exception of passenger fares or donations (if fares or donations are involved), which are recorded daily. The Tools section of this chapter has a listing of operating and inancial data you’ll want to consider collecting and of performance measures that are commonly used by the transit industry to measure and track service performance. Data Sharing with VA on Free Trips to VA Medical Facilies One inal note on recordkeeping: if your transportation program is providing free trips for veterans to the VA Medical Center or other VA medical facilities, such as through a volunteer driver program, data on those passenger trips should be collected and maintained, with the ability to share that trip information with the VA. The VA, through its mileage reimbursement beneit, reimburses certain eligible veterans for their travel to VA medical facilities. Data sharing with the VA will help the VA ensure that its mileage reimbursement beneit is used appropriately, so that trips provided through your community’s program are not also reimbursed through the VA’s mileage reimbursement beneit. Coordination with the mobility manager at the VTS program at the VAMC will facilitate this data sharing to ensure proper use of the VA mileage reimbursement beneit. Agreements Few endeavors proceed without some form of agreement between the involved parties, including employment agreements, facility/land rental or purchase agreements, funding grants, vehicle leases and purchases, service contracts, volunteer agreements and so forth. Generally speaking, the formality (and length) of an agreement will increase proportionally with the level of risk involved in the subject action. Here is a listing of typical agreements that might be encountered within a transportation program, in roughly ascending order of formality. Volunteer Agreement and Release From Liability. This agreement is designed to memorialize the terms of the volunteer relationship (i.e., no compensation or beneits, timeframe of participation, place of work) and to release the organization from any responsibility and liability in the event of injury or damages in the course of the volunteer assignment.

Page 8-19 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Memorandum of Understanding (MOU). An MOU is a document describing a formal agreement between two or more parties. It is often used in cases where parties either do not imply a legal commitment or in situations where the parties cannot create a legally enforceable agreement. Employment Agreement. This agreement sets forth the basic terms of employment, including compensation and beneits, position title, termination conditions, non-compete, and so forth. Service Contract. Service contracts detail the respective obligations of the parties sponsoring and operating a transportation service and the particulars of the services to be delivered. Such service contracts can be lengthy with attachments for particularly complex transportation service programs and often involve the use of attorneys due to the inancial commitments which are involved. The most eficient approach to creating a new service contract is to obtain a sample agreement for a somewhat similar service and then modify that agreement to it your situation. Samples of several of these agreements appear in the Tools section of this chapter. Be sure to have your organization’s legal counsel review any such documents before using them. Operang onto a Military Base or Facility Depending upon whether your community contains or is in proximity to any military facilities, you should consider serving those facilities. Experiences of transit providers elsewhere have indicated varied levels of success with similar efforts to gain permission to operate onto military facilities. Here are some ideas for creating conditions under which your vehicles may be welcomed onto local military facilities: Create a Continuing Liaison Relationship. Begin by contacting the Community Liaison Ofice (or equivalent) on your local military facility and work through that ofice to identify the appropriate continuing contact ofice or position with responsibility for transportation services. For your organization, identify the position that will hold comparable liaison responsibility and make this position and individual clear in all communications. TIP It is important to understand that military personnel rotate to new assignments approximately every three years, so be sure to create a relationship with the permanent civilian support staff in addition to the military personnel to facilitate a smooth transition when military personnel rotate to new assignments.

Page 8-20 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” The City of Fayetteville, North Carolina, which is home to Fort Bragg, has been working with Fort Bragg of�icials to better coordinate the city’s transit system, FAST (Fayetteville Area System Transit) with the on-base shuttle system. Negotiating security protocols, so that FAST can enter the base, has been critical, involving time and effort on the part of both the city and military of�icials. Starting in 2014, a FAST route will enter the base and meet up with the base shuttle, improving the convenience of transit service for military service members and their families. Involve Military Representatives in Service Planning Efforts. Working through your identi�ied military liaison, provide opportunities for military representatives to participate as you design transportation services for active duty military and their families. Representatives from family services will have knowledge of where families live off-base as well as where they need to go on the facility. Military Police representatives will be able to provide guidance on obtaining clearances to allow vehicles and drivers onto the facility most ef�iciently. Anticipate and Address Security Issues. Providing transportation onto a military facility requires that your vehicles and drivers are able to be quickly cleared for access each time they travel onto the base. Work with the facility security staff to understand what vehicle and driver identi�ication is needed and to work out a mutually-workable access process. Provide opportunities for military security personnel to become familiar with your transit vehicles without the pressure of having passengers on-board and appointments to meet. Recognize and Complement Existing Base Transportation. Some military bases operate on-facility transportation services to provide basic circulation between major destinations. If you’re given permission to operate onto the facility, work with those on-base services to identify the most convenient transfer points and to minimize any con�licts at shared bus stops and layover points.

Page 8-21 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Chapter 8 Business Practices: “Let’s Make a Deal” Chapter 8: Community Tools 8.1 Fact Sheet: Enhanced Mobility of Seniors and Individuals with Disabilities, Section 5310 8.2 “Applicability of Third-Party Contract Clauses,” Exhibit 6-2 from 2013 FTA Triennial Review Workshop Workbook 8.3 Value of Volunteer Hours by State, 2011 8.4 Data Collection and Reporting: Common Operating and Financial Data and Performance Measures for Transportation Services 8.5 Sample Agreements 8.5.1 Volunteer Agreement and Release from Liability 8.5.2 Memorandum of Understanding (MOU) 8.5.3 Vehicle Sharing

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-22 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.1 Fact Sheet: Enhanced Mobility of Seniors and Individuals with Disabilities, Section 5310

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-23

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-24 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.2 “Applicability of Third-Party Contract Clauses,” Exhibit 6-2 from 2013 FTA Triennial Review Workshop Workbook http://www.fta.dot.gov/5-24_0700_Grantee_Handbook.pdf

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-25

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-26 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.3 Value of Volunteer Hours by State, 2011 Source: http://www.independentsector.org/volunteer_time

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-27 8.4 Data Collecon and Reporng: Common Operang and Financial Data and Performance Measures for Transportaon Services Operating Data This data will document the levels of services operated, the number and character of trips provided, and the quality of service provided to your passengers. Basic operating data should include: o Number of vehicles in service by hour o Vehicle miles operated o Vehicle hours operated o Number of trips provided o Number of passengers carried o Origin and Destinations of trips by city or community name or common destination name o Number of trip requests received o Number of trip requests denied o Number of late trips o No-show passengers o Number of passengers using wheelchairs/scooters Financial Data This data will document the total and net cost of the transportation service provided. Basic €inancial data should include: o Passenger fares or donations o Total operating cost Common Performance Measures Following are performance measures that are commonly used within the transit industry to track and compare performance from month-to-month and between similar transportation services. It is recommended that selected performance measures be computed and reported on a regular monthly basis so that managers and policymakers become familiar with those measures and educated on their signi€icance to the service. o Passenger trips per vehicle hour o Vehicle miles per trip o Percent late trips o Average passengers per trip o Percent trip requests denied o Net cost per trip o Net cost per passenger o Net cost per vehicle hour

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-28 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.5.1 Volunteer Agreement and Release from Liability Documents should be customized to meet the speciic needs of your organization. You should review any sample documents with your organization’s legal counsel before using them in your organization. Always adapt to your speciic needs, as well as the requirements imposed by state law, regulatory and licensing agencies, and your funders. You should always date and/or use a document identiication numbering system for your forms and policies. SAMPLE VOLUNTEER AGREEMENT AND RELEASE FROM LIABILITY 1. I, [full name of volunteer], agree to work for [Non-proit] as a volunteer on [name project or activity] on/from [timeframe of project]. 2. As a volunteer, I understand that I control the dates and times when I do the work and that [Non-proit] is not responsible for scheduling my volunteer work. I also understand that I will not be compensated for any time spent volunteering, nor am I entitled to beneits, including employment insurance beneits upon the termination of this agreement or as a result of this service. 3. I am aware that participation as a volunteer may require periods of [describe physical requirements, e.g., standing, lifting and carrying up to 40 pounds] and will require the exercise of reasonable care to avoid injury. I am voluntarily participating in this activity with knowledge of the hazards and potential dangers involved, and agree to accept any and all risks of personal injury and property damage. 4. As consideration for volunteering for [Non-proit], I hereby agree that I, and my assignees, heirs, guardians, and legal representatives, will not make a claim against or sue [Non-proit] or its employees, agents or contractors for injury or damage resulting from the negligence, whether active or passive, or other acts, however caused, by any of its oficers, employees, agents, or contractors of [Non-proit] as a result of my volunteering. I HEREBY RELEASE AND DISCHARGE [NON-PROFIT] AND ITS OFFICERS, EMPLOYEES, AGENTS AND CONTRACTORS FROM ALL ACTIONS, CLAIMS, OR DEMANDS THAT I, MY HEIRS, GUARDIANS, AND LEGAL REPRESENTATIVES NOW HAVE, OR MAY HAVE IN THE FUTURE, FOR INJURY OR DAMAGE RESULTING FROM MY PARTICIPATION IN THE PROJECT. 5. I UNDERSTAND THAT IF I AM INJURED IN THE COURSE OF THE PROJECT, I AM NOT COVERED BY [NON-PROFIT]’s WORKERS’ COMPENSATION PROGRAM. I authorize [Non-proit] to seek emergency medical treatment on my behalf in case of injury, accident or illness to me arising from my involvement as a volunteer. I understand that I will be responsible for medical costs incurred by such accident, illness or injury. 6. I understand that the materials and tools provided by [Non-proit] are and remain the property of [Non-proit], and I agree to return these tools and any remaining materials to [Non-proit] at the end of my volunteer service. 8.5 Sample Agreements

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-29 7. I HAVE CAREFULLY READ THIS AGREEMENT AND FULLY UNDERSTAND ITS CONTENTS. I AM AWARE THAT THIS IS A RELEASE OF LIABILITY, AND SIGN IT OF MY OWN FREE WILL. ______________ __________________________ ______________________ Date Volunteer Signature Printed Name ______________ __________________________ ______________________ Date Non-pro„it Representative Signature Printed Name If volunteer is under 18 years of age, parent or guardian must read and sign the following: This release, its signi„icance, and assumption of risk have been explained to and are understood by the minor. ______________ _________________________ ______________________ Date Parent or Guardian Signature Printed Name

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-30 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.5.2 Memorandum of Understanding (MOU) Sample Memorandum of Understanding WHEREAS, [Partner 1] and [Partner 2] have come together to collaborate and to [state purpose of MOU]; and WHEREAS, the partners listed below have agreed to enter into a collaborative agreement in which [Partner 1] will be the lead agency and the other agencies will be partners; and WHEREAS, the partners herein desire to enter into a Memorandum of Understanding setting forth the services to be provided by the collaborative; I) Description of Partner Agencies [Provide brief description of each partner agency] II) History of Relationship Provide a brief history of the collaborative relationship between the partners, including when and under what circumstances the relationship began and when each partner joined the collaboration. Specify how often the collaborators meet. Describe any changes in the collaboration, including an explanation or description of any new or additional partners that have been added, or any partners that would no longer participate. Describe the critical and long-range goals of the collaboration. III) Roles and Responsibilities NOW, THEREFORE, it is hereby agreed by and between the partners as follows: Clearly state the roles and responsibilities each organization or agency will assume to ensure the success of the proposed project. Describe the resources each partner will contribute to the project either through time, in-kind contribution or with the use of grant funds, e.g. ofŠice space, project staff, training. Identify the representatives of the planning and development team who will be responsible for planning, developing, and implementing project activities and describe how they will work together and work with project staff. Demonstrate a commitment on the part of all partners to work together to achieve stated project goals and to sustain the project. V) Timeline The roles and responsibilities described under this Memorandum of Understanding will be effective for the period MM/DD/YYYY through MM/DD/YYYY. VI) Commitment to Partnership 1) The collaboration service area includes [specify region in your state, tribe, territory, county, or multi-jurisdictional area]. 2) The partners agree to collaborate and provide [specify type of service/assistance] pursuant to the descriptions contained within this agreement.

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-31 3) Compensation for [non-lead] partners' contribution to this project will be provided as outlined in the attached budget detail worksheet. 4) We, the undersigned have read and agree with this MOU. Further, we have reviewed the proposed project and approve it. Partner 1:__________________ Partner 2:____________________ Signed: ____________________ Signed: ______________________ Name:_____________________ Name: _______________________ Date: _____________________ Date: __________________ [Additional Partner signatures to be added as necessary]

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-32 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families 8.5.3 Vehicle Sharing Sample Vehicle Sharing Agreement This document sets out a vehicle sharing agreement between [name of Owning Organization] (Owner) and [name of Sharing Organization] (Sharer) for the shared use of vehicle or vehicles as described herein. Vehicle(s) to be Shared This agreement applies solely to the vehicles listed in Exhibit A, Vehicles, which may be modiƒied mutually by the parties only in writing. The listed vehicle(s) shall remain in the sole ownership of Owner, the registered owner. Sharer shall have no claim or rights to the title(s) of listed vehicles. Availability Shared vehicle(s) shall normally to be made available to Sharer at the following times and days: [Indicate days/times vehicles are to be made available] Vehicles may be made available at other times by mutual consent. All dates are to be speciƒied and agreed with sufƒicient advance notice. Vehicles may not be taken without such consent. Term & Termination 1. Term. This agreement shall be effective for a period of one (1) year from the date of signature unless terminated pursuant to the terms herein, and may be extended by mutual agreement of the parties for subsequent periods of one (1) year each or other period as speciƒied in writing. 2. Termination for Cause, Owner. This agreement may be suspended and/or terminated by Owner without advance notice for cause. Including, but not limited to: failure of Sharer to provide or maintain adequate insurance; operation of the vehicle by drivers without proper licensing; failure of Sharer to properly train and monitor driver performance; occurrence of accidents or incidents involving shared vehicle(s) incurring bodily injury or fatality of passengers or the public. 3. Termination for Cause, Sharer. This agreement may be suspended and/or terminated by Sharer without advance notice for cause, including, but not limited to: failure of Owner to properly maintain shared vehicle(s) in a safe and road-worthy condition; inability of Sharer to obtain required insurance coverage; loss of funding by Sharer. 4. Termination for Convenience. Either party may terminate this agreement upon thirty (30) days written notice to the other party for convenience and without recourse by the other party except for non-payment of costs due pursuant to the terms herein. Parking When not being used by Sharer, vehicle(s) shall be returned by Owner and parked at [provide address of vehicle parking facility], unless some alternative arrangement has, by exception, been agreed by the Owner in advance. [Alternative arrangements may have implications for insurance costs.] Condition of Vehicle The vehicle(s) listed are offered for use of the Sharer on the basis that it has been professionally maintained in accordance with the manufacturer’s recommendations; it has a valid registration certiƒicate and is believed by the Owner to be in fully roadworthy condition.

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-33 Vehicle(s) must be jointly inspected by both parties at the initiation of this agreement and any apparent defects must be noted. Any known change in the condition of any vehicle must be reported by either party to the other. This is to include any accidental damage to the vehicle, however caused. The vehicle must be maintained in good, roadworthy condition at all times. This is primarily the responsibility of the Owner and no repairs or maintenance may be undertaken without the prior agreement of the Owner. The vehicle is offered for use in good faith on the basis that if any safety concerns arise, these must be reported to the Owner immediately and the vehicle must not be driven. Every effort must be made to keep vehicle(s) clean and tidy. The responsibility for periodic cleaning and valeting will remain with the vehicle Owner but any interior spills or dirt will be the responsibility of whichever party is using the vehicle when they occur. Items should not be stored in the vehicle overnight. The vehicle must be returned in the condition in which it is found at the start of each use. Should any damage be incurred by the Sharer, they must agree to either fund the repair in full or refund the Owner for any insurance costs such as a policy excess or loss of no claims discount. Costs 1. Compensation to Owner. On a monthly basis, Sharer shall pay Owner for use of shared vehicles. [Specify basis for payments and amounts] 2. Fuel. Unless otherwise arranged, vehicle(s) will be provided to Sharer with a full fuel tank and shall be returned in the same condition. 3. Use Report. A daily use report shall be completed by the Sharer for each period of vehicle use recording vehicle identiŠication, date, beginning and ending time, beginning and ending mileage, and recording the driver’s pre-service inspection. Daily use reports will be provided by Sharer to Owner on a weekly basis. Insurance Each party to this agreement will secure insurance covering operation of the listed vehicle(s) of the following types and minimum coverage limits: Commercial Automobile Liability Insurance with a combined single limit of not less than Two Million Dollars ($2,000,000) per occurrence [or insert appropriate amount]. Such insurance shall (1) include coverage for owned, hired and non-owned automobiles; (2) include Uninsured Motorist and Personal injury Protection with coverage limits as required by law, (3) include Medical Payments with coverage limits of at least $5,000 per occurrence, (4) name the other party, all its elected and appointed ofŠicials, ofŠicers, employees, volunteers, agents and assigns as additional insured; (5) be primary for all purposes; and, (6) contain standard cross liability provisions. Collision and Comprehensive Insurance for the actual cash value of the listed vehicle(s). Such insurance shall (1) contain deductibles of not more than Šive thousand dollars ($5,000), and (2) shall name Owner as loss payee. Each party shall be responsible for all deductibles under their respective policy. In case of damage or destruction of any vehicle(s) while in possession of Sharer, Owner agrees that liability for Sharer shall be limited to the appraised fair market value of the

Chapter 8 Business Practices: “Let’s Make a Deal” Page 8-34 Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families vehicle(s) at the time of loss. Owner and Sharer agree that the appraised fair market value shall be that value established by an appraiser or appraisers as mutually agreed upon. Sharer shall furnish Owner with properly executed Certiicates of Insurance from insurance companies acceptable to Owner prior to any vehicle operation under this agreement. Such documentation shall clearly evidence all coverages required above, including speciic evidence of separate endorsements naming Owner and shall provide that such insurance shall not be materially changed, terminated or allowed to expire except after 30 days written notice by certiied mail, return receipt requested, has been given to Owner. Indemnity Sharer shall defend, indemnify and save harmless Owner and its oficers, agents, employees, volunteers and assigns, from any and all claims, demands, damages, costs, expenses, judgments, and liability, including attorneys fees and other costs of defense incurred by Owner, whether for damage to or loss of property, or injury to or death of person arising out of or alleging to arise out of, or resulting from or in any way connected with this agreement or attempted performance of the provisions hereof, unless such damage, loss, injury or death is caused solely by the negligence of Owner. Notice Communications between the parties to this agreement shall be sent to the following addresses via USPS First Class mail: Owning Organization: [Name of Organization] [Mailing Address] Sharing Organization: [Name of Organization] [Mailing Address] This Agreement is entered into by the parties as of the ___ day of __(Month) , 20__. Owning Organization: [Name] Sharing Organization: [Name] Signed: ______________________________ Signed: _______________________________ Name/Title: __________________________ Name/Title: __________________________ Exhibits Exhibit A, Vehicles [listing of vehicles to be shared, including make and model, VIN, license number] Note: This sample agreement is provided for information purposes only and is not represented to be a legal document or to be suficient or complete for the purposes described therein. Parties are advised to seek legal counsel for the preparation of vehicle sharing agreements.

Chapter 8 Business Practices: “Let’s Make a Deal” Community Tools to Improve Transportation Options for Veterans, Military Service Members, and Their Families Page 8-35 Chapter 8: Additional Resources Burkardt, J. et al., TCRP Research Results Digest 99: Improving Mobility for Veterans, Transportation Research Board of the National Academies, Washington, D.C., 2011, http://www.trb.org/PublicTransportation/Blurbs/165243.aspx Cambridge Systematics, Inc., with KFH Group, Inc., McCollom Management Consulting, Inc., and B. Hemily, TCRP Report 129: Local and Regional Funding Mechanisms for Public Transportation, Transportation Research Board of the National Academies, Washington, D.C., 2009, http://www.trb.org/PublicTransportation/Blurbs/160356.aspx Edrington, S. et al., NCHRP Research Results Digest 373: A Toolkit for Reporting Rural and Specialized Transit Data—Making Transit Count, Transportation Research Board of the National Academies, Washington, D.C., 2012, http://www.trb.org/PublicTransportation/Blurbs/167503.aspx Hosen, K., TCRP Synthesis 94: Innovative Rural Transit Services, Transportation Research Board of the National Academies, Washington, D.C., 2011, http://www.trb.org/PublicTransportation/Blurbs/166363.aspx Kack, D., Get on the Bus: Connecting Small Communities on Montana’s Hi-Line, TR News 270 September–October 2010, http://www.trb.org/PublicTransportation/Blurbs/164353.aspx Koffman, D. et al, NCHRP Research Results Digest 366: Local and State Partnerships with Taxicab Companies, Transportation Research Board of the National Academies, Washington, D.C., 2012, http://www.trb.org/PublicTransportation/Blurbs/166621.aspx Potts, J. et al., TCRP Report 140: A Guide for Planning and Operating Flexible Public Transportation Services, Transportation Research Board of the National Academies, Washington, D.C., 2010, http://www.trb.org/PublicTransportation/Blurbs/163788.aspx Shaun Kelly, Xianming Shi, David Kack, and Lisa Ballard, Montana Coordinated Transportation Handbook: A Reference Guide and Step-By-Step Plan for Coordinating Transportation Services, prepared for the Montana Council on Development Disabilities Vocational Rehabilitation Program, Department of Public Health, 2003, www.westerntransportationinstitute.org/documents/reports/426305_Final_Report.pdf and Montana Coordinated Transportation Handbook Supplement, 2008 www.westerntransportationinstitute.org/documents/reports/4W1555_Supplement_Update.pdf Thinking Outside the Farebox: Creative Approaches to Financing Transit Projects, Transportation for America, Washington, D.C., http://t4america.org/resources/transit-guidebook/ Westat, Creative Action, Inc., and C. Mitchell, TCRP Report 82: Improving Public Transit Options for Older Persons, Volume 1 and 2, Transportation Research Board of the National Academies, Washington, D.C., 2002, http://www.trb.org/Main/Blurbs/152165.aspx