National Academies Press: OpenBook

ADA Paratransit Service Models (2018)

Chapter: Appendix D - Survey Responses by Question

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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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Suggested Citation:"Appendix D - Survey Responses by Question." National Academies of Sciences, Engineering, and Medicine. 2018. ADA Paratransit Service Models. Washington, DC: The National Academies Press. doi: 10.17226/25092.
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174 A P P E N D I X D Survey Responses by Question Q1: Please provide your contact information Answer Options Response Percent Response Count Agency/Organization 100.0% 29 Service Name 100.0% 29 City 93.1% 27 State 86.2% 25 Date 79.3% 23 Name 82.8% 24 Title 79.3% 23 E-mail 79.3% 23 Phone 75.9% 22 answered question 29 skipped question 0 Location Agency/ Organization Service Name City State Name Title Ann Arbor Ann Arbor Area Transportation Authority East Bay Paratransit Consortium (EBPC) Ann Arbor MI Brian Clouse Paratransit Coordinator Atlanta Metropolitan Atlanta Rapid Transit Authority (MARTA) Access Atlanta GA Thomas Young Director of Mobility Austin Capital Metropolitan Transportation Authority ACCESS Austin TX Kris Turner Business Systems Analyst Boston Massachusetts Bay Transportation Authority A-RIde Boston MA Mike Hulak Manager Paratransit Operations Broward County Broward County Transit Mobility Management Services Plantation FL Paul Strobis Paratransit Manager Chicago Pace Suburban Bus Transportation Options (TOPS) Chicago IL Sally Ann Williams Division Manager, Paratransit Operations Columbus Central Ohio Transit MetroAccess Columbus OH Amy Director of Mobility Authority Hockman Services

Survey Responses by Question 175 Location Agency/ Organization Service Name City State Name Title Dallas Dallas Area Rapid Transit (DART) ACCESS LYNX Dallas TX Chris Hawkins Mgr - Travel Ambassador Program & Admin Denver RTD Mainstream Denver CO Larry Buter Houston Metropolitan Transit Authority METROLift Houston TX Jennifer Fehribach Kansas City Kansas City Area Transportation Authority RideKC Freedom Kansas City MO Lewis Lowry Operations Manager Las Vegas Regional Transportation Commission of Southern Nevada MBTA Las Vegas NV Dan Howland Director Los Angeles Access Services Mobility El Monte CA F. Scott Jewell Director, Administration Milwaukee Milwaukee County Transit System METRO Milwaukee WI Tracy Harrington Director of Paratransit Nashville Nashville MTA Transit Plus Nashville TN Marilyn Yokley AccessRide Manager New Jersey NJ TRANSIT AccessRide Newark NJ Adam Katz New York City New York City Transit Access-A-Ride Brooklyn NY Diane McFarlane Eligibility & Compliance Officer Oakland/East Bay AC Transit and BART operating as the East Bay Paratransit Consortium Access Link Oakland CA Laura Timothy BART Manager of Access and Accessibility Orange County Orange County Transportation Authority ACCESS Paratransit Orange CA Curt Burlingame Department Manager Contracted Services Orlando Central Florida Regional Transportation Authority City of Chicago ADA Paratransit Orlando, Kissimmee, Sanford FL Timothy May Manager of Paratransit Operations Philadelphia Southeastern Pennsylvania Transportation Authority Shuttle Philadelphia Pa Cheryl Jenkins Finance Manager Phoenix Valley Metro RTC Phoenix AZ Ron Brooks Pierce County Pierce Transit Access A Ride Lakewood WA Rob Andresen- Tenace Manager of Specialized Transportation Pittsburgh ACCESS Transportation Systems (for Port Authority of Allegheny County) Accessible Services Pittsburgh PA Karen Hoesch Executive Director Portland Tri Met CUSTOMIZED COMMUNITY TRANSPORTATION (CCT) Portland OR Eileen Collins Salt Lake City Utah Transit Authority LIFT Salt Lake City UT Cherryl Beveridge Special Services General Manager San Francisco SFMTA UTA San Francisco CA Seattle King County Metro ADA Paratransit Seattle WA Lorrie Alfonsi Transportation Planner Washington DC Washington Metropolitan Area Transit Authority MetroAccess Washington DC Erkan Ekingen Operations Performance Analyst

176 ADA Paratransit Service Models Q2: What is your role in the agency or organization as it relates to the ADA paratransit service? Location Response Text Ann Arbor Paratransit Coordinator (ADA Complementary Paratransit) Atlanta Director Austin Support the technology needs of the MetroAccess team, including assessment, scope development, implementation, technical writing, training, and chronic/large issue troubleshooting and emergency management. Develop custom reports in Oracle. Involved in policy, development, budget, procurements, reporting and various other aspects of administration. Boston Manager- oversight of Paratransit Operations Broward County Responsible for the management of the Paratransit Contract Operations component of the Transit Division, including planning, development and coordination of all aspects of BCT’s efforts to address the transportation requirements of persons with disabilities. Chicago Sally Ann Williams- responsible for Paratransit operations; Melinda J. Metzger - Deputy Executive Director responsible for all operation including ADA Paratransit Columbus Director of Service Dallas Administration, budgeting, weekly/monthly/annual reporting. Houston I serve as the Director of Paratransit Services, (METROLift). I oversee the METROLift Customer Service call center, Eligibility office, Reservations call center, Eligibility office, Reservations call center, Dispatch Call center, and Dispatch center operations. I also oversee METRO’s Alternative Community Connector service that operates as a demand response community based transportation service. Kansas City My role is to oversee Paratransit service for KCATA. In particular, I manage the contractors who are responsible for meeting service expectations as defined in the Scope of Work for Paratransit service for KCATA. Las Vegas Director of Paratransit & Specialized Services Includes Certification and Call Center Los Angeles Director of Administration Milwaukee Director of Contract Management, Oversight and Compliance Nashville AccessRide Manager overseeing the para transit schedulers. Hear ADA appeals as it pertains to eligibility. Work with other departments within the organization to ensure ADA compliance. New Jersey I lead efforts within the ADA Services unit regarding planning, performance monitoring, reporting, research and analysis initiatives, and formulating standard operating procedures and contract specifications New York City My role in the agency as it relates to the ADA paratransit service includes, but is not limited to, overseeing the Paratransit Division units that are responsible for the eligibility process, eligibility appeal process, conduct suspension and appeal process, paratransit policy and compliance, and the no-show/late cancellation suspensions and appeals process for NYC Transit’s ADA paratransit service, called Access-A-Ride. Oakland BART's representative to manage and oversee the EBPC's ADA program. This Survey is completed for both AC Transit and BART as partner agencies. Orange County Develop the scope of work to implement complementary paratransit service and ensure ADA compliance, manage contracts for service provision, monitor performance and track performance measures, work with riders and stakeholders as needed; provide complementary paratransit services for other fixed-route operators within Orange County under MOU agreements; work with agencies using ADA paratransit services to develop alternative transportation resources, managing the demand for ADA paratransit and the overall cost of the program. Orlando Manager of Paratransit Operations Philadelphia Manager of Audit and Financial Information. Pierce County I manage the department responsible for both eligibility and operation of the ADA complementary paratransit program, SHUTTLE. Pittsburgh Executive Director of the paratransit brokerage - managing service on behalf of Port Authority of Allegheny County Salt Lake City My responsibility is oversight of the entire ADA paratransit service. Eligibility, scheduling, dispatching, service delivery & contract oversight San Francisco SFMTA is responsible for providing complementary ADA paratransit services to our fixed-route system. Accessible Services is responsible for overseeing the administration of this service. Currently, SFMTA contracts out the paratransit brokerage and operations to a third party contractor, Transdev Seattle Part of the Operations - service is contracted to outside providers Washington DC Operations Performance Analyst and Reporting

Survey Responses by Question 177 Q3: Please select the option below that best describes your agency/organization Answer Options Response Percent Response Count Public Transit Agency 86.2% 25 City/County Dept. 10.3% 3 For-Profit Contractor 3.4% 1 Non-Profit Contractor 0.0% 0 Other 0.0% 0 answered question 29 skipped question 0 Q4: The following funding supports the ADA paratransit service (check all that apply) Answer Options Response Percent Response Count Local, county and/or state funding 92.9% 26 Other (please specify) 53.6% 15 FTA 5307 funding 46.4% 13 FTA – other (please detail below) 46.4% 13 Human service agency or agencies 21.4% 6 FTA 5311 funding 14.3% 4 answered question 28 skipped question 1 Location Other (please specify) Atlanta 5310 and other federal funds flowing through MPO Austin 5310, investments Houston 5310 5317 5339 Los Angeles 5310, Local Prop C Milwaukee State Sec 85.21, 5310 New York City City Oakland AC Transit and BART General funds plus fares Orange County FTA 5316 / FTA 2317 Orlando FTA 5310 Philadelphia Funded through farebox Phoenix 5310, a portion of. About 2.9%. State lottery funds thrown in. Pittsburgh FTA 5310 operating, FTA Capital Cost of Contracting, Portland 5310 as a passthrough Salt Lake City Local sales tax San Francisco 5310 New Freedom

178 ADA Paratransit Service Models Q5: Other services provided by our agency/organization include: Answer Options Response Percent Response Count Fixed-route local bus service 100.0% 28 Express bus 78.6% 22 Commuter bus 67.9% 19 Flex transit (e.g. demand-responsive point or route deviation) 53.6% 15 Bus Rapid Transit (BRT) 42.9% 12 Light rail 42.9% 12 Commuter rail 35.7% 10 Other (please specify) 25.0% 7 Subway/heavy rail 17.9% 5 answered question 28 skipped question 1 Location Response Text Austin Ride share, bike share, freight rail Boston Commuter boat Denver Call and ride and access a cab, which is a taxi subsidy Orlando Van pool/car pool Pittsburgh Incline (these are all services of port authority) Portland Streetcar San Francisco Cable car, street car Q6: Please provide some details on your service area and population: Answer Options Response Average Response Total Response Count ADA Paratransit Service Area (square miles) 1,045.96 25,103 24 Service Area Total Population 3,891,223.54 93,389,365 24 answered question 25 skipped question 4 City ADA Paratransit Service Area (square miles) Service Area Total Population Atlanta 1,700,000 Austin 535 1,163,204 Boston 700 2,000,000 Broward County 428 1,877,125 Columbus 339 1,200,000 Dallas 700 2,300,000 Denver 800 3,100,000 Houston 1,660 4,020,000

Survey Responses by Question 179 City ADA Paratransit Service Area (square miles) Service Area Total Population Kansas City 332 748,415 Los Angeles 4,751 10,000,000 Milwaukee 546 1,376,476 Nashville 526 700,000 New Jersey 2,197 New York City 322 8,500,000 Oakland 400 2,348,000 Orange County 463 3,077,903 Orlando 2,500 32,000,000 Philadelphia 2,200 4,012,000 Pierce County 414 676,000 Pittsburgh 785 1,300,000 Portland 533 1,600,000 Salt Lake City 1,600 1,800,000 San Francisco 49 837,442 Seattle 823 2,052,800 Washington DC 1,500 5,000,000 Q7: What types of trips do you serve? (select all that apply) Answer Options Response Percent Response Count ADA paratransit only 100.0% 29 Senior transportation 44.8% 13 Medicaid NEMT 13.8% 4 Other human service transportation 31.0% 9 General public transportation 37.9% 11 answered question 29 skipped question 0 Q8: Please provide the latest annual ridership figures for each applicable service Answer Options Response Average Response Total Response Count ADA paratransit customers only 938,419.65 18,768,393 20 Companions and PCAs 163,462.24 2,778,858 17 Total ADA paratransit passengers 1,501,883.35 34,543,317 23 Senior transportation* 95,075.42 1,140,905 12 Medicaid NEMT* 31,515.63 252,125 8 Other human service transportation* 91,988.00 1,011,868 11 General public transportation* 13,747,357.13 109,978,857 8 answered question 26 skipped question 3

180 ADA Paratransit Service Models Location ADA paratransit customers only Companions and PCAs Total ADA paratransit passengers Senior transportation* Medicaid NEMT* Other human service transportation* General public transportation* Ann Arbor 77,500 10,100 87,600 46,700 Atlanta 517,895 141,426 659,321 Austin 574,759 87,218 661,977 Boston 2,187,785 Broward County 484,162 47,801 531,963 226,862 Chicago 2,665,253 437,755 3,103,008 Columbus 250,387 27,973 278,360 Dallas 748,997 67,215 816,212 3,111 Denver 718,922 10,881 35,896 449,191 Houston 1,901,026 Kansas City 215,568 24,352 239,920 14,998 45,304 4,365 Las Vegas 1,140,543 56,648 159,455 128,331 Los Angeles 3,351,612 983,260 4,334,872 Milwaukee 392,125 41,027 433,152 Nashville 342,186 99,717 441,903 New Jersey 1,403,439 147,152 1,550,591 New York City 8,938,140 Oakland 635,391 96,908 731,299 Orange County 1,163,940 281,737 1,445,677 231,822 43,271,533 Orlando 338,085 45,376 383,461 456,331 567,486 Philadelphia 926,034 129,092 1,055,126 737,201 Phoenix 325,000 115,000 Pierce County 295,606 52,596 348,202 34,354 Pittsburgh 132,921 1,417,079 Portland 1,100,000 Salt Lake City San Francisco 732,129 10,150 40,123 Seattle 875,350 86,126 961,476 47,366 Washington DC 2,280,730 Q9: Which year are these ridership data from? Answer Options Fiscal Year 2016 Calendar Year 2016 Response Count ADA Paratransit Only 18 10 28 Senior Transportation* 7 5 12 Medicaid NEMT* 2 4 6

Survey Responses by Question 181 Answer Options Fiscal Year 2016 Calendar Year 2016 Response Count Other human service transportation* 5 3 8 General public transportation* 3 2 5 answered question 29 skipped question 0 Q10: For the trip types with an asterisk above, are these trips co-mingled with ADA paratransit trips? Answer Options Response Percent Response Count Yes 27.6% 8 No; other paratransit trips are separate from ADA paratransit trips 27.6% 8 N/A; we do not provide other paratransit trips 44.8% 13 answered question 29 skipped question 0 Q11: Do you also provide any of the following for your ADA paratransit customers? (check all that apply) Answer Options Response Percent Response Count Service is provided beyond three-quarter mile fixed-route corridors 55.0% 11 There are no limitations to taking same day trip s 5.0% 1 New same day trips are accommodated on a space-available basis only 50.0% 10 Reservations hours are extended beyond normal business hours 35.0% 7 answered question 20 skipped question 9 Q12: Do you also provide any taxi or TNC subsidy programs as an alternative service for ADA paratransit customers? Answer Options Response Percent Response Count Yes 44.8% 13 No 55.2% 16 answered question 29 skipped question 0

182 ADA Paratransit Service Models Q13: Which agency is responsible for the following functions? Answer Options Agency Admin. Brokers Oper. Brokers Call (and Control) Contractor Eligibility Contractor 1 Dedicated Service Provider Contractor 2 Or More Dedicated Service Provider Contractors Non- Dedicated Service Provider Broker or Brokers Non- Dedicated Service Provider e.g. Taxis Other Response Count Oversight/QA 28 2 0 1 0 0 3 0 1 0 29 Contracting 27 2 1 0 0 1 1 0 0 0 29 Eligibility 20 2 1 0 15 0 0 0 0 1 29 Reservations/ Booking 12 0 2 6 0 7 5 0 3 0 29 Scheduling 9 0 2 7 0 8 6 0 3 0 29 Radio Dispatching 6 0 2 6 0 10 12 0 3 0 29 Window Dispatching 3 0 1 1 0 14 14 0 2 1 27 Service Delivery 3 0 2 0 0 13 16 2 7 1 29 Trip Reconciliation 10 1 2 1 0 12 11 0 4 1 29 Road Supervision 11 1 2 0 0 13 16 0 4 1 29 Training 10 1 2 3 1 13 16 1 6 1 28 Fleet Maintenance 6 1 1 0 0 12 16 1 4 2 29 Please clarify split/shared responsibilities, and/or other services (below) 21 answered question 29 skipped question 0 Location Please clarify split/shared responsibilities, and/or other services Ann Arbor AAATA provides advanced scheduling services from 1-7 days in advance of the trip. Contractor provides same day trip reservations and all dispatching. Training is provided to contractor on a train the trainer basis (as needed). Direct employee training is provided by contractor. Austin If Eligibility requires functional assessment, performed by 3rd party on-site contractor. As of 10/1/2016, contract with taxi provider expired. Competitive contract for non-dedicated service won by an NEMT provider. Boston In 2016 all service related issues were the responsibility of three service contractors. In 2017 all of the reservation, scheduling and dispatching functions will become centralized under one call center. The service providers will continue to provide the service on the street with vehicles and drivers. Broward County Agency makes final ADA eligibility determinations after In-Person Functional Assessment completed by Contractor. Chicago RTA subcontracts the assessments for ADA eligibility. The dedicated SP confirms scheduled pick up at time of reservation. The Call Center Contractor batches trips to routes and finalizes the trip distribution among all SPs. Both Pace and the SP use Road Supervisors to monitor service. Dallas Service delivery is approximately 30% bus/MV, 70% taxi. DART keeps 20 field supervisors on staff to oversee the contract and check rides, and provides assistance and training oversight. Denver Road supervision: Not a regular job with this service. This would be a soft X for RTD, and the agency tool Houston Yes, MSP (METROLift Subsidy Program. Customers can schedule same day trips directly with our taxi provider. Customers pay the first dollar, METRO pays up to 8 dollars. Anything over 9 dollars of the fare is paid by the customer. Full taxi fares apply. Kansas City KCATA partners with its contractors. Our contractors are expected to monitor the service they provide and to provide the necessary resources to meet its contractual obligation.

Survey Responses by Question 183 Location Please clarify split/shared responsibilities, and/or other services Los Angeles Access contracts eligibility and operations (6 contractors) The contractors book reservations, schedule and dispatch for their regions The contractors subcontract with non-dedicated taxis. All contractors responsible for road supervision; Access provides additional road supervision. Contractors responsible for all training. Access offers some train-the-trainer sessions. Contractors responsible for fleet maintenance. Access provides oversight for fleet maintenance. Milwaukee Eligibility primarily at agency, however we have a pilot project with a local University's Dr of PT program to perform assessments for a percentage of applicants. For trip reconciliation, vendors reconcile their trips prior to invoicing, but our agency also checks trip validity prior to payment of invoices. Nashville We contact "overflow" trips to 1 taxi provider (Taxi USA). They perform approximately 20% of our daily service. Trips are sent in 1 large batch; the provider then dispatches the trips to their fleet. Our current contract expires in 2018. New Jersey We (NJ TRANSIT) administer and monitor the statewide program. We operate the Access Link Operations Center, Certification Unit, Customer Service Group, Scheduling Group and other support groups. Other than service delivery, we are the sole contact center for customers. We own the revenue service fleet, which is leased to, operated and maintained by 5 contracted Service Providers, each in an individual geographic region of the state. The Providers oversee and provide quality assurance of their service as well. The Certification Unit handles applications and eligibility determinations, utilizing the services of local community agencies who provide individual in-person assessments for every applicant. The Access Link Operations Center handles all direct telephone contact with customers regarding individual trips and service delivery. The Reservations section of the call center handles all reservations calls and books trips into routes in Trapeze PASS. We operate a centralized Scheduling unit, which controls each region’s run structure, manages customer subscriptions, and controls scheduling-related parameters in Trapeze PASS. Service Providers are then responsible for optimizing the vehicle routes, final trip scheduling and delivering the service. The Service Monitoring section of the call center handles all calls from customers regarding the trips on day of service, e.g., cancellations and “where’s my ride”, and communicates with Service Provider service controllers (dispatchers) who are in direct communication with vehicle operators. With regard to training: Agency trains employees who work at the agency. Contracted Service Providers train their own employees. New York City Functions are handled by the contractor and NYC Transit and/or by the contractor under the direction of NYC Transit. Oakland AC and BART contract with a paratransit Brokerage firm, who in turn contracts with 3 private providers who deliver the trips. Ultimate responsibility for the ADA program rests with the two agencies. While the providers perform service delivery, maintenance and training, the broker has subcontracts with providers and is responsible for oversight for those functions. Both the Broker and the Providers have road supervisors. Orange County 1. Eligibility: Agency oversees contractor, reviews certifications, manages appeals process, and provides general client- eligibility administration; some temporary or visitor eligibility processed by agency. 2. Operations: Dedicated contractor with a non-dedicated taxi provider (as a subcontractor) handles the main ADA paratransit service and a non-dedicated taxi provider is responsible for the separate alternative same day taxi program. 3. Trip Reconciliation: Agency is the final reviewer and approver of billable trips. 4. Fleet Maintenance: Agency is responsible for procurement of vehicles and approval of major maintenance (e.g., engine rebuilds, transmission overhauls, etc.) of the ADA paratransit vehicles utilized by the dedicated contractor while the same dedicated contractor performs the preventive maintenance. Phoenix 100% of ADA paratransit is taxi based, but will change on July 1 to 64% dedicated and 36% non dedicated. One cab company and they subcontract out some work. Pierce County Currently, 80% of service is contracted to a national provider and 20% is retained in-house by agency. Portland Penske handles fleet maintenance Salt Lake City UTA contracts about 40% of our service. One agency is a for profit, the other a not-for-profit. Their responsibility is service delivery, radio dispatching, driver dispatching, road supervision, training and fleet maintenance for the specific service area. San Francisco SFMTA is responsible for all oversight over the administration (including eligibility and fleet maintenance) and service delivery for the San Francisco Paratransit program. SFMTA contracts the Paratransit Brokerage and some of the Transportation provisions to Transdev, who is then responsible for contracting out the remainder of the transportation service. Transdev, the Paratransit Broker for the day-to-day administrative functions, is responsible for monitoring service quality, including conducting field monitoring and fleet maintenance.

184 ADA Paratransit Service Models Q14: Which agency provides the following assets? Answer Options Agency Admin. Brokers Oper. Brokers Call (and Control) Contractor Eligibility Contractor 1 Dedicated Service Provider Contractor 2 or More Dedicated Service Provider Contractors Non- Dedicated Service Provider Broker or Brokers Non- Dedicated Service Provider e.g. Taxis Other Response Count Eligibility Facility 20 2 1 0 7 0 0 0 0 1 29 Call Center Facility 19 1 2 1 1 4 4 0 3 0 29 Operations Facilities 14 0 1 0 0 4 14 1 6 1 29 Maintenance Facilities 13 0 0 0 0 4 12 0 4 2 28 Vehicles 22 0 0 0 0 7 6 1 6 1 29 Scheduling Software 23 1 1 0 0 1 4 0 3 0 29 Scheduling Hardware 22 1 1 0 0 3 4 0 2 1 29 Telephone System 21 1 1 1 0 5 8 0 3 1 29 IVR 19 0 1 0 0 2 4 0 1 1 26 Radio Base Station 15 0 0 0 0 5 8 0 2 0 26 In-Vehicle Equipment 21 0 0 0 0 6 8 1 2 1 28 Please clarify split/shared assets 18 answered question 29 skipped question 0 Location Please clarify split/shared assets Ann Arbor AAATA and contractor have separate call centers, AAATA for advance reservations, Contractor for same-day reservations and dispatching. AAATA maintains and provides Trapeze PASS scheduling software in-house for advance reservations, Contractor maintains and provides same-day reservation and dispatching software. AAATA provides MDT's within accessible Lift-van vehicles, Contractor provides on-board tablets for non-accessible sedan services. Atlanta Contractor provided in-vehicle tables that work with Agency provided dispatch/scheduling system. Contractor will eventually host agency provided dispatch/scheduling software. Austin Operations/Maintenance Facilities—Dedicated Provider #1 (CMTA provides facility, contractor provides aux parking), Dedicated Provider #2 (Contractor provides), Other—Overflow Provider (Contractor provides). Vehicles—Dedicated accessible vehicles provided by CMTA. Dedicated non-accessible and non-dedicated accessible vehicles provided by contractors. MDT servers provided by contractors. Video cameras provided by CMTA and Contractors. CMTA provides telephone system for one dedicated service provider residing in CMTA facility. Boston The MBTA has a mixed paratransit fleet-some owned by contractor the rest by MBTA. Broward County Contractors provide in-vehicle radio only. Chicago SP provide most of the vehicles in ADA service in Chicago. Pace provides a small portion of accessible Paratransit buses. Denver Does not currently have IVR, but will use it for various operates in the future. It will be used for arrival calls, as well as for access cabs. Kansas City One contractors uses push to talk radio while the other uses a two-way radio system. Los Angeles Access owns accessible vehicles such as vans and cutaways. Contractors provide some dedicated vehicles. They also subcontract with taxis Access provides 800 number system for reservations. Contractors provide telephone, ACD systems. Access provides smart drive camera system. Contractor provides radio and MDTs.

Survey Responses by Question 185 Location Please clarify split/shared assets Nashville Our contractor (Taxi USA) provides their own software, dispatching system and IVR. MTA does not provide these items to the contractor, nor are they compensated for their purchase. New Jersey We (agency), contracted Service Providers, and assessment agencies each have individual operating facilities. Assessment agencies are business partners through MOU’s, not contractors. We (agency) provide all revenue service fleet vehicles. Contracted service providers provide any support vehicles needed, like road supervisor vehicles and shop trucks. Regarding in-vehicle equipment, we (agency) provide Rangers (mobile data computers). Providers provide the Drive-Cam system which includes an event-recorder in every vehicle, in line with requirements of our contracts. New York City 1. Eligibility: While the in-person interviews and functional assessments are done by contracted assessment centers, the final determinations are made by NYC Transit staff considering the contractors’ recommendations and in accordance with the Americans with Disabilities Act (ADA). 2. Call centers are manned by the contracted consultant’s staff under the direction of NYC Transit staff. 3. Dedicated vehicles are purchased and owned by NYC Transit and operated by the contracted carriers. Oakland All costs associated with the program - both admin and operations - are paid for by AC Transit and BART so they technically provide everything above. The Broker's office houses Administrative functions, the main IT functions and most phone activities. Broker also provides their own Road supervisors with vehicles. The providers have yards, vehicles with equipment and access to the Broker's scheduling software. All communication between the Broker staff and drivers is cell phone, push to talk. Orange County Agency provides all assets (facilities and vehicles) for the dedicated contractor for the main ADA paratransit service; eligibility contractor provides a facility for eligibility certification and call center; and non-dedicated taxi provides their own assets for the supplemental ADA paratransit service and for the alternative same day taxi program. Phoenix They use a mobile knowledge product which does not do routing. only trip booking and dispatching, but a lot of this whole thing is manual. Pittsburgh Broker maintains call center for info, eligibility etc. Each provider and the broker have their own phone systems. Salt Lake City Contractors are required to provide operations/maintenance facilities. Contractors must provide radio communications system. San Francisco Transdev, the Paratransit Broker for the day-to-day administrative functions, is responsible for monitoring service quality, including conducting field monitoring and fleet maintenance. As part of their separate role as the Paratransit administrative broker, they must contract out the remainder of the transportation services. These other service providers must provide their own operations facility. Taxis also provide their own telephone system and radio base station. Q15: Does your agency contract with multiple contractors providing dedicated ADA paratransit service? Answer Options Response Percent Response Count No, we deliver ADA paratransit ourselves 0.0% 0 No, we contract with only one dedicated contractor to deliver ADA paratransit 37.9% 11 Yes, we contract with multiple dedicated contractors to deliver ADA paratransit 62.1% 18 answered question 29 skipped question 0 Q16: How many dedicated service providers deliver ADA paratransit service? Response Response Count answered question 18 skipped question* 11 * assumed one service provider

186 ADA Paratransit Service Models Location Response Text Austin 2 Boston 3 Broward County 2 Chicago 4 Denver 3 Houston 2 Kansas City 2 Los Angeles 6 Milwaukee 3 New Jersey 6 New York City 13; 70% of service from DSP and 30% by NDSP Oakland 3 Philadelphia 6 Pittsburgh 6 Salt Lake City 2 San Francisco 5 Seattle 3 Washington DC 3 Q17: What % of trips is served by each dedicated service provider? Answer Options Response Average Response Total Response Count Provider A 53.24 905 17 Provider B 32.25 516 16 Provider C 18.55 204 11 Provider D or More 18.75 75 4 answered question 17 skipped question 12 Location Provider A Provider B Provider C Provider D or More Austin 68 30 2 Boston 33 33 34 Broward County 50 50 Chicago 42 36 14 8 Denver 50 25 25 Kansas City 99 1 Los Angeles 34 27 18 21 Milwaukee 55 45 New Jersey 96 4 New York City 70 30

Survey Responses by Question 187 Location Provider A Provider B Provider C Provider D or More Oakland 31 34 35 Philadelphia 47 49 2 2 Pittsburgh 20 19 17 44 Salt Lake City 60 25 15 San Francisco 100 Seattle 0 73 27 Washington DC 50 35 15 Q18: How is your service area organized? (Check all that apply) Answer Options Response Percent Response Count No zones; service providers are provided trips based on contracted volume of work (number of service hours or runs). Please indicate split below 52.9% 9 No zones; service providers are provided trips based on day and/or time of day 11.8% 2 No zones; service providers are contracted based on the type of trip or vehicle operated, e.g., customer requiring an accessible vehicle are directed to call a specific provider, while other customers are directed to call another provider 0.0% 0 Area is split into zones with one service provider assigned to each zone. Please indicate number of zones below 35.3% 6 Area is split into zones with more than one service provider assigned to each zone. Please indicate number of zones below 5.9% 1 Transfers are/may be required for certain or all inter-zone trips; if some transfers are required, indicate for which trips 23.5% 4 Please indicate split, and/or how many zones are used, or for which trips transfers are required 13 answered question 17 skipped question 12 Location Please indicate split, and/or how many zones are used, or for which trips transfers are required Boston 3 zones with 3 contractors however we have a core area designated which all 3 provide service to and from Broward County 50/50 service hours Chicago In 2016 split was 40%, 34%, 16%, 10% Denver VIA has two garages. One in Boulder, and one in Denver. They are currently in the last month of 3 year contract. They have just gone through a procurement period. Economy has been going well in Denver, so the providers need to renegotiate their wages as its difficult to hire drivers. Splits among providers above represent 90% of total rides No transfers at the moment. None at the moment. They are considering restructuring their travel training program. It would be a last mile thing. It will operate as a feeder service with fixed route service involved. - Los Angeles 6 regions Within 4 "basin" regions, no transfers required. Transfers required if traveling between the 2 northern county regions and the basin. Milwaukee Two zones for ADA van service, assigned based on customer address (north or south) Taxi is one provider, County-wide New Jersey Four of our service regions (Regions 2, 3, 5 and 6) have one zone with one Service Provider for each. One service region (Region 4) has two zones (East and West) served by one Service Provider.

188 ADA Paratransit Service Models Location Please indicate split, and/or how many zones are used, or for which trips transfers are required New York City Dedicated fleets are operated out of 14 operations/maintenance facilities Other: Overlap between the zones Oakland Transfers are required for Regional trips, with the exception of San Francisco where passengers are taken to their end destination. EBPC has not historically used zones, but we are experimenting with some zonal patterns now. Philadelphia We have 5 zones (counties - Bucks, Chester, Delaware, Montgomery and Philadelphia). Our 4 suburban counties Bucks, Chester, Delaware and Montgomery are assigned 1 carrier. Our Philadelphia county is assigned 4 carriers. Pittsburgh Transfers for long, non-radial cross county trip. They are all supervised. Salt Lake City 3 zones UTA is provider A, MV provider B, United Way provider C San Francisco Transdev: 100% SF Access; 31% Group Van service Baymed: 50% of Group Van service; Self Help for the Elderly: 14% of Group Van; Kimochi: 4% of Group Van; Centro Latino: <1% of Group Van SFMTA has multiple providers for its paratransit service. Transdev operates SF Access, which is the complementary ADA van service, as well as some of our group van service, which is group transportation to ADA riders to/from their day programs. Transdev also contracts out some of this group van service to smaller, nonprofit service providers. Q19: How many operations/maintenance facilities are used for the dedicated fleets? Response Response Count answered question 17 skipped question 12 Location Response Text Austin 2 Boston 3 Broward County 2 Chicago Four Houston 3 Kansas City Two Los Angeles 6 Milwaukee 2 for van service, one for taxi New Jersey 6 in total. Regions 2, 3, 5 and 6 each have an individual operating/maintenance facility in their respective region. Region 4 has two operating/maintenance facilities, one in the East zone, one in the west zone New York City 14 Oakland 3 Philadelphia 7 Pittsburgh 7 Salt Lake City 3 San Francisco 5 Seattle 4 Washington DC Four (4)

Survey Responses by Question 189 Q20: Please tell us which functions are performed by reservations or booking agents (check all that apply) Answer Options Response Percent Response Count Booking advance reservations. Please indicate how far in advance reservations may be made in the box below. 100.0% 28 Trip time negotiation 75.0% 21 Trip time negotiation: If software yields no suggestions 39.3% 11 Trip time negotiation: If reservations exceed a certain hourly capacity 32.1% 9 Booking same day requests 17.9% 5 Booking same day requests: On a space-available basis only 25.0% 7 Trip cancellations 96.4% 27 Trip confirmations 96.4% 27 Scheduling trip requests on runs 46.4% 13 Scheduling trip requests on runs: Reservation agents usually select the first suggestion 39.3% 11 Scheduling trip requests on runs: Reservation agents look at alternative trip insertion suggestions before trip is scheduling onto a specific run 35.7% 10 Handling where’s my ride? calls and other same day issues 57.1% 16 Responding to requests for general information 78.6% 22 IVR system enables customers to confirm/cancel trips on-line 50.0% 14 IVR system enables customers to book advance reservations on-line (Please indicate the % of reservations booked on-line in the box below) 35.7% 10 Please indicate how far in advance reservations may be made, and/or the % of reservations booked on-line 27 27 answered question 28 skipped question 1 Location Please indicate how far in advance reservations may be made, and/or the % of reservations booked on-line Atlanta Reservations can be make up to 7 days in advance Austin 3 day agent, 6 day automated. 2.15% booked online, .05% booked IVR Boston 7 days the MBTA uses batch scheduling. Broward County 3 days, 1.7% booked online Chicago One day in advance Columbus 1-7 Days in advance. 2 percent Dallas 2 days by phone, 4 days online Denver 3 Houston 1 day Kansas City 14 day advance Las Vegas up to 3 days in advance

190 ADA Paratransit Service Models New Jersey The Operations Center is comprised of two main teams, Reservationists and Service Monitors. Reservationists conduct all general trip transactions 1-7 days in advance with regard to future trips. This includes trip booking, confirmation, negotiation, preliminary scheduling into vehicle runs, cancellation, and provision of general information. Service Monitors conduct all transactions related to trips on day of service, to include ride status (“where’s my ride” inquiries), cancellations, processing of no-shows, and day of service issues, as well as future day ride confirmations and cancellations outside of Reservations Hours. Service Monitors also receive communications from contracted Service Provider service controllers (dispatchers) regarding customer no-shows, service delays, incidents, accidents and other service concerns, and initiate outbound calls to customers regarding day of service issues as well. Customers receive an IVR “reminder call” the evening before their scheduled trips advising them of their pick-up times/windows the following day. (This does not apply to subscription trips). This call gives the customer the opportunity to cancel the rides directly during the call through the IVR system. Customers may also request rides during the advance reservation period through e-mail. Just under 2% of scheduled rides are booked by this method. Customers may also utilize a new web module to check the status of their ride (ETA) and also to make cancellations New York City 2 days in advance Oakland 7 days; no online reservations. riders must call to schedule a trip Orange County 24-72 hrs. in advance; same day requests for the alternative taxi program only - no same day trips for the ADA program Orlando 7 Days in advance Philadelphia 3 days in advance - 0% booked on line Phoenix 14 days. same day trips are limited. Pierce County Up to 5 days in advance Pittsburgh Fri or Sun & Mon - broker accepts ADA up to 14 days Portland 7 days Salt Lake City 7 days in advance San Francisco 7 days Washington DC 1 to 7 days in advance Q21: Please tell us which functions are performed by schedulers (check all that apply) Answer Options Response Percent Response Count Run construction / periodic adjustment of run start and end times 92.6% 25 Scheduling/maintenance of subscription trips onto master templates 92.6% 25 Subscription trips are scheduled onto runs 88.9% 24 One end (time point) of a subscription trip is anchored 44.4% 12 Subscription trips are batch scheduled with demand trips 59.3% 16 Schedulers schedule concurrent trips with common destinations before other trips 59.3% 16 Schedulers schedule trips requiring accessible vehicles before other trips 33.3% 9 Most of the initial (re) scheduling of trips by the schedulers is done on the day before the trip date and performed one trip at a time, possibly followed by one or more batch scheduling or optimization processes to schedule as many unassigned trips as possible 29.6% 8 Batch scheduling is the primary method used by schedulers to (re)schedule trips – this begins a few days in advance, other optimization processes and one-by-one trip scheduling are then used to fine-tune the runs and to schedule as many unassigned trips as possible 40.7% 11 Location Please indicate how far in advance reservations may be made, and/or the % of reservations booked on-line Los Angeles 1 day prior Milwaukee Up to two weeks in advance, but must be made by 5 PM the day before service. Nashville 7

Survey Responses by Question 191 Q22: Please provide the following information: Response Response Percent Response Count Number of schedulers and runs, and how they split up the work 95.7% 22 Number/number range of unscheduled trips left for evening before or day of trip morning dispatcher to schedule? (e.g., 100–300 trips) 95.7% 22 Location Number of schedulers and runs, and how they split up the work: Number / number range of unscheduled trips left for evening before or day of trip morning dispatcher to schedule? (e.g. 100-300 trips) Ann Arbor 1, 10 runs. All performed by 1 scheduler 5-12 Austin 3 of 8 service coordinators win bids for scheduler shifts. 1 scheduler per night. ~165 runs, includes 8s, 10s, and splits. 100 Broward County 5 schedulers, 210 routes 0-50 Chicago varies by contractor; as many as 300 runs by larger SP varies by contractor, nothing unscheduled before 10am Columbus 2 schedulers, weekday and weekend None Dallas 2 schedulers, 102 runs, 51 runs for each scheduler 0-50 Denver 5 and two of them are leads. They’re not assigned specific rolls. Everyone does everything. 2800 daily trips 8 to 10 total trips Houston 50 to 200 Kansas City One. 98 runs. The system does the work of optimizing runs. No more than 10 trips. Zero before 9am. Las Vegas 7 schedulers Everything scheduled the night before Los Angeles 66 dispatchers/schedulers total 0-10% Nashville 5 Schedulers, 98 routes (excluding part time, those are assigned on as needed basis) 2 Schedulers work on next day, 2 Scheduler handle same day reschedules and no show. 1 Scheduler handles trips left the evening before. 350 - 400 late morning / afternoon / night trips are placed in "overflow" these trips are batched by the early morning scheduler, any trips unable to be placed on our routes, are sent to the dedicated taxi provider. New Jersey NJT – 1 Director/3 Schedule Planners Contractors – 3 Lead Schedulers and 11 Schedulers in five regions throughout the state. 0 New York City 11 schedulers (8 hour shifts) 0 Oakland 2 schedulers Mon-Friday; 1 working tomorrow's am routes; the second working tomorrow's pm routes; 0.5 scheduling FTE on Sat and Sunday. 20-80 Orange County 6 schedulers (1 for subscriptions + 5 for ~45 routes each) Zero; a subcontracted taxi provider is used as supplement Orlando 4 schedulers and 166 runs 200 Answer Options Response Percent Response Count Batch scheduling is the primary method used by schedulers to (re)schedule trips—this begins the day before the trip; other optimization processes and one-by-one trip scheduling are then used to fine-tune the runs and to schedule as many unassigned trips as possible 59.3% 16 answered question 27 skipped question 2

192 ADA Paratransit Service Models Q23: Who is responsible for setting/adjusting the scheduling parameters of the software? Answer Options Response Percent Response Count Transit Agency 64.0% 16 Call Center Contractor or Broker 20.0% 5 Service Provider Contractor 16.0% 4 answered question 25 skipped question 4 Q24: How do work rules of the collective bargaining agreement provisions impact run construction and/or driver assignments? Response Response Count Answered Question 24 Skipped Question 5 Location Response Text Ann Arbor No bargaining unit, however, dedicated contractor runs have set times. This can impact how demand is met. Atlanta N/A - bid on route start and end times only Austin Service delivery is all contracted out. This has no impact on the transit agency. Broward County No impact Chicago Less flexibility to implement new run cuts Columbus CBA is flexible with run construction Dallas CBA calls for work to be bid 3x per year. Drivers bid on report/end times. Minimal impact, 40 hour guarantee per week. Denver Software split between call center contractor and RTD. They are unionized. There are DOT regulations that affect how things are done with regard to CDL stuff. Houston We do not put runs out for more than 12 revenue hours, unpaid lunch for runs out at least 7 total hours Kansas City Of the three contactors assigned to this work, only one has a collective bargaining agreement. That contractor operates 1% of the trips. Las Vegas They have 3 driver bids a year. Los Angeles n/a Location Number of schedulers and runs, and how they split up the work: Number / number range of unscheduled trips left for evening before or day of trip morning dispatcher to schedule? (e.g. 100-300 trips) Philadelphia Currently 7 schedulers - Assignments are assigned in most cases by county or carrier. 0 Pierce County 1 scheduler, 1 standing file supervisor, 75 routes no split 15-20 Pittsburgh 1 scheduler at each location, and a back up 1% Portland 2.5 Salt Lake City 4 by service area 0

Survey Responses by Question 193 Broker does have "Management Rights" however, meaning if there is nothing in the contract between the Broker and Provider preventing a proposed scheduling strategy, the Provider cannot object because they don't like the strategy. One example is split shifts. Orange County Not much - assignments are agreed before implementation, however, managing breaks and lunches can become difficult. Orlando They don't Philadelphia The drivers are employed by the carriers. Their bargaining agreements do not have an impact on run construction. Carriers assign drivers to the work. Pierce County Only impact is that contractor CBA does not waive state requirements for lunches which must be scheduled for routes assigned to them; not required for internal routes. Pittsburgh N/A Portland Toughest standards. Allow splits. San Francisco Rest and meal breaks are counted for in the software, as well as other CBA provisions. Washington DC N/A Q25: Please provide details on the following: Answer Options Response Percent Response Count Who calls customers in the event of a no-show? 100.0% 25 Who fields the calls from customers regarding where's my ride/ETA calls and other same day issues? 92.0% 23 If reservation agents field the where’s my ride/ETA calls, do they have access to ETA information from the dispatching and/or the actual vehicle location or both? 80.0% 20 answered question 25 skipped question 4 Q25a: Who calls customers in the event of a no-show? Location Responses Ann Arbor No call is placed. Atlanta Radio dispatch Austin Automated call at mid-month, end of month, and pre-suspension. Working on opt-in automated call out per no show. Boston Dispatchers Broward County Call Center staff Chicago Service Provider, RMMCC approves NS. Columbus Dispatch Dallas Dispatch Location Response Text Nashville We have 1 pool of operators for fixed-route and para transit. Operators can chose to run a combination of both. Operators run pick occurs biannually. Routes cannot be adjusted without union approval. New Jersey CBAs for Service Provider operating personnel do not impact our (the agency’s) run construction. Vehicle runs in the template schedule are controlled by the agency (Scheduling Group) and are generally scheduled in durations of between 4 and 10 hours. Contracted Service Providers finalize and optimize scheduled runs prior to and during service delivery, adjusting pull-out and pull-in times as appropriate. We (the agency) maintain a productivity incentive to control and incentivize efficiency. New York City In reference to previous question: Scheduling staff with Stratagen and MTA-IT for guidance. Oakland Broker is aware of CBA rules and works within the CBA when constructing schedules for Bid by drivers. The

194 ADA Paratransit Service Models New Jersey N/A New York City Dispatcher Oakland Call center agents or a dispatcher Orange County Dispatch Orlando Dispatcher Philadelphia Dispatch Control Center Phoenix Everything is done through MDTs and cell phones Pierce County Dispatch Pittsburgh Provider on arrival, broker to follow up Salt Lake City Cards are sent by customer care department San Francisco Dispatch Washington DC Dispatch Q25b: Who fields the calls from customers regarding where's my ride/ETA calls and other same day issues? Location Responses Ann Arbor Contractor Atlanta Same day Customer Care Representatives (near dispatchers) Austin Service Coordinators (e.g. dispatchers, schedulers) and Call Center Boston Dispatchers, dispatcher assistants or reservations Broward County Call Center staff Chicago Regional Mobility Call Center (RMMCC) Columbus Dispatch Dallas Dispatch Houston Dispatch call takers, service leaders, service monitor Kansas City Dispatch (contractor) Las Vegas Contractor primarily handles where’s my ride. Its a mix for same day issues between contractor and agency. Los Angeles Provider call agents or dispatch assistants Nashville Customer Care Call Center New Jersey Service Monitors as described previously Oakland Call center agents Orange County Solutions (Reservations) Center from scheduling or Dispatch Orlando ETA Reps/Dispatchers Philadelphia Dispatch Control Center Pierce County Reservations Location Responses Houston Dispatchers Kansas City Dispatch (contractor) Las Vegas Dispatch Los Angeles Dispatch Nashville Scheduling staff.

Survey Responses by Question 195 Q25c: If reservation agents field the where’s my ride/ETA calls, do they have access to ETA information from the dispatching and/or the actual vehicle location or both? Location Responses Ann Arbor Yes. Atlanta N/A Austin ETA. If more info is needed, service coordinators contacted for vehicle location/driver contact Boston Yes Broward County Yes, both Chicago N/A Dallas No Kansas City On occasion reservations may take a WMR call. Reservations can check the status of the customer's trip, but are instructed to transfer the customer to dispatch. Las Vegas Ride Inquiry under the contractor does. Los Angeles both Nashville Yes, they have the ability of monitor para transit vehicles via our software and dispatch systems. New Jersey Service Monitors field these calls and do utilize ETA information provided through Trapeze PASS/AVL as well as from contracted Service Provider service controllers New York City both Oakland Call center agents have access to GPS and can locate the vehicle. Orange County Both: AVL + schedule software can show distance from loc. Philadelphia n/a Pierce County Some minimal information Pittsburgh Yes Salt Lake City ETA from dispatcher Washington DC N/A Q26: Please tell us which functions are performed by radio dispatchers or dispatch assistants. Answer Options Response Percent Response Count Radio dispatching and no-shows 92.6% 25 Handling where’s my ride / ETA calls and other same day issues 74.1% 20 answered question 27 skipped question 2 Location Responses Pittsburgh Provider and broker Salt Lake City Reservation Agents San Francisco Dispatch Clerks Washington DC Call center / Dispatch

196 ADA Paratransit Service Models Q27: What is the ratio of dispatchers to vehicles in service during peak periods and off-peak periods? (e.g. 1 dispatcher : vehicle runs) Answer Options Response Percent Response Count Peak Period 100.0% 21 Off-Peak Period 90.5% 19 answered question 21 skipped question 8 Location Peak Period Off-Peak Period Ann Arbor 1 to 10 1:5 Atlanta 1 to 40 Austin 1:30 (5:150) 1:30 Broward County 1 to 40 1 to 20 Chicago 30 dispatchers to 35 runs 25 dispatchers to 30 runs Columbus 3-4 dispatchers to 60 runs 1-2 dispatchers up to 20 runs Dallas 1 to 26 1 to 8 Houston 1 dispatcher : 25-32 manifests (peak), 1 dispatcher : 20-27 manifests (non peak) Kansas City 4:24.5 2 to 18 Las Vegas Unknown. Contractor does not have it set up this way. Same as above. Los Angeles 650 dedicated shifts; 500 non dedicated Nashville 1 dispatcher : 55 runs 1 dispatcher New Jersey 9 to 10 New York City 1:14 (based on 179 dispatchers and 2,436 peak routes (vehicles) 1:20 (based on variations in off peak/ peak demand throughout the day; more routes can be handled during these periods.) Oakland 1 to 20 1 to 30 Orange County AM 4 Dispatchers: 230 runs; PM 5 Dispatchers: 230 runs 3 Dispatchers: 230 runs Orlando 6 to 25 3 to 10 Philadelphia approximately 28 for the City Dispatcher; 90 for the Suburban Dispatcher 28 for the City Dispatcher; 90 for the Suburban Dispatcher Pierce County 1 to 25 1 to 12 Salt Lake City 1 to 25 1 to 5 Washington DC N/A N/A Q28: How is the dispatch work arranged among the dispatchers, and between the dispatchers and dispatcher assistants? Response Response Count Answered Question 22 Skipped Question 7

Survey Responses by Question 197 Location Response Text Ann Arbor Sedan runs are divided between two dispatchers, lift-van runs are divided by one dispatcher. Austin By service provider, 2 hour advance vs. current issues, and specific tasks Broward County 50/50 split of routes Chicago Varies by SP. Some have pods with leads and some have run groups with troubleshooters Columbus Dedicated call taker from passengers, dedicated same day scheduler/run monitor, dedicated driver call taker Dallas Work is rotated. Radio dispatchers split runs in half (even/odd numbered runs). Dispatchers not on the radio handle Where's My Ride calls and trip rescheduling. Denver 14 dispatchers in total. There are 11 work stations with cubicles. Houston We have a total of 21 FT dispatchers and 8 dispatch relief. We operate with a variety of scheduled shifts for each dispatcher/relief according to service needs. Each dispatcher is responsible for the above noted peak & non peak hours pertaining to their shifts. Kansas City During peak period, two dispatchers handle trip monitoring while two other dispatchers handle WMR calls. During non peak time, all dispatchers handle trip monitoring and WMR calls. Las Vegas Just dispatchers. Los Angeles Dispatchers dispatch, dispatch assistants take ETA, cancellation calls Nashville There is only 1 dispatcher on duty for para transit operations from 4:00 a.m. to 4:00 p.m. there are 2 dispatcher available between 4:00 p.m. and 8:00 p.m. and then 1 from 8:00 p.m. until midnight. Between midnight and 4:00 a.m., para transit inquiries are handled by the radio dispatcher. There is a scheduler available to assist as needed between 5:00 a.m. and 6:30 p.m. New Jersey Service Controllers (front line dispatchers employed at each Service Provider) are in communication with drivers and perform the function of radio dispatching, determining no-shows, and communicating trip status and activity to agency (our) Service Monitors, who are in communication with customers by telephone. Radio dispatching and no-shows. Service controllers monitor activity in their assigned run groups. Lead service controllers supervise, monitor, intervene, and assist with problem resolution/rescheduling trips. Window service controllers perform check-in and check-out functions. Service control centers utilize large screen monitors displaying alerts regarding trips forecasted to be affected by delays or other service concerns. New York City 1:17 (based on 106 dispatchers) Oakland Each dispatcher is assigned a provider with a group of routes. Orange County Each dispatcher has a list of runs to review. When a driver calls in they go in a queue, the dispatchers answer the calls. For dispatcher assistants, they work on on-time performance, late calls, and the unscheduled trips. Philadelphia Dispatch Assistants are also known as Where’s My Ride (WMR) Agents; WMR agents are responsible for day of service Customer inquiries regarding their trips; they handle these inquiries Monday through Friday 6AM to 6PM. Dispatchers are responsible for monitoring service delays with their respective assigned group of tours (runs/vehicles/operators); responsible for day of service Customer inquiries regarding canceling trips 7days a week; responsible for day of service Customer inquiries regarding their trips/rides; they handle these inquiries Monday through Friday before 6AM, after 6PM and all day during the weekend (Saturday & Sunday). Pierce County At peak, it is assigned by sequence of route numbers in equal blocks, i.e. 1-25, 26-50, 51-75 Pittsburgh N/A Portland 1 violations desk - proactive - lead 3 on shift; 4 total. Generally they have 4 dispatchers, that do everything. There’s an additional person who deals with conflicts. He's the lead. Salt Lake City No specific work assignments, typically take turns. Washington DC Dispatchers are assigned to service delivery bases by runs within the call center.

198 ADA Paratransit Service Models Q29: Please provide a breakdown of the dedicated fleet All vehicles provided by the agency unless denoted otherwise Location Non Accessible Vehicles Accessible Vehicles Total Sedans Minivans Vans <15 Pax Vans <22 Pax Minivans Raised Roof Vans Body on Chassis Buses ≥ Pax Ann Arbor 11-25* 11-25* 26-50 Atlanta 201-225 201-225 Austin 51-75* 26-50 76-100 151-175 Broward County 26-50 126-150 176-200 Chicago 126-150* 501-600* 126-150† 801-900 Columbus 11-25 51-75 76-100 Dallas 11-25* 76-100* 76-100 Denver 351-400 351-400 Kansas City 11-25* 26-50* 51-75 Las Vegas 301-350 301-350 Los Angeles 26-50† 701-800† 101-125† 801-900 Nashville 26-50* 26-50* 11-25* 76-100 150-175 New Jersey 101-125 401-450 501-600 New York City 601-700 401-450 901-1,000 2,001-2,250 Oakland 201-225* 221-225 Orange County 226-250 226-250 Orlando 151-175 151-175 Philadelphia 11-25 176-200 176-200 451-500 Pierce County 76-100† 101-150 Pittsburgh 126-150 26-50 6-10 201-225 351-400 Portland 11-25 251-275 251-275 Salt Lake City 126-150† 126-150 San Francisco 1-5 126-150† 126-150 Seattle 11-25† 601-700† 601-700 Washington DC 11-25 601-700 601-700 *Contractor Provided †Agency and Contractor Provided Q30: What technologies are utilized for your ADA paratransit service? Answer Options Yes No Response Count Customer Support: Cashless systems – Fare card 4 20 24 API Links to Taxi Dispatch Systems 5 20 25 Customer Support: Customer app (access to vehicle location / arrival time) 7 14 21 Customer Support: Cashless systems - Centralized fare account 7 17 24 Dynamic scheduling (day-of; 2+ hours in advance) 8 17 25 Customer Support: IVR – Booking advance trip reservations 12 13 25 Customer Support: IVR – Trip cancellations 13 11 24

Survey Responses by Question 199 Customer Support: IVR – Trip confirmations 14 10 24 Customer Support: IVR – Day-before confirmation calls 14 10 24 Customer Support: IVR – Imminent-arrival calls or texts 14 11 25 On-Board Equipment: Security Cameras 23 5 28 On-Board Equipment: Navigational Assistance 25 2 27 Reservation/scheduling/dispatching software 28 1 29 On-Board Equipment: AVL (including GPS and other) 28 1 29 On-Board Equipment: MDTs/MDCs 28 0 28 answered question 29 skipped question 0 Q31: Do the schedulers and/or dispatchers use non-dedicated taxis for the transportation of ADA paratransit trips? Answer Options Response Percent Response Count Yes 41.4% 12 No 58.6% 17 answered question 29 skipped question 0 Q32: What is the percentage of total trips that are assigned to non-dedicated taxis? Response Response Count answered question 11 skipped question 18 Location Response Text Chicago less than 1% Kansas City 17% Los Angeles 55 New York City 30 Oakland FY15/16 = 1.4% Orange County 22.9% Phoenix 100 Portland 10 San Francisco 30 Seattle 9.2 Washington DC 5 to 7 Answer Options Yes No Response Count

200 ADA Paratransit Service Models Q33: Is your ability to assign trips to non-dedicated service providers limited by their capacity? Answer Options Response Percent Response Count Yes (please explain) 80.0% 8 No 20.0% 2 answered question 10 skipped question 19 Location Response Text Chicago Limited to taxi capacity Kansas City Taxi service has other work in the area and may not be able to provide additional resources other than what they commit to. Los Angeles Generally, non-dedicated providers only transport ambulatory trips New York City Yes (broker) and No (Taxi) Oakland lack of wheelchair accessibility Phoenix Longest waiting driver in the zone that is available gets the option to take the call. You get moved up and down the priority list according to the performance. Seattle Situational Q34: What types of trips are generally assigned to taxis? (check all that apply) Answer Options Response Percent Response Count Peak period overflow trips 84.6% 11 All trips we cannot fit onto our dedicated runs 69.2% 9 Breakdowns/accidents 61.5% 8 Long, out of the way trips 53.8% 7 Trips in low-demand times 53.8% 7 Trips in low-demand areas 46.2% 6 Other (please specify) 38.5% 5 Re-emerging no-shows 38.5% 5 Short trips, in order to minimize non-dedicated service provider (NDSP) costs 30.8% 4 answered question 13 skipped question 16 Location Other (please specify) Chicago Customer user side subsidy program (TAP) Los Angeles Taxis are utilized for all kinds of trips Phoenix All trips. San Francisco San Francisco Paratransit does not assign trips to the taxi service; instead taxis are an alternative transportation option with an user side subsidy provided to ADA riders.

Survey Responses by Question 201 Q35: Do any of the taxi companies/associations have accessible taxicabs? Answer Options Response Percent Response Count Yes 91.7% 11 No 8.3% 1 answered question 12 skipped question 17 Q36: How many taxi companies or associations are used for ADA paratransit trips? Response Response Count answered question 12 skipped question 17 Location Response Text Chicago One for contracted services; over 25 for user side subsidy TAP Houston 1 Kansas City One Los Angeles 9 New York City 1 Oakland Two Orange County 1 Phoenix 3 or 4 subcontracts Portland 1, Broadway San Francisco 22 Seattle 6 Washington DC Three (3) Q37: What entity contracts with the taxi companies or associations for the provision of ADA paratransit service? Answer Options Response Percent Response Count Transit agency 27.3% 3 Call (and Control) Center Contractor 9.1% 1 Broker 18.2% 2 Service provider contractors 45.5% 5 answered question 11 skipped question 18

202 ADA Paratransit Service Models Q38: Please answer the following: Answer Options Yes No Response Count Is there a subset of taxi drivers and taxicabs who are “certified” to serve ADA paratransit trips (i.e., based on completing specific training, voluntarily agreeing to background checks, drug and alcohol testing, etc.)? 9 3 12 Are the driver training requirements for taxi drivers the same as for the drivers of the dedicated fleets? 5 6 11 Are the background checks for taxi drivers the same as for the drivers of the dedicated fleets? 7 3 10 Are taxi drivers required to be part of the same drug and alcohol testing requirements as the drivers of the dedicated fleets? 8 3 11 Are the taxicab vehicles used for ADA paratransit trips insured to the same level of coverage as the vehicles in the dedicated fleet? 5 4 9 Do you require that taxi vehicles used for ADA paratransit trips are maintained according to transit agency-specified standard? 8 3 11 Do you have staff that is responsible for monitoring all of the elements of “certification”? 9 2 11 answered question 12 skipped question 17 Q39: Do you contract out any part of your ADA paratransit service operation? Contractors may be used for call center operations, scheduling, or service delivery, or other aspects. Answer Options Response Percent Response Count Yes 96.6% 28 No 3.4% 1 answered question 29 skipped question 0 Q40: How do you procure your call center, broker, or service provider contractor(s)? (check all that apply) Answer Options Response Percent Response Count Pre-qualify proposers and the select low-bidder 15.4% 4 Best value – score technical proposals then analyze/score cost proposals (please include % of total score in comment field below) 69.2% 18 Include risk/liability as part of the technical and/or cost score 15.4% 4 Our preference is to contract with only one dedicated service provider contractor 19.2% 5 Our preference is to contract with multiple dedicated service providers: serving trips from distinct zones 15.4% 4 Our preference is to contract with multiple dedicated service providers: serving trips on different days or at different times 0.0% 0 Our preference is to contract with multiple dedicated service providers: serving different types of trips (operating sedans vs. accessible vehicles ) 0.0% 0 Our preference is to contract with multiple dedicated service providers: serving trips based on when the trip was booked (advanced vs. same day) 0.0% 0

Survey Responses by Question 203 Location Other (please specify) Atlanta We are currently developing a plan to move forward with a multiple provider service delivery plan - both dedicated and non- dedicated vehicles. Broward County Used Low Bid for Call Center contract, used RFP to award Service contracts, RFP scored Price 30, past experience 20, Technical plan 35, Key personnel experience 10, Location 5. Chicago Technical is weighted at 45% and Price at 55% Denver 30% Houston Not included New Jersey Service Provider contracts are procured through a competitive RFP process. For the most recent procurement, cost was 45%. Oakland EBPC contracts with a paratransit Broker, who in turn contracts with the Service Providers. The last RFP required the broker to have a minimum of two providers under contract. Orange County Currently, we have one dedicated provider and reimburse on a fixed and variable rate (monthly fixed cost plus variable rate based on # RVH provided) for service provided on the dedicated fleet plus the cost of the supplemental taxi trips based on mileage. All cost proposals are scored by the Finance division with the lowest bid price scoring the highest and other bids scoring proportional to that bid; during the RFP release process, the board of directors approves the weighting for evaluation criteria, for a procurement like this, you could expect cost may be weighted from 20% to 30% - the score from Finance would then be used during the overall scoring process. Phoenix This is all in reference to the new contract which goes into place in the Summer of 2017 40% The 64/36 split between dedicated/non-dedicated was developed by a range of business proposals, which were developed by offering a great deal of data. Also allows a much smaller dedicated fleet. Q41: For dedicated service providers, when choosing multiple contractors or contractors for zones or pieces of work, what best describes the process of contracting? Answer Options (check all that apply) Response Percent Response Count Allow a proposer to submit a proposal for more than one zone or distinct piece of work 20.8% 5 Allow a proposer to (also) submit a proposal (or an option) to serve a combined pair or set of zones or 12.5% 3 Answer Options Response Percent Response Count Our preference is to contract with multiple dedicated service providers: serving trips based on a pre-set volume of work, based on trips 11.5% 3 Our preference is to contract with multiple dedicated service providers: serving trips based on a pre-set volume of work, based on total service hours 7.7% 2 Our preference is to contract with multiple dedicated service providers: serving trips based on a pre-set volume of work, based on RVHs 7.7% 2 Our preference is to contract with multiple dedicated service providers: serving trips based on a pre-set volume of work, based on total dollar amount 3.8% 1 Our preference is to contract with multiple dedicated service providers: 23.1% 6 Use an RFP (if not an RFP, please explain below in the comment field) 88.5% 23 Other (please specify) 9 answered question 26 skipped question 3 combined pieces of work Proposed rates are supported by detailed line-item costing per contract year (that roll-up to fixed vs. variable costs if paid differently) 33.3% 8 Spreadsheet is provided to proposers (with automatic roll-ups and formulas) 20.8% 5

204 ADA Paratransit Service Models Q42: What is the contract term? Please provide the base and the option if applicable (base/option). Answer Options Response Percent Response Count Contract term for broker? 34.6% 9 Call (and Control) Center contractor? 53.8% 14 Service provider contractor? 96.2% 25 Are contract terms staggered? If yes, please explain. 65.4% 17 answered question 26 skipped question 3 Location Contract term for broker? Call (and Control) Center contractor? Service provider contractor? Are contract terms staggered? If yes, please explain. Ann Arbor 3 years Atlanta 3 + 2 1 year Austin North Base = 5+5, South Base = 3+3+3, Non Dedicated = 3+1+1 Mostly based on vehicle/facility ownership and replacement schedules Broward County 3yrs base, 2 one year options 5 year base, 2 one year options no, both started on same date. Chicago 10 year contract 5 year contract No. But will be at next RFP process in 2017 Columbus 2 base, 3 option years Dallas 2 year pilot, one 5 year option 2 year pilot, one 5 year option MV is the sole contractor for service and call center Denver 3 +1 +1 3 +1 +1 Houston 5 year base Kansas City 5 years + 5 years Weekend and Holiday call center service provided by the service provider 5 years Yes. The second provider was added two years after the first provider. Las Vegas Five year base, with one three- year option, and an additional two-year option Los Angeles 5-year base term, 4 1-year Yes, between the 6 service providers Answer Options (check all that apply) Response Percent Response Count Proposed rates (see next page) are not supported by line-item costing per year 4.2% 1 N/A We do not use multiple contractors, contractors for zones or pieces of work 37.5% 9 answered question 24 skipped question 5 options Milwaukee 5/1/1/1 Yes, taxi is not the same term as vans Nashville 3 years

Survey Responses by Question 205 Location Contract term for broker? Call (and Control) Center contractor? Service provider contractor? Are contract terms staggered? If yes, please explain. New Jersey For Service provider contractors: Each current contract has a full term of approximately 7 years. The most recently procured contract has an approximate 3-year base period and two subsequent approximate two- year option periods. Yes. The 5 Service Provider contracts we currently have have staggered start and end dates to avoid overlaps of start-up and shut-down periods. New York City 5 years 5 years 10 years Yes, some started in 2008 and some started later Oakland Current contract with Broker is for 5-years with a 5-year option Call and control center is part of the Broker function has the same term + option as the Broker no Orange County 4 years initial term with 2 two- year options NA - although we do not typically do a procurement for paratransit services at the same time as a procurement for contracted fixed-route Philadelphia 5 years 5 years yes, premised on when service expansion was established Phoenix turnkey at 5/3/2 Pierce County 5 years Pittsburgh 5 years 1 year (performed by service providers) 1 year No Portland Two-year base plus four one-year options No Salt Lake City 1 year plus 4 yearly renewals San Francisco Five year base plus five year option Five year base plus five year option Seattle 5+5(1) year extensions 5+5(1) year extensions No Washington DC 5 yrs base + 5 yrs option 5 yrs base + 5 yrs option Q43: Please answer the following regarding the involvement of unions / provision of CBA information: Answer Options Yes No N/A Response Count Do you provide in the RFP any guidance about relevant unions? 8 16 1 25 Do you provide any relevant CBAs (or portions thereof) to prospective providers, with the procurement documents? 7 15 3 25 answered question 25 skipped question 4

206 ADA Paratransit Service Models Q44: Please answer the following regarding wages and benefits (check all that apply) Answer Options Yes No N/A Response Count Do you require proposers to provide in their proposal the starting and/or average wage rates per position for all contract years (including the mobilization period)? 18 7 1 26 Do you require a specific minimum wage rate? 9 16 1 26 Do you require proposers to provide in their proposal detailed information about health benefits and other fringe benefits? 12 10 3 25 For health benefits, do you require proposers to provide in their proposal detailed information about different options and the employee contribution? 4 17 3 24 answered question 26 skipped question 3 Q45: Contracting for Non-Dedicated Service Answer Options Yes No N/A Response Count If you are also contracting for non-dedicated service, do you have separate procurement documents? 6 5 12 23 If you are also contracting for non-dedicated service, do you allow the same proposer to bid on both dedicated and non-dedicated service (or to include a subcontractor that provides non-dedicated service)? 7 3 13 23 answered question 23 skipped question 6 Q46: For contracts with the dedicated service provider contractor(s) held by the transit agency or broker, what is the basis of payment? (check all that apply) Answer Options Response Percent Response Count Lump sum or a not-to-exceed number of service hours or RVHs 7.4% 2 Per completed customer trip served 18.5% 5 Per completed passenger trip served (includes companions or PCAs) 3.7% 1 Per Revenue Vehicle Hour (RVH) (first pickup to last drop-off less scheduled breaks) 37.0% 10 Per service hour (gate to gate) 40.7% 11 Fixed costs paid separately from variable costs and split into equal monthly payments 44.4% 12 Fuel costs are included in total or variable costs rate 11.1% 3 Fuel costs are reimbursed separately 25.9% 7 answered question 27 skipped question 2

Survey Responses by Question 207 Q47: For contracts where the dedicated service provider's payment is tied to performance incentives and liquidated damages, please indicate each performance metric that is used: Answer Options Response Percent Response Count On-time Performance 84.0% 21 No-Show Rate 24.0% 6 Missed Trip Rate 60.0% 15 Excessively Long trips 36.0% 9 Productivity 48.0% 12 Complaint Frequency Ratio 56.0% 14 Call Hold Time 32.0% 8 Other (please specify) 68.0% 17 answered question 25 skipped question 4 Location Other (please specify) Atlanta Miles between road failure - vehicle maintenance Austin Accidents, Miles Between Road Calls, Adding Productivity to next South Base Contract Broward County Equipment failure in service, Accidents, vacancy of management positions, uniform infractions Dallas OTP, Missed Trip %, Average Ride Time, Capacity Denials, Accidents, Complaints, and Where's My Ride & Reservations 3&5 minute service levels are our KPIs tied to the contract Denver Tied to KPIs. there are a range Houston MDBF, ACCIDENTS Kansas City Quality Assurance checks including driver qualification, on-time accident reporting, wheelchair incidents. Los Angeles Excessively late trips Milwaukee Complaint resolution, accidents, vehicle damage repairs, denial rate, D&A testing compliance New Jersey Performance assessments (similar to LDs) are applicable for failures to meet required thresholds of on-time performance, as well as for missed trips, service disruptions, and poor productivity. Incentive payments are earned for high levels of OTP, productivity, service excellence by drivers, and for low rates of confirmed complaints. Oakland Dedicated Service providers are assessed liquidated damages monthly by the Broker for a list of LD"s in their contract with the Broker. Orange County Miles between road calls Philadelphia Not applicable Pittsburgh On-time arrival, compliance with use of on board technology Salt Lake City Key staff vacancies San Francisco Performance goals Washington DC Safety stats and other core metrics can be found at: https://www.wmata.com/service/accessibility/metro- access/upload/Monthly_Reports_FY16.pdf Q48: For contracts with the dedicated service provider contractor(s) held by the transit agency or broker, how often are the incentives and liquidated damages exercised? Response Response Count answered question 24 skipped question 5

208 ADA Paratransit Service Models Location Response Text Ann Arbor Monthly Atlanta Monthly Austin Monthly (per invoice) Broward County Monthly Chicago Monthly Columbus Monthly Dallas Monthly, daily Kansas City Monthly Las Vegas Monthly Los Angeles Quarterly Milwaukee As needed per monthly invoice Nashville Monthly New Jersey Various – some are event based, others are on a weekly or monthly basis. New York City Monthly Oakland LD's are assessed monthly. Orange County They are evaluated monthly and deducted/added to monthly invoice as appropriate Philadelphia Monthly through invoice process Pierce County Each month Pittsburgh Financial liquidated damages, or reassign market share Portland Tied to RVH Salt Lake City We do not offer incentives, to date, no liquidated damages have been assessed under the current agreement San Francisco Administrative incentives/liquidated damages are applied quarterly; operating incentive/liquidated damages are applied monthly Seattle Monthly Washington DC Monthly Q49: For turn-key service contracts (all or most functions): Answer Options Response Percent Response Count Administrative and call center costs are included in unit rate (or in fixed cost rate and variable cost rate, if split) 13.6% 3 Administrative and call center costs are treated as a fixed cost only 22.7% 5 Administrative and call center costs are paid based on a negotiated budget 4.5% 1 N/A 59.1% 13 answered question 22 skipped question 7

Survey Responses by Question 209 Q50: If you have a call (and control) center manager contract, what is the basis of payment? (check all that apply) Answer Options Response Percent Response Count Lump sum 0.0% 0 Per customer trip requested/booked 0.0% 0 Per customer trip served (completed) 0.0% 0 Per call 4.3% 1 Per negotiated annual budget 0.0% 0 Fixed costs are paid for separately from variable costs and are split into equal monthly payments 21.7% 5 N/A 56.5% 13 Other (please specify) 26.1% 6 answered question 23 skipped question 6 Location Response Text Broward County Flat per service hour rate Chicago Based hourly rates per function for approved staffing structure Denver Variable rates are call volume. New York City Call volume; Contract has incentives and liquidated damages tied to: Calls / performance and standards Philadelphia Reservation call center it is based on hours used by different call center job classifications titles negotiated hourly contractual rates Seattle VSH, fixed costs, and pass through costs Q51: If you have a call (and control) center manager contract, how often are the incentives and liquidated damages exercised? Response Response Count answered question 10 skipped question 19 Location Response Text Broward County Monthly Chicago Monthly Columbus Monthly Dallas Monthly, daily Denver Incentives are tied to phone performance and productivity. Kansas City Monthly New York City Monthly Philadelphia Liquidated damages for reservation call center are exercised on a as needed basis Seattle Monthly Washington DC Monthly

210 ADA Paratransit Service Models Q52: If you have a broker contract, what is the basis of payment? (check all that apply) Answer Options Response Percent Response Count Lump sum 0.0% 0 Per customer trip requested/booked 0.0% 0 Per customer trip served (completed) 4.5% 1 Per negotiated annual budget with provider costs are passed though 4.5% 1 Fixed costs are paid for separately from variable costs and are split into equal monthly payments 4.5% 1 N/A 81.8% 18 Broker contract has incentives and liquidated damages tied to: 13.6% 3 answered question 22 skipped question 7 Location Response Text Oakland Overall on-time performance; trips greater than 60 min late; and productivity. Pittsburgh Performance San Francisco Performance goals Q53: If you have a broker contract, how often are the incentives and liquidated damages exercised? Response Response Count answered question 3 skipped question 26 Location Response Text Oakland Monthly. Pittsburgh Annually San Francisco Quarterly Q54: What is the basis of payment to the non-dedicated service provider? (check all that apply) Answer Options Response Percent Response Count Reimbursement based on each meter fare 18.2% 4 Rate of each trip pre-calculated using GIS mileage based on a negotiated rate 13.6% 3 Reimbursement based on zone rate matrix 9.1% 2 Rate includes driver tip or equivalent 4.5% 1 Driver collects service fare 13.6% 3 N/A 63.6% 14 Contractual rate based on a negotiated flat rate per trip. Please indicate rate below in box. 27.3% 6 answered question 22 skipped question 7

Survey Responses by Question 211 Location Response Text Broward County Contractual rate per vehicle hour Los Angeles Contractor pays the non-dedicated provider through subcontract agreement Milwaukee Meter fare reimbursement capped at subsidy amount, plus a flat $5/trip admin fee Oakland Only non-dedicated providers are taxi. They are paid on a metered rate less cash fares collected. Orange County mileage based on meter rate using a matrix included in the contract - contact Curt for this matrix if desired Portland Not flat rate. Tied to time and distance Q55: How are mobilization costs reimbursed? (check all that apply) Answer Options Response Percent Response Count Reimbursement based on proposed mobilization costs 20.8% 5 Reimbursement based on actual time and materials (with a not-to-exceed amount) 12.5% 3 Reimbursed monthly during the mobilization period 8.3% 2 Reimbursed after mobilization period (on the first invoice after service has begun) 16.7% 4 Reimbursed as a fixed cost paid in equal monthly payment over Year 1 16.7% 4 Reimbursed as a fixed cost paid in equal monthly payment over the base contract term 4.2% 1 N/A 50.0% 12 answered question 24 skipped question 5 Q56: Treatment of Assets / Amortization Period / Lease Assignments (check all that apply) Answer Options Response Percent Response Count All capital costs incurred by contractor are amortized over base contract term 37.5% 9 All capital costs incurred by contractor are amortized over base plus option year(s) 12.5% 3 After contractor is fully reimbursed for capital assets, transit agency has the option to assume ownership of assets 16.7% 4 If contract is prematurely terminated or not renewed, contractor is required to transfer any leases to the transit agency, if requested by the transit agency 20.8% 5 N/A 45.8% 11 answered question 24 skipped question 5 Q57: What is the procedure for transferring transit agency assets from one contractor to another or from an outgoing contractor to the transit agency? Response Response Count answered question 15 skipped question 14

212 ADA Paratransit Service Models Location Response Text Ann Arbor 30 day transitional period. Atlanta Inspection prior to transfer Austin Inventory, inspection, sign off, purchase payment through transit agency if applicable Broward County To be determined Chicago Pace relocates assets to new contractor Columbus Not sure we have not transitioned under my tenure Dallas Check of DART equipment vs contractor equipment, contractor takes what is theirs, DART keeps agency owned equipment. Denver They do have RTD inspectors, and a payment repair procedure. Los Angeles An inspection of assess is performed prior to contract termination by 3rd party and any defects noted will be corrected by the outgoing contractor New Jersey We have standard operating requirements requiring cooperation, guiding transition of the fleet and transferring personnel, and settlement of open issues. Our goal is to have a smooth transition that is invisible to the customer experience. Integral in this process is the fleet transition, in which our (agency) staff will be involved to include individual pre-transition inspections as well as transition inspections. Oakland All assets and records would be transferred to a new contractor. A transition plan requirement was detailed in the last RFP. Philadelphia Joint inspection and acceptance. Pierce County Agency owns title, contractor is leased vehicles and lease on property is paid by agency. San Francisco SFMTA own all the capital assets acquired by our contractor and will maintain possession during any transition of contractors. Seattle Bailment Contract Q58: How many staff are dedicated to management/oversight of contractor(s)? Please express as full time employees (FTES), providing the number of FTEs and their function/frequency for each contractor Location Dedicated service provider contractors - Number of FTEs Non-dedicated service provider contractors - Number of FTEs Call center contractor - Number of FTEs Brokerage contractor - Number of FTEs Ann Arbor 70 6 Atlanta 5 Austin 9 Broward County 4 1 1 Chicago 200 or more 200 or more 71 Columbus 8 Dallas 28 Denver 6 6 6 Kansas City 3 2 2 Las Vegas 7 4 2 Los Angeles 16 Milwaukee 4 4 Nashville 1 New Jersey 8 New York City 13 5 2 Oakland 4 1 4 4

Survey Responses by Question 213 Q59: Do you retain an auditor to audit the contractors’ records? Answer Options Response Percent Response Count Yes 37.5% 9 No 62.5% 15 N/A 0.0% 0 If yes, how often? 9 answered question 24 skipped question 5 Location Dedicated service provider contractors - Number of FTEs Non-dedicated service provider contractors - Number of FTEs Call center contractor - Number of FTEs Brokerage contractor - Number of FTEs Orange County 6 6 6 Philadelphia 10 1 Phoenix 6 Pierce County 1 Pittsburgh Portland 4 Salt Lake City 1 San Francisco 3 Seattle 2 2 Location Response Text Austin The team of 9 oversees/audits all three of our paratransit contractors and two fixed-route contractors, including operations and vehicle maintenance. Audits are performed throughout the month on various aspects of daily business. Columbus Daily Denver FTEs are combined across the three functions. New Jersey Inspectors from the Private Carriers division of our organization performs fleet condition audits for approximately 15% of our statewide fleet each year. This division is within our agency though outside the ADA Services unit. New York City Audits are periodically performed by NYC Transit’s auditor/s. Oakland AC and BART conduct periodic audits. In addition EBPC is subject to FTA; MTC/TDA: and NTD audits. Orange County We have an agency internal auditor who evaluates risk for all agency projects/services and develops an annual audit work plan. There is no set frequency for audit of this contractor, but generally, they are usually done at least once per contract term and sometimes also before the contract is closed. Pittsburgh Annually Salt Lake City Monthly Q60: Do you retain a third-party inspector to assess any of the following? (check all that apply) Answer Options Response Percent Response Count Safety and security 50.0% 6 Fleet maintenance 83.3% 10

214 ADA Paratransit Service Models Q61: How is the reporting function handled for daily, monthly, yearly and ad-hoc reports? Who has responsibility for collecting data and how often is it reported? Response Response Count answered question 24 skipped question 5 Location Response Text Ann Arbor Direct daily communications and reporting are accomplished by planned and unplanned visits to provider, in person, by phone or electronically. Monthly, annual and ad-hoc meetings reports are held and collected in person or electronically. Atlanta Contractor Austin Each service provider provides some level of service reporting on a daily/monthly/annual basis. As all nearly all stats are fed into agency-owned database software, the Transit Agency performs a variety of reporting on its own daily, monthly, yearly, and ad hoc. We are highly data driven, so it depends on what kinds of metrics you're looking for if more specific info is needed. Answer Options Response Percent Response Count Service quality/performance and overall contract compliance 58.3% 7 answered question 12 skipped question 17 Broward County Monthly and Annual reporting is required by each contractor to be submitted to the Agency. Chicago Pace, SP and RMMC are responsible for reports. Daily, monthly, and annual reports and ad hoc. All reports are automated. Columbus Contractor pulls information together and transit authority reviews, verifies and holds accountable. Dallas Contractor provides data on a weekly and monthly basis, and as needed. DART administration staff compile to complete weekly, monthly, and year end reports. Denver FT sends daily reports. Scheduled statistics. First transit is sent information on trip demands. Call center sends daily ops report. Fleet maintenance checks done quarterly and annually. Kansas City Operations Manager and two Operations Supervisors. Data is collect on timetables from daily to annually. Las Vegas Quality Assurance Manager and IT - Daily Los Angeles Data collected daily by agency. Agency compiles reports Milwaukee Each vendor provides required monthly reports and we create internal reports to verify Nashville Taxi USA provides MTA with all documents pertaining to completed, cancelled and no show trips monthly. this information includes, actual pickup / drop off time, trip duration, mileage and number of passengers per trip. This information is used for NTD purposes. New Jersey Various reports at different intervals (standard and ad-hoc) go to various recipients within the ADA Services unit. Each contracted service provider reports to a designated Paratransit Specialist, a staff member of the Contracts Group within our unit, who has responsibility for direct oversight and monitoring for that region. New York City NYC Transit staff collect data and the in-house reporting is done on a monthly basis. Oakland All data is generated by the central scheduling system. The Broker Finance manager provides data from that system to the Program Coordinator (an outside consultant) who formats the data into monthly reports for AC and BART. All FY data from the monthly reports is summarized in a year-end report. Ad hoc data requests are typically queries and are generated by the Broker's IT department. Orange County The contractors perform daily data collection, reconciliation and reporting for operations and maintenance then the agency then reviews and reconciles the data in preparation of the monthly invoices. Philadelphia Reports for contractor payment, 3rd party invoicing and, FTA / PennDOT reporting is handled by the Finance Department within CCT after monthly reconciliation of hours, fares and trips. Information is reported to FTA quarterly, and PennDOT Monthly for invoices, yearly COA reporting.

Survey Responses by Question 215 Q62: What key performance indicators (KPI) are monitored and which tie into contractual incentives and liquidated damages? (For each KPI, provide any standards, any incentive/penalty amounts and associated triggers) Response Response Count answered question 20 skipped question 9 Location Response Text Pierce County Data is collected by MDT and centrally managed for reporting. Additional NTD data is collected monthly. Portland It's from Trapeze and from First Transit, but bases it off Trapeze. A daily ops report Salt Lake City Monthly however UTA owns the software and can run reports as needed San Francisco Transdev, the Paratransit Broker is responsible for collecting data regarding various performance related standards, including on-time performance, trip totals, complaints, etc. This is reported monthly. Seattle All of the above. Contractors collect the data. Reporting is done at least daily Washington DC MACS has a dedicated oversight and analyst staff that handles reports. Location Response Text Ann Arbor No shows at .3% of all trips assigned. Late trips at 92% (includes on-time performance). Austin KPIs include OTP, miles between road calls, complaints per 1,000 boardings, accident frequency; see responses to questions on next page for liquidated damages/incentives Broward County On-time Performance - each monthly under 85% incurs a $2,500 penalty; for each month with over 90% OTP and a productivity rate of 1.45/hr for SF Access incurs a $1,000 per month incentive Safety - less than one FTA reportable accident (as defined by the National Transit Database program in Form S&S-40) per 100,000 miles systemwide incurs a $1,000 incentive per quarter Customer Satisfaction Survey - conducted annually, an incentive is provided if the customer is satisfaction of the most recent surveyed SF Access trip is between 85% - 90% Columbus OTP- 94.5% productivity Dallas KPI Incentives: Productivity, OTP, Employee Stay Bonus – (startup), Operator Excellence, Customer Service, Operation Start-Up Incentive KPI Assessments: Late Trips (two levels), Late Transfer trips, Missed trips, Inadequate communications regarding late trips, Low productivity, Incomplete or improper reporting, Disruption in Service. On a case by case basis, additional performance assessments are applied for non-compliance with requirements for: Vehicle maintenance/preventive maintenance inspections, vehicle cleanliness, training qualifications and certifications, road observations/evaluations, drug and alcohol testing accident/incident reporting, submission of other reports completed properly and within required timeframes. Kansas City OTP - 92% - $10 per trip beyond Missed Trips - $50 per occurrence Excessive Ride Time - 2% of all trips served - $500 lump Complaints >2% of all trips - $25 per occurrence. Los Angeles Missed trips - $50/missed trip, Less than 2 road calls per month - $300, 0 preventable accidents - $1,000, Turned back routes - 1.5xVSH rate Milwaukee OTP Goal 85%, liquidated damages for trips over 20 minutes late, relief from liquidated damages if goal achieved. MDBF Goal 14,000, increased oversight and corrective action if goal not achieved. Nashville On-time performance, less than 80% results in disincentive. Passengers per revenue hour, under 1.8 has no consequences. Passenger complaints, any validated result in $100 incident charge. New Jersey Total complaints received against the taxi provider per contract the provider must carry 750 passengers per complaint (calculated per month) or incur a 2.5% reduction to their invoice.

216 ADA Paratransit Service Models Location Response Text New York City On-time performance (95% standard, enforced under 92%), Missed Trip Percentage (<1%), Average Ride Time (<34 min standard), Capacity Denials (0 std), Accidents/100k miles (< 2), Complaints/1000 actual trips (< 3), Where's My Ride 3 min calls answered (> 95%), WMR 5 mins calls answered (> 99%) Reservations 3 mins calls answered (> 95%), Reservations 5 min (> 99%) Oakland On-Time Performance "Late 4" Trips (+45 mins late) Average Hold Time Calls on Hold over 5 mins Denials (reservations outside 1 hour) Orange County OPT, TPH, Customer Feedback, missed trips, accidents. Philadelphia 95% on-time LD $50 per trip on days that exceed standard. Missed trip above 1% $125 per trip on days exceed standard. Trip refusal $250 per trip plus the difference between contractor and UTA actual cost and contractor hourly rate. Excessive Ride time. $100 rides exceed 2 hours, $300 rides that exceed 3 hours. Customer complaints +7 days $5 per complaint per day. Cleanliness of vehicles $25 per vehicle, Vehicle appearance $25 per vehicle, pre-trip $100 per vehicle, 100% PM inspections $1,000 per vehicle, Key personal +7 days $100 per weekday. Inadequate operator staff to meet daily demand $200 per run + difference between UTA actual cost & contractor hourly wage. Pierce County https://www.wmata.com/service/accessibility/metro-access/upload/Monthly_Reports_FY16.pdf Portland The monthly Operations Report has many indicators. Most important are: Costs - budget to actual results are reviewed. Productivity. ADA productivity above 1.53 results in an incentive; below 1.50 results in a disincentive. Overall on-time performance: above 93% results in an incentive; below 91% in a disincentive. Trips greater than 60 min late: below 0.1% results in an incentive; above 0.2% in an disincentive.. Salt Lake City LATE TRIPS: A penalty fee equal to the Contractor’s charge per rider trip shall be levied for each customer who is picked up more than fifteen minutes later than the on-time window when the lateness is a result of Contractor performance. Assessed damages (separately for both Accessible and non-accessible services) for any month the provider fails to meet the 97% on-time performance standards: 95% - 96.99% = $100 90% - 94.99% = $200 89.99% (or lower) = $300 MISSED TRIPS: If any scheduled advanced reserved trip is missed then a penalty fee equal to $50.00 per trip shall be levied for each missed trip as a result of Contractor performance. CALL PERFORMANCE: For any day during the billing month that the time on hold for customers exceed the standards in item 4.0(e) a $25.00 fee will be levied. RIDE TIME: For any day during the billing month that the ride time for customers in either lift-van service or sedan service exceeds the standards within item 4.0(d) a $25.00 fee per rider trip will be levied. REPORTING: Inaccurate reporting of hours, mileage, and passenger counts will result in reports being returned to the Contractor for correction. If repeated reporting problems are found, a penalty of $100.00 per day per manifest or run may be imposed. COMPLAINTS: If AAATA documents valid complaints that exceed ½ of 1% of the total number of trips provided on any day (not including complaints for lateness) the Contractor shall pay a penalty of two times the cost of the rides that exceed ½ of 1% per valid complaint. In addition AAATA will levy a penalty fee of $1,200.00 each time the number of valid complaints exceed twenty during the current contact year. A valid complaint is any complaint that does not involve late rides. SHARED RIDES: The provider shall maintain a shared-ride threshold of 50% or higher per monthly billing period. Assessed damages for any month the provider fails to meet the 50% Shared-Ride threshold: 40% - 49.99% = $100 35% - 39.99% = $200 34.99% (or lower) = $300 San Francisco OTP >=92% Vehicle Accidents per 100K Miles <=2.00 Passenger Accidents per 10K Pax <=0.30 Complaints per 10K Pax <=8 Miles between Road Calls >=20K Amounts is too detailed to post here. Each metric generally has 3-5 grade levels. Seattle All key Paratransit metrics to include, OTP, productivity, phone hold times, missed trips, vehicle maintenance, safety all tie into incentives and liquidated damages. Washington DC Penalty Schedule Productivity Percent deduction from hourly rate for all hours less than 1.93 2% less than 1.92 3% less than 1.91 4% less than 1.90 5% less than 1.89 6%

Survey Responses by Question 217 Location Response Text less than 1.87 8% less than 1.86 9% less than 1.85 10% On-Time Performance: An overall monthly On-time Performance level which falls below 92% will result in a penalty of $2,500 for each month the average is below the standard. Will-Call response times that exceed 60 minutes from the time a caller requests their ride are considered late trips. Over-all monthly on-time performance of Will-Call rides which falls below 92% will result in a penalty of $1000 for each month that the average is below 92%. If the overall average monthly ride duration exceeds 55 minutes, a penalty of $5,000 will be assessed for each month the average exceeds that limit. In the event that the Contractor has a missed trip percentage in excess of 0.5% of scheduled trips during a one month period, MTS will assess liquidated damages in the amount of $150 per trip exceeding the maximum. The average monthly wait time for all reservation and dispatch calls received during the hours of 8 a.m. and 5:00 p.m., 7 days per week, cannot exceed 6 minutes. A penalty of $1,000 will be assessed for each month the average exceeds that maximum limit. In the event that the Contractor has a denial percentage in excess of either 0.05% or 9 total (whichever is lower) of requested trips during a one month period, MTS will assess liquidated damages in the amount of $200 per trip exceeding the maximum. less than 1.88 7% Q63: How are regular and ad-hoc communications with the contractor(s) handled? Frequency? Response Response Count answered question 24 skipped question 5 Location Response Text Ann Arbor Typically these are setup by e-mail or phone and are related to specific issues or projects that require attention prior to the monthly meeting. Ad-hoc meetings are brief and typically occur 1-2 times month. Atlanta Formal weekly meetings - Oversight team is housed in the same facility as dedicated contractor. Austin 2x monthly meetings with contract oversight/operations management staff, memos, daily communication between contract oversight staff or service coordinator staff and contractor Broward County Daily, by phone, email. Chicago Daily communication. Weekly meetings in person or conference calls. Columbus Monthly meeting with all management staff and potentially daily communication with contacted staff Dallas Communications are typically handled via phone or email. Typically when requested (like surveys) or when needed, 2-3 times/month. For regular communications, daily. Denver They are scheduled to meet every two weeks. They meet with everyone at once. Kansas City Daily if needed. Scheduled bi-weekly meetings and annual contract reviews. Las Vegas Daily and Monthly meeting Los Angeles Phone, e-mail, letter correspondence. Daily Milwaukee Daily emails, phone calls as needed, monthly advisory council meeting attendance, on-site inspections at regular unannounced and announced intervals Nashville We meet biweekly to discuss any and all matters. New Jersey Regular communications New York City On-site and via phone, on a daily basis. Official communications as required. Monthly assessment of performance. Oakland AC and BART staff meeting with Broker staff twice per month. Written notes are produced from these meetings to document agreements. Formal letters are sent to the Broker about policy changes, agreed-to exceptions, and/or AC and BART concerns.

218 ADA Paratransit Service Models Location Response Text Orange County For regular communications, there is a weekly conference call with the agency and the on-site contractor management but any and all items of note are communicated as soon as they occur, for example, major incidents like accidents or service losses like break downs are sent to all concerned parties via text messaging and/or emails. Philadelphia Contractor have access to a set of reports and data. Data is view only Pierce County Regular communication by monthly official meeting and monthly less formal meeting between managers. Daily via email and/or phone. Pittsburgh daily Salt Lake City Monthly, and via phone ad-hoc San Francisco SFMTA regularly meets with both the Transdev administrative and operations staff on both a monthly basis as well as an ad-hoc basis. Seattle Written, voice, email, text. Communication is on a daily basis Washington DC Communications are handled through meetings, site visits and e-mail, as needed. Q64: How are disputes with the contractor(s) handled? Response Response Count answered question 21 skipped question 8 Location Response Text Ann Arbor Daily operation disputes are handled by the project manager while term/condition disputes are handled by the contract manager. Austin Contractor files dispute in writing through a SharePoint workflow. Dispute is reviewed and responded to by Paratransit Program Mgr, in collaboration with Contract Performance Mgr, Director of Paratransit, Control Center Mgr, Procurement, etc. as needed. Broward County Daily, by phone, email. Chicago Contract Manager handles SP issues. Columbus Depends on the dispute Dallas Through negotiations with the contractor directly. Denver They use SORTS (?) or swords? Kansas City The initial meeting is at the operations manager level and may be escalated to the CEO. Los Angeles Verbal and written notices, up to cure notices Milwaukee Investigations into issues and documentation of facts. There have not been unresolved disputes in general. Nashville as needed by the AccessRide Manager New Jersey "• New York City If unable to resolve, the Contract has the option of submitting their dispute to the Disputes Resolutions Officer (DRO) for resolution. Response to Q. 61-64: The Access-A-Ride paratransit service contracts stipulate, in detail, the applicable policies and procedures that pertain to operating the paratransit service. The contracted providers are required to keep their drivers, dispatchers, supervisors and operation managers informed of this information and/or any updates. To ensure contract compliance, NYC Transit Contracts Management staff monitor the service through telephone, electronic media, carrier site visits and divisional inter-office communications. Paratransit also monitors the service through daily and/or monthly reviews of actual service performed and routine auditing of trip tickets, etc. In addition, operating reports are generated on a daily and/or monthly basis to track operating performance. On a routine basis, Contracts Management and Standards and Compliance staff monitor and observe the contract carriers for controlling driver performance. The results of Consolidated Surveys at Pull-Out and Intermediate On-Road Points are reported in NYC Transit’s Standards and Compliance's monthly AAR Carrier Compliance Report. Pertinent information is discussed and reinforced at regular monthly meetings with contractor representatives and special analyses are conducted, when and as needed. Oakland Discussion, Negotiation, Mediation and then Arbitration.

Survey Responses by Question 219 Location Response Text Orange County Depending upon the severity and type of dispute, most issues are initially handled by a paratransit contract administrator. Of course, where necessary and needed, the section manager and/or department manager will be included and/or intervene for the appropriate resolutions. Concerns of higher priorities such as contract amendments or breachments, financial obligations, etc. will typically start with the department manager and can be escalated accordingly. Philadelphia Contractors have 30 days to submit disputes regarding invoices. Operation and contract compliance handled disputes concerning day of service and vehicles/drivers Pierce County Agency makes final determination. No significant dispute has yet occurred. Salt Lake City In writing San Francisco SFMTA regularly meets with both the Transdev administrative and operations staff on both a monthly basis as well as an ad-hoc basis. Seattle Contract stipulates requirements actions that can be taken. Failure to perform can result in liquidated damages, defective work notices and cancellation of contract. Washington DC Via meetings and memorandums. Q65: The following questions will ask about several service standards. Please indicate if these statistics are for CY 2016 or FY 2016 Answer Options Response Percent Response Count CY 2016 37.5% 9 FY 2016 62.5% 15 answered question 24 skipped question 5 Location Statistics Year Ann Arbor FY 2016 Austin FY 2016 Broward County FY 2016 Chicago CY 2016 Columbus CY 2016 Dallas FY 2016 Denver CY 2016 Houston FY 2016 Kansas City CY 2016 Los Angeles FY 2016 Milwaukee CY 2016 Nashville FY 2016 New Jersey FY 2016 New York City CY 2016 Oakland FY 2016 Orange County FY 2016 Orlando CY 2016 Philadelphia FY 2016 Pierce County CY 2016

220 ADA Paratransit Service Models Location Statistics Year Portland FY 2016 Salt Lake City FY 2016 San Francisco FY 2016 Seattle CY 2016 Washington DC FY 2016 Q66: Please provide the on-time performance (%) for: Answer Options Response Percent Response Count Actual 95.8% 23 Service Standard 87.5% 21 Incentive Trigger 62.5% 15 Penalty Trigger 66.7% 16 answered question 24 skipped question 5 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor 98% 97% NONE 96% Atlanta 90% 95% Austin 92.21 92% n/a <=91.99% Broward County 92.14% 92% Chicago 86 95 N/A N/A Columbus 95.5% 93-95% above 95% below 93% Dallas 90% 95% N/A 92% Denver 95 96 Houston 90.66 Kansas City 91 92 95 89 Los Angeles 90.8 91 Milwaukee 94.2% 92% 95% <92% New Jersey 94.4 average statewide Standards are region-based, and range from 92% - 97.75%. Weekly deficits from region- based OTP standard. New York City 91.95 Oakland 90.1% greater than 93% less than 91% Orange County 94.2% 94.0% >94.0% <94.0% Orlando 85 92 Philadelphia 81.6 85 n/a n/a Pierce County 96% 90% N/A N/A Pittsburgh minimum 94% pickups, 95% on- time arrivals, maximum of 2% of trips early (more than 5 minutes outside the on-time window)

Survey Responses by Question 221 Location Actual Service Standard Incentive Trigger Penalty Trigger Portland 91 94.5 Salt Lake City 97.87% 90% 95% San Francisco 86.14 90 <90 (tied to productivity) >85 Seattle 86.4 90 N/A N/A Washington DC 93.42% 92% 95% or Higher + Performance Criteria has to be met Tiered: Less than %92 (First tier) and less than %90 (Second Tier) Q67: Please provide the no show rate (%) for: Answer Options Response Percent Response Count Actual 100.0% 19 Service Standard 63.2% 12 Incentive Trigger 47.4% 9 Penalty Trigger 47.4% 9 answered question 20 skipped question 9 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor 6% NONE NONE NONE Broward County 3.7% N/A Chicago 4 percent N/A N/A N/A Dallas 2.4% N/A N/A N/A Kansas City 4.2 None None None Los Angeles 3.8 Milwaukee 3.3% Nashville 3.3 5 New Jersey 2% New York City 0.16 Carrier no-shows (as a % of scheduled trips) Oakland 3.4% (rider fault no shows and late cancels) Orange County 1.95% N/A N/A N/A Orlando 10 5 Philadelphia 2.7 n/a n/a n/a Pierce County 8% 5% N/A N/A Pittsburgh <3% Salt Lake City NA San Francisco 7.01 Seattle 3.9 N/A N/A Washington DC N/A N/A N/A N/A

222 ADA Paratransit Service Models Q68: Please provide the missed trip rate (%) for: Answer Options Response Percent Response Count Actual 90.0% 18 Service Standard 70.0% 14 Incentive Trigger 50.0% 10 Penalty Trigger 70.0% 14 answered question 21 skipped question 10 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor 0% 0% NONE 1 Atlanta Zero missed trips Any missed trips Austin per event Broward County 0.42% 0% Per Occurrence Chicago less than 1 percent 0 N/A N/A Dallas 0.2% 1% N/A 1% Kansas City 0.02 0.05 None 0.75 Los Angeles 1.34 Milwaukee .26% 0.5% N/A >.5% Nashville 0.04 New Jersey 2% event based Oakland 0.34% Orange County 0.09% N/A N/A N/A Orlando 1 1 Philadelphia n/a n/a n/a n/a Phoenix 1 Pierce County 3% 0% N/A N/A Pittsburgh <1% Salt Lake City 0.087 2% 1% Seattle 0.1 N/A N/A Washington, DC 0.38% 0.75% Tiered: Less than 0.50% (First tier) and less than 0.25% (Second Tier) Tiered: Higher than 0.75% (First tier) and higher than 1.25% (Second Tier)

Survey Responses by Question 223 Q69: Please provide the % of excessively long trips for: Answer Options Response Percent Response Count Actual 93.8% 15 Service Standard 68.8% 11 Incentive Trigger 56.3% 9 Penalty Trigger 62.5% 10 answered question 17 skipped question 12 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor 100% 95% NONE 95% Broward County 1.84% 2.0% Dallas Not specifically a KPI, but average ride time (below) is our KPI 34 N/A 34 Denver 0.41 Kansas City 0 0 None None Los Angeles 4.2 Milwaukee 0 47 min average N/A >47 min average New Jersey 5.4% New York City 3.8 Oakland 0.16% less than 0.1% greater than 0.2% Orange County 0.20% N/A N/A N/A Orlando 5 0 Philadelphia n/a n/a n/a n/a Pierce County N/A N/A N/A N/A Pittsburgh Minimum 95% of trips within ride time standards Salt Lake City 1% 1% Seattle N/A N/A N/A N/A Q70: Please provide the trip productivity for: Answer Options Response Percent Response Count Actual 100.0% 20 Service Standard 75.0% 15 Incentive Trigger 65.0% 13 Penalty Trigger 70.0% 14 answered question 21 skipped question 8

224 ADA Paratransit Service Models Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor Lift Van 1.5, Sedan 2.0 NONE NONE NONE Broward County 1.51 1.7 < 1.5 Chicago 1.44 1.7 1.65 1.65 Columbus 1.44 Dallas 1.36 actual N/A N/A N/A production/total hours Denver 1.25 2 Kansas City 1.66 1.65 1.65> 1.50< Los Angeles 1.45 Milwaukee 1.9 1.93 1.98 1.92 New Jersey 1.58 Standards are region- based ranges and are updated monthly. For the last month of FY 2016: Region 2 range was 1.6878 – 1.7969; Region 3 range was 1.3113 – 1.3529; Region 4 range was 1.3459 – 1.3924; Region 5 range was 1.6296 – 1.7011; Region 6 range was 1.49161 – 1.5621. Monthly weighted productivity that exceeds the top of the targeted range for the given month. Monthly weighted productivity that is in deficit to the bottom of the targeted range for the given month. New York City 0.788 Oakland 1.48 above 1.53 below 1.50 Orange County 2.11 2.2 >2.30 <2.00 Orlando 1.27 1.3 1.4 1.24 Philadelphia 1.63 n/a n/a n/a Pierce County 1.8 2.2 N/A N/A Pittsburgh 2.19 Portland 1.79 2 San Francisco 1.57 Seattle 1.58 1.72 N/A N/A Washington DC 1.13 1.10 (Passenger per revenue hour) Higher than 1.35 Less than 1.10 Q71: Please provide the complaint frequency ratio per trip for: Answer Options Response Percent Response Count Actual 100.0% 19 Service Standard 68.4% 13 Incentive Trigger 63.2% 12 Penalty Trigger 52.6% 10 answered question 20 skipped question 9

Survey Responses by Question 225 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor 1:1000 1/2 of 1% of total trips for the day NONE At least 27 or more valid complaints per day. Austin 7.93 8 per 1K Passengers <=1.20 >=1.41 Broward County 0.48% 2.0% Chicago less than 1 percent 0 N/A complaints not answered within 3 business days Dallas 2.7 per 1000 actual trips 3 N/A 3 Denver 1.8 Kansas City 0.52 0 None If complaint is not responded to in 5 business days Los Angeles 3.4 per 1,000 trips New Jersey 0.65 confirmed complaints per 1,000 ADA trips delivered statewide 1 confirmed complaint per 1,000 trips delivered Incentive payments are earned on a monthly basis when a contracted Service Provider has less than 1 confirmed complaint per 1,000 ADA trips delivered. New York City 3.81 per 1,000 completed trips by dedicated carriers Oakland 0.49% (complaints as a % of revenue passengers) Orange County 1.40 per 1,000 passengers 1.50 per 1,000 passengers N/A >1.50 per 1,000 passengers Orlando 0.8 1 Philadelphia 1.7 per 1000 completed trips n/a n/a n/a Pierce County 4/1000 N/A N/A N/A Pittsburgh <75 per 100,000 trips Salt Lake City 0.0057 San Francisco 1.22/1,000 less than 2/1000 by trip mode less than 2 complaints/1000 trips for each mode Seattle per 1000 boardings 3.40 N/A N/A Washington DC 4 5 [(Valid complaint*1000) / Total Requests] Less than 3 More than 5

226 ADA Paratransit Service Models Q72: Please provide the average call hold time in minutes for: Answer Options Response Percent Response Count Actual 77.8% 14 Service Standard 72.2% 13 Incentive Trigger 55.6% 10 Penalty Trigger 55.6% 10 answered question 18 skipped question 11 Location Actual Service Standard Incentive Trigger Penalty Trigger Ann Arbor NONE Broward County 1.03 minutes 2 minutes Chicago 59.17 seconds less than 150 seconds N/A over 75 percent on hold over 150 seconds Columbus 55 to 85 seconds under 55 seconds over 85 seconds Dallas 1 min 10 seconds Service standard is the percentage of calls answered within a 3 and a 5 minute period, not hold time N/A N/A Denver 2.4 2 Kansas City 93 90 95 <90 Los Angeles 1 m 29 s 2 min Milwaukee 6 min average >6 min average New York City 32 seconds Oakland 1.3 minutes less than 2 minutes Orange County 2 m 35 s 1 m 30 s N/A >1:30 Orlando 2 2 Philadelphia Control/Dispatch 4:36, Reservation :29 seconds n/a n/a n/a Pierce County 2 m 38 s 2 m 30 s N/A N/A Salt Lake City 1.08 Seattle 1 m 1 s N/A N/A Washington DC N/A N/A Q73: Please provide any clarifying information for the seven questions above. Response Response Count answered question 9 skipped question 20

Survey Responses by Question 227 Location Response Text Austin We have three service providers, so only our largest, MV Paratransit at our South Base was provided above. Dallas Hold time is not a KPI, but KPI indicates 95% of calls must be answered in under 3 minutes, 99% in under 5 minutes Los Angeles Trips 20 minutes or longer than the comparable fixed-route time (including walking, headways, transit time) was considered % of excessively long trips for this survey Milwaukee We have fewer incentive areas than penalty areas Oakland Standards and triggers are provided for indicators where these have been developed. Orange County For #66, productivity is Passengers / RVH Pierce County The contract does not currently have any enforceable liquidated damages/incentives Salt Lake City Q64, total concerns including commendations, operator generated concerns regarding behavior, and internal funding errors. For service related concerns, the percentage is .002 Washington DC MetroAccess tracks percentage of telephone response times that are less or more than 2 minutes. MetroAccess does not track average hold time. Q74: Please answer the following questions regarding performance and costs: Answer Options Response Percent Response Count A How is your pick-up window defined? 96.0% 24 B Are customers quoted a confirmed pick-up time or pick-up window? 92.0% 23 C How is an on-time trip defined? 88.0% 22 D How is a late trip defined? 96.0% 24 E How is a missed trip defined? 92.0% 23 F How is an excessively long trip defined? 100.0% 25 G How is productivity defined, e.g., total passengers or customer trips / RVHs or service hours? 88.0% 22 H How is complaint frequency ratio defined, e.g., # of complaints / passengers or customer trips? 96.0% 24 I Number of revenue service hours (for the dedicated fleet(s) only): 76.0% 19 J What is your total operating cost? 76.0% 19 K What is your operating cost for dedicated service providers? 72.0% 18 L What is your operating cost for non-dedicated service providers? 60.0% 15 M What is your operating cost per passenger? 68.0% 17 N What is your operating cost per customer trip? 72.0% 18 O What is your operating cost per RVH for dedicated service only? 60.0% 15 answered question 25 skipped question 4 Location How is your pick-up window defined? Are customers quoted a confirmed pick-up time or pick-up window? Ann Arbor 0+30 minutes from scheduled time. Yes, pickup window Austin 15/15 Pickup window Broward County 30 minutes Window Chicago Upto 20 minutes beyond the scheduled time A scheduled pick up time is confirmed

228 ADA Paratransit Service Models Location How is an on-time trip defined? How is a late trip defined? Ann Arbor Vehicle arriving at location within 30 minute window Vehicle arriving 15+ minutes outside the pickup window Austin Arriving before the end of the 30 minute pickup window Arriving at or after the end of the pickup window (e.g. a 12:00 - 12:30 trip is late at 12:30) Broward County The Vehicle arrives at the designated pick-up location within the Pick-Up Window “Late Trip”: occurs if the vehicle arrives at the pick-up location more than 30 minutes after the start of the Pickup Window or arrives at the drop-off location more than 10 minutes after the requested appointment time. Chicago Up to 20 minutes beyond the scheduled time Trips picked up after the 20 min window Location How is your pick-up window defined? Are customers quoted a confirmed pick-up time or pick-up window? Columbus 0-30 minutes from the scheduled pick-up time window Dallas 20 minute window pick up time, which is the beginning of 20 minute window Denver 0 to 30 for customers, 0-45 for providers 30 minute Window Kansas City 30 minute Window Los Angeles 20 minute window Window Milwaukee 0-25 min confirmed, with window Nashville 0-30 pickup window New Jersey Your pick-up window defined? 20 minutes before to 20 minutes after scheduled pick-up time. Pick-up window New York City Within 30 minutes of the scheduled pick-up time pick up time Oakland a 30-minute window. The vehicle may arrive any time w/in the window. pick-up window. Orange County 30-minute pick-up window Yes Orlando 30 minute window yes Philadelphia ADA 1 hr before and 1 hr after; SRP 2 hrs before and 2 hrs after Negotiated pick-up time Phoenix 0-30 no opt out Pierce County 0+30 minutes from "Ready time" Time Pittsburgh 10 to 20 min confirmed time Portland Salt Lake City 10 to 20 min pick up window San Francisco 20 minutes within the scheduled pick up time (5 minutes before, 15 minutes after) Pick up Time Seattle 15 min before and 15 after provided time pick-up window Washington DC 15 minutes before and 15 minutes after pick up time (30 minutes total) Yes Columbus By arrival time arrival time outside the pick-up window Dallas Trip picked up within window Pickup after window Denver 0-45 minutes of beginning of window. after 45 minutes of the beginning of the window Kansas City Arrival in the window Arrival after the close of the window Los Angeles Within 20 minute window After 20 minute window Milwaukee 0-25 min >25 min Nashville Pickup from start of window to 59 seconds beyond end of window Any trip performed beyond 59 seconds of the end of the window.

Survey Responses by Question 229 Location How is a missed trip defined? Ann Arbor 1. Fails to have a vehicle arrive at the pick-up location specified in the reservation. 2. Fails to carry out specific instructions included with the reservation which results in the rider missing their ride (e.g. a specific building entrance, door-to-door, honk on arrival, etc.) 3. Fails to arrive at the pick-up location within the pick-up window supplied to the customer when they make a reservation (same day, advance or will-call) and the customer no longer desires the trip or is no longer waiting." Austin 1 hour or more after the close of the pickup window (e.g. a 12:00 - 12:30 trip is missed at 13:30). Missed trips are also assessed when wrong customer transported or customer transported to wrong location. Broward County “Missed Trip”: is a trip that is not completed and includes each instance where a Vehicle either: (1) never arrives at a pick-up location; or (2) arrives at a pick-up location after the end of the scheduled Pick up Window and the client either cancels at the door or is not present. Chicago Trip picked up over 60 min, NS after 20 min window, or not picked up Columbus For greater than 30 minutes late Dallas When a vehicle fails to arrive for pickup after 59 or more minutes beyond the end of the ready time window Denver Missed trip is defined 1. operator arrives before window and leaves 2. operator arrives after window and leaves without passenger 3. operator doesn’t show Location How is an on-time trip defined? How is a late trip defined? New Jersey Vehicle arrival later than the pick-up window New York City Vehicle arrived to pick up the customer within the scheduled pick-up window. Carrier arrives outside the 30-minute pick-up window but still makes the pick-up. Oakland all arrivals within the 30 minute window plus any early arrivals where the rider agreed to board. arrivals outside the 30 minute window Orange County < 60-minutes from the start of the pick-up window > 60-minutes from the start of the pick-up window Orlando arriving within the window arriving outside the window Philadelphia Driver must arrive no earlier than 10 mins. before and no later than 20 mins after. 21 minutes or more after the negotiated time. Phoenix Pierce County Pickup window +15 minutes Pickup past on-time window Pittsburgh arrived within window arrived before or after window Portland after 15 minutes Salt Lake City Arriving any time within the 30 minute window From close of the Ready window up to 15 minutes after San Francisco If the vehicle arrives within 20 minutes of the scheduled pick up time (5 minutes before, 15 minutes after) If a vehicle arrives 16 minutes after the scheduled pick up time. Seattle within 15 min after mid window time any time past window time Washington DC Stop made within the pick up window Stop made after the end of pick up window Kansas City Failed to pick up the customer at the correct address or arrived to the customers home after the window closed and the customer is not at home Los Angeles Trip that never arrives OR outside window and customer refuses Milwaukee >60 min Nashville Any trip performed outside the scheduled pickup window New Jersey A missed trip occurs when there is a failure to arrive for a scheduled trip within the trip’s pick-up window and when the customer is not transported. A missed trip also occurs when a customer declines a trip during the pick-up window, upon notification that the pick-up will be late with no possibility that the lateness will be resolved. New York City Customer No Show: Customer does not appear for the scheduled trip within the pick-up window • Carrier No Show: A carrier does not appear for the scheduled trip within the pick-up window No-Fault No Show: A scheduled trip that does not occur because of an undetermined reason (it cannot be established that the carrier / customer did not appear within the pick-up window)

230 ADA Paratransit Service Models Location How is an excessively long trip defined? Ann Arbor •1-5 miles: 45 minutes of being picked up 95% of the trips • 5-10 miles: 60 minutes of being picked up 95% of the trips •10-15 miles: 90 minutes of being picked up 95% of the trips •15-20 miles: 120 minutes of being picked up 95% of the trips Austin Time factor based on distance, longer than comparable fixed-route trip Broward County “Excessive Trip Length”: means a one-way trip wherein the ride exceeds the comparable time a similar trip would take if traveled by fixed-route bus service, including appropriate transfer and walk to bus stop time. Chicago Trips over the fixed-route travel time including transfers and wait time Columbus On board time over an hour and 20 minutes Dallas Not defined in contract, but strive to make all trips no longer than a similar fixed-route trip. Denver Based on the total travel time, including all travel minutes. They base it on google transit time, and compare Kansas City Greater than 60 minutes Los Angeles Trips 20 minutes or longer than the comparable fixed-route time (including walking, headways, transit time) was considered % of excessively long trips for this survey Milwaukee Varies, based upon distance comparative to same trip by bus Nashville Any trip beyond fixed-route travel time or double direct drive time where fixed-route is not an option. average 90 minutes New Jersey Excessively long trip: The general guideline is beyond 1.5 times the ride time of the comparable trip on local fixed- route bus, with a grace period of 10 minutes and not including very short rides (ADA trips which take 20 minutes or less). Location How is a missed trip defined? Oakland A missed trip is a scheduled trip (with specific trip ID) where no passenger rides. Orange County Arrives after end of PU window & customer doesn't ride Orlando Customer not picked up or picked up over 60 min late Philadelphia N/A Phoenix Pierce County Pickup not performed or more than 1 hour past on-time window Pittsburgh Arrived outside window - customer doesn’t go and has not called to cancel Portland Missed trips and no-shows are not distinguished Salt Lake City 16 minutes after the close of the ready window San Francisco Seattle Greater than 60 minutes past end of window Washington DC A Stop for which the Service Delivery Contractor does not arrive within the pick-up window, and the customer is not transported. New York City A trip’s maximum ride time is based on trip distance. The maximum amount of time a passenger may be on a vehicle is as follows (in miles): • 0 to less than 3 miles: 50 minutes • 3 to less than 6 miles: 1 hour, 5 minutes • 6 to less than 9 miles: 1 hour, 35 minutes • 9 to less than 12 miles: 1 hour, 55 minutes • 12 to less than 14 miles: 2 hours, 15 minutes • 14 miles and greater: 2 hours, 35 minutes Oakland Greater than 60 minutes late Orange County Passenger's travel time exceeds 90-minutes Orlando Longer than similar trip on fixed-route Philadelphia 20 miles or more Phoenix Matrix according to distance Pierce County More than 3 times fixed-route time Pittsburgh Depends on trip type (ADA vs. each human service agency)

Survey Responses by Question 231 Location How is productivity defined, e.g., total passengers or customer trips / RVHs or service hours? How is complaint frequency ratio defined, e.g., # of complaints / passengers or customer trips? Ann Arbor NA COMPLAINTS: Valid complaints that exceed ½ of 1% of the total number of trips provided on any day (not including complaints for lateness) the Contractor shall pay a penalty of two times the cost of the rides that exceed ½ of 1% per valid complaint. In addition AAATA will levy a penalty fee of $1,200.00 each time the number of valid complaints exceed twenty during the current contact year. A valid complaint is any complaint that does not involve late rides. Austin Passengers per Service Hour Complains per Passenger (since complains can come from riders other than the customer or even from the general public) Broward County Total Passenger trips/Revenue Hours Complaints / passengers Chicago Eligible customer per Rev Hour Complaints/ eligible customer trips Columbus Total passengers/RVHs Valid complaints per 1,000 passenger Dallas Actual production/total hours, actual production/revenue hours Number of complaints per 1000 actual trips Denver Total passengers, and RVH (first mile to last drop-off minus scheduled break) Per 1000 complaints Kansas City Customer trips Customer trips Los Angeles Trips/RVH # of complaints per 1,000 trips Milwaukee Trips/service hour Complaints/trips Nashville # of complaints per 1000 passenger trips New Jersey Total ADA customers transported/revenue hours. The rate of confirmed complaints per 1,000 ADA trips is measured. New York City Number of trips completed by carrier divided by vehicle service hours by carrier Complaints per 1000 completed trips by dedicated carriers Oakland Total productivity is Total Pax/RVH's; ADA productivity is Total ADA passengers/RVH's # of complaints/Total revenue passengers Location How is an excessively long trip defined? Portland Calculation is done with transit tracker Salt Lake City Exceeds comparable ride time, walking distance, transfer time San Francisco If a passenger's ride time exceeds the ride time of the comparable fixed-route system Seattle N/A Washington DC Stop made 20 or more minutes, after the end of pick up window Orange County Passengers / RVHs Total Complaints / (Total Passengers / 1,000) Orlando Trips per revenue hour Per 1000 trips Philadelphia Total passenger / revenue hours Complaints per 1000 completed trips Phoenix Pierce County Currently passengers per service hour, are converting to per revenue hour Complaints per passengers Pittsburgh Revenue passengers per billable hour Complaints per 100,000 trips Portland Complaints per 250 passengers. goal is 4 per 1000 Salt Lake City Passengers per hour Number of concerns received by trips San Francisco Customer trips/RVH Per 1000 passengers Seattle Passenger boardings/VSH # complaints/1000 boardings Washington DC Passengers / RVH Total Complaints per 1000 trip Requests

232 ADA Paratransit Service Models Location Number of revenue service hours (for the dedicated fleet(s) only): What is your total operating cost? What is your operating cost for dedicated service providers? Ann Arbor 8,700 Unable to determine $340,000 Austin 377,935 $33,700,000 $27,635,000 Broward County 410,114 $22,339,437 $16,099,940 Chicago 1,856,421 $130.290.326 Columbus 274,000 $9 million $8 million Dallas 556,107 Department budget for FY2017 is $33.193M, includes contract costs below Contract costs for FY2017 are NTE $26.22M Denver 575,753 $29,900,816 Kansas City 158,290 $915,930 $6,095,725 Los Angeles $141,878,902 (includes paratransit, eligibility, admin) Milwaukee 227,823 $15M $13.4M Nashville New Jersey 886,102 $57M + Admin cost of $5.7M New York City 5,643,143 $467,028,793 $305,418,597 Oakland First pick up to last drop off, less any breaks where the vehicle is out of revenue service. In FY15/16, EBPC Total Operating Costs were $36,943,045. $28,100,778 Orange County 521,103 RVHs $46,045,105 $34,982,071 Orlando 492,052 Philadelphia 1,101,034 $59,248,000 $49,299,999 Phoenix 16 million Pierce County 163,458 $11,945,257 $11,945,257 Pittsburgh Portland $34.8 M for FY 15 ~$26 M Salt Lake City 195,345 $18,000,000 San Francisco 253,034 $19,478,864 Seattle 609,785.55 $52,899,759 $52,899,759 Washington DC $121,000,000 (https://www.wmata.com/upload/ FY 2017-Approved-Budget-2.pdf) N/A Location What is your operating cost for non-dedicated service providers? What is your operating cost per passenger? What is your operating cost per customer trip? What is your operating cost per RVH for dedicated service only? Ann Arbor NA $28.08 $28.16 $39 Austin $760,900 $48 $54 $27,635,000 Broward County $1,854,365 $29.44 $31.82 $39.25 Chicago $41.98 $44.56 $70.18 Columbus $32 $35 $29 Dallas N/A, subcontractor is paid via main contractor Contract cost is per trip, subsidy per passenger for agency in FY16 was $41.15 Contract rate of $30.26/trip in FY2016 contract, Subsidy per passenger in FY16 is $41.15 Contract is per trip, not RVH

Survey Responses by Question 233 Q75: What do you think are the major benefits of your current service model and/or, if applicable, your contracting/procurement process (which includes contractor method of payment and incentive/penalty structure)? Check all that apply Answer Options Response Percent Response Count Creates cost efficiency by fostering competition 60.0% 15 Creates cost efficiency through economies of scale 44.0% 11 Enhances control over service quality 68.0% 17 Enhances control over productivity/cost 52.0% 13 Enhances flexibility to respond to service quality issues 56.0% 14 Helps manage demand and encourage use of alternatives 32.0% 8 Minimizes risk for transit agency? 68.0% 17 Minimizes risk for contractor(s)? 20.0% 5 Other (please specify) 16.0% 4 answered question 25 skipped question 4 Location What is your operating cost for non-dedicated service providers? What is your operating cost per passenger? What is your operating cost per customer trip? What is your operating cost per RVH for dedicated service only? Denver Kansas City $100,000 Data not available $35 $33.19 Los Angeles $26.7 $34.77 Milwaukee $1.223M $26.7 $26.7 Nashville New Jersey $42.49 per ADA trip $36.5 New York City $43,906,623 $52.25 (Boardings) $57.42 $54.12 Oakland taxi service: $307,923 $50.52 $58.14 $65.54 Orange County 11,063,034 $31.85 $36.74 $67.13 Orlando $27.85 $33.05 Philadelphia n/a $32.77 $36.45 $48.58 Phoenix $32.00 or $49 per regional trip Pierce County N/A $34.3 $40.41 $73.08 Pittsburgh N/A Portland 4.2 M Salt Lake City $23.64 San Francisco Seattle $4,110,027 $54.87 $60.27 $86.51 Washington DC N/A $52 (FY16 budget book)

234 ADA Paratransit Service Models Location Response Text Austin Having multiple service providers means you have a backup in emergencies. Incentives and liquidated damages help to enforce the requirements of the contract. Denver Flexibility driven in part by the short base contracts. Also provides cost-effectiveness. They've had it for ten years. The difference from the past is the inclusion of the semidedicated providers, who were added in 2014. Pierce County Current contract is being reviewed for significant changes/improvements Portland Swap out contract assets Q76: What do you think are the major challenges inherent in your current service model and/or contracting/procurement process? Check all that apply Answer Options Response Percent Response Count Costly 37.5% 9 Indirect or poor control over service quality 8.3% 2 Very rigid; difficult – or takes a long time -- to implement needed changes 20.8% 5 Eliminates options 16.7% 4 Does not mitigate risks 12.5% 3 Other (please specify) 54.2% 13 answered question 24 skipped question 5 Location Response Text Austin Having to contract out service rather than being able to operate in-house can be more costly as you have for-profit companies performing the work. Depending on the mindset of the contractor, you may not get the same quality of service if they are profit/penalty drive rather than service/customer driven. Denver Lack of contractors to hire sub-operators. Las Vegas Dispatching and Scheduling improvements Los Angeles Challenge with making changes across 6 contractors, technology platforms, etc. New Jersey Vulnerabilities include lack of competition, challenges in obtaining suitable facilities, and limited pool of qualified management talent. Oakland 1. Contractually required high insurance coverage makes looking at alternative delivery options difficult. 2. There can be some finger pointing and points of disagreement between the Broker and Providers, since the Broker does the scheduling. Orange County We could probably reduce the cost for group trips (regional center, adult day healthcare, etc) by separating them from the non-agency afiliated trips, but that might increase the cost per trip for the non-agency afiliated trips since they can be grouped and are typically a lower cost per trip; we are considering a brokerage model. Philadelphia Ensuring contractors comply with contract specs Pierce County Currently split service between contractor and in-house. Need to move one way or the other Portland Shared responsibility backfires and there is a lot of finger pointing within First Transit Salt Lake City 3/4 mile service restrictions San Francisco Works fairly well but needs monitoring by agency staff for costs and service quality. Washington DC Contractor compliance

Survey Responses by Question 235 Q77: Have you recently (within the last 5 years) changed your service model or contracting/procurement process? Answer Options Response Percent Response Count Yes 48.0% 12 No 52.0% 13 If yes, describe the former service model and / or contracting / procurement process and how it was different 11 answered question 25 skipped question 4 Location Response Text Ann Arbor We took in-house all advance reservations. Austin August 2012, contracted out all service delivery and vehicle maintenance. October 2016, contract with non- dedicated taxi provider came to its natural end. Competitive contract won by an NEMT provider. Broward County Changed Procurement from low bid to RFP best value. Changed model to County owning fleet vs. contractor, county provides fuel vs. contractor. Changes payment from per customer trip to fixed/Variable payment method. Chicago Centralized the trip distribution of trips for the City of Chicago. All trips are batched daily and distributed to all carriers based on percentage of capacity. Dallas With our most recent contract, we changed the reservations/scheduling and dispatch functions from the agency control to being under the contractor. Further, we implemented use of taxis for a share of the trips taken, rather than being completely run with vans. Kansas City The former model was to use one contractor. Now we are using two contractors and considering a third. Las Vegas Formerly scheduling was done in-house and KPI included OTP and complaint ratio. New model moved to include TPSH along with OTP as main performance measurements and scheduling is now contracted out. New York City Increased use of non-dedicated service Oakland In Fy13/14 EBPC converted to a centralized dispatching system at the Broker's office which gave the central dispatchers visibility of the entire fleet at any one time. Previously each provider did their own dispatching and had visibility to only their own vehicles. San Francisco Occurred September 2014. Previously, the paratransit administrative broker was responsible for contracting out all transportation services and could not bid on any transportation service. Now, the company hired to provide for paratransit administrative brokerage also provides some transportation services (different divisions, same organization) while contracting with other service providers as well. Washington DC Transitioned from a brokerage model to decentralized to a multi-prime contractor model. Q78: What were the primary reasons why you have maintained or changed your service model or contracting/procurement process? Answer Options Response Percent Response Count To improve cost efficiency (afford more trips) 30.0% 6 To enhance – and provide more control over -- service quality 45.0% 9 To better control the balance between cost efficiency and service quality 70.0% 14 To better manage demand 40.0% 8 Other (please specify) 45.0% 9 answered question 20 skipped question 9

236 ADA Paratransit Service Models Location Response Text Austin Requirements of Sunset Commission related to collective bargaining requirements, competitive contract procurements. Broward County Reduce risk to County by owning rolling stock, if vendor fails to perform. Improve vendor cash flow when factors beyond control can impact ridership totals. New Jersey Present model we use we believe provides optimal balance of service quality and cost efficiency. New York City To improve customer service Oakland To provide dispatchers visibility and access to the entire fleet. Pierce County Model under review for significant changes/improvements Pittsburgh Maintain competition, grow locally owned providers Seattle Increased use of non-dedicated service Q79: Did you achieve your goal(s)? Answer Options Response Percent Response Count Yes 50.0% 11 No 4.5% 1 N/A; we did not alter our service model 45.5% 10 answered question 22 skipped question 7 Q80: Do you have any before-and-after statistics showing the effect of the service model or contracting/procurement process change? Please provide detail: Response Response Count answered question 8 skipped question 21 Location Response Text Ann Arbor Not at this time. Our model was changed only 2 years ago. Broward County OTP before change from low bid model was 82%, new model 92.14%, while providing 105,000 more trips in the fiscal year than the year prior. Dallas We keep our service data going back to at least FY2010. Kansas City Not at this time. Las Vegas Cost decreased from FY14 to FY15; $34,607,162; to $33,849,558; Oakland In response to item #79, we are in the process of achieving our goals after moving to centralized dispatch. It was a bigger change than originally understood and required considerable re-training of central and window dispatcher. It also required changes to the S/W parameters which was not immediately understood. At FY13/14 year end , total productivity was 1.75 and trip productivity was 1.50. This dropped to 1.71 and 1.48 by the end of FY15/16. As of January 2017, we are at 1.72 and 1.48. Salt Lake City UTA changed the service model in 2001, UTA schedules all rides and builds all routes for contractors San Francisco Ambulatory SF Access riders showed an uptick in the satisfaction of service according to the most recent customer satisfaction survey. In 2015, 94% percent rated their most recent trip as "excellent" or "good", compared to 91% in 2013. In addition, the on-time performance for the SF Access service has improved by 3 percent, from 83% in FY14 to 86% in FY16.

Survey Responses by Question 237 Q81: What aspects of the new service model or contracting/procurement process do you think is most responsible for this improvement? Response Response Count answered question 8 skipped question 21 Location Response Text Ann Arbor Changing to a dedicated provider model with no independent taxi provider has greatly improved quality of service and satisfaction of riders as well as drivers. Broward County More reliable/standardized fleet of vehicles. Tighter standards qualitative measures, Experience requirements in RFP resulted in more established firms providing the service. Dallas Ability to use taxis for some of the service which assists in help meeting demand and on-time performance. The model itself (paying cost per trip over revenue service hours) has contributed to improvement Kansas City Competition Las Vegas The attention to TPSH and the cost savings received through the procurement process Oakland We believe the concept of centralized dispatch is still a sound one. Between FY13/14 and 15/16, there were challenges that impacted EBPC performance outside of centralized dispatch; some of these were high employee turnover at both the Providers and Broker office. Management also was in flux at 2 of the 3 providers and at the Broker and it was not understood how much the move to centralized dispatch affected system parameters. Significant work has been done to overcome these challenges and we believe productivity will ultimately return to or exceed FY13/14 levels. Salt Lake City UTA scheduling and building all service for the contractor. We control the hours the contractor operates. San Francisco Allowing for one company to provide for both the paratransit administrative brokerage and operations has allowed for more communication and cooperation between the two entities and facilitate solutions that have led to more improved service quality. Q82: What changes in use of technologies have enhanced the new service model’s appeal or effectiveness? Response Response Count answered question 12 skipped question 17 Location Response Text Ann Arbor Non implemented at this time. Austin Have added dashboards for improved monitoring of service on the road and in dispatch/call center. Broward County Propane fueled vehicles make up 75% of fleet. New security cameras in vehicles Columbus Not implemented yet Dallas thebus.mobi (tracker) have reduced calls coming into Where's My Ride line. Call out feature before arriving trip. Denver Move to MDTs, IVR, greater opportunity for more stuff onward Kansas City The use of a new schedule software. Las Vegas We are in the process of upgrading our MDT Oakland IVR implementation Upgrades to more advanced MDC/AVL units in vehicles over the next 2 years. Philadelphia MDT's Vehicle Cameras

238 ADA Paratransit Service Models Q83: What improvements (if any) have you seen from use of new technologies? Response Response Count answered question 14 skipped question 15 Location Response Text Ann Arbor Non implemented at this time. Austin Improved customer experience, improved control over field operations Broward County Propane has reduced operating expenses by $1.6M in FY16. Camera's have resulted in improved driver behavior/performance. Columbus Not implemented yet Dallas thebus.mobi (tracker) have reduced calls coming into Where's My Ride line, reduction in wait times, call volume. Denver IVR to comp Kansas City Much more efficient routing Las Vegas The new technology has yet to be implemented New York City We are currently unable to provide the requested responses to Questions 79-82 because the applicable program are in the early stages and/or it is currently being implemented Oakland Riders overall are very happy with the IVR system. The new MDC/AVL units are more compatible with EBPC's scheduling software. Philadelphia On-time Performance (OTP) Pierce County In the process of replacing existing mobile data with more modern system Salt Lake City We will implement new dynamic dispatching software and anticipate more efficiencies in 2017 San Francisco TripInfo has provide riders with better notification and access about trip information and vehicle ETA; it should reduce the need to contact Where's my Ride. Q84: Have you changed any policies (e.g., the size of the pick-up window) as a result of the new service model or use of new technologies, and assessed the results? If yes, why did you change them, and have you assessed the results? Response Response Count answered question 10 skipped question 19 Location Response Text Salt Lake City Upgrades to software San Francisco SFMTA is currently working with an e-hailing company to incorporate the paratransit debit card in their system, allowing for paratransit riders to electronically hail a cab through their smartphone. SFMTA is also working to procure software that will allow users to reserve, make changes, cancel as well as check their vehicle's ETA via smartphone or web based program. Also incorporated TripInfo, which provides riders with the option to receive an IVR call to either remind them of their reserved trip the day before or provide them with an estimated van arrival time on the day of the trip. Also launching web based program to allow users to check their taxi trip history and purchase value for their taxi debit card.

Survey Responses by Question 239 Oakland No. Philadelphia No Show Late Cancelation Policy Pierce County No Salt Lake City No San Francisco No Q85: For systems with centralized call center functions (with the transit agency, broker, or call center manager), what was the most important reason why you opted to centralize these functions rather than vest them with one or more service providers? Response Response Count answered question 14 skipped question 15 Location Response Text Austin Best control over how service is distributed among providers, best control over customer experience through call center, policy handling Broward County Better utilization of resource efficiencies by removing customer choice of provider and utilizing schedule software to maximize routing and ride share possibilities. Dallas Control and economy of scale with single contractor Denver Board driven. Not to be taken hostage. Owner of schedule system - FT belly up. Thinking about merging call center in-house Kansas City Labor agreement. New Jersey Control of service quality New York City NYC Transit’s primary objectives for this Contract were to (1) improve service through better reservations, scheduling and dispatch coordination; (2) correct live in-progress problems with Customer Information Agents performing dynamic customer service assistance; (3) save money by increased vehicle productivity and central staffing; (4) improve accountability through the centralization of functions under direct NYCT management; and (5) promote excellent customer service Oakland EBPC's model is one Broker contractor who provides all non-service delivery functions. This includes eligibility; call center; dispatch and scheduling, invoice and reporting; and service provider monitoring. AC and BART consider a single source for customers as well as for managers to obtain information and to resolve issues a priority. The agencies also feels this minimizes finger pointing. Orange County We centralized this function to better hold the contractor accountable for performance. Prior to this, the contractor claimed that they had no control over the schedules which affected their ability to improve productivity. Philadelphia Data input reliability Pierce County Better customer service and more efficient management of service Portland Centralized responsibility Salt Lake City Ensure consistency and cost-effective ness of all trips scheduled, protects the Agency by imposing conditional Trip by Trip eligibility Seattle Stability and economies of scale. Location Response Text Ann Arbor Yes, expanded the be-ready pickup window from 20 minutes to 30 minutes due to expansion of service area. Austin No Broward County No Las Vegas We have not made any changes to our pick up window New York City No

240 ADA Paratransit Service Models Q86: For systems with in-house call centers and/or operations: what have been the most impactful characteristics of using agency staff to perform all or a part of your service? Response Response Count answered question 9 skipped question 20 Location Response Text Ann Arbor Quality of calls, direct oversight of employees, improved trip management. Austin Best control over how service is distributed among providers, best control over customer experience through call center, policy handling Kansas City Experienced personnel Nashville 1 stop call center. Paratransit customer who can use fixed-route, can be provided with that information at the time of the call. New Jersey Control of quality, provision of stability for workforce/ability to maximize retention Philadelphia Cost-effectiveness Pierce County Direct link to customers, better finger on the pulse of customer issues Salt Lake City Quality of service delivery and responsiveness to the passenger Seattle Stability and control. Q87: For systems that use contractors to staff brokerage or call center functions, what have been the most impactful characteristics of using contractors to perform call center functions and why did you choose to retain a call center manager over a broker (or vice- versa)? Response Response Count answered question 9 skipped question 20 Location Response Text Columbus Control and Monitoring on-site Dallas We can better hold the single contractor accountable for all functions of the service. This model allows more flexibility. Kansas City We use contractors on weekends and holidays. This is part of the contract with our service provider. Las Vegas Call center functions with the exception of Where'smy ride calls remain with the Agency. Where's my ride calls are handled by the contractor because they employ the dispatch staff whom have direct communication with the drivers. New Jersey While we operate the contact center in-house, it is staffed with a mix of direct employees as well as outsourced agents, who are employed (as contracted staff) through local employment agencies. This gives us the flexibility needed to add and remove agents in much more timely fashion than could be done otherwise. The main challenge is turnover, which is mitigated to some extent by the employment opportunities that arise within our agency for which outsourced agents readily qualify for. New York City Call taking accuracy and performance was improved by hiring a call center contractor to perform this service. Oakland EBPC has one Broker with call center functions assigned as part of their responsibilities. It provides one organization in control. It also offers easy access within departments: for example: call center agents can easily speak to schedulers and dispatchers.

Survey Responses by Question 241 Q88: For systems that use a dedicated service provider contractor or contractors for just for service delivery, what have been the most impactful characteristics of using a contractor(s) to perform service delivery? Response Response Count answered question 10 skipped question 19 Location Response Text Ann Arbor Less expensive delivery than providing in-house, improved quality of service. Austin Higher costs (for profit companies), more oversight requirements Las Vegas Cost Savings and increased service monitoring Nashville We still control the trips they receive New Jersey It is how we’ve always operated service. Contracted Service Providers have much more flexibility when it comes to acquiring facilities, personnel and technology – which are all necessary as ridership grows (about 10% per year in our program, and varies per region) and to meet continual needs to expand and develop new features. The “one team, one service” approach in our program has helped us establish long-standing partnerships with contracted Service Providers, who understand our expectations and have become proficient in serving our customer base. Utilizing contracted service also provides us flexibility to bring about changes. New York City Less costly to operate as opposed to performing the service in-house Oakland AC and BART believe contracting service delivery is a more cost-effective model than providing service delivery in-house. Pierce County For portion contracted, ability to leverage their national power against our local abilities; ability to control more promptly Salt Lake City Knowledge of service area in routing and feedback for service improvements Seattle Stability and control. Q89: For systems that use a contractor or contractors for all or most functions, what have been the most impactful characteristics of using a contractor(s) to perform all or most functions? Response Response Count answered question 9 skipped question 20 Location Response Text Columbus Single point of contact Dallas Cost efficient, allows us to explore technology during the contract, and allows for a proof of concept pilots. Kansas City They are the experts in the business and are committed to retaining a partnership with our agency. Location Response Text Philadelphia Cost control San Francisco SFMTA contracts with one service provider to provide all the SF Access service. Having the service provider manage the call center allows for better cooperation between scheduling/reservations and dispatch and operations, which will allow for better scheduling and routing of clients.

242 ADA Paratransit Service Models Q90: For systems that use multiple contractors for service delivery, what were the most important factors in your decision to involve more than one service provider contractor? Response Response Count answered question 11 skipped question 18 Location Response Text Austin Ability to choose what service should go to which provider based on costs, fleet capacities, etc. Broward County Lower labor costs and greater flexibility in responding to hiring needs to cover ridership fluctuations. Lower risk by having single point of failure. Los Angeles Large service area requires multiple regions and contractors New Jersey Competition and reduced risk New York City Competition and capacity Oakland AC and BART did not care to run the risk of a single service provider failing. With three providers in our model, we have options available if one provider fails. Philadelphia Cost competition, diversification of contracts Salt Lake City Geographical areas are very far apart San Francisco Allowing multiple service provider ensures that there is not a monopoly and cause service providers to work to ensure that trips are delivered efficiently without sacrificing service quality. Community nonprofits are also more in-tuned and responsive to the specific needs of their clients. Seattle Putting all our eggs in one basket. Washington DC Robust specialization leading to improved service delivery. Q91: For systems that that use multiple contractors for service delivery, how did you decide on the number (and assignment) of contractors? Response Response Count answered question 11 skipped question 18 Location Response Text Los Angeles The variable per trip model incentivizes contractors to be as efficient as possible, hence the high use of non-dedicated taxi use. The agency has maintained a cost per trip under $35 for the last 5 years. New York City Less costly to operate as opposed to performing the service in-house Oakland As noted, the agencies believe a Broker with dedicated service providers is a more cost-effective model. They also feel having all non-service delivery responsibilities in one place is easier to manage and oversee. Orange County The relationship with the contractor and the fact that they provide a turnkey operation has allowed us to try different things, ie., increasing the sue of supplemental service from low demand weekday periods to weekends, testing the relationship between OTP and productivity and what is our tolerance for changing these standards, and the introduction of new technologies associated with the reservation process (IVR, Trapeze Web, etc). Orlando Cost savings on salary and fringe San Francisco More accountability for the contractor providing the brokerage and some transportation services; less fingerpointing. More control over the service quality by the agency

Survey Responses by Question 243 Location Response Text Austin By default. Used 3rd party non-dedicated (taxi) provider for a long time, but they couldn't handle as much service as we were giving them at the time, so we added a dedicated 3rd party provider, then our core business was contracted out so that became a 3rd party provider, too. Kansas City We started with a second provider due to performance issues with the first. Los Angeles Looked at geographical divisions New Jersey Decisions made were made upon program creation, to meet the regional needs of providing service statewide. Minor adjustments have been made along the way but the basic statewide structure has remained the same. New York City Need to meet the current and future demand. Oakland The recent RFP required at least two service providers, but EBPC has a history of using three providers. With three, if one fails the full burden of operation can be split between the remaining two. Philadelphia Minimum number of runs that one contractor can effectively perform Salt Lake City Service delivery history, infrastructure already in place, and geographical proximity San Francisco SFMTA contracts out to a paratransit broker who is then responsible for bidding out a certain amount of transportation services as dictated in the RFP. The paratransit administrative broker's scope of work requires more than one other service provider for van service. Seattle Geography. Washington DC Based on a robust review of the needs of our current business model... Q92: For systems that are contemplating a change to their service model or contracting/procurement process, what is the motivating reason (or what are you trying to fix or accomplish?) Response Response Count answered question 8 skipped question 21 Location Response Text Columbus Flexibility of service at a reasonable cost Dallas We are trying to maintain cost savings while also improving customer service and service quality, and adding new technologies. Kansas City We want to improve the customer's experience by delivery great service and control cost. New York City Take advantage of new technologies such as real-time Computer Aided Dispatch (CAD), increased capacity, improved service and increased flexibility. Orange County We are trying to lower our overall cost per trip; we are also trying to reduce our capital costs (number of vehicles needed to provide the required ADA trips). Orlando Efficiencies of using TNCs to lower cost and improve customer experience Pierce County Current model is inefficient and costs vary between in-house and contracted. Need to bring all service under one mode. Preference is contracted, currently working through union issues to make change Seattle Lower costs and flexibility.

244 ADA Paratransit Service Models Q93: Did you make this change to coincide with a change in the service model or contracting/procurement process? Answer Options Response Percent Response Count Yes 22.2% 4 No 11.1% 2 N/A: Made no changes 66.7% 12 answered question 18 skipped question 11 Q94: What were the primary reasons why you made this change? Answer Options Response Percent Response Count To improve cost efficiency (afford more trips) 10.5% 2 To enhance – and provide more control over -- service quality 31.6% 6 To better control the balance between cost efficiency and service quality 42.1% 8 N/A 47.4% 9 Other (please specify) 15.8% 3 answered question 19 skipped question 10 Location Response Text Dallas We will be reviewing industry enhancements and practices towards the end of our contract that expires Sept 30 2019 New York City See Q 92 Washington DC To ensure transparency in service delivery. Q95: Did you achieve your goal(s)? Answer Options Response Percent Response Count Yes 38.9% 7 No 5.6% 1 N/A: Made no changes 55.6% 10 answered question 18 skipped question 11 Q96: What changes in service or cost performance statistics evidence achievement of this goal? Please provide detail: Response Response Count answered question 8 skipped question 21

Survey Responses by Question 245 Location Response Text Ann Arbor On-time performance is consistently between 96%-97% and customer satisfaction survey results are extremely positive. Chicago Outcomes pending Dallas The current contract has improved our performance metrics. Kansas City Higher productivity and OTP. Las Vegas Cost decreased from FY14 to FY15; $34,607,162; to $33,849,558; New York City Reduced trip cost by increasing the % of non-dedicated service Salt Lake City Passengers per hour, cost per passenger, total budget reduction San Francisco Ambulatory SF Access riders showed an uptick in the satisfaction of service according to the most recent customer satisfaction survey. In 2015, 94% percent rated their most recent trip as "excellent" or "good", compared to 91% in 2013. In addition, the on-time performance for the SF Access service has improved by 3 percent, from 83% in FY14 to 86% in FY16. Q97: For systems that also use non-dedicated service for ADA paratransit, have you assessed its cost-effectiveness? Answer Options Response Percent Response Count Yes 47.6% 10 No 9.5% 2 N/A; we do not use non-dedicated service for ADA paratransit 42.9% 9 answered question 21 skipped question 8 Q98: For systems that also use non-dedicated service for ADA paratransit, did it result in more cost-effective service? Answer Options Response Percent Response Count Yes 30.0% 6 No 20.0% 4 N/A; we do not use non-dedicated service for ADA paratransit 50.0% 10 answered question 20 skipped question 9 Q99: If it did result in more cost-effective service, what was the result of the analysis, e.g., overall unit cost for ADA paratransit was reduced from $_____ to $_____ per trip? Response Response Count answered question 6 skipped question 23

246 ADA Paratransit Service Models Location Response Text Austin Evaluated superficially. It means we don't need to bring extra vehicles in just for peak service, but FULLY-BURDENED cost of overflow service and choice of trips sent to that provider has never been calculated by Finance. Los Angeles Maintain cost per trip under $35 per trip New York City Dedicated: $68 to Non-Dedicated: $30. Looking at modifying the way we pay our dedicated contractors, to move from variable/fixed costs to all in-vehicle service hour costs. Orange County The use of non-dedicated services helped to manage (decrease) the capital costs of acquiring and maintaining the dedicated fleet as it lowered vehicle requirements. Salt Lake City From $24.05 (2015) to $23.64 (2016) (2014) $25.20, (2013) $27.53 San Francisco 50.42 to 13.64 Q100: For systems that also use non-dedicated service for ADA paratransit, have you put in practices to monitor the compliance of the non-dedicated service? Answer Options Response Percent Response Count Yes 50.0% 10 No 5.0% 1 N/A; we do not use non-dedicated service for ADA paratransit 45.0% 9 answered question 20 skipped question 9 Q101: Would you be willing to participate further as a detailed case example if selected by the TCRP panel for this project? This involves a telephone interview going into further detail on your agency’s experience. Answer Options Response Percent Response Count Yes 73.9% 17 No 26.1% 6 answered question 23 skipped question 6

Abbreviations and acronyms used without definitions in TRB publications: A4A Airlines for America AAAE American Association of Airport Executives AASHO American Association of State Highway Officials AASHTO American Association of State Highway and Transportation Officials ACI–NA Airports Council International–North America ACRP Airport Cooperative Research Program ADA Americans with Disabilities Act APTA American Public Transportation Association ASCE American Society of Civil Engineers ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials ATA American Trucking Associations CTAA Community Transportation Association of America CTBSSP Commercial Truck and Bus Safety Synthesis Program DHS Department of Homeland Security DOE Department of Energy EPA Environmental Protection Agency FAA Federal Aviation Administration FAST Fixing America’s Surface Transportation Act (2015) FHWA Federal Highway Administration FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FTA Federal Transit Administration HMCRP Hazardous Materials Cooperative Research Program IEEE Institute of Electrical and Electronics Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITE Institute of Transportation Engineers MAP-21 Moving Ahead for Progress in the 21st Century Act (2012) NASA National Aeronautics and Space Administration NASAO National Association of State Aviation Officials NCFRP National Cooperative Freight Research Program NCHRP National Cooperative Highway Research Program NHTSA National Highway Traffic Safety Administration NTSB National Transportation Safety Board PHMSA Pipeline and Hazardous Materials Safety Administration RITA Research and Innovative Technology Administration SAE Society of Automotive Engineers SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (2005) TCRP Transit Cooperative Research Program TDC Transit Development Corporation TEA-21 Transportation Equity Act for the 21st Century (1998) TRB Transportation Research Board TSA Transportation Security Administration U.S.DOT United States Department of Transportation

TRA N SPO RTATIO N RESEA RCH BO A RD 500 Fifth Street, N W W ashington, D C 20001 A D D RESS SERV ICE REQ U ESTED ISBN 978-0-309-39022-4 9 7 8 0 3 0 9 3 9 0 2 2 4 9 0 0 0 0

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TRB's Transit Cooperative Research Program (TCRP) Synthesis 135: ADA Paratransit Service Models provides information about current Americans with Disabilities Act (ADA) compliant paratransit service models and the underlying reasons why specific transit agencies have opted to keep or change their service model. ADA paratransit demand continues to grow while resources are dwindling. For that reason, transit agencies nationwide are exploring service models to more effectively meet present and future demand. This synthesis study explains available service delivery models to date, and documents the way various elements of the service and contracts are structured to enhance the likelihood of achieving certain results related to cost efficiency, service quality, or the balance of the two.

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