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Chapter Six - Conclusions
Pages 35-38

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From page 35...
... Most of the focus of this synthesis is on how the requirements of the ADA regulations are addressed vis-à-vis no-show and late cancellation policies developed by transit agencies. For the purpose of this synthesis study, no-show/ late cancellation policies were compared with the ADA regulations and evolving FTA guidance from recent ADA complementary paratransit compliance reviews and complaints filed with the FTA Office of Civil Rights.
From page 36...
... Other agencies have addressed the issue of excessive early cancellations by ensuring that there are no trip denials, which makes individuals relatively certain that they will get the trip they want without having to reserve it well in advance. As described in chapter two, FTA has taken a position that in the event of an apparent passenger no-show, remaining trips for that day are not to be automatically canceled and the transit agencies "take every step possible to ensure that an assumed ‘no-show' is an actual ‘no-show' before canceling the return trip." However, to date FTA has not provided guidance on what it would consider "every step possible." ADA paratransit systems use a variety of technologies to enhance service provision, including handling gaps in schedules created as a result of no-shows and late cancellations.
From page 37...
... This synthesis project has gone a long way toward answering the first question, although stopping short of naming "ideal" or "best" practices. The report suggests that a comprehensive no-show program requires: • Realistic expectations of riders and drivers; • Consistently applied operating procedures, particularly with respect to dispatch and drivers declaring an apparent passenger no-show; • A means for passengers to cancel trips as far in advance as possible, including during times when the agency may not be open for business; • Good documentation based on a reliable, consistent method of recording no-shows and late cancellations; • Effective computer programs that capture accurate information and produce reports that facilitate analysis; • A system for sending letters to notify passengers about no-shows on a regular -- perhaps daily -- basis; • An effective process for determining excused no-shows based on consistently applied criteria; • A way to monitor no-shows and late cancellations on an ongoing basis and to impose suspensions at the appropriate time;
From page 38...
... The reaction of some managers to preliminary results of about the study findings raised concerns about how expensive it would be to implement a no-show policy with all of the elements described here. In particular, staff time would be needed to • Run reports, • Analyze results, • Contact passengers about apparent no-shows and late cancellations on a daily basis, • Research excused no-shows, • Investigate operating failures to distinguish between passenger no-shows and carrier failures, and • Manage the appeals process.

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