Mobility Management State
Network Implementation Guide
March 2023

The National Center for Mobility Management (NCMM; nc4mm.org) is anational technical assistance center created to facilitate communities in
adopting mobility management strategies. NCMM is funded through a
cooperative agreement with the Federal Transit Administration (FTA) and isoperated through a consortium of three national organizations – theAmerican Public Transportation Association, the Community Transportation
Association of America, and Easterseals, Inc. NCMM is charged withsupporting FTA and its partners in carrying out the recommendations
suggested in the updated Coordinating Council on Access and Mobility*CCAM) Strategic Plan.
This information brief was prepared by NCMM staff who serve as Regional
Liaisons to FTA Regions 1, 4, 5, and 7. This information is disseminated in theinterest of information exchange. Neither the NCMM nor the FTA assumes
liability for its content or use. The opinions and conclusions expressed herein
are solely those of the authors and should not be construed as representing
the opinions or policy of any agency of the federal government.
Comments or questions about this document can be addressed tojshanley@easterseals.com
Thank you.

About this Information Brief

Easterseals, through its work at the National Center for Mobility Management (NCMM),
focuses on building connections across education, human services, and transportation
sectors so that individuals with disabilities can access school, work, health care, and otherinclusive community settings. In this work, NCMM has researched, and sourced stateexamples to provide descriptive information about four state mobility management
programs across four distinct FTA regions. This guide will highlight a diverse range ofexamples and is intended to be utilized by organizations and agencies as a tool to
implement similar models in their regions.
For questions about this product, please contact Judy Shanley, Ph.D. FTA Regions 1 & 5
Regional Liaison or Enjoli Dixon, FTA Regions 4 &7 Regional Liaison both from Easterseals.
Acknowledgments

NCMM would like to thank the following states and organizations for their contributions tothis product. They provided key insights, information, resources, and time to ensure thisreport accurately reflects the fundamental aspects of each example highlighted in this brief:
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National Aging and Disability Transportation Center (NADTC)
National Rural Transportation Assistance Program (National RTAP)
Easterseals Project Action
State of Kansas Mobility Managers
State of Minnesota
Connect MS (State of Mississippi Mobility Managers)
Mississippi DOT – Intermodal Planning Division3

Introduction
In its technical assistance activities, NCMM Regional Liaisons often are asked for examples
of states with “good” mobility management networks. Since mobility management is uniqueto each agency, what can be “good” in one state, may not be so “good” in another. Instead,
NCMM has always tried to provide descriptive
NCMM Regional Liaisons are Center
information about mobility management networks
national expert staff who workand strategies so that users can identify those places
specifically with each FTA Region.
or systems that they can emulate. In this way,
Identify the regional liaison in yourmobility management can best represent the needs
state.
and characteristics of unique settings, and state,regional or local entities can “make it their own”.
NCMM Regional Liaisons who work across the country are in a good position to capture andshare this descriptive information.
Developing a mobility management program for a state or region is important to theconnectivity and sustainability of transportation modes in communities. Built on NCMM
research conducted over the last seven years, regarding components of mobility
management networks, this brief will provide a description of mobility management key
characteristics of four states and a description of the state’s implementation phase. We
selected these states for several reasons:
1) To provide readers with information about the important elements of a state mobility
management network using real-life, in practice state examples. These elements or
characteristics are like those identified in NCMM previous studies including theStatewide Mobility Management: Factors Affecting the Creation and Success of
Networks (July 2020) and the NCMM State of the States Report (September 2018).
2) To be illustrative of the varying implementation levels or phases of implementationof mobility management networks in descriptive and a non-evaluative way; and
3) The state descriptions regarding the implementation status of a state contained inthis brief can complement the more intense NCMM State Profile Information Briefs
completed for some states. Aggregately, the content in these information briefs canbe replicated by other states and regions to implement mobility management
networks.
We used the framework outlined below to capture information about the implementation
status of the State’s mobility management network. The conclusions described are basedon interviews with state officials and reviews of related state resources and websites.
NCMM has not conducted an analysis nor suggests that because a state has all or none of
the elements below, it is “better” or more successful than any other program across thecountry. These descriptions are intended to document the implementation phase of thestate’s mobility management network, regardless of where they are in the implementation
phase, we assert that other states can still learn from these examples. This process isintended to help mobility management network leaders and participants think about, in aholistic way, the key characteristics of their network. Each state was asked to provide
feedback on the following elements:

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Governance. Considers how decisions for and about the mobility management
network are made, particularly the efficiency of the decision-making process andcharacteristics related to roles and responsibilities that guide the design of the
network.
Funding. Describes how the mobility management network is funded, including thevariety of resources used and the opportunity for sustained funding.
Activities. This examines the range, depth and breadth of mobility management
activities carried out by the network. A network’s activities include a focus on how
activities relate to the overall purposes and goals of the mobility management
network.
Partnerships. The Coordinating Council on Access and Mobility (CCAM) has provided
mobility management networks with the opportunity to develop new and innovative
partnerships with non-transportation agencies and organizations, and can assess therange and purpose of these partnerships.
Performance Measures – Reporting. This examines the extent to which mobility
management networks have formative and comprehensive performance measures
to guide its activities and progress.
Sustainability Focus. NCMM developed the Mobility Management Self-Assessment
Tool (MM-SAT) to help networks assess the characteristics of their network that canpotentially influence long-term sustainability, performance, and outcomes. This
examines the measures that a network has that lead to long-term implementationand growth.

Once NCMM had collected descriptive information, through interviews and a review ofrelated websites and resources, we used a development scale to offer some thinking about
the stage of implementation of the state network. The development scale is defined below(Emerging, Developing and Extending) and provides information about the implementation
status of a network.
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Emerging: This development stage acknowledges that a state mobility management
program must include a starting point. The mobility management network may be
new, governance structures are being considered, funding sources are just being
explored, activities are being developed, partnerships are beginning, andsustainability characteristics have not yet been advanced.

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Developing. This development stage acknowledges that a state mobility
management program has been established, however, some elements of the
program may be more developed than others. For instance, a state may haveidentified and established CCAM partnerships, however, sustained funding may nothave been identified. A developing network may have articulated some activities, yetthere still may be exploration of long-term activities, and because of this,performance measures and sustainability have not been fully articulated.

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Extending. This level acknowledges that a state mobility management program has
been established and has developed a solid network of CCAM partnerships,
acquired stable and likely diverse funding, and produced sustainable mobility
management activities throughout transportation networks (on a local, state, andregional level). This phase does not suppose that the network cannot continue togrow and change as conditions warrant. In fact, mobility management networks that5are extending should be malleable and responsive to changes in the dimensions thatcharacterize the network.
Each region is unique and faces a diverse set up circumstances in all communities.
Governance structures may be variable, or some state agencies may not appreciate thevalue of mobility management. Some states may have dedicated funding for mobility
management, while funding to support the network may be uncertain and variable in otherstates. Regardless, the information in this brief can be used by a state network to assess
where the state is regarding implementing and advancing a mobility management network.
These data also can be used as a learning tool for other networks, new and old, to better
coordinate and develop a stronger, more sustainable mobility management program. The
information included in the brief is intended to describe the implementation stage of the
network and provide ideas that can be used to advance network implementation.
It is important to understand the intent and purpose of mobility management as defined inFederal Transit Legislation. This framework can help states establish the foundation formobility management by making a commitment toward governance and funding,establishing defined activities and performance metrics, encouraging cross-state
partnerships, and recognizing the long-term value of mobility management by building a
network that is sustainable and enduring.
Overview of Mobility Management and Regional Networks
Mobility management is a strategic approach to service coordination and customer service.
When implemented, mobility management can help a community (at the state, regional, or
local level) to shift a transit agency’s mindset away from their role as separate service
operators, and toward collaboration with other transportation providers. The idea behind
this approach is to create a wide range of well-synchronized mobility services within a state,region, or local community.

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Method
We conducted interviews, reviewed state websites
and documentation and in some states, developed
mobility manager summits with listening sessions
to gather information about the elements
described above. The regional liaisons completing
this brief are from the NCMM partner Easterseals
and are responsible for providing technicalassistance in FTA Regions 1, 4, 5, and 7. In thesestates, NCMM regional liaisons have relationships
with state, regional, and local coordination, andmobility management leaders, provide intense andtargeted technical assistance, have opportunity toattend forums and events, and feel most confident
about what we know about state mobility
management activities.
Select Examples of Mobility Management
Networks and their Implementation Phase
FTA Region 4 - State of Mississippi

FTA Regions
Region 1(CT, MA, ME, NH, RI, VT)
Region 2(NY & NJ)
Region 3(DE, DC, MD, PA, VA, WV)
Region 4(AL, FL, GA, KY, MS, NC, SC, TN, PR,
USVI)
Region 5(IL, IN, MN, MI, OH, WI)
Region 6(AR, LA, NM, OK, TX)
Region 7(IA, KS, MO, & NE)
Region 8(CO, MT, ND, SD, UT, WY)
Region 9(AZ, CA, HI, NV, AS, MP, GU)
Region 10(AK, ID, OR, WA)

Governance. There are currently ten mobility

managers active in Mississippi that have the full leadership and support of theMississippi Department of Transportation. The network is maintained through Connect
MS and has quarterly discussions (meetings) at the state level, with the participation of
the State Mobility Program Specialist and the full participation of regional mobility
managers and CCAM partners to stay informed and aware of coordination activities
across the state. The managers hold monthly meetings among each other to work on
regional projects and remain updated on activities across the region.

Funding. The Mobility Management network in the state of Mississippi, Connect MS, is

supported by the Mississippi DOT and funded through the FTA 5310 Grant Funding
Program at 80% and requiring 20% local matching funds.
Activities. The mobility managers in the state of Mississippi are described by state
officials as essential workers in their communities;
connecting the community to vital needs, like
The Mississippi DOT supports
medical care, food sources, emergency care,
Mobility Management consistingeducation, workforce and more. Each of theof short-range planning andregional networks have unique needs andmanagement activities, andnavigate through many rural, tribal, or urban
projects for improving
challenges while providing the highest level ofcoordination among public
public transportation to meet the needs of theirtransit and human services
communities. The state of Mississippi indicated,transportation providers. These“In many regions, mobility managers haveelevated the importance of mobility management
by establishing a transit or mobility day that isrecognized by the city and partners to raise7

agreements are carried out by adirect recipient or sub-recipient
as advised under 49 U.S.C.
Chapter 53

awareness and reach populations in need of transportation. (See Mississippi State of theState Report coming soon).

Partnerships. In rural Mississippi, community partners are vital to promoting public transit
for people to complete daily tasks or activities. Local partners include food pantries,
hospitals, faith-based organizations, universities, councils on aging, transit agencies,
senior centers, local businesses, or public and private entities. A new regional project,funded by the National Center for Mobility Management, is Southern Connect Improving
Mobility in Communities has been developed to create a regional community dialogue
to establish a One Call/One Click center, focused on improving the safety, accessibility,
and connectivity of public transportation. The community group is made up of various
CCAM partner agencies, Mississippi DOT, human services organizations, healthcare, andrural/urban transit providers.

Performance Measures. Using the Kansas Mobility Manager’s Handbook as a guide (thehandbook is not public currently), Mississippi DOT is in the process of developing theirown handbook. This handbook outlines the goals and performance outcomes related tomobility management, and ways to create a sustainable network. Currently, MS mobility
managers are required to report the following:
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Determine goals for each quarter
Implement regional strategy and activities
Highlight Regional Accomplishments and lessons learned
List number of increased regional partners and relationships with employers,
community partners, universities, or others
Measurable outcomes over the quarter
List outreach to local officials and legislative interactions
Determine goals for the next quarter
Determine regional training needs
Provide description of regional meetings and activities with stakeholders andoutcomes

Sustainability. MDOT has committed to providing funding per 5310 Federal Transit

Administration grant funding at 80% 5310 and 20% local funds. They have also begun
seeking CCAM partnership grant opportunities through technical assistance centers to
help sustain their work across the state.
MS Implementation Level: Developing.
FTA Region 5: State of Minnesota

Governance. The State’s mobility management network is nested within the structure of theeight Regional Transportation Coordinating Councils (RTCCs) (in rural settings) and six
Transportation Coordination Assistance Projects (TCAPs) (in metro areas). The statewide
network has the dedicated support of the Minnesota Department of Transportation(MnDOT) personnel. Together, these 14 rural and urban coordination projects gather
virtually every other month to exchange information at meetings hosted by MnDOT project
staff. In addition, the coordination projects’ staff participate in trainings organized by MnDOT
on topics such as marketing and meeting facilitation. The RTCCs and TCAPs both adhere to8the same workplan developed by MnDOT staff. However, actual activities and outcomes
reflect the individual coordination projects specific or unique to the region or local levels.
This allows for flexibility in how focus areas and topics are addressed, how community
partnerships are created, and the engagement processes used to achieve outcomes.

Funding. Funding for the RTCC network is organized in four phases for its initial

implementation, MnDOT expects an increasing local match investment by participatingorganizations. The four phases are:ooooPhase 1: Planningo 100% General State Funds
Phase 2: Operational Implementationo 80% 5310 and 20% General State Funds
Phase 3: Implementation of Comprehensive Plano 80% 5310, 10% Greater MN Transit Funds; 10% local match
Phase 4: Implementation of Comprehensive Logic Model Plano 80% 5310; 10% Greater MN Transit Funds, 10% local match
TCAPs: Funding for TCAPs: 80% 5310 and 20% fiscal organization match
Fiscal Agent: RTCC’s currently work with various types of fiscal agents, such as
Regional Development Commissions (RDCs), Community Action Partnership (CAP)
organizations, and a non-profit agency providing supportive services for people withdisabilities. The fiscal agent for most of the TCAP’s are the counties being served by
the mobility management project.

Activities. The state DOT leaders describe the mobility managers network as fluid andresponding to their community’s specific issues. MnDOT staff host regular meetings as wellas “Lunch and Learn” sessions where RTCC and TCAP mobility managers present anddiscuss specific topics, address challenges, and brainstorm solutions. Topics addressed by
the RTCCs and TCAPs align with their work plans and include providing transportation
guidance to inform people in the community about existing services, sharing vehicles,
engaging a diverse range of partners, implementing
volunteer driver programs, identifying viable 5310
The CCAM Program Inventory
projects, and strengthening community partnerships.
identifies 130 Federal programs
Mobility managers have had training to use the CCAM
that are able to provide funding for
Program Inventory to identify partners and funding
human services transportation forsupports.
people with disabilities, older
adults, and/or individuals of low
Partnerships. As part of its performance goals, the RTCCs
income.
and TCAPs are encouraged to engage private for profit
and non-profit organizations into their work. The Minnesota Council on Transportation
Access (MCOTA) is a statewide effort to support transportation coordination through 13 stateagencies and organizations as its members. The RTCC and TCAP mobility managers are
involved in MCOTA Work Teams and provide guidance on volunteer drivers, transportation
barriers and accessible transportation coordination. Over the past two years, the mobility
managers have coordinated with MCOTA to host 14 webinars on volunteer driver issues andadopt state legislation supporting volunteers.

Performance Indicators. MnDOT has engaged the RTCC and TCAP mobility managers todevelop workplans that visualize change by using a logic model. In 2019, MNDOT staff were9

encouraged by MCOTA to develop performance indicators and establish outcomes. MnDOT
adopted the logic model process and created a workplan that included goals, problem
statements and tasks to be implemented in a flexible manner within each mobility
management project:
Focus Area and Goals:• Transportation Guidance/Consultation: To inform people in the community about
accessing existing services.
• Vehicle Sharing: To maximize utilization of existing vehicles used by organizations
such as non-public providers (assisted living, churches, non-profits, etc.), including
but not exclusively, FTA Section 5310 Providers.
• Stakeholder and Community Engagement: To use mobility management for
cultivating partnerships and creating or joining collaborative efforts that include
transportation providers, planners, and other community stakeholders.
• Volunteer Drivers: To develop and sustain volunteer driver programs by accessing
and/or coordinating supportive resources.
• Training and Education: RTCC/TCAP mobility managers develop and share expertiseas a regional transportation resource.
• Mobility Management Integration: To use mobility management skills and process
for new, emerging local, regional, and statewide issues.
• Participation: To collaborate with the Minnesota Council on Transportation Access(MCOTA) member agencies to address policies that may impede transportation
coordination and access.
Through intensive workshops, MnDOT staff facilitated several instructional sessions on the
logic model to enable each RTCC/TCAP preparation of this document. Based on RTCCs’
first year annual reports, progress toward specific outcomes is clearly identified andsupported by the activities, inputs, and outputs. TCAPs have just completed their first year
using the logic model and data is not available at this time.

Sustainability. MnDOT has created an array of supports for the mobility management

network by supporting networking opportunities, offering professional development, andproviding guidance regarding funding. These practices demonstrate the state’s
commitment to the purpose of the mobility management network. Mobility managers
themselves have created supports that also may impact sustainability, such ascommunication mechanisms, and the implementation of action plans through logic models
and performance measures. The holistic and multi-level approach toward mobility
management enhances perceptions regarding commitment and value of the network.
MN Implementation Level: Extending.
FTA Region 7 - State of Kansas

Governance. There are currently six mobility managers active throughout the state of

Kansas and has dedicated support from Kansas DOT (KDOT). Each mobility manager reports
to a regional coordination council on varying frequencies, also working closely with their
Coordinated Transit Districts (CTDs) to assist with their goals and objectives. Mobility
managers hold quarterly meetings at the state level to stay informed and aware of10

coordination activities across the state. Leadership and decision-making across the network
are shared, identifying strengths in each member to boost the overall program; marketing,grant writing, technology, etc. The NCMM Regional Liaison is invited to the monthly mobility
managers meeting to stay updated with federal and CCAM activities across the region.

Funding: In 2021 the Kansas Department of Transportation (KDOT) had committed tofunding a mobility manager position within each CTD at 100 percent for the first year, andthen 90 percent for subsequent years. Starting in 2022, Mobility Management is fundedwith state dollars allocated for public transportation programming through state legislative
action.

Activities. The Kansas network of mobility managers arecollaborators, consistently working to enhance mobility
The Kansas Department ofin their communities. Mobility Managers tackle
Transportation shared thattransportation issues that impact workforce, food
Mobility management is a
insecurity, healthcare access and more. Kansas mobility
strategic approach to service
managers have developed a variety of activities andcoordination and customer
partnerships that can be used a model for thoseservice.
currently building their network of partnerships andcollaborative efforts. For three years, they have
implemented a Kansas Mobility Week, which celebrates and educates communities on“making smart, efficient, and safe multimodal transportation choices”. Throughout the weektransportation partners, cities, counties and other community organizations collaborate tohost events that highlight and encourage residents to use diverse modes of transportation.

Partnerships. Each mobility manager has developed unique partnerships that can be foundin the diverse activities implemented throughout the state. (See Kansas State of the State
Report_2023 Update) The partners range from councils on aging, transit agencies, seniorcenters, local businesses, or public and private entities. The newest partner group has beendeveloped to create the Kansas Coalition for Accessible Regional Transportation (K-CART)
that includes objectives and steps to creating a project or solving an issue facing theircommunity/region. The coalition group is made up of mobility managers, 5310
subrecipients, human services organizations, healthcare, and rural/urban transit providers.
They focused on three main topic areas: coordination, funding, and branding. These
partnerships are in a position to help mobility management professionals address the goals
and recommendations of the FTA CCAM Updated Strategic Plan.

Performance Measures. State mobility mangers developed a handbook that outlines thegoals and performance outcomes of their network. This includes the following:
o
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Determine goals and objectives that are in sync with the needs of thatmobility managers
Implement and use a local coordinated public transit plan based on statewide
coordinated plan
Complete travel training certification through Easterseals Project Action
Create a regional newsletter for stakeholder engagement
Develop outreach presentations to be shared at CCAM partner meetings
Join resource councils and chambers in each county and communities
Develop partnership with local agencies on aging
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o
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Meet with county commissions
Visit with all transportation providers and create a directory
Develop a marketing plan
Develop a partnership framework

Sustainability. KDOT has committed to funding the first year of a new Mobility Manager at
100%. For year two and beyond, KDOT will provide funding at 90%. The local CTD will be
responsible for covering the remaining 10% local match. These numbers are subject tochange depending on fund availability. Mobility Managers have been active in receiving
private funding and grant opportunities to help sustain their work across the state.
KS Implementation Level: Extending.
Recommendations to Implement Mobility Management Networks
It is rewarding for NCMM Regional Liaisons to get to know the people and networks acrosstheir respective FTA Regions. Our technical assistance is always based on the needs of thestate, regional, or local community – and the descriptions above confirm the varying
implementation stages of the states in which we work. Regardless of the phase, emerging,developing, or extending, mobility management professionals without exception, recognize
the value of solidifying governance and funding, identifying strategies, processes, andactivities aligned with their own networks, building diverse partnerships, implementing
continuous improvement and performance measurement systems, and ensuring that the
network is sustainable. NCMM is privileged to work with such a dedicated group of
professionals to support coordination to create integrated and seamless transportation andmobility options for individuals with disabilities, older adults, and those with low income.
NCMM Regional Liaisons provide technical assistance and learn from these activities. We
strive to reflect this learning in varying forums so that others can also learn from theexperiences of others. For instance, one information brief, Building a Mobility Management
Network: Characteristics and Considerations (April 2022) can be especially helpful tomobility management network leaders at all implementation stages. Some of what welearned is reflected in the following recommendations for partnerships:
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Establish community champion program liaisons to serve as community advocates for
public transit, aid riders who are not familiar with the system.
Organize media partnerships/champions who can advance the media or public facing
work of your network through things such as: TV advertisement, Radio Campaigns,
social media, or e-newsletters.
Conduct school and local organization visits or workshops. Be visible in many different
places, in front of many different audience.
Encourage peer state agency and sub-grantees to learn about CCAM opportunities.
Provide information to these partners that they can include in their forums andcommunications. Invite them to join transportation coordination activities through things
such as One-Call, One Click Resource Centers.
Heighten the prevalence of Mobility Management staff positions housed inorganizations and agencies.
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Deliver stakeholder trainings and planning sessions for implementation of sustainablemobility management activities. Reach diverse sectors such as educational institutions,healthcare providers, private industry, passengers, planning agencies, providers,
advocates, and human service partners.
Create shared data collection protocols and hubs to develop common metrics andperformance measures across CCAM partners and across local, state, and regional
programs.
Implement CCAM partner vehicle and driver sharing program to improve efficiency oftransportation service by sharing equipment, vehicles, and drivers.
Support public/private partnerships to explore the value of inviting private service
providers to offer on-demand or first mile last mile service. Private partnerships canrange from local employers to medical providers or community foundations, and nonprofits.

Using this Brief
Leaders of a state’s mobility management and coordination activities can use the elements
described in this brief to examine their own networks to identify their implementation phase.
If one area seems less developed than another, this may help to identify where resources
and actions that could advance the element and thereby affect the overall network
development. Network officials should not consider the information they learn in this review
in a punitive way. Rather, the guidelines included in this brief are informative, and should
serve to enlighten program personnel regarding network needs and activity.
NCMM Regional Liaisons would welcome the opportunity to help other states use this
implementation guide as part of our technical assistance. We encourage the field to tap into
other NCMM products, archived webinars, and other tools to complement what theylearned in this brief. In addition to the resources cited in the body of this brief, we provide
the resources below to support the advancement of your mobility management network.
Resources
Coordinating Council on Access and Mobility (CCAM) Resources• CCAM Strategic Plan 2023-2026
On October 27, 2022, the FTA convened the Coordinating Council on Access and Mobility(CCAM), a federal interagency council that coordinates funding and provides expertise on
human services transportation for people with disabilities, older adults, and individuals of
low income, and officially adopted the 2023-2026 CCAM Strategic Plan. The plan prioritizes
expanding safe access to transit, providing affordable mobility options and sets aframework for collaboration among CCAM grantees at all levels and across jurisdictions.
• CCAM Program Inventory
The CCAM Program Inventory identifies 130 Federal programs that can provide funding forhuman services transportation for people with disabilities, older adults, and/or individuals of
low income. In 2018 and 2019, CCAM agency representatives determined which programs
to include via internal agency program validation efforts and the CCAM Program Analysis
Working Sessions. The CCAM Program Inventory includes detailed program information,13

such as CFDA numbers, statutory references, types of recipients and beneficiaries, andeligible transportation activities. The CCAM Program Inventory Summary document,
available in PDF and Excel formats, contains limited program details, and is formatted foreasy printing.
• CCAM Federal Fund Braiding Guide
Federal fund braiding for local match allows grant recipients to use funds from one federal
program to meet the match requirements of another. The CCAM Federal Fund Braiding
Guide provides information to potential grantees as well as CCAM agency program
managers on acceptable Federal fund braiding arrangements on transportation-related
projects. The guide defines Federal fund braiding for local match and examines whether
Federal fund braiding is allowable for 61 programs across CCAM agencies that may fundtransportation.
• CCAM Cost-Sharing Policy Statement
The CCAM Cost-Sharing Policy Statement provides key transportation cost-sharing
information to encourage greater State and local cost sharing. This includes information
about vehicle and ride sharing as well as Federal fund braiding. Within the vehicle and ridesharing information, the CCAM Cost-Sharing Policy Statement includes 15 principles toguide State and local stakeholders’ equitable allocation of shared costs, including two
principles specific to the provision of Medicaid non-emergency medical transportation(NEMT) and four specific to the Veterans Health Administration’s (VHA) Highly Rural
Transportation Grants (HRTG) program, which provides NEMT for Veterans living in highly
rural areas.
National Federal Technical Assistance Resource Centers
The following FTA-funded national technical assistance centers can provide free supportand resources to help improve mobility options for individuals and communities.
National Rural Transit Assistance Program (RTAP) produces technical briefs and toolkits that
support rural and tribal transportation programs.
www.nationalrtap.org | 888-589-6821 | info@nationalrtap.org
National Center for Mobility Management (NCMM) promotes customer-centered strategies
to support mobility management networks to advance good health, economic vitality, selfsufficiency, and community.
www.nc4mm.org | 866-846-6400 | info@nc4mm.org
National Aging and Disability Transportation Center (NADTC), supports small urban and rural
5310 transportation providers to assist accessibility and enhanced mobility of older adults
and people with disabilities.
www.nadtc.org | 866-983-3222 | contact@nadtc.org

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National Center for Applied Transit Technology (N-CATT), provides support to programs tounderstand emerging technologies for states and local entities across the U.S.
www.n-catt.org | carpenter@ctaa.org
Shared Use Mobility Center (SUMC) is dedicated to achieving equitable, affordable, andenvironmentally sound mobility across the U.S., through the efficient use of transportation
assets and policy or technical expertise.
www.sharedusemobilitycenter.org | info@sharedusemobilitycenter.org
Transit Workforce Center (TWC) is the Federal Transit Administration’s first ever national
technical assistance center for transit workforce development. Its mission is to help urban,
suburban, tribal, and rural public transportation entities recruit, hire, train, and retain thediverse workforce needed now and in the future.
www.transitworkforce.org | twc@transportcenter.org

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