Coordinating Council on Accessand Mobility (CCAM): Building
Partnerships Checklist
February 2023

The National Center for Mobility Management (NCMM; nc4mm.org) is a national
technical assistance center created to facilitate communities in adopting mobility
management strategies. NCMM is funded through a cooperative agreement with theFederal Transit Administration (FTA) and is operated through a consortium of threenational organizations – the American 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.

Thank you to all the states who contributed content to his resource and provided review
of its contents. Please continue to share practices with your regional liaison at NCMM.
This information brief was prepared by NCMM staff and is disseminated in the interest of
information exchange. Neither the NCMM nor the FTA assumes liability for its content oruse. The opinions and conclusions expressed herein are solely those of the authors andshould not be construed as representing the opinions or policy of any agency of thefederal government. It is always important for professionals considering coordination
activities, particularly related to shared funding, braiding funds, etc. to confirm theallowability of these arrangements with their FTA regional office.
Comments or questions about this document can be addressed tojshanley@easterseals.com
Thank you.

“The CCAM collaborates to improve transportation access for all people.” CCAM
MissionOverview of the Coordinating Council on Access and Mobility (CCAM)The Coordinating Council on Access and Mobility (CCAM) is a federal interagency council thatworks to coordinate funding, policy recommendations, and expertise on human services
transportation for three targeted populations: people with disabilities, older adults, and individualsof low income. The CCAM works at the Federal level to improve Federal coordination oftransportation resources and to address barriers faced by states and local communities whencoordinating transportation. The CCAM’s mission is to issue policy recommendations andimplement activities that improve the availability,
The Departments of Agriculture (USDA),
accessibility, and efficiency of transportation for
Education (ED), Health and Human
CCAM’s targeted populations, with the vision ofServices (HHS), Housing and Urban Affairs
equal access to coordinated transportation for all(HUD), Interior (DOI), Justice (DOJ), Labor
Americans.
(DOL), Transportation (DOT), and Veterans
Affairs (VA)—currently fund grant
CCAM is led by the US Department ofprograms that can fund human services
Transportation, Federal Transit Administrationtransportation. The additional two CCAM
agencies—the National Council on(FTA). Eleven federal agencies participate in CCAM
Disability (NCD) and the Social Security
and work collaboratively to carry out theAdministration (SSA)—provide valuable
recommendations of the Council. Nine of theseexpertise to enhance the CCAM’s ability toagencies currently fund human services
serve its targeted populations.
transportation (see adjacent text box). In February2022, the Council began work to update its
strategic plan and improve its capacity to implement the new plan. The nine-month processincluded planning, federal agency work sessions and stakeholder listening sessions across thecountry and culminated in the CCAM 2023-2026 Strategic Plan. The plan includes three concise
goals (see below) but the depth and breadth of the objectives for each goal is where the magic
happens.

The Impetus for this Information Brief
The first goal of the CCAM Strategic Plan is to strengthen the CCAM and improve multisector
collaboration at all levels and across jurisdictions. This collaboration occurs at the Federal level,3

through the formal activities of CCAM members, but also can occur at the state level. Multisector collaboration extends to state agencies and their subprograms and grantees.
Collaboration is not always easy, and cooperatively funding transportation services may beeven more difficult. If shared funding is an important CCAM outcome for diverse agencies,
there are intermediate steps that agencies can take to build relationships, share knowledge,
and develop mutually beneficial goals around transportation access. This NCMM Information
Brief is intended to help state agencies implement the CCAM recommendation regarding
multi-sector collaboration. The brief will provide examples to illustrate activities and provide
implementation suggestions to facilitate the application of the content.
Forging Relationships: It is Not Just about the Money
CCAM is premised on a foundation of relationships between agencies at the federal and statelevels. At each level, agencies have varying funding streams, policy requirements, missions,and people they serve. These differences often cause agencies to work and deliver services insilos without considering interconnections with other sectors and how collaboration between
agencies might lead to improved services and efficiencies. However, when agencies areengaged in cooperative activities this provides an opportunity to learn from each other andidentify agency goals and outcomes that may be more similar than not. We hear from healthproviders and administrators that transportation is a challenge in access to healthcare. Similarly,
we learn from educators and workforce development professionals that transportation
challenges often impede access to employment. Federal agency goals, and their state
counterparts, whether the US Department of Health and Human Services, the US Departmentof Education, or the US Department of Labor, all have outcomes related to the independence,
self-sufficiency, and inclusion of the individuals they serve, particularly for individuals withdisabilities, older adults, and those with low income. Transportation is viewed as a social
determinant of health (SDOH) by many across the CCAM agencies and by promoting crossagency collaboration and multi-sector coordination, system and individual outcomes can berealized.
Tips for Success
Before you read any further or start reaching out with requests to collaborate consider thefollowing Pro Tips:➢ Learn to Speak CCAM: The CCAM structure, mission, core values, and strategic plan area foundation on which you can build. Do not assume that your state agencies, a targeted
sector or even all within the federal government know about the CCAM and its goals.
Make it your mission to understand all you can about the CCAM and its strategic plan sothat you can incorporate that knowledge into your efforts to build collaboration. Still
questioning how this will make a difference? Remember, the CCAM Strategic Plan has
goals and objectives which can impact the policies and funding opportunities thatstates, and individual agencies may wish to receive. Understanding CCAM means you
can align your work with those funding streams and requirements from the beginning.
➢ Start Where You Are: You are likely already engaging with a multitude of agencies
including nonprofits, regional, state, and federal governments. These are foundationalbuilding blocks which can be identified and deepened. The more you understand about
the intersection of your work and theirs the better you will be at expanding the capacityof your work together. These existing collaborations can also serve as steppingstones tocollaborate with new agencies. Imagine you are an employer interviewing a client for ajob. You want to hear why the candidate believes she or he is a good fit for the positionand examples of similar job experiences to substantiate that claim. No different when4

getting to know a potential partner agency. In your case, you can explain the benefit ofyour collaboration with agency one and how you believe agency two could benefit froma similar collaboration.
➢ Top-Down – Bottom-Up: Creating opportunities to collaborate can be both a top-down
and/or bottom-up process. It is important to understand where the leverage points arewithin systems and who might be best positioned to make a connection. Remember thatthe leader of a government agency has divided responsibilities amongst personnel, and
it is quite realistic that they are not familiar with granular details that point to acollaboration with you. However, a trusted member of their team who is working directly
on issues that overlap with your work is an effective way to gain a better understandingof the mission, staff and leadership who can make a lasting collaboration happen.
➢ Know Your Value: You are a transportation and mobility professional, and you bring to
the table something of value. Your agency deals with the same administrative issues,supervision of employees, accountability to funders and clients who depend on you, thesame as any agency. However, you also bring a specialized service that is critical to
many people and the agencies that serve them.
➢ Empty vs. Full Hand: Let’s face it, there is always a gap between what you can do andwhat you could do with greater resources. Ultimately you are on a mission to find thoseresources that will help you expand your capacity, but will you approach potential
partners with an empty hand or a full hand? The empty hand is simply an ask groundedin expectation or implied value. A different approach is to state your value, offer
potential ways a collaboration with you could help address their mission and then ask
them how they might see a potential collaboration with you. More pointedly, bringsomeone a potential solution and you will likely find a new partnership.

CCAM State Transportation Agency Implementation Checklist
The following checklist includes suggestions about how a state Department of Transportation
agency may collaborate with a CCAM Agency partner. These suggestions are not intended to
be an exhaustive list of the many ways that state agencies can work together. Consider this the
beginning of improved relationships and tangible activities with your state agency peers. A
state may want to start with a low hanging fruit, on an activity that requires a smaller
investment of time or resources, such as having a collaborative forum across state agencies.
Implementing policy changes and establishing written agreements, may be the end goal, andthe smaller steps taken along this journey, can lead to these more intense activities.
Participate in conferences/events. Many state agencies have conferences and forums
targeted at administrators and grantees within this agency. For instance, state transit
associations often have annual events which can be an ideal forum to develop sessions
that focus on bringing together diverse disciplines, such as health professionals withtransportation professionals. Suggest to your state colleagues that they have sessions
that focus on transportation and mobility and encourage your audiences to attend.
Example: The Mississippi Department of Transportation participates in the State
Affordable Housing Conference sponsored by the State Housing and Urban
Development (HUD) agency. Several other programs described in this brief havebenefited by the relationship between transit and HUD professionals.
5

Host and Hold events. Planning and hosting meetings and forums are simple ways to
begin to establish relationships with peer agencies. These events can be virtual or inperson and can align with existing events. For instance, if a state transportation
association is having an annual conference. Consider inviting state agency colleagues,
and their grantees, from across disciplines. Hold a dedicated forum to addresstransportation challenges, collaborate on solutions, and use CCAM tools, such as theProgram Inventory to identify opportunities for shared funding.
Example. For instance, in Missouri, the State’s Transportation Task Force, comprisedof professionals representing diverse state agencies, meet regularly to sharestrategies and identify coordination opportunities. The Mission of the Missouri
Transportation Task Force is “to provide leadership, promote collaboration, andgather best practices to improve transportation coordination in the state of Missouri
in order to enhance the quality of life for all Missourians through improved
transportation access, accessibility, and affordability.”
Resource. https://morides.org/transportation-task-force/.
Example. In Maine, the Moving Maine network, comprised of mobility management
professionals representing varying disciplines, convened early in its development.
The Moving Maine Network is a multi-sector, statewide collaborative. Its members
are people working in transportation, planning, aging, disability, health care, humanservices, environment, public health, faith communities, housing, philanthropy, as
well as individuals with lived experience of transportation barriers. Moving Maine
held all network gatherings in 2020 to pique interest about the network – particularly
from non-transportation professionals, establish strategic priorities, and identify
communication channels and future activities.
Resource. https://www.movingmaine.org/pages/events-and-webinars.



Write grants and establish evaluation criteria within grant programs with atransportation focus. At times, Federal grants, whose eligible applicants are state agencies,
may be more compelling if the grant application proposes activities and collaboration
across more than one state agency. Particularly if a focus of a grant is on social determinantof health (SDOH) areas, an application might be viewed as more fundable if diverse stateagencies are involved. State agencies can also add criteria in their own grant applications
and programs that invite the focus on transportation. The example below illustrates multiple
ways that a state DOT can collaborate across activities with another state agency. In thiscase, it is the DOT and Housing and Urban Development (HUD).
Example: In Mississippi, the State Housing and Urban Development (HUD) Agency
includes a Mississippi DOT regional coordination scoring factor to the MS Home
Corporation Qualified Allocation Plan (QAP) for Low-Income Housing Tax Credit (LIHTC)
developments.
Example. The purpose of the AmeriCorps Seniors Workforce Development Senior
Demonstration Program (herein referred to as WFD) is to support projects focused on
supporting older adults as they seek to secure employment in professional, skilledlabor, or para-professional careers.. In its federal notice of funding, the programindicates that applicants/grantees must provide training and/or certification for6

employment, and include supports such as mentorship, coaching, transportation, andother forms of support.
Resource. https://americorps.gov/funding-opportunity/fy-2023-americorps-seniorsworkforce-development-senior-demonstration-program.
Participate on grant panels and reviews Diverse perspectives of colleagues contribute to arobust and multi-faceted review of state grant programs. Having grant panels that are notso “like-minded” can help to identify gaps and can uncover applicant content that may not
be considered if the panelists all represented the same discipline.
Example. The Massachusetts Department of Transportation (MassDOT) uses an external
review committee to review and score applications for the annual Community Transit
Grant Program, which distributes federal 5310 funds as well as state funding to expand
mobility for older adults and people with disabilities. External reviewers represent state
Health and Human Services agencies including Elder Affairs and the Massachusetts
Rehabilitation Commission, as well as regional planners.

Provide training to state agency staff or
grantees. One of the biggest challenges cited by
You cannot solve a problem you do
CCAM members was the lack of knowledge or
not know exists. Awareness of sharedawareness of transportation challenges. As
problems will allow for shared
indicated by the adjacent textbox, non-DOT
coordination to address the problem
professionals may be unaware of the magnitudeacross agencies. ~USDA Ruralor severity of mobility challenges for the
Department (RD)individuals they serve. These same non-DOT
professionals may be even more unaware ofsolutions. Training on needs, solutions, and resources across disciplines can enhanceawareness and build the skill of interdisciplinary colleagues to address transportation
challenges.
Example. In New Hampshire, the State Department of Health & Human Services is astatutorily appointed member of the (NH) State Coordinating Council for Community
Transportation (SCC). This is a foundational relationship between the expansive
responsibilities of DHHS and the intersection with community transportation. This has
led to multiple opportunities to work with different divisions within DHHS. One example
is a virtual training between TANF Counselors under the Division of Economic Stability,
Bureau of Employment Supports within DHHS and members of the SCC and NH
Department of Transportation. Topics included identifying transportation resources,building relationships with mobility managers, and identifying solutions to addresstransportation challenges for TANF recipients. This forum was the foundation for
relationships and continued work between DOT and multiple DHHS Divisions.
Example. Stakeholders in Massachusetts conducted a virtual driver training on providing
transportation to passengers with dementia. It was co-led by the Alzheimer's
Association of MA and NH and the Massachusetts statewide association of Councils on
Aging (MCOA). MassMobility assisted with promotion and recruited drivers from a wide
range of organizations, including transit authorities, Councils on Aging, volunteer driverprograms, and drivers for the state Medicaid brokerage.
Example. In Mississippi, the DOT coordinates with the MS Home Corporation to
implement the DRIVE (Developing Responsible Individuals WITH Valuable Education)
7

program (Housing and Urban Development). The program makes available funding
assistance to provide CDL training to homeless or near homeless individuals that can be
employed as drivers with transit agencies. This in turn helps the individual to find andmaintain stable affordable housing

Establish communication mechanisms. To raise awareness, state agencies might want tomutually develop communications that reflect the perspectives and interests of theaudiences impacted by each state agency. Easy to implement collaborative communication
activities may include writing informational blurbs in agency newsletters, developing standalone publications and information briefs identifying transportation challenges foraudiences and offering solutions, and ensuring that information about transportation topics
across agencies is current and accurate.
Example. In Rhode Island, the state lead on the statewide coordination council invites
the participation of colleagues representing the Department of Aging and theDepartment of Health and Human Services to regularly scheduled calls. This facilitates
information exchange and the opportunity to identify challenges and suggest solutions
across agencies.



Share data. We have all heard it repeatedly, data drives decision making. Data is both aninformant of action and a reflection of progress. Data is a driver of action, important infunding decisions, and an affirmation that some action – some activity is needed or is
working. Ridership data is common across departments of transportation and service
providers, but less common in non-DOT agencies. Colleague agencies could collect dataon things such as 1) Modes of transportation used to transport their audiences; 2) Qualitative
challenges in accessing transportation; and 3) Implications on Social Determinant of Health(SDOH) areas because of transportation challenges. DOTs may already be collecting thesetypes of data and sharing the datasets with state agency partners may be a way to heighten
awareness, stimulate activity, and confirm the necessity for coordination.
Example. Vermont has a regional structure comprised of regional mobility committees
with representative from the Regional Planning Commissions, adult day organizations,
hospitals, and medical service providers. Through these forums, representatives acrossstate agencies share data such as the number of trips, the purpose of those trips, costs,
and outstanding needs. Surveys are conducted every three years to track client
experiences and feedback.
Resources. Vermont Elder and People with Disabilities (E&D) Transportation Program
https://vtrans.vermont.gov/public-transit/E-andD#:~:text=Vermont's%20Elders%20and%20Persons%20with,with%20Disabilities%20Act%2
0(ADA).



Share technology or tools. Sometimes state agencies use technology or tools that can be
replicated across another state agency. It is the thinking, “why reinvent the wheel”. If one
agency in a state has learned to use a particular technology intervention, potentially, thistool can be replicated or customized for another state agency purpose.
Example. In Ohio, the Mobility Ohio work to coordinate transportation services is also
exploring the use of a state database, DRIVES, created by the State Department of
Education. The DRIVES database is being developed by the State of Ohio to provide theRegional Transportation Resource Center (RTRC) with technology to registertransportation drivers, providers, and vehicles, maintain up-to-date records on their8

criminal history and motor vehicle records, and track the status of their compliance withsafety and quality requirements in realtime. The DRIVES database will feed realtime information to the RTRC scheduling
The Regional Transportation Resource Center's
and dispatching system so that customers(RTRC) Role & Responsibilities (Ohio)
are assured of receiving safe, compliant,high-quality transportation always. The
As the pilot region’s administrator for
DRIVES database is a partnership of ODOT
community transportation, the RTRC will
and the Ohio Department of Education(ODE). The ODE and ODOT stakeholder andestablish contracts with qualified for-profit,
IT teams are partnering to build an
non-profit, and public transportation
innovative dual-agency application
providers and ensure compliance withsolution that will replace the 18-year-old
consistent, updated safety and quality
ODE School Foundation Payment Systemstandards that meet or exceed the(SFPS) and be expanded to include public
requirements of the individual HST funderand human service transportation
agencies and federal transportation
providers in addition to school districts.

regulations.
 Develop coordination plans across agencies.
Federal transit law requires that projects selected
for funding under the Enhanced Mobility for
Seniors and Individuals with Disabilities (Section
5310) Program be "included in a locallydeveloped, coordinated public transit-humanservices transportation plan," and that the plan be"developed and approved through a process that
included participation by seniors, individuals withdisabilities, representatives of public, private, andnonprofit transportation and human services
providers and other members of the public"
utilizing transportation services. These
coordinated plans identify the transportationneeds of individuals with disabilities, older adults,
and people with low incomes, provide strategies
for meeting these needs, and prioritize
transportation services for funding andimplementation.

The RTRC will also serve as the hub for
mobility management activities throughout
the four-county pilot area. The RTRC will
focus on finding solutions to unique andunmet community transportation needs inthe community through travel training,planning and education. The RTRC’s
mobility management section will
coordinate community outreach andensure the ongoing implementation ofgoals and updates to the Region 9
Transportation Coordination Plan. Clients,
customers, and employers with uniquetransportation needs will have theopportunity to connect with a county
mobility manager for assistance.

Example. The Georgia Departments ofTransportation (DOT), Human Services (DHS), and Community Health (DCH) aredeveloping a five-year update to the State’s Rural& Human Services Transportation Coordination Plan. This plan will provide a framework
for coordination among Georgia’s agencies interested in delivering
mobility services. The State of Georgia administers three systems to provide rural public
transit (DOT), human services transportation (DHS), and non-emergency
medical transportation (DCH). Each system is administered by a different stateagency using different funding sources to meet the transportation needs of Georgians.
Coordination of these services is critical to provide all Georgians accessible mobility
options.
Resource(s). https://rhst-gdot.hub.arcgis.com/.
https://www.dot.ga.gov/InvestSmart/Transit/Documents/RHST/RHST_FactSheet.pdf.
9Participate on state advisory committees. Department of Transportation officials may be
invited to represent transportation topics on state advisory councils convened by a state
governmental agency such as the governor’s office, with the exclusive focus ontransportation access. At other times, transportation professionals may be invited toparticipate in State Advisory panels organized and administered by other state agencies.
Example. The Minnesota Council on Transportation Access is chaired by the Minnesota
Department of Transportation and has the following leadership structure: Vice Chair:
Minnesota Department of Human Services; At-Large Representative: Minnesota
Department of Transportation, Minnesota Department of Health, Minnesota Departmentof Commerce, Minnesota Public Transit Association, Office of the Governor, Minnesota
Board on Aging, Minnesota Council on Disability, Minnesota Department of Education,
Minnesota Management and Budget, Minnesota Department of Veterans Affairs,
Metropolitan Council, Minnesota Department of Employment and Economic
Development. At the regional level, Regional Transportation Coordination Councils (nonmetro mobility management) invite the participation of advisors representing thesesame diverse regional agencies.
Example. State interagency coordination councils are common across states. Like theMinnesota example, Rhode Island has a State Coordinating Council. Coordinating
Council member agencies include the RI Dept. of Behavioral Health, Developmental
Disabilities and Hospitals; RI Dept. of Health; RI Dept. of Human Services; RI Division ofStatewide Planning; RI Executive Office of Health & Human Services; RI Office of Healthy
Aging; RI Office of Rehabilitative Services; RI Office of Veterans Services; RI Public
Transit Authority; RI Dept. of Transportation. The Council invites the perspectives ofthese diverse state agencies to share challenges raised by their constituents, obtainsuggestions for new or varied service, and share resources to facilitate coordination andseamless transportation across the state.
Example. In Massachusetts, the Governor's Council to Address Aging in Massachusetts
included MassDOT on its Task Force, and after transportation emerged as a top need inlistening sessions, also created a transportation working group with representation fromelder services, philanthropy, transit advocacy, and academia.
Resource (s). https://coordinatemntransit.org/about/MCOTAWill send slides inseparate email about the work teams; https://www.ripta.com/human-servicestransportation-coordination/.
Example. In Mississippi, Transportation professionals serve on committee of Programsof HOPE (Housing and Transportation, Opportunities for Treatment, Parental, Child andFamilial Support, Economic Security) (HUD programs). These state-level committees ofcollaborative stakeholders work together toward the goal of providing families“pathways toward a brighter future. Availability to reliable transportation is a key barrier
for lower income individuals housing stability.



Implement vehicle sharing agreements across agencies. Have you ever observed vehicles
that are operating significantly under passenger capacity on a recurring basis? Underutilized
vehicles, regardless of which agency is funding that service represents an inefficient use ofvehicle capacity. Vehicle sharing programs involve assessing seat use, identifying agencies
and their audiences that have a need for seats, and implementing programs that allow and10encourage the use of vehicles for multiple audiences. For agencies to share vehicles, acomprehensive way to implement, manage, and account for the program must be in place,and this often necessitates a high quality and comprehensive cost-allocation system. The
collaborative agencies need a way to confidently share data about passenger use, costs forriders, administrative systems for funding the trips, and a thorough procedure for reportingand documenting ridership and costs.
NCMM was not able to confirm vehicle sharing programs other than those related toincidental use, particularly during Covid. In these instances, agencies used their vehicles
to deliver food, transport essential workers, or serve as a hot spot in low-income
communities. The following is the FTA Vehicle Resource Sharing Policy Statement.
CCAM Vehicle Resource Sharing Policy Statement
The CCAM Vehicle Resource Sharing Policy Statement, published on October 1, 2006, clarifies
that Federal cost principles do not restrict grantees to serving only their own clients but rather
that they enable grantees to share the use of their own vehicles if the cost of providing
transportation to the community is also shared. In this policy statement, the CCAM resolves thatfederally assisted grantees that have significant involvement in providing resources and engage
in transportation should coordinate their resources to maximize accessibility and availability oftransportation services.


Establish formal agreements and memorandums of understanding (MOUs) between
agencies. Formal agreements may appear to be more binding and meatier than ad hoc
relationships between state agencies. Typically, agreements outline the expectations for
performance and include performance outcomes. The formal agreement can become a
blueprint, or plan for work across agencies. Sharing fiscal resources may or may not be partof these agreements.
Example(s). In New Hampshire, the State Department of Health & Human Services
worked with the State Coordinating Council for Community Transportation to secure
funding through a National Federal Centers for Disease Control Initiative to Address
COVID-19 Health Disparities Among Populations at High-Risk & Underserved, Including
Racial and Ethnic Minority Populations and Rural Communities. The grant funded theimplementation and two-year operation of the NH Mobility Management Network. The
funds were restricted to rural communities and statewide impact; however, the grant
funds qualified as match for 5310 funding. This created five rural regional contracts andone statewide contract which funded both mobility manager salaries and projects funds.
The remaining three urban regions were able to receive more state funding because of
the match qualification to cover the mobility manager salaries only. The total impact of
this relationship was Federal and State funds were used to fund full-time mobility
managers in all eight regions, one statewide mobility manager.



Develop cost sharing and cooperative funding for transportation service. Undeniably,
the availability of reliable, accessible, safe, and affordable transportation affects access tocommunity settings and services for all individuals, and in particular, disadvantaged
populations such as individuals with disabilities, older adults, and those with low income.
Transportation is a social determinant of health (SDOH) that should be the concern offederal, state, and local agencies across non-transportation sectors. This is a major
foundation for the CCAM and its strategic plan. Mobility and transportation are everyone’s
business, and as such, there is the hope that non-DOT agencies will contribute monetarily
11and administratively to transportation services. As indicated in the FTA Program Inventory,
that describes how 130 Federal agency programs can contribute to transportation, there aremany agencies that have regulatory requirements regarding transportation investments.
However, for many more agencies, investing in transportation is not a requirement, and isoften done because agency officials recognize the value or return on investment offinancially supporting transportation.
Example. In Vermont, the Department of Transportation shares state funding for on
demand programs with colleague programs within the Agency of Human services toprovide the non-federal match for expanded demand response trips for those inrecovery and/or seeking Job accessResource. https://vtrans.vermont.gov/public-transit/recovery-job-access.
Example. At the State level, the Connecticut Department of Transportation worked with
the Connecticut Department of Energy and Environmental Protection (DEEP) to offer a
program called ParkConneCT. This program is a collaboration of CT DOT and CT DEEPand aims to provide safe and reliable transportation within a 10-minute walk to some CT
beaches and parks. Assets across state agencies are used to support the program.
Resource. CT. https://portal.ct.gov/DEEP/State-Parks/Park-Connect.
Example. In Tennessee, officials from the DOT share funding and participate on advisorycommittees affiliated with the Tennessee Commission on Aging and Disabilities (TCAD),
In addition to DOT funding, TCAD receives funds from the Administration on Community
Living (ACL) through the Older Americans Act (OAA).
Resource. TN: https://www.tn.gov/tdot/multimodal-transportationresources/omat.html(TDOT's Office of Mobility & Accessible Transportation)
https://www.tnpathfinder.org/ https://www.tn.gov/aging.html.
Establish policies and written guidance. The CCAM Strategic Plan, Goal 3 recommends
that CCAM agencies address policies that impede transportation coordination. Policies suchas safety and operational training requirements for operators of service funded by thatagency, vehicle sharing policies, and policies around incidental use may serve as
impediments to true coordination of transportation service and resource.
Example. ODOT, through Mobility Ohio, is currently working with several Ohio health andhuman service agencies to revisit and realign policy that impacts the way transportation
is delivered and accessed in the state. These agencies have conducted a detailed
review of the rules, regulations and policy from the agencies that provide the largest
percentage of health and human services transportation. The rules and regulations wereconsidered by topic area (e.g., driver criminal history, driver medical qualifications,vehicle maintenance requirements, etc.) All rules and regulations regarding the topic
areas were compared for consistency and potential for alignment. A working group,comprised of representation from the Ohio Department of Medicaid, the Ohio
Department of Job and Family Services, the Ohio Department of Transportation, and theGovernor’s Office of Health Transformation reviewed the policy analysis, and formed aconsensus on a recommendation of policy alignment. These recommendations were
presented to a larger Policy Group, which consisted of representation from allparticipating state agencies, for discussion, revision, and approval. The realigned policies
12will be used for a coordinated transportation pilot project in a four-county area ofsoutheast Ohio. With transportation providers held to one set of consistent standards,
the pilot Regional Transportation Resource Center will be able to coordinate trips more
efficiently for clients with different transportation funding sources.
Resource. Mobility Ohio. https://www.transportation.ohio.gov/mobility-ohio
Example. In another example, an interdisciplinary state team, that is part of the New
Hampshire Coordinating Council for Community Transportation, developed the New
Hampshire Statewide Mobility Management Network: A Blueprint for Implementation.
The Blueprint is the culmination of research into best mobility management practices,
two-years of planning and stakeholder consensus building, and a record of policy andnetwork structure decisions. It is a living document designed to advance state and local
coordination through the statewide mobility management network, expand the capacityof mobility agencies and respond or adapt to lessons learned along the way Essentially,
it is how New Hampshire operationalized mobility management as a philosophy andservice.
Resource.
https://www.nh.gov/dot/programs/scc/documents/scc_mobility_mgr_blueprint.pdf.
Example of non-DOT Coordination to Support Transportation
Professionals affiliated with Department of Transportation and Federal Transit Administration
grant programs may want to learn about coordination to support transportation from peer
agencies. For instance, in Texas, the Texas Workforce Commission - Vocational Rehabilitation
Division (TWC-VR) is partnering with Texas Parks and Wildlife (TPWD) at Texas State Parks tooffer paid internships to students. Transportation to support student access to this program isfunded through the state Pre-employment Transition Services (Pre-ETS) funding. An
administrator of the program, stated, Funding for transportation is an allowable purchaseutilizing our pre-ETS budget for students that are Eligible for VR services with an Individualized
Plan of Employment (IPE). Therefore, it is possible to fund transportation for students participatingin this program if they meet the required parameters and have transportation options available
The FTA Program Inventory is an important resource to inform the field about the allowabilityof transportation expenses across Federal agencies. As mobility management professionals
and others consider braiding funds or wholly using non-DOT funds to support services, it isimportant to confirm the allowability of this funding with their FTA regional points of contact.
Conclusion
Across industries, the term coordination is used widely, with little attention to what activities
really comprise a coordination effort. Literature affirms that there may be a varying intensity
level associated with the relationships we have and the work we do with peer agencies andorganizations. For instance, Convergency Labs established a framework and model that
describes how people interact as the “Four Cs Model. It defines four main interaction
modalities:••••

Communication: The exchange of ideas and information.
Cooperation: Independent goals with agreements not to interfere with each other.
Coordination: Actions of users directed by a coordinator to achieve a common goal.
Collaboration: The process of shared creation; collectively creating something new that
could not have been created by the individual users.
13

This model supposes that there is an increased level of intensity, relationship building, andlikely, trust, as the activities move from communication to collaboration and can be a usefulframework for state leaders as they examine their relationships with peer state agencies. Thereis no right or wrong way to assess coordination – in fact, it is likely that coordination is not at thesame intensity level across state departments. Further, coordination may wax and wane,
contingent upon such things as shifting needs and activities, varying state government culture,and changing leadership.
As states continue to implement the tenets and recommendations inherent in the CCAM
Strategic Plan, we likely will learn and be able to identify even more examples of coordination
across state agencies. We encourage states to continue to share their strategies and practices
with national organizations, including the National Center for Mobility Management (NCMM).
Only through resources such as this information brief, and other national forums can we learn
from each other.

14

References and Resources
Convergency Labs. https://convergencelabs.com/blog/2018/01/the-four-cs-communicationcoordination-cooperation-and-collaboration/.
FTA CCAM Resources (CCAM Strategic Plan, Program Inventory, Federal Fund Braiding Guide, etc.).
https://www.transit.dot.gov/coordinating-council-access-and-mobility.
NCMM information brief Framework to Develop a Continuum of Mobility Services. Checklist that guides
mobility management professionals in making decisions about the viability of mobility options.
NCMM. State of the State of Coordination & Mobility Management. A national picture of the progress ofstates.
NCMM State Profiles. A detailed overview of a state progress toward coordination and mobility management.
Technical Assistance Coordination Library (TACL).
The Transportation Technical Assistance Coordination Library (TACL) provides a sustainable methodology
and platform for access and findability of coordination resources across a diverse range oftransportation technical assistance centers and the Federal Transit Administration (FTA). TACL waslaunched in January 2021 and is available at no cost.
The FTA-funded Technical Assistance (TA) Centers participating in this ongoing work are:


National Aging and Disability Transportation Center (NADTC)National Center for Applied Transit Technology (N-CATT)National Center for Mobility Management (NCMM)

National Rural Transit Assistance Program (National RTAP)

Shared Use Mobility Center (SUMC)



Transit Workforce Center (TWC)The TACL Task Force uses a systematic review process for resources included in the database. New
resources will be added on a quarterly basis. Let us know if you would like to serve as a peer reviewer
for our resource.

FTA has 3 programs that have explicit statutory authority to accept non-USDOT federal funding as local
match, these programs are:
1. FTA’s formula grants for rural areas program (Section 5311)
2. FTA’s enhanced mobility of seniors and individuals with disabilities formula grants program (Section
5310)
3. FTA’s urbanized area formula grants program (Section 5307)
15