h_e_ _N_a_t_i_o_n_a_l_ _C_e_n_t_e_r_ _f_o_r_ _M_o_b_i_l_i_t_y_ _M_a_n_a_g_e_m_e_n_t_ _(_N_C_M_M_;__w_w_w_._n_a_t_i_o_n_a_l_c_e_n_t_e_r_f_o_r_m_o_b_i_l_i_t_y_m_a_n_a_g_e_m_e_n_t_._o_r_g_)_ _i_s_ _a__n_a_t_i_o_n_a_l_ _t_e_c_h_n_i_c_a_l_ _a_s_s_i_s_t_a_n_c_e_ _c_e_n_t_e_r_ _c_r_e_a_t_e_d_ _t_o__f_a_c_i_l_i_t_a_t_e_ _c_o_m_m_u_n_i_t_i_e_s_ _i_n_ _a_d_o_p_t_i_n_g_ _m_o_b_i_l_i_t_y__m_a_n_a_g_e_m_e_n_t_ _s_t_r_a_t_e_g_i_e_s_._ _T_h_e_ _N_C_M_M_ _i_s_ _f_u_n_d_e_d__t_h_r_o_u_g_h_ _a_ _c_o_o_p_e_r_a_t_i_v_e_ _a_g_r_e_e_m_e_n_t_ _w_i_t_h_ _t_h_e_ _F_e_d_e_r_a_l__T_r_a_n_s_i_t_ _A_d_m_i_n_i_s_t_r_a_t_i_o_n_ _a_n_d_ _i_s_ _o_p_e_r_a_t_e_d_ _t_h_r_o_u_g_h_ _a__c_o_n_s_o_r_t_i_u_m_ _o_f_ _t_h_r_e_e_ _n_a_t_i_o_n_a_l_ _o_r_g_a_n_i_z_a_t_i_o_n_s_ _– _t_h_e__A_m_e_r_i_c_a_n_ _P_u_b_l_i_c_ _T_r_a_n_s_p_o_r_t_a_t_i_o_n_ _A_s_s_o_c_i_a_t_i_o_n_,_ _t_h_e__C_o_m_m_u_n_i_t_y_ _T_r_a_n_s_p_o_r_t_a_t_i_o_n_ _A_s_s_o_c_i_a_t_i_o_n_ _o_f_ _A_m_e_r_i_c_a_,__a_n_d_ _E_a_s_t_e_r_s_e_a_l_s_._ _C_o_n_t_e_n_t_ _i_n_ _t_h_i_s_ _d_o_c_u_m_e_n_t_ _i_s__d_i_s_s_e_m_i_n_a_t_e_d_ _b_y_ _N_C_M_M_ _i_n_ _t_h_e_ _i_n_t_e_r_e_s_t_ _o_f__i_n_f_o_r_m_a_t_i_o_n_ _e_x_c_h_a_n_g_e_._ _N_e_i_t_h_e_r_ _t_h_e_ _N_C_M_M_ _n_o_r_ _t_h_e__U_._S_._ _D_O_T_,_ _F_T_A_ _a_s_s_u_m_e_s_ _l_i_a_b_i_l_i_t_y_ _f_o_r_ _i_t_s_ _c_o_n_t_e_n_t_s_ _o_r__u_s_e_._ _State of the State: Transportation
Coordination & Mobility Management in
New Hampshire

April 2022

State of the State: Transportation Coordination & Mobility Management in New Hampshire

About the National Center for Mobility Management (NCMM)
The National Center for Mobility Management (NCMM; nc4mm.org) is a national technicalassistance center created to facilitate communities in adopting mobility management strategies.
NCMM is funded through a cooperative agreement with the Federal Transit Administration (FTA)and is operated through a consortium of three national organizations – the American Public
Transportation Association, the Community Transportation Association of America, and Easterseals,
Inc.
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 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 to info@nc4mm.org or 866-8466400.

Page 2 of 17

State of the State: Transportation Coordination & Mobility Management in New Hampshire

About Easterseals
Since its founding in 1919, Easterseals has remained committed to ensuring that the needsof children and adults with disabilities, veterans and older adults are met with services andsupport to help them live, learn, work, and play in their communities. By combining on-theground presence, deep expertise, and diverse programs, 69 Easterseals affiliates
nationwide are advancing change to assure that people with disabilities and other special
needs can thrive in their communities.

Primary authors:
Steve Workman, Director, Transport NH
steve@transportnh.org
Judy Shanley, Ph.D., Director
Easterseals NCMM
JShanley@easterseals.com

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

Contents
Section I: Overview ..................................................................................................................................................................................................5
Section II: NH Public Transit & Community Transportation Leadership Organizations ...................................6
Section III: Coordination & Mobility Management in New Hampshire ...........................................................................9
Section IV: Funding the Mobility Management Network .......................................................................................................12
Section V: Priority Issues Impacting Mobility Management Services...........................................................................14
Appendix A ................................................................................................................................................................................................................... 16
Appendix B ....................................................................................................................................................................................................................17

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

Section I: Overview
New Hampshire embarked upon the creation of a mobility management network in 2020 in what has
become the most ambitious coordination project in a generation. The network is a collaborative
partnership that unites on-the-ground mobility managers with the SCC, Regional Coordination
Councils, NH Department of Transportation, NH Department of Health and Human Services andother federal, state, and local agencies and commissions. All of these groups and stakeholders bringunique strengths, assets, needs, and insights that will be leveraged by this network to develop bettertransportation outcomes for consumers, while highlighting partnerships between state and federal
funding sources targeted to improve mobility for older adults and people with disabilities. Leverage
existing funding sources will improve the efficiency of existing services and integrate newopportunities in a novel way that not only demonstrates the power of coordination between
stakeholders and government agencies, but also highlights New Hampshire’s leadership in this newparadigm of transportation systems that improve quality of life outcomes for all people.
Mobility management is a transportation strategy that prioritizes customer needs, and the meetingof these needs through the coordinated use of a variety of providers, and by extension a variety offunding streams. Moving from mobility management as a strategy to effective delivery of service isa challenging, but necessary process called “operationalizing mobility management”. New
Hampshire started this transformation by uniting around a shared vision of an integrated system ofsafe, reliable, and sustainable transportation options that allow residents to maintain independence
and participate in work and community life no matter their age or ability.
Building on this vision, the following guiding principles were developed in part from materialpresented in “A Guide to Successful Mobility Management Practices in Small Urban and Rural Areas”
developed by the National Cooperative Research Program (NCHRP) under Project 20-65 Task 68.
These principles formed the backbone or guiding philosophy for the NH Statewide Mobility
Management Network.
 Mobility management is a transportation strategy that prioritizes customer needs, and themeeting of these needs through the coordinated use of a variety of providers.
 Mobility management is an evolving concept that aims to improve specialized transportation,
particularly for veterans, older adults, people with disabilities, and individuals with lower
incomes.
 Mobility management looks beyond a single transportation service or solution to a “family ofservices” philosophy that can offer a wide range of services and options to meet an equallywide array of community demographics and needs.
 Mobility Management begins with a community vision in which the entire transportation
network including public transit, private operators, cycling and walking, and volunteer drivers
work together with customers, planners, and stakeholders to deliver coordinated transportation
options that best meet a community's needs. Simply put, “nothing about us without us”.
 Mobility management requires a customized approach, meaning no two programs are exactly
alike, even though they share a core philosophy, desired outcomes and require partnerships
across the spectrum.

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

Ultimately, the State Coordinating Council for Community Transportation, the New Hampshire
Mobility Management Network and its participants committed to a shared mission to improve thecoordination, capacity, accessibility, quality, and sustainability of mobility services statewide.

Section II: NH Public Transit & Community Transportation Leadership
Organizations
Note: This is not a comprehensive list of all the agencies that have a role in transportation, but thefollowing are central to public transit, community transportation, and the NH Statewide Mobility
Management Network.
A. New Hampshire Department of Transportation (NHDOT): Consists of 18 bureaus and 5
divisions, employing approximately 1,650 people. NHDOT’s mission is transportation excellence
enhancing the quality of life in New Hampshire. This is fundamental to the state's sustainableeconomic development and land use, enhancing the environment, and preserving the uniquecharacter and quality of life. NHDOT provides safe and secure mobility and travel options for all
the state's residents, visitors, and movement of goods, through a transportation system andnetwork of services that are well maintained, efficient, reliable, and provide seamless interstateand intrastate connectivity.
NHDOT Division of Aeronautics, Rail and Transit: Is divided into two bureaus: Aeronautics whichis responsible for working with aviation agencies at the federal, state, and local levels to preserveand promote a system of airports necessary to guarantee the future of air transportation in N.H.;
and Rail & Transit, which is responsible for management of state-owned railroad properties,
provides rail safety inspections, and manages public transportation programs.
Key NHDOT Public Transit/Community Transportation Personnel:







Victoria Sheehan NHDOT Commissioner
Patrick C. Herlihy, Director of Aeronautics, Rail & Transit
Michelle “Shelley” Winters, Bureau Administrator Rail & Transit
Fred Butler, Public Transportation Administrator
Paula Devens, Transit Grants Coordinator
Cathy Cormier, Transit Compliance Specialist

For more information: https://www.dot.nh.gov
B. State Coordinating Council & Regional Coordination Councils: The N.H. General Court
established the State Coordinating Council (SCC) and Regional Coordination Councils (RCC)
under Title XX – Transportation, Chapter 239-B. The following statutory excerpts describe theauthority and duties of these entities.
1. 239-B:3 Duties. – The SCC shall: I. Develop, implement, and provide guidance for thecoordination of community transportation options within New Hampshire so that the public, inparticular citizens in need of access to essential services and activities, can access local andregional transportation services and municipalities, human service agencies, and otherorganizations can purchase shared ride coordinated transportation services for their citizens,
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State of the State: Transportation Coordination & Mobility Management in New Hampshire

clients, and customers. II. Set statewide coordination policies for community transportation,
establish community transportation regions, encourage the development of regional
coordination councils, assist other regional efforts as needed, and monitor the results ofstatewide coordination. III. Approve the formation of regional coordination councils and theselection of regional transportation coordinators, according to such criteria and guidelines as
the SCC may establish. IV. Solicit and accept donations for funding to implement and sustain
community transportation.

SCC Leadership Team:Fred Roberge, Chair, VP of Transportation Easterseals NH, VT
Mike Tardiff, Vice Chair, Executive Director Central NH Regional Planning Commission
Steve Workman, Treasurer, Transport New Hampshire
Fred Butler, Public Transportation Administrator NHDOT – Bureau of Rail & Transit
Gene Patnode, Business & Industry Manager, DHHS, Division Economic & Housing Stability,
Bureau of Employment Supports
 Alisa Druzba, MA, Administrator Bureau Public Health Systems, Policy, Performance







For more information: Website coming Fall 2022
2. 239-B:3-a Regional Coordination Councils (RCC): There are hereby established regional
coordination councils (RCC), representing regions to be defined by the SCC. The designation
as an RCC must be approved by the SCC. Members of an RCC shall be immune from liability
in executing the duties of the council. The duties of an RCC shall be to: I. Facilitate theimplementation of coordinated community transportation in their region. II. Encourage thedevelopment of improved and expanded regional community transportation services. III.
Advise the SCC on the status of community transportation in their region.
Please see Appendix A for a map of the Community Transportation Regions.
C. New Hampshire Transit Association (NHTA): Mission is to provide information, education, andsupport to New Hampshire transportation providers, and to improve mobility for New Hampshire
citizens. NHTA promotes general awareness and support of public and paratransit services,
encourage cooperation among its members, the public while also assisting members in dealing
with special issues, transportation funding and policy. It further assists by providing a platform to
exchange ideas, experiences, and development of initiatives that will improve public andparatransit services. As a small state association, NHTA includes providers offering all federally
funded transit services (5307, 5311) and community transportation services (5310). While NHTA
does have a strong transit focus, most of the larger providers are also involved in community
transportation services. This is an advantage because it helps reduce the silo-effect amongproviders.
For more information visit: http://newhampshiretransit.com
Please see Appendix B for a map of Public Transit Services.

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

D. Transport New Hampshire (TNH): Is a statewide advocacy and support organization that broadly
supports transportation in all its modes, but with a specific focus on community transportation
services public transit and active transportation. Most recently TNH led the development of the
New Hampshire Statewide Mobility Management Network and is now tasked with providing
support to the regions as it is implemented. TNH is also active on the national scene with theintention of increasing collaboration between N.H. and other states and organizations focused on
improving the capacity of our public and community transportation systems.
Key TNH Personnel:
 Steve Workman, Director
For more information visit: https://transportnh.org
E. New Hampshire Rural Technical Assistance Program (NHRTAP): The Rural Transit Assistance
Program (49 U.S.C. 5311(b)(3)) (RTAP) provides funding to State Departments of Transportation
through the Federal Transit Administration’s 49 U.S.C Section 5311 Formula Grants for Other than
Urbanized Areas (CFDA 20). Program funds are to assist in the design and implementation oftraining and technical assistance projects and other support services tailored to meet the needsof transit operators in nonurbanized areas. In New Hampshire, the RTAP training program isadministered by RLS & Associates, Inc. (RLS) under a contract with the New Hampshire
Department of Transportation (NHDOT). NHRTAP provides driver and management-leveltraining, technical assistance, and scholarship assistance to rural transit providers in New
Hampshire. NHRTAP resources are available to Section 5311 and Section 5310 Grantees.
Key NHRTAP/RLS & Associates Personnel:
 NHRTAP Manager, RLS & Associates
 Teri Palmer, NH (DOT) Statewide Mobility Manager
For more information visit: https://www.newhampshirertap.com
F. Regional Planning Commissions (RPC): County government in NH has a much more limited rolecompared to elsewhere in the country. In many cases it is the regional planning commissions
that take a more active role in regional issues and delivery of certain services in NH; this isparticularly true for transportation. The primary role of the RPC is to support local municipalities
in their planning and community development responsibilities. This isachieved through a variety of means, including, but not limited to,advising on local ordinances and land use issues; providing
professional planning services; helping to secure funds fortransportation and infrastructure projects; working to obtain andadminister state and federal grants; and reducing local costs throughregional coordination and cooperation. While the RPCs are not
involved in the direct delivery of transportation services (i.e., providing
rides) they are heavily involved in regional transportation planning,development of the state’s Ten-Year Transportation Improvement
Plan, Transportation Coordination Plans and related needs
assessments and feasibility studies. In other cases, an RPC may also
Nine Regional Planning
act as a lead agency for a state DOT contract such as 5310 purchaseCommissions in NH
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State of the State: Transportation Coordination & Mobility Management in New Hampshireof services. In all cases, the RPCs play a vital role in directly supporting the work of the State
Coordinating Council for Community Transportation and the Regional Coordination Councils.
For more information about each of the 9 RPC’s visit:










Central NH Regional Planning Commission (CNHRPC)
Lakes Region Planning Commission (LRPC)
Nashua Regional Planning Commission NRPC)
North Country Council, Inc. (NCC)
Rockingham Planning Commission (RPC)
Southern NH Planning Commission (SNHPC)Southwest Region Planning Commission (SWRPC)
Strafford Regional Planning Commission (SRPC)
Upper Valley Lake Sunapee Regional Planning Commission (UVLSRPC)

G. Lead Agencies: This is a role that may be held by an RPC or other qualified organization includingtransit agencies. While the RCC’s were established by statute, they are not incorporated entities
and so must use a lead agency to contract and manage finances. Some lead agencies willfunction more like what is commonly referred to as a fiscal agent; meaning they are not providing
direct transportation or coordination services and likely have little direct supervisory
responsibilities except to ensure contract performance and fiscal stewardship. Others take amore hands-on approach that may include supervision and housing of staff, direct(transportation) services, etc. Regular communication and collaboration between a lead agency
and its RCC is vital to ensure shared understanding of goals, objectives, projects, funding,opportunities, etc. When a breakdown in communication/participation does occur, it createsneedless tension and risks destabilizing the work of that region and potentially the relationshipwith a funder. The exact arrangement will differ between RCC’s, but there are common roles andexpectations that each should follow:
 Hold and administer 5310 contracts and funds. Financial Tracking and reporting to the RCC’s,
DOT and other funders.
 Ensure compliance and performance of all subcontracts.
 Participate in RCC meetings and related RCC planning activities.
 Participate in SCC meetings or at a minimum remain on the SCC distribution list.
 Work with the RCC to potentially hold and administer other contracts and funds.

Section III: Coordination & Mobility Management in New Hampshire
A. NHDOT, SCC & RCC Coordination: In accordance with statutory duties, the SCC with input fromthe RCC’s and the advice and consent of DOT, took the lead in developing, implementing, andwill help maintain the NH Mobility Management Network. This included the development ofroles, responsibilities, and qualifications for the mobility manager positions development of
performance indicators, statewide strategic plans, and ongoing evaluation and improvement of
the network. To guide its work, SCC will develop and implement a comprehensive strategic plan
to improve its coordination function and ensure development and progress on statewide
transportation goals including the Mobility Management Network. The RCC’s will take theinformation provided by SCC and customize it to fit their unique regional needs andPage 9 of 17

State of the State: Transportation Coordination & Mobility Management in New Hampshire

circumstances. They will also develop and execute regional strategic plans or workplansinclusive of statewide goals for the network.
B. NH Statewide Mobility Management Network Structure: The Mobility Management Network
is intended to be a collaborative partnership between SCC, the RCC’s, NHDOT, other stateagencies/commissions and the mobility managers. NHDOT through its NHRTAP holds thecontract for the statewide mobility manager and the RCC’s through a lead agency holds thecontract for the regional mobility managers. Transport New Hampshire holds an additional
contract on behalf of the SCC to provide technical assistance and project management.

C. Partnerships: The NH Mobility Management Network is intended to include national, state, andregional organizations focused on improving mobility management and community
transportation. Such organizations are to be a resource for learning, network & service
development and collaborative efforts that contribute to advancements in mobility management
and transportation service delivery in New Hampshire and beyond.
D. Mobility Manager Roles: The following roles for the regional mobility managers were developed
based on those identified in the 2016 NH Statewide Coordination of Community Transportation
Services Plan, NCMM’s “A Guide to Successful Mobility Management Practices in Small Urban &Rural Areas”, requirements set forth in a CDC partnership grant and through discussions with thePage 10 of 17

State of the State: Transportation Coordination & Mobility Management in New Hampshire

SCC and its mobility management workgroup. The intent is for these roles to apply to all regional
mobility manager positions with the expectation that regional strategies will be developed
according to the unique needs of each region.

Roles for Regional Mobility Managers

SourceOnboarding & Orientation
1

2

Lead Agency will list their own process for onboarding and orientation tasks
Familiarize self with transportation services and unmet needs as well as
providers and funders of transportation and other human services in the Region.
This should include, at minimum, 1) meeting individually with organizations thatprovide and/or purchase transportation services in the region; and 2) reading key
documents such as the Coordinated Public Transit/Human Services
Transportation Plan for the region, the State Plan on Aging, regional Long Range
Transportation Plans developed by the regional planning commission(s) in the
RCC area, and community needs assessments for hospitals and/or United Ways
serving the region.

Blueprint

Regional Service Delivery (Customers)
1

2

3

4

Assist the RCC and local providers to develop and implement, a customer
centered approach to transportation access and coordination in the region for
older adults, low-income, disabled, veteran and other vulnerable populations.
Develop relationships with transit-dependent and vulnerable populations in theregion to address issues of access, diversity, equity, and inclusion (DEI) andensure their voices are heard.
Create and update annually an inventory of available transportation services in
the region to be used in marketing these services to the public and other nontransportation providers (TANF Counselors, medical facilities, etc.)
Conduct outreach activities in the region to educate and train groups andindividuals how to access and use the transportation network/services.

Plan
RevisedBlueprint

Plan
Revised
Plan
RevisedRegional Coordination (Providers)1

Develop new opportunities for coordination and/or expansion of transportation
options across municipal and regional boundaries.

2

Cultivate multi-agency partnerships which may reduce costs through increased
efficiency and effective transportation coordination.

Plan
RevisedPlan

Capacity Building (System)
1

Assist the RCC with developing its organizational infrastructure and capacity toeffectively fulfill its mission. Efforts will include strategic planning, fundraising,communication, and member recruitment and retention.

Page 11 of 17

Plan
RevisedState of the State: Transportation Coordination & Mobility Management in New Hampshire

2

3

4

5

Conduct periodic needs assessments to identify barriers to mobility in the region
and propose recommendations to reduce those barriers.
Build relationships with state, regional, and local elected officials, and community
leaders to educate them about the needs, roles and benefits of regional/local
transportation services and coordination. These stakeholder relationships may
develop into support financially (funding) and operationally (policy) for local andregional transportation services and coordination efforts.
Identify and research corporate, foundation, and government sources of funding
for matching funds. Include opportunities to use “braided” funding streams.
Evaluate regional systems and technology used to efficiently deliver mobility
services. Consideration should be given to access and ease of use forcustomers, ability to integrate with other regional/state systems and modes oftransportation allowing a customer to effectively plan trips from start to finish.
This will also include development of or updates to a technology plan

Blueprint

Plan
Revised

Plan
Revised

Plan
RevisedStatewide Planning, Coordination & Capacity Building (Connecting the Regions)
1

2

Participate in and coordinate with the SCC, local RCC and statewide mobility
management network which includes the statewide mobility manager, andregional mobility managers.
Participate in state, regional, and local transportation planning activities
including required human services coordinated plans, SCC strategic plan, theRCC strategic plan or workplan, RPC planning and other related plans andinitiatives.
Assist NHDOT, SCC and statewide mobility manager to implement strategic
initiatives identified in the SCC Strategic Plan and other statewide planningdocuments.

3

Examples may include development of a statewide system for data collection
and development of a system for tracking medical appointments missed due tolack of transportation in providers electronic medical records systems.

Plan
RevisedBlueprint

Plan
RevisedRegion Specific Roles/Tasks
1

Lead Agency will list other roles/tasks specific to its region

Section IV: Funding the Mobility Management Network
Braided funding and point-in-time opportunities made the planning and launch of the network
possible. Initial funding for the facilitation and planning of the network was provided to Transport
NH by the NH donor advised, You Have Our Trust Fund and other agencies contributed staff time.
However, the real catalyst for this planning initiative came in the form of a request from NH Transit
Association to NHDOT to use $550,000 in new federal dollars flexed from CMAQ funds to support
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State of the State: Transportation Coordination & Mobility Management in New Hampshire

statewide public transit and community transportation. Ultimately, the $550,000 came in the form ofState Block Grant funds rather than CMAQ because the requirements of STBG were moreadvantageous than the CMAQ funds. This amount of funding would at a minimum hire a fulltime
state mobility manager and quarter to half time mobility managers in all regions which was a start,
but not ideal. Then innovative funding made it possible to increase the capacity of the network to
fulltime mobility managers and provided funds for mobility management projects and services.
New Hampshire COVID Health Disparity Grant: NH received a non-competitive Centers for Disease
Control & Prevention grant to address COVID-19 Health Disparities Among Populations at High-Risk& Underserved, Including Racial and Ethnic Minority Populations and Rural Communities. Alisa
Druzba, Administrator of the Rural Health & Primary Care Section at the Bureau of Public Health
Systems, Policy and Performance and member of the SCC saw an opportunity to addresstransportation issues for vulnerable populations. Through her participation on the SCC, Alisa knew
about the development the Statewide Mobility Manager Network and saw the synergy between ourgoals, those of public health and this grant. Using the SCC Blueprint Alisa developed a plan to usesome of this funding to provide fulltime funding for each of the rural RCC’s and a secondary pot ofproject money that can be used to assist with mobility management projects.
5310 Funds: Regions retained their normal formula appropriation, but in many cases, the additional
funds for the mobility management network freed up 5310 funds being used to pay existing mobility
coordinators so they could purchase additional mobility services.
The table below is a summary of how each funding type was used to fund each region $120,000 for
their mobility manager position. A more detailed explanation of funding is included in New
Hampshire Statewide Mobility Management Network: A Blueprint for Implementation, adopted by
SCC in October 2021 and periodically updated by SCC

Description

NHDOT
Transportation FTA
Funds

The 5310-allocation
formula serves as thebase funding amount.
Funds for urban
Regions 8 and 10 arethen capped at 65,000
each with excess
distributed amongst
the other regions toensure each region
receives a minimum of$50,000.

Allocation
Allocation
BeforeWith CapCap

Toll
Credits

Toll
Credits

Total
Funding

20% Toll
2-year Federal
Reallocated funding 20% Toll
Credits
Funding fromfrom the statewide Credits
required for Centers formobility manager
required forformulaDisease Control & position (120k) &transferredfunding.
Prevention – Rural Activity 3 (60k).
FTA funds.
Rural
Health Priorities
Requires 20% matchregionsmatch metby CDC
funding.

All proposedsources offunding

Toll
Credits

CDC Funds

CDC Allocation
Per Region

Reallocation

Reallocation

Region 1$49,355$50,0000$70,000

0

Region 2$25,563$50,0000$70,000

0

Region 3$68,885$50,0000$70,000

0

Region 4
Region
5/6$21,649$50,0000$70,000

0$42,985$50,0000$70,000

0

Region 7$40,011$50,000$10,000

Not Qualified
Page 13 of 17$70,000

Toll
Credits
N/A
N/A
N/A
N/A
N/A
$14,000

Total
Available
Per Region$120,000$120,000$120,000$120,000$120,000$120,000

State of the State: Transportation Coordination & Mobility Management in New Hampshire

Region8/9
Region10
Totals$95,918$65,000$13,000

Not Qualified$55,000$11,000$120,000$85,633$430,000$65,000$13,000

Not Qualified$55,000$11,000$120,000$430,000$36,000$350,000$180,000$36,000$960,000Grand total Toll Credits used as match $72,000.00

Section V: Priority Issues Impacting Mobility Management Services
A. An Aging Population: The number of people over age 65 in New Hampshire is projected toalmost double in the next 20 years, growing from 220,672 in 2015 to 373,209 in 2030 to 408,522 in
2040. According to AARP one in five Americans over age 65 doesn’t drive. That’s nearly 75,000
non-driving older adults by 2030.Transportation needs of a growing older adult population are
already showing up in burgeoning demand for paratransit services under the Americans with
Disabilities Act. New Hampshire’s stated goal is for older adults to be able to age in place with
dignity. Achieving this will require far better transportation capacity than we have currently,
through public transit agencies and especially through non-pro-t volunteer driver programs.
B. Expand Services: Only 34 of 244 communities in NH have regular fixed route bus service. Somethat lack fixed route public transit have special services for seniors run by non-profit groups using
vans or volunteer drivers. Over 40 communities lack any transportation services at all. Demandfor improved public transit options, and particularly basic mobility services for older adults andindividuals with disabilities, is a common theme at public input sessions, survey results by the
UNH Survey Center and feedback from local hospitals. Improving transportation access will
enable seniors to age in place with dignity and is a key recommendation in the 2019 NH Plan on
Aging.
C. Long-Term Sustainability of the Mobility Manager Network: Sustainability Planning must be
intentional, consistent and the responsibility of ALL stakeholders. It should be built into any
program right from its inception, well before a crisis hits. While performance measurescontribute to sustainability planning, they most often focus on the outcomes of what you do andnot necessarily how you do it. Understanding the health and capacity of an organization or thiscase a comprehensive mobility management network is essential if it is to survive.
Understandably, money is top of the list when thinking about sustainability, but that is only one,albeit complex, dimension that must be considered. Other dimensions must be considered
including organizational culture, partnerships, community engagement, workforce development,
data management, performance metrics, multimodal integration, procurement, systems andtechnologies, innovation and more.
The State Coordinating Council for Community Transportation (SCC) has decided to use a selfassessment tool created by the National Center for Mobility Management (NCMM) to help assess
the sustainability of its mobility management networks and activities. The Mobility Management
Sustainability Assessment Tool (MM-SAT) will be released in Spring 2022. NH will use thisregionally to develop sustainability plans and establish a baseline of sustainability measures thatcan be re-assessed annually.
D. Continued Improvement of Service Coordination: Due in part to lack of centralized funding fortransportation, many non-profit human service agencies in NH have developed their own
transportation capacity to get clients to medical appointments, congregate meal sites, after
school programs and volunteering opportunities. Multiple agencies scheduling their own
vehicles in isolation can mean duplicative costs, inefficient use of specialized staff and missed
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State of the State: Transportation Coordination & Mobility Management in New Hampshire

opportunities to combine trips. Support for coordination work has come largely from Federal
Transit Administration funds through NHDOT, but more than 65 federal programs administeredthrough state agencies can be used to support transportation services. Additional opportunities
exist if additional state agencies participate actively in coordination efforts and are willing torevisit how they fund transportation. As an example, Vermont coordinates Medicaidtransportation through its regional transit agencies, while New Hampshire contracts with
Medicaid Managed Care Organizations that contract with transportation brokers.

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

Appendix A

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State of the State: Transportation Coordination & Mobility Management in New Hampshire

Appendix B

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