Presentation on theme: "Public Private Partnerships Maximizing Opportunities UMA Motorcoach Expo Los Angeles, CA, Feb 17, 2014 Stephen B. Brown, Brown Coach, Inc. Dale Krapf,"— Presentation transcript:
Public Private Partnerships Maximizing Opportunities UMA Motorcoach Expo Los Angeles, CA, Feb 17, 2014 Stephen B. Brown, Brown Coach, Inc. Dale Krapf, Krapf Coaches
Stephen B. Brown Vice President Brown Coach, Inc. Amsterdam, NY
Points of Discussion History and Overview Opportunity Where to Start? Relationship Building Contract and Bidding Options Vehicle Equipment Strategies Dale Krapf, Krapf Coaches Questions and Discussion
History and Overview In most areas, early public bus service was privately owned. Public Transit had seen a shift to mostly public transit agencies and federally funded vehicles through last half of 20 th century. Is that ready to change?
Opportunity Governmental Budgets are tight and have shortfalls at all levels –Federal –State –County –City, Town, Village –Transit Agencies –Other Non for Profit Agencies Needing Transportation
Opportunity Cont’d Private Industry is inherently more efficient. Many success stories of outsourced public transit at a significantly reduced expense We pay taxes, create revenue, and add to tax base. Many public agencies have mandates to a outsource a minimum percent of business to private enterprise or utilize woman or DBE businesses as vendors. You may have the equipment and labor to provide quick response and expansion for a local public transportation service provider.
Where to start? Identify all agencies in your local area that may require your services The list is most likely longer than you think.
Where to start? Cont’d Public Transit Agencies Municipalities Social Service Agencies ARCs Veterans Agencies Office for the Aging College and Universities School Districts Other large employers, public and private Is there a unique niche market in your area?
Relationship Building Most important part of whole process Identify all the key players in the local transportation market. –Transit Agency Executives and Board Members –MPO Staff and Transportation Planners –Business Administrators and Purchasing Agents –Executive Directors and Transportation Supervisors.
Relationship Building (cont’d) Get Involved Go out and meet and greet the key players Attend Transit and Agency Board Meetings Join a Board Be visible in the community Let all parties know you have the equipment and labor resources available to make their jobs easier. Invite people to visit you and your facility.
Contract and Bidding Options Most public opportunities involve some form of bid or proposal. –Be willing to and offer to assist in the process. A strong set of requirements is most likely in your best interest and helps level the playing field –Encourage an RFP process, if at all possible. This creates a framework to showcase your company’s local connections, strengths and experience, safety ratings, training programs, etc.
Contract and Bidding Options (cont’d) In all likelihood, you can provide service more cost effectively than the public sector. Important to know your true costs both direct and indirect, especially hidden ones. –Maintenance costs –Increased insurance costs –Additional staffing, hours of operation, etc.
Contract and Bidding Options (cont’d) Also good to have a rough idea of costs of public entity to provide service –Transportation budget / number of routes –Good at hiding costs: high spare ratios employee benefits, retirement plans, buildings and grounds, etc. separated from operating costs
Vehicle Equipment Strategies Know your equipment options when pursuing new revenue opportunities.
Vehicle Equipment Strategies (cont’d) Provide your own equipment. Spare equipment available Off peak opportunities to use your equipment More capital intensive Offers most flexibility Make sure the equipment is a good fit for type of work Capital Cost of Contracting
Vehicle Equipment Strategies (cont’d) Operate Public Equipment –No Capital Investment or Equipment Financing Expense –Limited or no flexibility in use of equipment beyond contract –Increased outside scrutiny in maintenance and operation of equipment. –Use caution not to inherit maintenance or operational issues with equipment. –Structure contract language to minimize unforeseen large maintenance and repair expenses for items beyond routine PM and repair.