Pennsylvania’s Welfare to Work Transportation Program
OUTCOME REPORT FY 2002 – 2003
“With reliable transportation services, welfare recipients will experience success in the workplace, without it they will struggle to reach the job that could bring them economic security.” Joblinks
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PENNSYLVANIA’S WELFARE TO WORK (w2w) TRANSPORTATION PROGRAM
OUTCOME REPORT: FY 2002 – 2003
SECTION PAGE
1. W2W PROGRAM OBJECTIVES 3
2. MAP WITH W2W FUNDED SERVICES 6
3. STATE AND FEDERAL 2002-2003 FUNDING 7
4. COMPARISON OF 01-02 AND 02-03 SPENDING 7
5. NUMBER AND TYPE OF CLIENTS SERVED 8
6. TYPES OF TRANSPORTATION SERVICES 9
7. COMPARISON OF SERVICES: 01-02 vs. 02-03 10
8. IMPACT OF W2W ON ECONOMIC DEVELOPMENT 11
9. W2W STATISTICAL OUTCOMES 12
10. GRANTEE 2002-03 AND PRIOR AWARDS 13
11. GRANTEE FUNDING EXPENDED: 2002-2003 15
12. FUNDS EXPENDED 1997-2003 17
13. KEY W2W ACTIVITIES/ACTIONS: 20 - OUTCOME REPORT 2001-02 22 - ANNUAL GRANTEE MEETINGS 25 - JOBLINKS COORDINATION COMMITTEE 28
APPENDICES A – GRANTEE PROJECT REPORTS 30 B – STATE PARTNERS: DPW, L&I, AND DCED 63 2
WELFARE TO WORK TRANSPORTATION PROGRAM
OUTCOME REPORT 02-03
When Pennsylvania initiated its Welfare Reform activities in 1997, transportation and child care were identified as the two major barriers to employment for low-income residents.
In order to connect recipients of Temporary Assistance for Needy Families (TANF) and other low-income persons with jobs that are often located in suburban areas with minimal public transportation from urban and rural areas, appropriate and affordable transportation is essential. Therefore, the Departments of Public Welfare and Transportation (PENNDOT) established the welfare to work (w2w) Transportation Demonstration Program with these four Objectives:
Formation of Partnerships - for cooperation and coordination between the transit provider and local organizations essential to the project. These organizations include county assistance offices, local economic development organizations, child care providers and other work support service providers, and local one-stop agencies such as the job center and private industry councils.
The extent of collaboration required by the w2w program has been challenging to many of the community partner organizations since this is often the first time that they are partnering with a transportation agency, the county assistance office, the job center or the community and economic development agency. But this partnering/coordination/ collaboration is essential for w2w grantees to achieve their project’s objectives.
PENNDOT has a longstanding policy of promoting coordination for its public transportation programs. The Department recognizes that a successful w2w project requires coordination for all the reasons cited in the National Governors’ Association publication entitled “Improving Public Transportation Services” where the benefits of coordination are summarized as follows:
• Increased Transportation Availability and Access to Jobs • Enhanced System and Service Quality • Improved Cost Effectiveness • Elimination of Duplicative Efforts
3 Identification of solutions - to persistent transportation problems and barriers that face TANF and other low-income riders, such as transportation to second and third shift jobs as well as those on the weekend and in neighboring counties.
Provision of transportation - that modifies or expands existing service and builds upon existing community resources and services. The majority of grantees and their subcontractors are also funded through other public transit grant programs, such as State operating assistance, Federal Transit Administration Sections 5311 (rural operating and capital assistance), 5307 (urban transit operating assistance program), 5310 (transit capital assistance for purchase of accessible small transit vehicles) and the State Lottery funded Shared-Ride Program. These w2w projects build on available transit resources that are administered by the local transit providers. This promotes coordination, cost-savings, efficiency and cost effectiveness.
Development of plans to transition TANF recipients and low-income passengers from dependence on transportation subsidies to independently paying for service.
These Objectives have guided the w2w program’s design and development. During FY 02-03, funding was provided to 33 grantee agencies for services in 43 counties. Grantee counties are identified on the Map located on page 6. These grantees implemented the w2w objectives by initiating a variety of innovative activities. Their activities, outcomes, and impact will be addressed in this report. Some highlights of these w2w grantee achievements include the following:
HIGHLIGHTS OF w2w ACCOMPLISHMENTS
Established Partnership Agreements with local organizations that have a stake in the project; Strengthened State departmental relationships (PENNDOT, DPW, L&I and DCED) to enhance the provision of coordinated services; Implemented new bus routes; Expanded transportation service to include second and third shift work hours as well as weekends and service outside of their county limits; Required co-pays from clients to promote self-sufficiency; and Sought financial assistance from employers and local organizations.
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This report summarizes funding and statistical outcomes of the w2w program for fiscal year 2002-03. Summaries of funding allocated in previous years are also provided. In addition, there are highlights of some key activities which enhance the administration of the program, including: an interdepartmental review committee and a steering committee; previous outcome reports; annual meetings with grantees; and participation on a national Joblinks committee focused on promoting the coordination of employment transportation programs.
Summaries of Grantee Projects are also provided as well as information related to our State partner organizations: the Departments of Public Welfare, Labor and Industry, and Community and Economic Development.
If there are any questions about this report or the w2w program, please contact:
Judith McCoy/John Levitsky Bureau of Public Transportation, PENNDOT P. O. Box 3151, Harrisburg, PA 17105-3151 Telephone: 717-772-1788 or 717-787-1206 [email protected]; [email protected]
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Counties With w2w Funded Services (*) FY 2002-03
ERIE *
SUSQUEHANNA WARREN McKEAN BRADFORD POTTER TIOGA CRAWFORD * * WAYNE * FOREST WYOMING VENANGO ELK CAMERON SULLIVAN LACKAWANNA
MERCER LYCOMING * * PIKE * CLINTON * CLARION JEFFERSON LUZERNE LAWRENCE COLUMBIA MONROE MONTOUR CLEARFIELD * * * BUTLER UNION * CENTRE CARBON * ARMSTRONG * NORTH- * SNYDER UMBERLAND NORTHAMPTON BEAVER IN * SCHUYLKILL * * INDIANA FL IF LEHIGH M * * * * A * AT NI ALLEGHENY CAMBRIA BLAIR JU * PERRY DAUPHIN BERKS * LEBANON BUCKS WESTMORELAND HUNTINGDON * * * * * * MONTGOMERY WASHINGTON CUMBERLAND * * LANCASTER SOMERSET BEDFORD CHESTER * PHILADELPHIA (*) FULTON FRANKLIN YORK FAYETTE * * DELAWARE (*) GREENE * * ADAMS * * *
* Total # of Counties 43
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STATE AND FEDERAL FY 2002-03 FUNDING
To accomplish the w2w program goals and objectives, DPW provided $11,320,000 in TANF funding during FY 2002-03. There was also $250,000 in General Funding appropriated. The distribution of these funds is presented in the following table.
State-General Funding $ 250,000 Federal-TANF $11,320,000
- Rural Projects $2,160,000 - Non Rural Projects $2,000,000 - TEA-21 Match - Urban $7,410,000
TOTAL $11,570,000
COMPARISON OF FY 01-02 AND 02-03 SPENDING
This table shows that, although the amount of TANF funding provided in 02-03 decreased from that appropriated in 01-02, there was an increase in the amount of funding expended by the w2w: $9,304,000 in 02-03 versus a total of $6,939,872 in 01-02.
State General and TANF Funding FY 2001-02 FY 2002-03
Total State General - w2w Projects $ 249,999 $ 250,000
TANF – w2w Projects $ 5,000,000 $ 3,910,000 TANF - TEA-21 Match $ 7,000,000 $ 7,410,000 Total TANF $12,000,000 $11,320,000
Total Funding Appropriated $12,249,999 $11,570,000
Amount Expended $ 6,939,872 $ 9,304,000
Balance $ 5,310,127 $ 2,266,000
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For additional information about the program during the 01-02 fiscal year and the prior 97-01 years, please see the two previous Welfare to work Outcome Reports for these time periods. These reports are available on our website which can be accessed at www.dot.state.pa.us. Under Find By Organization select Bureau of Public Transportation. On the left side on the page, select Bureau Reports and then Welfare to Work Outcome Report F.Y. 01-02 or 97-01. If viewing this report on our website, click on the fiscal year of the selected report for a direct link.
During fiscal year 2002-03, the w2w provided service to a monthly average of 6,632 Current TANF recipients, Former TANF recipients, individuals who have Never Received TANF, and Other Low-Income clients whose TANF-status is unknown. Since an average of 3,293 clients were served monthly in the previous 01-02 fiscal year, the program expanded 101% between fiscal years 01-02 and 02-03. The table below is a comparison of clients served monthly during 01-02 and 02-03 and the figure that follows provides the number and percent of the four categories of clients.
COMPARISON OF W2W CLIENTS IN 01-02 AND 02-03 By Number And Type (Individuals Per Month)
FY TANF FORMER NEVER OTHER AVERAGE % TANF TANF LOW- NO. OF CHANGE INCOME CLIENTS * SERVED MONTHLY 01-02 1,199 417 1,677 ** 3,293 02-03 1,164 540 1,823 3,105 6,632 + 101% * Rural and small urban clients who used fixed route service that was subsidized with w2w funding and whose TANF status is unknown. Individuals served by the urban Job Access Reverse Commute Projects in Allegheny and Philadelphia Counties are not counted. ** In FY 01-02 Other low-income clients were included under Never TANF
w2w FY 02-03 Number and % of Users per month
TANF (1,164) 17% TANF (1,164)
OTHER LOW- FORMER INCOME TANF (540) FORMER TANF (540) (3,105) 8% 47% NEVER TANF (1,823)
OTHER LOW- NEVER TANF INCOME (3,105) (1,823) 28%
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TYPES OF TRANSPORTATION SERVICES PROVIDED
Welfare to work grantee agencies are encouraged to provide innovative services that can meet the individualized transportation needs of their clients. This often means that transportation must be provided after hours and on weekends and may require crossing established county lines so that a client can get to work.
Modes of transportation used include traditional fixed-route and shared-ride services or assistance with the cost of maintaining or purchasing a vehicle. A review of the grantee project reports presented later in this report highlight the variety of services offered by w2w transportation providers.
The information below summarizes the one-way transportation trips provided during 02- 03 by mode. Other types of service that were provided are also presented and the third table compares service information for 01-02 and 02-03 and identifies the significant percentages of change between these years.
Number and Percent of w2w One-Way Trips - FY 02-03
Task/Modes One-Way Trips % of Total Trips Fixed Route Transportation* 364,352 57% Shared Ride (paratransit) 155,264 24% Taxi (single occupancy) 25,685 4% Other (Employer Vanpools & Private Auto) 97,070 15% Total Trips 642,371 *Does not include one-way passenger trips on fixed route services through the Job Access Reverse Commute Projects in Allegheny and Philadelphia Counties.
Other Types of w2w Services Provided in FY 02-03
Other Services/Types of Assistance Number Provided Purchase Vehicle 80 Maintain/Repair Vehicle 451 Car insurance, driver training, vehicle maintenance class, etc.) 331 Mileage Reimbursement 4,324
Total Services Provided 5,186
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COMPARISON OF 01-02 AND 02-03 CLIENT SERVICES
FY 01-02 FY 02-03 % Change
Number of Client Trips
Fixed Route, Shared Ride, Taxi, 500,018 642,371 28% Employer Vanpools and Private Auto
Number of Other services provided
Vehicle Purchase, Vehicle Repair, Car 639 5,186 712% Insurance, Driver’s Training and Mileage Reimbursement
Average number of individuals served per month in rural areas 3,293 6,632 101%
TANF, Former TANF and Low Income/Never TANF
Note: This presents information related to the Rural Projects only. It does not include the large number of one-way passenger trips on fixed route services (applicable to Client Trips) nor a count of the individuals served (applicable to Average number of individuals served) through the urban Job Access Reverse Commute Projects in Allegheny and Philadelphia Counties.
10 Impact of w2w on Economic Development
By funding transportation services that provide access to more jobs and income for an area’s residents, the w2w has impacted significantly on economic development. Whether the funding has been used for 2nd shift fixed-route service or paratransit service to nursing homes and child care facilities, the w2w grantees and their partners have strengthened workforce development and economic development as well as transportation services.
The following are examples of services that are purchased with w2w funds and have a significant impact on an area’s economic development: contracts for shuttles, buses, car pools and other transportation services; reimbursement for work-related transportation expenses, such as mileage, fuel, public transit fares, and auto repairs; purchase of vans, shuttles, and or minibuses for the provision of transportation services; and payment of start-up costs for new or expanded transportation services.
The two previous w2w Outcome Reports calculated the effectiveness of the program in terms of the estimated earnings of its program participants. Some grantee agencies have also calculated the societal benefits gained from their services: for example, one agency reported that every $1.00 that was spent on the project helped a family to earn $28.00.
A conservative estimate of the annual statewide earnings of w2w participants is $45,840,384. This amount is calculated as follows: a client who works at least twenty hours per week and earns $7.20, the average hourly wage at placement for TANF recipients as reported by DPW, will earn $144 per week. If this individual works 48 weeks during the year, their annual income will be $6,912. Multiplying this annual income amount by 6,632, the average number of w2w clients monthly, yields $45,840,384 as the minimum total estimated earnings of participants in the welfare to work transportation program.
This estimate only accounts for the 6,632 clients who have been reported by rural grantees. It does not include the number of clients served by TEA-21 grantees who receive matching w2w funds, since these grantees do not report client-specific data.
The increased spending power of w2w clients and others who have been able to obtain and maintain employment as a result of the availability of expanded public transportation services have the potential to make a positive impact on those communities that participate in the program.
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w2w Statistical Outcomes Fiscal Year 2002-2003
Rural Grantees *
• Average Number of Clients Monthly: 6,632
- TANF……………………………1,164 - Former TANF…………………….540 - Never TANF…………………….1,823 - Other Low-Income………………3,105
• Total One-Way Trips: 642,371
• Average Cost Per Trip for the w2w Demonstration: $4.57 **
• Total Cost for Trips: $2,939,740
• Administrative Costs: $392,704
• Costs for Other Services (Car Purchase, Car Repair, Car Insurance, Car Maintenance and Mileage Reimbursement): $309,837
Total Funding Rural Grantees $3,642,281
TEA-21/Non-rural Grantees $5,661,719
Total Funding Expended: $9,304,000 *These statistics are obtained through Monthly Reports from rural grantees. **Per trip cost excludes contributions from other sources and client co-pays.
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GRANTEE AWARDS: FISCAL YEARS 97-01, 01-02 & 02-03
w2w Grantees FY 97-01 FY 01-02 FY 02-03 Funding Awarded Funding Awarded Funding Awarded Allied Coordinated Transportation Services, Inc. $229,000 $136,351 $150,000 Area Transportation of North Central PA $177,000 $0 $0 Armstrong County $0 $0 $65,000 Altoona Metro Transit $62,000 $0 $90,000 Beaver County Transit Authority $50,000 $0 $0 Berks Area Reading Transportation Authority $210,000 $212,200 $158,000 Bucks County Transport, Inc. $443,250 $0 $275,000 Capital Area Transit $426,337 $200,000 $203,917 Centre County $241,667 $0 $0 Transportation Management Association of Chester County $399,030 $360,912 $299,000 County of Lebanon Transit Authority $41,234 $0 $0 Columbia County $123,000 $162,000 $90,000 County of Lackawanna Transit System $0 $0 $89,000 Crawford Area Transportation Authority $50,000 $50,577 $50,000 Delaware County Transportation Management Association $195,000 $221,167 $230,000 Endless Mountains Transportation Authority $162,000 $55,550 $80,000 Erie Metropolitan Transit Authority $0 $0 $40,000 Fayette Area Coordinated Transportation $290,000 $390,000 $200,000 Fulton County Partnership, Inc. $12,242 $60,000 $72,000
Indiana County Department of Human Services $74,250 $101,000 $120,000 Indiana County Transit Authority $0 $39,000 $0 Lehigh and Northampton Transportation Authority $0 $0 $250,000 Lycoming County (STEP, Inc.) $164,602 $113,562 $64,000 Mercer County $0 $0 $75,000
Mifflin-Juniata Area Agency on Aging, Inc. $291,666 $44,545 $80,000
Monroe County Transportation Authority $400,000 $230,280 $100,000
Montour County $75,500 $0 $40,000
Northeastern Pennsylvania Alliance $208,183 $0 $0
Port Authority Allegheny County $2,000,000 $1,995,600 $2,500,000
Red Rose Transit Authority $197,300 $0 $398,000
Red Rose Transit Authority $0 $50,000 $0
County of Schuylkill $71,250 $90,000 $0
13 w2w Grantees FY 97-01 FY 01-02 FY 02-03 Funding Awarded Funding Awarded Funding Awarded Somerset (Tableland Services, Inc.) $0 $50,000 $50,000 Southeastern Pennsylvania Transportation Authority $2,472,976 $3,444,083 $3,750,000 The Partnership TMA of Montgomery County $0 $0 $50,000 Washington County $1,176,667 $445,750 $500,000 Union-Snyder Office of Human Resources $99,000 $64,000 $60,000 York County Transportation Authority $155,000 $152,500 $130,000 TOTAL AMOUNTS $10,498,154 $8,669,077 $10,258,917
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GRANTEE FUNDING EXPENDED: 2002 – 2003
* Funds Expended
FY 02-03 FY 02-03 Total Expended
GRANTEE State ** Federal FY 02-03
Allied Coordinated Transportation Services, Inc. $10,500 $172,325 $182,825
Altoona Metro Transit $6,300 $81,938 $88,238
Armstrong County $4,550 $57,412 $61,962
Berks Area Reading Transportation Authority $10,500 $192,724 $203,224
Bucks County Transport, Inc. $19,250 $230,025 $249,275
Capital Area Transit $11,850 $208,616 $220,466
Transportation Management Association of Chester County $18,400 $321,017 $339,417
County of Lebanon Transit Authority $0 $12,094 $12,094
Columbia County $0 $155,860 $155,860
Crawford Area Transportation Authority $3,500 $45,396 $48,896
Delaware County Transportation Management Association $16,100 $232,916 $249,016
Endless Mountains Transportation Authority $5,600 $58,211 $63,811
Fayette Area Coordinated Transportation $14,000 $186,000 $200,000
Fulton County Partnership, Inc. $5,040 $14,697 $19,737
Indiana County Department of Human Services $8,400 $111,192 $119,592
County of Lackawanna Transit System $6,230 $37,147 $43,377
Lycoming County (STEP, Inc.) $0 $108,394 $108,394
Mercer County $5,250 $11,579 $16,829
Mifflin-Juniata Area Agency on Aging, Inc. $0 $10,580 $10,850
Monroe County Transportation Authority $0 $130,145 $130,145
Montour County $0 $22,957 $22,957
15 *Funds Expended
FY 02-03 FY 02-03 Total Expended
GRANTEE State ** Federal FY 02-03
Red Rose Transit Authority $0 $24,100 $24,100
County of Schuylkill $0 $30,405 $30,405
Somerset (Tableland Services, Inc.) $0 $54,263 $54,263
The Partnership TMA of Montgomery County $3,500 $29,769 $33,269
Washington County $96,830 $403,170 $500,000
Washington County (Ways to Work) $0 $7,154 $7,154
Union-Snyder Office of Human Resources $4,200 $59,240 $63,440
York County Transportation Authority $0 $132,955 $132,955
Subtotal $250,000 $3,142,281 $3,392,281
TEA-21 GRANTEES
Area Transportation Authority of NC PA $0 $152,000 $152,000
Erie Metropolitan Transit Authority $0 $4,000 $4,000
Lehigh and Northampton Transportation Authority $0 $25,000 $25,000
Port Authority Allegheny County $0 $2,500,000 $2,500,000
Southeastern Pennsylvania Transportation Authority $0 $2,970,321 $2,970,321
Red Rose Transit Authority $0 $260,398 $260,398
Subtotal Tea-21 $0 $5,911,719 $5,911,719
Total $250,000 $9,054,000 $9,304,000
* Includes some estimated requests for 6/03. ** Includes carryover funding from FY 01-02 into FY 02-03, as well as funding that was awarded in FY 02-03.
16 GRANTEE FUNDING EXPENDED FROM THE START OF THE PROGRAM – 1997 – 2003
Funds Expended Funds Expended Total Funds Expended
FY 97-02 FY 97-02 FY 02-03 FY 02-03 FY 97-03 FY 97-03
GRANTEE State Federal State Federal State Federal
Allied Coordinated Transportation Services, Inc. $57,635 $273,579 $10,500 $172,325 $68,135 $445,904
Altoona Metro Transit $15,000 $47,000 $6,300 $81,938 $21,300 $128,938
Armstrong County $0 $0 $4,550 $57,412 $4,550 $57,412
Beaver County Transportation Authority $10,000 $40,000 $0 $0 $10,000 $40,000
Berks Area Reading Transportation Authority $35,000 $340,228 10,500 $192,724 $45,500 $532,952
Bucks County Transport, Inc. $57,000 $386,250 $19,250 $230,025 $76,250 $616,275
Capital Area Transit $92,428 $494,495 $11,850 $208,616 $104,278 $703,111
Centre County $241,667 $0 $0 $0 $241,667 $0 Transportation Management Association of Chester County $111,422 $470,796 $18,400 $321,017 $129,822 $791,813
County of Lebanon Transit Authority $4,123 $0 $12,094 $4,123 $12,094
County of Lackawanna Transit System $0 $0 $6,230 $37,147 $6,230 $37,147
Columbia County $39,000 $147,855 $0 $155,860 $39,000 $303,715
Crawford Area Transportation Authority $15,000 $67,891 $3,500 $45,396 $18,500 $113,287 Delaware County Transportation Management Association $61,354 $341,313 $16,100 $232,916 $77,454 $574,229
Endless Mountains Transportation Authority $28,600 $185,261 $5,600 $58,211 $34,200 $243,472
Fayette Area Coordinated Transportation $88,830 $617,677 $14,000 $186,000 $102,830 $803,677
Fulton County Partnership, Inc. $12,800 $64,298 $5,040 $14,697 $17,840 $78,995
17 Funds Expended Funds Expended Total Funds Expended
FY 97-02 FY 97-02 FY 02-03 FY 02-03 FY 97-03 FY 97-03
GRANTEE State Federal State Federal State Federal
Indiana County Department of Human Services $28,500 $145,592 $8,400 $111,192 $36,900 $256,784
Lycoming County (STEP, Inc.) $37,793 $156,817 $0 $108,394 $37,793 $265,211
Mercer County $0 $0 $5,250 $11,579 $5,250 $11,579
Mifflin-Juniata Area Agency on Aging, Inc. $224,284 $92,318 $0 $10,580 $224,284 $102,898
Monroe County Transportation Authority $41,450 $484,992 $0 $130,145 $41,450 $615,137
Montour County $20,000 $36,667 $0 $22,957 $20,000 $59,624
Northeastern Pennsylvania Alliance $48,600 $164,978 $0 $0 $48,600 $164,978
Red Rose Transit Authority $0 $5,000 $0 $24,100 $0 $29,100
County of Schuylkill $31,968 $89,804 $0 $30,405 $31,968 $120,209
Somerset (Tableland Services, Inc.) $5,000 $8,402 $0 $54,263 $5,000 $62,665
The Partnership TMA of Montgomery County $0 $0 $3,500 $29,769 $3,500 $29,769
Washington County $561,365 $1,145,505 $96,830 $410,324 $658,195 $1,555,829
Union-Snyder Office of Human Resources $31,280 $126,850 $4,200 $59,240 $35,480 $186,090
York County Transportation Authority $48,000 $221,487 $0 $132,955 $48,000 $354,442
Subtotal $1,948,099 $6,155,055 $250,000 $3,142,281 $2,198,099 $9,297,336
18 Funds Expended Funds Expended Total Funds Expended
FY 97-02 FY 97-02 FY 02-03 FY 02-03 FY 97-03 FY 97-03
GRANTEE State Federal State Federal State Federal
TEA-21 GRANTEES
Area Transportation of North Central PA $25,000 $0 $0 $152,000 $25,000 $152,000
Erie Metropolitan Transit Authority $0 $0 $0 $4,000 $0 $4,000
Lehigh and Northampton Transportation Authority $0 $0 $0 $25,000 $0 $25,000
Port Authority Allegheny County $0 $3,259,656 $0 $2,500,000 $0 $5,759,656
Southeastern Pennsylvania Transportation Authority $0 $4,020,455 $0 $2,970,321 $0 $6,990,776
Red Rose Transit Authority $0 $197,300 $0 $260,398 $0 $457,698
Indiana County Transit Authority $39,000 $0 $0 $0 $39,000
Subtotal Tea-21 $25,000 $7,516,411 $0 $5,911,719 $25,000 $13,428,130
Total $1,973,099 $13,671,466 $250,000 $9,054,000 $2,223,099 $22,725,466
Figures as of August 2003
19 KEY W2W ACTIVITIES/ACTIONS
COLLABORATIVE PROBLEM-SOLVING PROVISION OF INNOVATIVE TRANSPORTATION MOVING CLIENTS TOWARDS SELF- SUFFICIENCY……………………
Expenditures for expanded w2w services increased roughly 50% between 2001-02 and 2002-03 as indicated on page 7 of this report. This program expansion reflects the fact that it has taken several years for the w2w to become established in communities and for some partner organizations to utilize the transportation services of grantee agencies.
Achievement of the w2w objectives cited in the box above requires the cooperation of organizations at the State, Regional and Local levels as well as National leadership. This cooperation is reflected in the w2w’s activities/accomplishments and these key actions which are summarized below: Interdepartmental Review Committee; Steering Committee; Competitive Application Process; Monthly Reporting; Field Reviews; Outcome Reports; Annual Grantee Meetings; and Joblinks Committee participation.
Interdepartmental Review Committee was established to review grant applications and recommend funding amounts for approved grantees. The committee, which is headed by PENNDOT, is composed of representatives from the state Departments of Public Welfare, Labor and Industry, and Community and Economic Development. These agencies all have a vital interest in Welfare Reform and are interested in the w2w’s impact on communities across the state.
Steering Committee composed of grantee agencies that volunteered for the committee and the Interdepartmental Review Committee. This Steering Committee has provided significant input on the program applications, the evaluation-scoring form, and the organization of the annual grantee meetings. The original w2w application was revised into two separate applications: one for Continuing Grantees and the other for New Applicants. Changes were made to both applications to incorporate clearer guidance on information needed regarding an applicant’s project goals and evaluation, and the project’s activities as they relate to the w2w’s priorities.
Competitive Application Process that utilizes the Application as a planning document. Applications are mailed the end of February and due the first week in April. After the applications are submitted to PENNDOT, PENNDOT distributes them to the Interdepartmental Review Committee which reviews them the first week in May. The committee uses a standardized Evaluation-Scoring criteria form with established/common values for evaluating and approving each application that is submitted. This form confirms that the proposed project addresses the required criteria which include the following:
20 Agreement Letters which document coordination and collaboration at the local level by explaining the project role of each of the major partner organizations; Documented Employment Opportunities, including meetings with potential employers; Plan to Move Clients From Dependence on the project’s funding to independently paying for transportation; A Creative Approach to resolving transportation problems including crossing county lines; and/or Continuation of a Successful Project Approach.
A copy of the Evaluation-Scoring criteria form is included as an attachment to both the w2w New Application and the Continuing Grantee Application. If you are viewing this electronically, click on the application title for a direct link. Both applications can also be accessed on our website. Go to www.dot.state.pa.us, under Find by Organization select Bureau of Public Transit. On the left side of the page, select Transit Provider Information. Under View Announcements and download files by grantee type choose W2W Grantees, then Welfare to work Transportation Demonstration Grant, and select either the w2w Application Continuing Grantees or w2w Application New Grantees.
Grantee Invoicing and Reporting – The w2w program reporting requirements were revised for fiscal year 2003-04. The three-part report consists of a Monthly Invoice, Monthly Operating Statistics Form, and a Quarterly Narrative Description of the project’s implementation of goals/objectives and the evaluation of its success.
The Monthly Invoice includes a total program budget of all funding that supports the project, such as user revenue and funding from other community organizations. It also provides a section for PENNDOT funding only. The format for these program reports are on the website. Follow the website directions above and after W2W Grantee, select Monthly Report Update. Or, if you are viewing this electronically, click on the underlined title for a direct link.
Field Reviews – The format for field reviews has also been revised for fiscal year 2003-04 to include the opportunity to meet with some of the partner organizations involved with a local project. Examples of these partners are the County Assistance Office, Career Link, Transportation Provider, Department of Community Development, Chamber of Business and Industry, Main Street Manager, Local Revitalization Organization.
21 Outcome Report for 2001-2002
“How w2w Grantees Measure/Determine Success”
This report verified that grantees can evaluate their transportation projects which provided service for a monthly average of 3,293 eligible individuals to work and child care during the 2001-02 fiscal year.
In addition to providing 2001-02 and some fiscal and statistical information for prior years, the report summarizes each grantee’s assessment of its project’s performance using one or more of these evaluation methodologies: program performance, customer benefits, societal benefits, and partnerships/ coordination/resource development. Some of the information provided by grantee agencies can be reviewed in Appendix A, the Grantee Project Reports section of this 02-03 outcome report.
Following are some facts about the 01-02 report, the reasons why it is considered important, and a summary of how the report aligns with PENNDOT’s departmental strategic objectives.
Pennsylvania’s Welfare to Work Transportation Program
01-02 OUTCOME REPORT
Among the first States to evaluate w2w project performance This Outcome Report is one of the first State reports that assesses the project performance of welfare to work transportation grantees.
Provided grantees an opportunity to evaluate effectiveness The survey questionnaire utilized by the report provided many w2w grantee agencies with their first opportunity to evaluate w2w project effectiveness based on standardized criteria.
Projects calculated their social and economic benefits Several grantee agencies calculated their project’s social and economic benefits. For example, one agency determined that every $1.00 spent on the project helped a family to earn $28.00.
Grantees can compare projects for cost-saving ideas The information within the report can be used by grantee agencies to assess their project services and performance in comparison with their peers. This can result in better productivity and an improved quality of service.
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Additional Importance Of The W2w Outcome Report
Documents the w2w contribution towards the 40% reduction of TANF recipients that occurred during 1997-2000 The report supports the fact that the decline in the number of TANF recipients, a 40% reduction between 1997 and 2000, could not have occurred without the provision of w2w funded transportation services, especially for second and third shift workers.
Led to annual w2w grantee meeting focusing on evaluation The annual w2w grantee meeting held in February 2003 furthered the purpose of the Outcome Report by utilizing the theme “Evaluating w2w Program Success” for speaker presentations and regional breakout groups.
Application and monthly report will now address evaluation As a result of the Outcome Report, for the first time the w2w grant application and monthly report for FY 2003-04 will require ongoing evaluation and reporting to enable the measurement of improved productivity, quality of service, etc.
Effective way to report to DPW, the TANF funding source Since the Outcome Report is provided to the TANF funding source, Department of Public Welfare, it is an effective way to document w2w activities and costs.
How The Outcome Report Aligns With PENNDOT’s Strategic Objectives
As part of its initiative on “Moving Pennsylvania Forward,” PENNDOT has outlined a Transportation Strategy that is focused on the customer. This strategy with customer focused objectives, such as Mobility and Access, support the PENNDOT mission and vision of a “transportation system and services that exceed customer expectations”. Since the w2w is administered statewide by PENNDOT, and is therefore a part of this strategy, it is valuable to see how successful w2w activities have been in addressing these strategic objectives which reflect community priorities.
Mobility and Access – Efficient movement of people and goods: report documents improved access to jobs This Outcome Report documents that the w2w program has effectively improved mobility and access for low-income individuals requiring employment transportation.
Customer Focus – Implement a systematic process that further involves customers in identifying requirements for more responsive products and services: grantees provided with optional methodologies The report design reflects the priority given to the department’s customer focus strategy. By providing optional evaluation methodologies, the Outcome Report and its survey questionnaire reflected the varying needs and services of the participating grantee agencies. In addition, since grantee input was vital to the design of the report, the preparation of the document contributed to further Relationship Building by Bureau staff and grantees.
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Quality of Life – Develop timely transportation plans, programs and projects that balance social, economic and environmental concerns: report documents improvements in clients’ quality of life The individual grantee summaries within the report clearly demonstrate the impact that the w2w is having on its clients’ quality of life.
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Annual Grantee Meetings
These meetings have been held each year since fiscal year 1999-2000. The first two meetings focused on the provision of technical assistance related to the w2w Grant Application and the Monthly Report. The next two grantee meetings were planned with a Steering Committee that included representatives from grantee agencies and the state departments on the Interdepartmental Review Committee. Both meetings utilized a conference style approach that included state, regional and local partner organizations, speaker presentations and regional breakout group discussions.
“How To Form Partnerships” - FY 2002-03 grantee meeting held on February 20, 2002 – addressed the importance of utilizing partnerships to reduce barriers to Job Access.
Presentations were provided on:
- The role of Metropolitan Planning Organization and regional partnership strategies; - Workforce Investment Board/Career Link involvement with public and private business leaders who focus on workforce and economic development needs; - Neighborhood Assistance Program, Job Creation Tax Credit Program, and Welfare to Work/Work Opportunity Tax Credits
There were 124 participants at this meeting. They represented Transportation Providers, Social Services, Job Developers, Child Care, Economic Development, TMAs, Employers, MPOs, County Assistance Offices and others.
Participants were assigned to one of six Regional Breakout Groups: Southeast, Northeast, Central, Harrisburg, Northwest or Southwest Region. Groups were facilitated by grantee representatives from the Steering Committee. Each breakout group was asked to address these key questions:
1. How successful has your agency been in partnering with other community entities that have a stake in welfare to work?
2. What is needed in your region to assure productive partnerships between the transit agency, County Assistance Offices, Career Links, planning and economic development entities, employers and other important community organizations?
3. What ideas did the morning presentations trigger in your area with respect to forming partnerships with Metropolitan Planning Organizations (MPOs) and Workforce Investment Boards (WIBs)/Career Links?
4. What new ideas on marketing and using tax credits as effective tools for building and expanding partnerships will you take back to your w2w partnerships?
25 5. Identify other Best Practices and methods of promoting partnerships of economic, workforce and transportation developers that would be useful to the group and w2w grantees?
6. How do we help grantees expand collaborative efforts with local economic developers and workforce developers?
7. What specifically will be done by breakout group participants to form partnerships within their communities in order to further close the transportation gaps of persons moving into the workforce?
8. How will you become more involved with/strengthen partnerships with MPOs and WIBs/Career Links?
The Regional Breakout Group reports addressed: Successes in Partnering, Strengthening Partnerships, Rural Issues, Program Issues, Best Practices and Recommendations.
Additional information about this meeting is available in the welfare to work Outcome Report for FY 01-02.
“Evaluating w2w Program Success” – theme of the FY 2003-04 annual grantee meeting which was held on February 12, 2003.
In this meeting there were presentations on the application of survey information to public policy and evaluating job access programs, an employer’s viewpoint of the w2w, and a national perspective on coordination and employment transportation programs.
The meeting extended the focus of the FY 2001-02 w2w Outcome Report which addressed “How Grantees Measure Success” and used four evaluation methodologies for surveying grantees and organizing the report. This meeting utilized the Outcome Report as the foundation for grantees to build a framework for considering the evaluation of their w2w projects.
The 118 participants were assigned to one of seven Regional Breakout Groups. The w2w application for 03-04 required a description of the w2w project’s evaluation methodology for determining the success of the project in meeting its goals and objectives. Regional Breakout Group discussions were centered around these four evaluation methodologies that can be used by w2w projects:
Program Performance – assessing performance through cost efficiency, service effectiveness and cost effectiveness indicators;
Customer Benefits – determination of the impact on customers through the indicators of service quality, improved access to employment and support services;
Societal Benefits – calculation of the value of w2w clients’ incomes from employment;
Partnerships/Coordination/Resource Development – an assessment of the number and quality of partnerships and their accompanying resources. 26
The seven Regional Breakout Groups focused their discussion on these Key Questions/Points related to project evaluation and performance measurement :
1. What are some of the goals that your area’s w2w project is trying to accomplish? - Participants should express their expectations of the w2w. - The positives and negatives of an area’s w2w project should be addressed, whether it relates to employers, partnership organizations, clients.
2. Evaluate/discuss the appropriateness of the evaluation approach reported for your area’s w2w project in the Outcome Report. - Does the selected approach adequately serve as a measurement of success? - If it is not an adequate measure of success, what approach would you recommend? - Are all of the appropriate local partners involved with setting goals for the project and its evaluation? For example, if applicable, does the County Assistance Office provide information on a client’s length of Job Retention? - What roles can any other partners perform? Examples of partnerships include the Workforce Development Boards, Career Links, Metropolitan Planning Organizations, Local Development Districts, Other Planning and Economic Development agencies, Employers, Housing Authorities and other important Community Organizations. - When discussing program performance measurement, address how to: determine data requirements; collect and analyze baseline data; establish a schedule for regular collection, analysis and action.
3. Describe the surveys used by your w2w project to evaluate its performance and achievement of goals. Your description should address the following: - Type of Instrument – paper, phone, electronic; - How the survey was conducted; - Analysis of the survey data collected; - Actions taken as a result of the survey.
Group reports identified the goals and expectations of w2w projects, as well as positives and negatives; issues related to evaluation methods; partner involvement; and utilizing data collection and surveys for evaluating project performance.
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Joblinks Committee on Coordinating Federal Funds to Support Employment Transportation
Joblinks was established by Congress in 1993 to Connect People To The Workplace. Pennsylvania Departments of Transportation, Public Welfare and Labor & Industry participate with other states and national organizations on this Committee which is staffed by the Community Transportation Association of America
Purpose and Benefits of the Joblinks Committee
The Joblinks Committee promotes Coordination for the purpose of increasing transportation availability and access to jobs.
The Committee encourages States and others to use existing resources to develop integrated services that address the transportation challenge of moving people from welfare to work.
The coordinated and integrated services promoted by the Committee will improve productivity and the quality of services, and ultimately result in a more effective use of limited funds. As an example, by allowing Workforce Investment Act (WIA) funds to potentially be used as match funding for Job Access Reverse Commute (JARC), there could be a reduction in the amount of the state’s TANF funding that must be allocated to meet the JARC match requirements for urban systems. The unused TANF funding can then be utilized to expand the w2w services in rural and non-urban areas that often have limited resources.
The Committee has offered the opportunity to provide input into the reauthorization, legislation, funding and regulation of the TANF, JARC and WIA programs. Participation on this Committee is a worthwhile use of time because we have been able to offer recommendations on the program’s reauthorization legislation that are beneficial to the state and its residents. By obtaining the group’s support for a state determined eligibility level, Pennsylvania should continue its use of an eligibility threshold of 235% of the federal poverty level. This eligibility level permits many more individuals to participate in the program.
Coordination among State partner departments has been strengthened through shared projects and there has been expanded networking with other states. The Committee has provided a less costly way for PENNDOT, DPW and L&I to better coordinate our efforts.
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How Joblinks Aligns With PENNDOT’s Strategic Objectives
As with the Outcome Report, it is useful to assess how well the Joblinks activities align with PENNDOT’s customer-focused Transportation Strategy. The following summarizes the alignment of the w2w’s Joblinks involvement with the departmental strategy, mission and vision.
Mobility and Access – Efficient movement of people and goods Emphasis on the coordination of federal funding resources will lead to better management and continuity of employment transportation resources and thereby assure mobility and access to employment for welfare to work clients.
Quality of Life – Develop timely transportation plans, programs and projects that balance social, economic and environmental concerns Affordable and reliable transportation to jobs will mean an improved quality of life for low-income Pennsylvanians.
Appendix A – Grantee Project Reports
These grantee reports are an abbreviated form of the summaries presented in the 2001-02 Outcome Report on “How w2w Grantees Measure/Determine Success”. The reports present abstracts of each project along with the outcomes of the project’s evaluation of its activities. Contact information for each grantee is also provided.
Starting with FY 2003-04, grantee agencies will report quarterly on the evaluation of their project’s progress with implementing their goals and objectives. It is our intention to have these reports serve as the basis for future w2w outcome reports.
Appendix B – State Partners
Department of Public Welfare – Transportation Initiatives: Outcomes
Department of Labor and Industry – Career Link Sites
Department of Community and Economic Development and Labor & Industry – Tax Credits & Incentives
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APPENDIX A
GRANTEE PROJECT REPORTS
These reports are primarily summaries of project assessments that were prepared by grantees for the 01-02 w2w Outcome Report
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ALLIED COORDINATED TRANSPORTATION SERVICES (LAWRENCE COUNTY)
PROJECT ABSTRACT: Childcare Transportation, Fixed – Route Facilitator, Vehicle Purchase/Repair and general Vehicle Maintenance Class
PROGRAM PERFORMANCE CUSTOMER BENEFITS SOCIETAL BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
• The number of families Service Quality, Improved The 200 adults, whose families Partners: assisted and the continued Access to Employment and received services in 2001-02, employment of parents Support Services, and Length collectively earned $3,759,624 - Career Link determine Service of Job Retention are that year. Since $136,351 was - Lawrence County Social Effectiveness. measured in the following budgeted for the project, every Services • Cost effectiveness is ways: $1.00 spent on the project - County Assistance Office measured by the number of helped a family to earn $28.00. - Community/Economic clients served. During July • Customer Feedback – Development Agency 2002 – June 2003, ACTS Verbal feedback in the form - Employers served 405 individuals. of referrals, compliments and - Childcare Information Services thanks from clients and other - West Central Job Partnership agencies - Childcare Providers • Expanded Service Area and Increased Service to Child Care Facilities • Increased Number of Participants • Vehicle Assistance • Follow-up Studies • Children’s Length of Enrollment
Contact: Angela Elias, Supervisor of Transportation 241 West Grant Street P.O. Box 189 New Castle, PA 16102 Phone (724-658-7258) Fax (724-658-7664) [email protected] 31 ALTOONA METRO TRANSIT (AMTRAN)
PROJECT ABSTRACT: Night Owl fixed route service (2nd shift – 5:00 to 11:00)
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
• Cost Efficiency – $45 - $47 hourly • Improved Access to Employment & Partners: and $3.00 - $3.50 per mile costs Support Services compare favorably with AMTRAN Career Link; Community Action system averages of $53 per hour - Expanded Service Area – Direct Agency; County Assistance and $2.85 per mile. service to AMTRAN’s primary Office; Community/Economic generator from previously Development Agency; WIB; • Service Efficiency – 7 trips per hour unlinked areas Employers and Human Service and 4 trips per mile are slightly Agency. below the system averages of 12 - Extended Service Hours – A and 10 respectively, but continue to near doubling of night time Types of Development: grow. service; Improved evening/2nd - Marketing shift access to the primary retail - Planning • Cost Effectiveness – The per trip outlet corridor in the 6-county - Intake cost of $10.50 - $11.00 compares Southern Alleghenies region - Outreach favorably to the local shared-ride - Direct Support cost per trip average of about $9.23. - Increased Ridership for Work - Altoona Hospital Client trips from 139 monthly trips in Support 1/02 to 419 trips per month in - Home Nursing Agency 8/03. Client Support - Subsidized Work trips
Contact:
Tom Klevan, Director of Business Development 3301 5th Avenue Altoona, PA 16602 Phone (814-944-4074) Fax (814-941-2733) [email protected]
32 * ARMSTRONG COUNTY COMMUNITY ACTION AGENCY
PROJECT ABSTRACT: Driver’s Education, Fixed Route, Car Repairs and other Automobile Supportive Services
PROGRAM PERFORMANCE SOCIETAL BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
- Each goal and objective will be monitored - A major societal benefit is that - CAO and evaluated to see if the final result is clients with job retention are PA being achieved. Program outcomes and taxpayers. Their income generates - MCTA Transportation Provider expenditures will be reviewed on a weekly money back into the local basis. economy. - Economic Development - By developing self-sufficient ways - By marrying w2w with Employment Training, of life, there is less dependency on - Career Link clients are provided with a solid and effective government programs to support program in a very cost effective manner. their families. - Child Care Information System - Case management provides assistance through the employment - Additional: Haven, Salvation Army, process and follows up on job Domestic Relations retention.
Contact:
Kenneth Heilman, Executive Director 124 Armsdale Road Suite 211 Kittanning, PA 16201 Phone (724-548-3405) Fax (724-548-3413) [email protected]
* Armstrong County CAA was a new grantee in FY 02-03. Information was taken from Armstrong’s FY 03-04 application.
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BERKS AREA READING TRANSPORTATION AUTHORITY (BARTA)
PROJECT ABSTRACT: Provision of Monthly Bus Passes and a Route Subsidy
PROGRAM PERFORMANCE
Cost Effectiveness: A measure of success in 2001-02
• BARTA’S Bus Passes – A monthly pass sticker is mailed to each person named on a list of eligible clients provided by the County Assistance Office. Trips are provided at a cost of $0.81 which is far less than the $1.25 cash bus fare. Also, since clients can use their bus passes for taking children to daycare, medical and shopping trips, these monthly bus passes enhance the overall quality of life for w2w clients.
• Route Subsidy for the Spring Ridge Loop – This route serves a previously un-served area of the county that has seen a major growth spurt. The w2w grant is subsidizing 50% of the costs for this route which, since it started in August 2001, has a per trip cost of $6.00.
• Although BARTA has utilized its paratransit service to supply some trips, it has made a concerted effort to encourage clients to use the existing transportation system rather than paratransit. Monthly bus passes range in price from $35 to $45 whereas, depending on the length of the trip, a paratransit fare may be anywhere from $7 to $12 per trip, or $280 to $480 per month.
Contact:
Dennis D. Louwerse, Executive Director/CEO 1700 North 11th Street Reading, PA 19604 Phone (610-921-0605) Fax (610-921-9420) [email protected]
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BUCKS COUNTY TRANSPORT
PROJECT ABSTRACT: Door-to-Door Service to Employment and Child Care
PARTNERSHIPS/RESOURCE DEVELOPMENT
• The w2w project provides an average of 1800 trips each month.
• Bucks County Transport is part of a county-wide transportation coordination partnership of county and regional agencies. The coordinating partners are listed below.
- County Assistance Office – provides information to program participants regarding transportation resources under the w2w program. Refers participants to BCT to register for transportation services. Also provides case management and verifies eligibility. Coordinates with BCT staff to insure quality of service for its clients. Provides transportation funding for CAO clients. - Bucks County Department of Human Services – provides matching funds for the w2w program and assistance in coordinating with County agencies and with grant preparations. - Bucks County Office of Employment and Training – provides extensive case management for riders along with all client information including daycare address, and travel information. Also provides matching funds for the w2w program. - Bucks County TMA – actively markets w2w transportation opportunities to employers and provides employment leads.
• BCT staff processes all applications for w2w programs and schedules all transportation for riders. BCT staff also monitors riders eligibility during the initial registration process, processes weekly reports and communicates with rider’s and case managers. Monthly, verifies continued program eligibility and documents TANF status.
Contact:
Vince Volpe, Executive Director P.O. Box 510 Holicong, PA 18928 Phone (215-794-5554) Fax (215-794-5564) [email protected]
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CAPITAL AREA TRANSIT (Cumberland-Dauphin-Harrisburg Transit Authority)
PROJECT ABSTRACT: Access to Jobs Program for Harrisburg Residents
CUSTOMER BENEFITS SOCIETAL BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Service Quality and Improved Access to The project’s economic benefits exceed - Center for Community Building Employment and Support Services as project costs. A calculation of economic - Career Link indicated by the following: benefits resulted in a benefit to cost ratio of - Community Action Agency 1.25/1. - County Assistance Office • Customer Satisfaction Survey - Community/Economic Development • On-Time Performance Calculated Economic Benefit – 5,087 work Agency • Expanded Service Area – trips (10,175/2) X 6 hours (average work day) - Employers Harrisburg residents have Access to X 7.50 (average wage) Equals $228,915. - City of Harrisburg employment in Dauphin and This represents a Benefit to cost ratio of - Harrisburg Housing Authority Cumberland Counties 1.25/1 - United Way • Extended Service Hours – Service - Hamilton Health and Catholic Charities. is available 24 hours a day, seven days a week, including holidays • Increased Ridership for Work Trips – During 2001-02, there were 10,175 work trips for 135 adults. These clients were taken to 88 employment sites. • Increased Service to Child Care Facilities – Service during 2001-02 involved 7,047 trips to 51 child care facilities for a total of 137 children
Contact:
James Hoffer, Executive Director 901 North Cameron Street P.O. Box 1571 Harrisburg, PA 17105 Phone (717-233-5657) Fax (717-238-8307) [email protected] 36
TRANSPORTATION MANAGEMENT ASSOCIATION OF CHESTER COUNTY (TMACC)
PROJECT ABSTRACT: Coatesville Link/Evening Link & Phoenixville PHLYER
PROGRAM PERFORMANCE PARTNERSHIPS/RESOURCE DEVELOPMENT
• Cost Efficiency – The primary operational efficiency is that destinations • Career Links – Both the Chester County and Montgomery County offices previously served on the Coatesville Link are being covered as regular have promoted job opportunities along the route. stops on the Coatesville Link West. This has a neutral effect on both • County Assistance Office – Sponsored mailings on job events and other driver hours, although the schedule adherence of the Coatesville Link promotions. has improved as a result of the reduction in deviations. The net effect of • Chester County Economic Development Council – works with businesses having the two services for most of 2003, versus the Link only in 2002, interested in expanding bus transportation for employees. has been a net growth in transit trips of 243 per week. As the TMACC is • Employers – The Vanguard Group conducted a promotional campaign. moving forward to merge the two routes, additional operational efficiencies • Chester County Department of Community Development – Provided should come during the second half of FY 2003-04. matching funds for additional service hours and marketing activities. • SEPTA – Worked cooperatively on a bus transfer agreement and gave • Service Effectiveness – The daytime Link carries well over 100 passenger advice. trips on most days. Service expanded to include West Sadsbury and • These Municipal Governments provided technical assistance on the location Parkesburg. of new bus stops: Borough of Phoenixville, Uwclan, West Pikeland, East Pikeland and Schuylkill Townships. • Cost Effectiveness – The daytime Link has been particularly cost-effective, • Phoenixville Area and Exton Region Chambers of Commerce – Promoted ranking third among 28 employee shuttle services in Southeastern bus activities to the employer marketplace. Pennsylvania, as measured by data from the Delaware Valley Regional • Exton Square Mall Merchants Association – Promoted the bus and used the Planning Commission. The Evening Link ranked sixth in the same report. PHLYER as the mode for Santa’s arrival. The ranking was based on a cost per rider calculation provided by all • Toll Management Company – This apartment management company public shuttle operators in Southeastern Pennsylvania, done as part of provided access to their property since the bus benefits their rental clients. follow-up for DVRPC’s Regional Job Access Plan. TMACC believes these routes rate highly for customer and societal benefits and partnership development also, although DVRPC did not initially use these measures, but may consider their inclusion in the future.
Contact:
Michael E. Herron, Executive Director 462 East King Street Second Floor Malvern, PA 19355-3049 Phone (610-993-0911) Fax (610-993-0922) [email protected]
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COLUMBIA COUNTY TRANSPORTATION
PROJECT ABSTRACT: Deviated Service on Route 11/Berwick-Bloomsburg Corridor
PARTNERSHIPS/RESOURCE DEVELOPMENT
• Career Link/Workforce Development – funded driver to transport clients
• Columbia County Human Services Coalition – committed to seeking funds
• County Assistance Office – verifies eligibility and connects clients with w2w service
• Community/Economic Development Agency – promotes the project through visits with business and provides advertising
• Employers – provide letters of support for funding sources
• Columbia County Commissioners – provided funding for the purchase of computer equipment and a software program that improved project efficiency
• Columbia County Human Services Agency – funds vehicles and administration services for transportation within the county including the w2w project
• Berwick Health & Wellness Foundation – assisted with the provision of funds for purchasing the computer and software for more efficient service.
• K-Cab Co. – provides transportation on a 24-hour basis
• STEP-WIA – provided a van that is used for both STEP and w2w clients
• Columbia County Transportation Task Force – a collaborative partnership that supports innovative transportation programs and seeks funding.
• As a result of these partnerships, an average of 56 clients were served on a monthly basis in 2002-03.
Contact: Donald Pegg, Director of Human Services 26 W. First Street Bloomsburg, PA 17815 Phone (570-389-5687) Fax (570-389-5703) [email protected] 38 CRAWFORD AREA TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Evening Fixed Route Service and Driver Training
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Service Effectiveness and Cost • Route adjustments based on Customer Partners: Effectiveness: Satisfaction Survey results • Improvements in Travel Time – The travel - Crawford County Career Link • During the time period from Sept. time of the bus is better coordinated to meet - County Assistance Office – May of 2000-01 to the period of the needs of the passengers - Crawford County Development Sept. – May 2001-02, the number • Extended Service Hours – Fixed route Corporation of passenger’s trips increased by service until 11:20 PM - Meadville Housing Authority 9% (4,939 to 5,362) and • Increased Ridership – A survey of 10 - Child Care Information Services passenger trips per hour businesses found they all had employees - Office of Economic Opportunity increased by 11% (3.6 to 4.0). riding the bus service to work - Fairview/Fairmont. • Service closer to client residences • There has also been a decrease • Driver Training provided clients an Types of Development: in expenses: an original cost of opportunity to drive to work. $7.40 per passenger has been • Information provided by the Housing - Marketing reduced to $6.32. Authority of the City of Meadville indicated - Funds that 75% of its residents who are w2w clients - Referral of Participants were employed after one year.
Contact:
Dennis Zahora, Executive Director 231 Chestnut Street Meadville, PA 16335 Phone (814-336-5406) Fax (814-336-5406) [email protected]
39 DELAWARE COUNTY TRANSPORTATION MANAGEMENT ASSOCIATION
PROJECT ABSTRACT: Quick Silver Shuttles I, II, and IV
PARTNERSHIPS/RESOURCE DEVELOPMENT
• Career Link, County Assistance Office, and Community/Economic Development Agency are involved with Marketing to prospective employees;
• Employers provide Funding and Marketing to current and prospective employees;
• Transportation Providers transport clients;
• DCTMA manages the shuttle program and coordinates with other partners;
• Availability of these Quick Silver Shuttles have allowed employers to expand their recruiting efforts and offer employment opportunities to those with limited transportation access;
• These shuttles have allowed employers to retain employees that need transportation assistance to remain employed.
• As a result of this project, 84,251 trips were provided in 2002-03.
Contact:
Cecile Charlton, Executive Director 102 West Front Street Media, PA 19063 Phone (610-892-9440) Fax (610-892-9460) [email protected]
40 ENDLESS MOUNTAINS TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Deviated Fixed Route, Shared-Ride, Taxi, and Mileage Reimbursement
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Cost Effectiveness as a measure of success: • Customer Satisfaction Survey – The • Career Link – Shares information EMTA customer service and makes referrals; • During 2001-02 EMTA implemented five representative makes random phone • Community Action Agency – deviated fixed routes. Passengers calls. Comments are generally very Provides support, information and requiring transportation from these positive and any issues are usually referrals; areas have seen up to a $25.00 savings minor and pertain to individual • County Assistance Office – Verifies per trip. transportation needs. eligibility, provides funds for vehicles • On-Time Performance – Scheduling support and funds for transportation • Also, mileage reimbursement has been software tracks on/off times and to training; hugely successful through the coaching generates report. • Community/Economic Development of participants. • Expanded Service Area – The Agency – Information to the business system of deviated fixed routes gives community; individuals access to low-cost • County Government – Local support transportation. for fixed route service; • Extended Service Hours – Taxi and • TreHab, Futures, YMCA – Provide other methods are used for service information and support. during non-traditional hours. • Service Closer to Client Residences • Additional fixed route service has been provided.
Contact:
Karen Graber, General Manager One Progress Plaza Suite 5 Towanda, PA 18848 Phone (570-265-4057) Fax (570-265-4036) [email protected]
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* ERIE METROPOLITAN TRANSIT AUTHORITY (EMTA)
PROJECT ABSTRACT: Fixed route service to employers outside the normal service area. EMTA is a Job Access-Reverse Commute grantee that provides both fixed-route and shared-ride transportation services.
To improve access to employment opportunities, EMTA’s plans for its JARC/w2w project include expanding fixed- route services to include all three work shifts for employers outside the urban area.
CUSTOMER BENEFITS
• Customer Satisfaction Surveys will indicate the overall satisfaction with service, including on-time performance.
• Expanded service area and hours allow individuals access to low-cost transportation.
• Length of job retention will be tracked through the employment placement agency, the employer and through follow-up surveys.
Contact: Lorene McGuire, Grants Coordinator 825 West 18th Street Erie, PA 16502 Phone (814-454-4012) Fax (814-455-0071) [email protected]
* EMTA was a new grantee in FY 02-03.
42 FAYETTE AREA COORDINATED TRANSPORTATION
PROJECT ABSTRACT: Daily service throughout Fayette County and into Allegheny County, and limited, scheduled service into other neighboring counties
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Cost Effectiveness – FACT places all Improved Access To Employment and Partners: appropriate clients on available fixed route Support Services – Increased Ridership for service rather than more costly paratransit Work Trips – the number of trips to work - Career Link service. increased from 3,767 in July 2001 to 4,766 in - Community Action Agency April 2002. This is an increase of 21%. - County Assistance Office Cost Efficiency – The after-hours service Community/Economic Development Agency was discontinued since it was not cost Length of Job Retention – FACT staff - Employers efficient. discusses client retention with the Private - County of Fayette Industry Council and the County Assistance - Office of Vocational Rehabilitation Office. The number of trips provided to clients - Fayette County MH/MR in the highest co-pay level has increased from - Goodwill Industries 40 in August 2001 to 175 at the end of April - Workforce Investment Board 2002. This constitutes an increase of 77% - Private Industry Council and indicates that clients are not only - Employment Agencies retaining their positions longer, but are working additional hours/days per month. Types of Development – Referrals, assistance with coordination, statistics for grant applications, funding for clients to work and training, cost of administrative staff, matching funds for Job Access and Reverse Commute program and funding for fixed route to serve businesses/resorts along the Route 40 corridor.
Contact:
George Hardy, Transportation Manager Fayette County Public Services Building 22 East Main Street Uniontown, PA 15401 Phone (724-430-4608) Fax (724-430-4605) [email protected]
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FULTON COUNTY PARTNERSHIP, INC.
PROJECT ABSTRACT: Employment Transportation Assistance Program: 24-hour demand responsive employment transportation
CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
This program has helped numerous individuals become self The Fulton County Partnership, Inc. is a partnership of health, sufficient in their employment transportation needs. education, human service, and employment services in Fulton County. There is excellent communication and resource sharing - Access to employment and support services available – between partners. All partners refer residents among the various There is only one public transportation utility in Fulton programs to insure that all services available are utilized most County, that is the CART which provides transportation to efficiently. seniors. Although anyone can schedule transportation through the CART, it is expensive and it cannot guarantee Partners: that it will get a client to work on time. - County Commissioners - Fulton County School Districts - 24-hour service available – Transportation is provided - Fulton County Medical Center regardless of when it is needed. - Employment and Training & Career Link - Services for Children - Self-sufficiency – Although rides are provided, this is an - County Assistance Office extremely inefficient means of getting a client to work. The - Area Vocational Technical School program focuses on helping clients become self sufficient by - Franklin/Fulton Mental Health and Mental Retardation identifying other means of transportation, and helping them - Drug and Alcohol obtain their own reliable transportation. - JLG Industries - Consumers
Types of Development: Planning, Intake, Marketing, Word of Mouth
Contact:
Thomas Reardon, Executive Director P.O. Box 464 McConnellsburg, PA 17233 Phone (717-485-0931) Fax (717-485-4505) [email protected]
44 INDIANA COUNTY
PROJECT ABSTRACT: Bus Tickets, After-Hours Van Service, Car Donation Program, Car Repairs and other Automobile Services
PARTNERSHIPS/RESOURCE DEVELOPMENT
- Career Link – Member of Advisory Committee - distributes client brochures;
- Community Action Agency – ICCAP provides a match for the project and secures donated cars - also determines client eligibility for the project;
- County Assistance Office – Member of Advisory Committee - staff refers clients to the project for service;
- Community/Economic Development – President of Chamber of Commerce is on the Advisory Committee;
- Indiana County Department of Human Services – funds bus tickets through the Human Services Development Fund and provides match for the project;
- ICW Vocational Services, Inc. – Member of Advisory Committee - refers clients and provides in-kind match through use of meeting space and refreshments for Advisory Committee - has also provided training on working with people with disabilities;
- Child Care Information Services of Indiana County – provided information as part of a presentation about child day care to 25 business representatives;
- Indiana County Transit Authority – provides after-hour and van service through the Job Access and Reverse Commute Program;
- Additional Advisory Committee Partners – WIB & Career track, New Choices New Options, and ARIN IU 28;
- Clients who provide co-payments for car repairs;
- Volunteers who assist staff in clerical duties;
- As a result of this project, an average of 30 clients were served on a monthly basis in 2002-03.
Contact: Bonni S. Dunlap, Director 827 Water Street 2nd Floor Indiana, PA 15701 Phone (724-463-8200) Fax (724-465-3159) [email protected] 45
COUNTY OF LACKAWANNA TRANSIT SYSTEM
PROJECT ABSTRACT: Deviated Fixed-Route Service
CUSTOMER BENEFITS SOCIETAL BENEFITS
Improved Access to Employment and Support Services: The project’s societal benefit was calculated as follows: Northeastern Transit Inc., COLTS’ subcontractor, provides weekly evening bus transportation to all major employers in Scranton and parts of Dunmore. - A client’s monthly and annual income is Evening childcare centers are also served. Service is provided hourly between provided on the agency’s Certification Form. 8pm and 12am. - During fiscal year 2001-02, w2w clients • Increased Ridership for Work Trips – During fiscal year 1999, ridership for earned an annual amount of $826,586. weekly evening service averaged 10-12, whereas during fiscal year 2001- 02, weekly evening ridership averaged 18-20. - Projected costs were $62,257 for capital, administration and operations. • Service Closer to Client Residences – The deviated fixed route evening service operated by Northeastern Transit allows sufficient time to transport - Therefore, the ratio of w2w program benefits all riders to within 2 blocks of their residence. to project costs is 13-1.
Length of Job Retention:
• Human service agencies (Lackawanna County Assistance Office, Career Link, Lackawanna CCIS, Scranton-Lackawanna Human Development) provide COLTS with information on income and employment status. They indicate that most w2w clients remain in their jobs for at least 6-7 months.
• Numbered vouchers are distributed monthly to clients and can be used to track clients traveling to work.
Contact:
Kurt Kempter, Director of Development North South Road Scranton, PA 18504 Phone (570-346-2061) Fax (570-343-3819) [email protected]
46
* LEHIGH AND NORTHAMPTON TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: The hiring of a Mobility Manager, Transition Support, Off peak 2nd/3rd Shift services, Saturday/Sunday Service enhancements; and Employer-based Pilot Project and a ‘Mini’ transit system comprise the set of projects designed to ‘fill the gaps’ in public transit services. LANTA is a Job Access Reverse Commute Grantee.
CUSTOMER BENEFITS
• Restoration of Sunday Services: On October 1, 2000, LANTA restored Sunday service to the Lehigh Valley community. One of the major focuses of this service was the retail commercial centers within the Valley and service was scheduled to permit retail employees to commute to and from work. Goals set for the service have been exceeded. Sunday service is producing 15 passengers per revenue service hour after 21 months. Data collected through board surveys indicates that 44% of passengers riding on Sundays are traveling to and from work.
• Off Peak/2nd and 3rd Shift Service enhancements were introduced in the Fall of 2001. Called the “Night Owl”, service is designed to be flexible to meet passenger demands for destinations and to complement the evening ‘Starlight’ schedule of service. An additional ‘Starlight’ Route was also added to the evening service system. Ridership on the Night Owl service averages 7 passengers per hour and an average of 8 passengers per hour are carried on the additional Starlight run.
• Slate Belt expansion: Service was recognized north of Easton in September, 2002 to accommodate some work shifts. This expansion is producing 9 passengers for each additional service hours provided. This service expansion is one year old.
• The service increases to date have meant that more people have more access to employment via public transit than ever before. Prior to the restoration of Sunday Service, it was impossible for retail employees to access employment 7 days a week. The new evening services help employers meet employment needs for the 2nd and 3rd shifts; the shifts where new employees normally start work.
Contact: Armando V. Greco, Executive Director 1201 West Cumberland Street Allentown, PA 18103 Phone (610-435-4052) Fax (610-435-6774) [email protected]
* Lehigh and Northampton Transportation Authority (LANTA) was a new grantee in FY 02-03.
47
COUNTY OF LEBANON TRANSIT AUTHORITY
PROJECT ABSTRACT: Fixed-Route, Twilight Route and Shared-Ride Transportation
CUSTOMER BENEFITS
Service Quality:
• Use of a w2w application process that allows the application to be completed at any Lebanon County Social Service Agency, the County Assistance Office and the Career Link. The completed application is faxed to the CAO for a determination of eligibility and faxed back to COLT. This process minimizes the legwork for clients who already have transportation issues.
Improved Access to Employment and Support Services:
• Extended Service Hours – COLT now provides a Twilight Route which provides transportation until 11:00 p.m.;
Length of Job Retention:
• COLT tracks the trip destination of clients – there are some clients who now pay a percentage of the cost for transportation and continue to ride to work. This is a good determination that the Project works long term.
Contact:
Teri L. Giurintano, General Manager 200 Willow Street Lebanon, PA 17046 Phone (717-274-3664) Fax (717-274-8860) [email protected]
48
LYCOMING COUNTY – STEP INC.
PROJECT ABSTRACT: Fixed-Route, Shared-Ride, Car-Pooling and Extension of Service Routes
PROGRAM PERFORMANCE CUSTOMER BENEFITS
Service Effectiveness: Improved Access to Employment and Support Services:
- STEP utilizes the cost of routes established in relation to the - Expanded Service Area – Service had been expanded to the number of riders to determine the effectiveness of the Lycoming Mall, Williamsport, Clinton Township Industrial Parks program. For program year 7/1/02-6/30/03, the newly and Warrensville Nursing Center. developed and enhanced routes had 96,406 trips. The average monthly trips were 8,034 with an average monthly - Extended Service Hours – Second shift hours extended to 11:00 cost of the route enhancements of $.62 cents per trip. This in the Williamsport Industrial Park and to 9:30 in the Retail demonstrates that the routes have been cost effective and Employment Centers. have provided a positive impact on the economic development efforts by developing and expanding routes at a reasonable - Increased Ridership for Work Trips – The Reach Road and Valley cost, while providing expanded employment opportunities. View (Warrensville) Routes have become self-sustaining. The Tri-Town Connector went from 0 to 1,738 trips in June of 2003. - The status of new routes is utilized as an evaluative tool by The other routes began the year with monthly trips of 8,329 and determining the progress toward route self-sufficiency and completed in June with monthly trips of 13,842. The subsidized ridership. The routes created through the funds provided by transportation portion of the program produced 9,024 work trips this grant and other matching funds have demonstrated an between bus transportation from the Williamsport Bureau of increase in ridership. From July 2002 to June 2003 the Transportation and the Shared-Ride Van service operated by enhanced routes increased 58% in ridership. The Tri-Town STEP. Connector established in January 2003 saw a 55% increase in ridership from the first month to June 2003. - Service Closer to Client Residences – Services has been linked to designed bus stops already in place and in coordination with Shared-Ride System where applicable.
Contact:
Janet Alling, Executive Director 2138 Lincoln Street P.O. Box 3568 Williamsport, PA 17701-8568 Phone (570-326-0587) Fax (570-322-2197) [email protected] 49
* MERCER COUNTY COMMUNITY TRANSIT
PROJECT ABSTRACT: Driver Education, Automobile Purchase and Repair, and Taxi Service
PROGRAM PERFORMANCE CUSTOMER BENEFITS SOCIETAL BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
The following data will be tracked: During the six and twelve The main objective of this At least on an annual basis, if not month follow-up process project is to provide clients more frequently, the partnership - Number of TANF and low-income clients will be surveyed in the ability to increase and resource development persons who begin and complete a regards to improved access employment opportunities, component of this program will be driver’s education course and pass to employment and support thus resulting in a life style addressed and evaluated in an the Pennsylvania drivers test to attain services, length of job independent of government attempt to improve the quality of a license. retention, possibility of job subsidies. Clients will be service, as well as provide advancement, as well as assessed during the follow-up additional resources for client - The number of working TANF and what can be done to improve process in regards to other referrals. low-income persons who use the the project. government subsidies that subsidy for: they may be receiving after the receipt of assistance by • Temporary transportation for this project. employment needs.
• To repair a motor vehicle needed for continued employment.
• To purchase or assist with a down payment for a motor vehicle.
Contact:
William Jones, Transit Manager 2495 Highland Road Hermitage, PA 16148 Phone (724-981-1561) Fax (724-981-2639) [email protected]
* Mercer County Community Transit was a new grantee in FY 02-03. Information was taken from Mercer’s FY 03-04 w2w application.
50 MIFFLIN-JUNIATA AREA AGENCY ON AGING
PROJECT ABSTRACT: Shared-Ride Service to Juniata, Mifflin, Perry and Neighboring Counties
CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Service Quality: - Career Link – Provides training, supportive monies, serves on committee; - On-Time Performance – This is a priority and, on the rare occasion when someone has been late for work, the grantee contacts the employer to let them know why the - County Assistance Office – Authorizes client eligibility and client is late. client funds;
Improved Access to Employment & Support Services: - Community/Economic Development Agency – Marketing campaign to employers and publicity, resource - Expanded service Area – A fixed route was implemented between Mifflin County development; and State College. There was also a partnership formed with Cumberland County Assistance Office to provide service to its residents. - MH/MR – Resource development and supportive funds;
- Extended Service Hours – If a client’s transportation request is for service beyond - WIBs – Two local WIBs provide supplemental funding to the standard hours of the Shared-Ride Program, the grantee will assist with car- w2w grant pooling, local taxi or assistance with repairing the individual’s vehicle. - Transportation Providers – CARS, PCTA, J&D’s, Scotty Taxi;
- Mifflin-Juniata AAA and Perry County Transit Authority – respectively manages w2w program and supports local transportation services.
Contact:
Carlene S. Hack, Executive Director One Buena Vista Circle P.O. Box 750 Lewistown, PA 17044 Phone (717-242-0315) Fax (717-242-1448) [email protected]
51 MONROE COUNTY TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Monroe County Workers Express Program which offers Fixed Route, Shared Ride, Taxi
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Cost Efficiency – The average project cost for Approximately 40 to 50 riders use the MCTA partners daily with the Monroe Shared Ride transportation was $22.12/trip. service monthly. Service is provided County Assistance and WGM Taxi within the county and to neighboring services. MCTA is involved with the • Taxi transportation had an average cost of counties when necessary. Pocono Health Communities Alliance, a $41.18/trip during 2001-02. This is the flat monthly collaborative, which affords an cost invoiced to MCTA. Trips were more Regarding Length of Job Retention, the opportunity for outreach to other costly during 2001-02 than in the previous Monroe County Assistance Office’s agencies within both the public and year due to a 16% fare increase, which Access database reports that sixteen private sector. Other agency partners became effective in February 2002. riders have held jobs for more than include: seven months; twenty-four for over four • Minimal usage was made of Fixed Route months; and more than ten riders have - Career Link transportation due to riders either living or held jobs for over two months. - Womens Resources working in rural pockets not served by fixed - Area Agency on Aging route. Only seven riders utilized fixed route - RSVP passes. When utilized, the average cost for - MH/MR a fixed route trip is $1.25/trip. - Various human resource agencies within the community Service Efficiency – In 01-02, rider trips for this program were 2.59 per hour vs. the overall average for the Shared Ride Program of 1.97 trips per hour.
Contact:
Peggy Howarth, Executive Director P.O. Box 339 Scotrun, PA 18355 Phone (570-839-6282) Fax (570-839-8205) [email protected]
52
MONTOUR COUNTY TRANSIT
PROJECT ABSTRACT: Transportation and Vehicle Purchase/Repairs
CUSTOMER BENEFITS
Improved Access to Employment and Support Services:
• Extended Service Hours – Montour now provides service from 5:00 a.m. to 5:00 p.m. in order to accommodate early morning shifts. (Previously service was primarily available during 6:00 AM – 4:00 PM)
Length of Job Retention:
• Follow-up studies, the tracking of trip destinations, and information from the Human Service and County Assistance Offices indicate that at least half of the project’s original clients are still employed.
Contact:
Kathy Wilt, Director 500 W. Mahoning Street 2nd Floor Danville, PA 17821 Phone (570-271-3028) Fax (570-271-0635) [email protected]
53
* THE PARTNERSHIP TRANSPORTATION MANAGEMENT ASSOCIATION OF MONTGOMERY COUNTY (PTMA)
PROJECT ABSTRACT: Shuttle Service from housing complexes to employers as well as a rail line and bus routes
PARTNERSHIPS/RESOURCE DEVELOPMENT
- Workforce Investment Board – The WIB has partnered with the PTMA to create a Mobility Manager Program for Montgomery County. The Mobility Manager helps to solve transportation challenges faced by employees and employers in Montgomery County. The program is also used to promote the available shuttle systems in the County such as the Northern Exposure HOP.
- Career Link – As part of the Mobility Manager Program, the PTMA staff is available one day a month on site to answer transportation questions at the Career Link offices.
- County Assistance Office – They work closely with the PTMA to alert their clients of transportation options available.
- Area employers such as Walmart, Henning’s, Landis, and Ames are located along the route and help to distribute schedules.
- Consumer presentations are held at large housing complexes, such as Pheasant Run and Dock Village, in order to illustrate to potential riders the ease of using the system.
- The transportation provider, TransNet, has been helpful in making any necessary schedule changes.
Contact:
Peggy Schmidt, Executive Director 134 N. Main Street North Wales, PA 19454 Phone (215-699-2733) Fax (215-699-3462) [email protected]
* The Partnership TMA of Montgomery County (PTMA) was a new grantee in FY 02-03. Information was taken from PTMA’s FY 03-04 w2w application. 54
PORT AUTHORITY OF ALLEGHENY COUNTY
PROJECT ABSTRACT: Fixed Route Service, Community Feeder Van Services involving Allegheny, Beaver, Butler, Greene, Indiana, Washington and Westmoreland Counties. Port Authority is a Job Access-Reverse Commute grantee.
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Ridership statistics, route performance and Customer benefits are assessed through these Partners have provided efficiency are the main focus of transit agencies. indicators: funds/resource development and The JARC program has afforded all agencies an have been active participants in all opportunity to get involved in other non-traditional areas of project development. areas. In doing so, we now have insight into Service Quality – Customer Satisfaction Survey, these other critical areas. Reduced Travel Time, and On-Time Performance. The Partners: WorkLink Community Van Service has initiated data - Cost Efficiency, Service Efficiency, and Cost collection through barcode reading that provides the - CareerLink Effectiveness – Standard transit data following information: trip purpose of those using the van collection allows for these indicators to be (currently 55% go to work and 15% to job training or - County Assistance Office evaluated. school); the percent of riders connected to Port Authority Routes; the number of passengers who have access to - Employers - Data collection includes the following a car; and the reduction in travel time since one van trip operational measures: One-way passenger can replace multiple trips and transfers. - Nonprofit Organizations trips, vehicle hours, vehicle miles, cost per vehicle mile, cost per vehicle hour, cost per - All Regional Transportation one-way passenger trip/cost per ride, and Improved Access to Employment and Support Services Agencies operating costs per passenger. Expanded service area, extended service hours, increased ridership for work trips, and increased service - Private Foundations - Ridership on WorkLink, a 7-day a week to childcare facilities. community van service, grew from a monthly - Educational Institutions total of 1,592 passengers in Feb. 01 to 5,530 in Aug. 03.
Contact:
Christine Bell, Community Relations Business Development and Planning 345 Sixth Avenue, 3rd floor Pittsburgh, PA 15222-2527 Phone (412-566-5108) Fax (412-566-5111) [email protected]
55
RED ROSE TRANSIT AUTHORITY (LANCASTER COUNTY)
PROJECT ABSTRACT: Fixed-Route and Door-to-Door Transportation RRTA is also a Job Access-Reverse Commute grantee
PROGRAM PERFORMANCE
Service Effectiveness:
• RRTA uses the growth in the number of trips provided in order to determine that they are meeting the need for affordable transportation to and from work. In FY 2001-02, RRTA provided 30,025 shared ride trips for Access to Jobs at times when bus service was not available. This number increased by 10.8% in 2002-03 to 33,281 one way trips. Red Rose Transit Authority has successfully removed several transportation barriers for people seeking employment in Lancaster City and County. For example, RRTA identified a specific need for transportation service at night for 2nd and 3rd shift workers and also on weekends. Neither time is well served by fixed route services.
• The job sites served by “Access to Jobs” include health care, light industrial plants, food services, building cleaning services, hotel services and retail sales. At any given time, about ten percent of the current enrollment in “Access to Jobs” will be people who are living in transitional housing. Most are only able to accept employment because they can depend on RRTA for transportation to job sites.
• In addition, RRTA recently began a partnership with the Lancaster Urban League to provide bus service for persons with extremely limited financial resources who are traveling to job interviews or who are newly hired but cannot afford transportation costs until they receive their first paycheck. During FY 2002-03, 913 unduplicated clients were served by this program. 8,688 one-way fixed route trips were provided. Recently the Urban League has been successful at funding a program to support, among other goals, transportation costs for individuals for job retention and career advancement activities.
Contact:
Linda Rannels, Director of Shared Ride & Customer Service 45 Erick Road Lancaster, PA 17601 Phone (717-291-1243) Fax (717-397-4761) [email protected]
56
SCHUYLKILL TRANSPORTATION SYSTEM
PROJECT ABSTRACT: Fixed Route Bus, Shared-Ride, and Courier Service
PROGRAM PERFORMANCE
Cost Efficiency –Since most clients required transportation during nontraditional hours and needed nontraditional pick up and destination points, 81% of the trips were provided by the more expensive courier service. This meant that the average cost per trip for the majority of clients was $14.56 as compared to the current shared-ride fare of $9.50 per trip.
Service Effectiveness – When all service modes are evaluated, they must be rated as effective because they achieved their purpose of transporting someone to work. Even courier service is effective, despite its higher cost.
Cost Effectiveness – Although the average cost of a w2w shared-ride trip ($14.56) is higher than the current shared-ride rate ($9.50), the cost effectiveness of the service is elevated because of the individual service provided. A determination of the cost effectiveness of the service must include consideration of its value to the individual’s maintenance of employment and to the employer.
STS and its partners are working with local business and industry to identify an employer who hires large number of workers who would benefit from a more productive transit service. If a need is demonstrated, STS will consider a fixed route expansion not only for w2w clients, but for anyone who may need assistance in securing employment based transit services.
Contact:
John Sninsky, Executive Director P.O. Box 67 St. Clair, PA 17970-0067 Phone (570-429-2701) Fax (570-429-1078) www.go-sts.com
57 SOMERSET COUNTY TRANSPORTATION (TABLELAND SERVICES)
PROJECT ABSTRACT: Transportation services and driver’s education
CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
The increased service has benefited entry-level Somerset County Relationships with partners have increased the Somerset employees who did not possess access to transportation. The driver’s County Transportation System’s profile in the human service education component has provided workers with the options they did not community. Critical partners include: possess previously. Securing a driver’s license enables them to choose from a wider pool of available employment. Local employers have also - County Assistance Office benefited from the service in the way of reduced absenteeism and tardiness and increased job retention. - CareerLink
• Improved Access to Employment Support Services: - Tableland Services, Inc. (Community Action) - Expanded Service – There is no mass transit in Somerset County. Therefore workers had to secure independent transportation prior to - Employment and Training Services the program, which often proved difficult in a large, rural county that experiences very severe weather. The w2w project gives workers the - Supportive Work opportunity to secure and retain employment. - Expanded Hours – The advent of the carpool reimbursement - Welfare to Work Employment Services component of the program enables workers to secure subsidized transportation for all shifts on all days of employment. - Somerset County Transportation System - Special Service – The driver’s education component enables workers to more quickly transition from subsidized transportation to Types of Development include: Marketing, Planning, independent transportation. Recruitment, Intake, Outreach, Direct Support, Subsidized work trips, Subsidized childcare trips and Driver’s education
Contact:
Jeffrey Masterson, Executive Director 535 E. Main Street Somerset, PA 15501 Phone (814-445-9628) Fax (814-443-3690) www.tabld.org
58
SOUTHEASTERN PENNSYLVANIA TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Fixed Route and Shuttle-Van Services involving Bucks, Chester, Delaware, Montgomery and Philadelphia Counties. SEPTA is a Job Access-Reverse Commute grantee.
PROGRAM PERFORMANCE CUSTOMER BENEFITS
Cost Efficiency – Cost per passenger trip is used to - Expanded Service Area – Most routes are the result of a determine cost efficiency. During FY 02-03, the service need where existing public transportation has not average cost per rider on the JARC/w2w funded service been able to reach. was $10.97. - Extended Service Hours – Some routes were chosen Service Effectiveness – Daily passenger trips is used to because they provided late night or early morning service assess service effectiveness. There was an average of where none existed for 2nd and 3rd shift employment 2,616 daily riders on these routes during FY 2002-03. opportunities.
Cost Effectiveness – Cost per passenger trip is used as - Some services reduced the number of transfers the customer the measure for cost effectiveness. has to make to get to a job by offering services from one point directly to the employer. SEPTA utilizes its program performance tools to determine the success of a JARC route. The tools - Expanded service area and extension of service hours allow for comparison of service and routes. increased the number of people who use transit to get to employment. It also provided employees to meet employer needs.
Contact:
Richard Burnfield, Manager, Capital Budgeting and Financing 1234 Market Street Philadelphia, PA 19107-3780 Phone (215-580-7411) Fax (215-580-7998) rburnfield@septa.org
59
UNION-SNYDER COMMUNITY ACTION AGENCY
PROJECT ABSTRACT: Transportation and Vehicle Purchase/Repairs
CUSTOMER BENEFITS
Service Quality:
• Customer Satisfaction Survey – The survey was sent to 57 clients and returned by 21 of them (37%). Respondents indicated that they were pleased with the assistance provided through the project.
Improved Access to Employment and Support Services:
• As a result of this service, 74 individuals were able to either gain employment or maintain employment. In addition 7 children were served in a very rural area where public transportation is basically non-existent and, therefore, a huge barrier. There is only one town in the two county service area that has public transportation within its town limits.
• Increased Service to Child Care Facilities – USTA provides transportation for children to and from day care facilities so that their parents could participate in a job training program or employment.
Length of Job Retention:
• The following was obtained through follow-up studies conducted by the agency during 2001-02: Of 21 survey respondents who were contacted one month after receiving project services, 19 were still working, the others were not. The average number of hours worked among this group is 35 hours and the average hourly wage is $7.43.
• There were four individuals who replied to the survey after 6 months of receiving service. Their responses indicated that 3 of them were still working.
Contact:
Harry Adrian, Executive Director P.O. Box 396 Selinsgrove, PA 17870 Phone (570-374-8938) Fax (570-374-6144) [email protected] 60
WASHINGTON COUNTY TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Transportation to Employment and Day Care in Greene, Washington and Westmoreland Counties
PROGRAM PERFORMANCE CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Cost Effectiveness: WCTA conducted a survey of This regional program has been successful due to the customers last year in which 89% of continuous cooperation of all parties involved. • The operating cost per one-way passenger trip is respondents indicated that the Partners include: used to determine the cost effectiveness of this program meets all of their three county program. The one-way trip costs for employment transportation needs. - County Assistance Offices each individual county are broken down and 100 % of respondents rated their - Nonprofit Organizations assessed along with the overall one-way overall satisfaction with the program - CareerLinks passenger trip cost for the program. at either satisfied, somewhat satisfied - Child Care Information Services or very satisfied. - Human Services Departments • The average one way trip cost for each individual - Regional Transportation Agencies county and the project’s overall one way trip costs for 2002-03 were: These organizations meet bi-monthly to discuss planning and oversight of the project. This group - Washington County - $16.99 discusses changes that may be needed to strengthen - Westmoreland County - $27.12 the program and identifies opportunities for further - Greene County - $48.67 enhancement of the program.
Total Project Average - $25.02
Contact:
Sheila Gombita, Executive Director 90 West Chestnut Street Suite 325 Washington, PA 15301 Phone (724-229-2502) Fax (724-223-9474) [email protected]
61
YORK COUNTY TRANSPORTATION AUTHORITY
PROJECT ABSTRACT: Employment Shuttle, Fixed Route Expansion, Paratransit Service, and Driver Education
CUSTOMER BENEFITS PARTNERSHIPS/RESOURCE DEVELOPMENT
Expanded Service Area – an existing route was expanded County Assistance Office purchases bus passes for to service an industrial park that was identified by the Job initial periods of employment; and Employers are Center as having jobs that w2w clients could fill. Also, a encouraged to use the fixed route and to adapt customer service satisfaction survey was undertaken in July employees’ start times to accommodate 2002 which encompassed the fixed route extension to the transportation. industrial park. From the results obtained, customers are very satisfied, but want 24-hour service.
Contact:
Rich Farr, Executive Director 1230 Roosevelt Avenue York PA 17404 Phone (717-849-0725) Fax (717-848-4853) [email protected]
62
APPENDIX B
STATE PARTNERS
63 Welfare 2 Work Transportation Initiatives Department of Public Welfare Outcomes & Update
Caseload Trends 1997 to 2002 Year # of TANF cases # of TANF cases % of the in January in December Reduction 1997 170,872 141,939 16.9% 1998 140,446 117,921 16.04% 1999 116,690 98,389 15.7% 2000 97,675 89,589 8.3% 2001 89,396 88,020 1.5% 2002 88,284 85,816 2.8%
Overall % reduction in TANF cases (1997-2002) 49.8% # of TANF cases at the end of 2002 85,816
Job Placements 1997 to 2002 Period of Time # of Job Placements # of Job Placements as a Statewide Percent of all TANF Cases Mar 1997-Feb 1998 72,860 43.8% Mar 1998-Feb 1999 65,462 47.9% Mar 1999-Feb 2000 64,976 57.4% Mar 2000-Feb 2001 59,923 62.2% Mar 2001-Feb 2002 56,745 64.6% Mar 2002-Dec 2002 45,222 51.6%
64 Wages 1997 to 2002 Period of Time Average Hourly Wage at Placement Mar 1997- Feb 1998 $6.11 Mar 1998- Feb 1999 $6.38 Mar 1999- Feb 2000 $6.73 Mar 2000- Feb 2001 $7.02 Mar 2001- Feb 2002 $7.10 Mar 2002- Dec 2002 $7.20
Medical Coverage and Types of Jobs March 2002 – December 2002 # of Jobs Reported in # of Jobs Reporting # of Jobs with Medical 2002 Medical Benefits Benefits as a Percent of all Jobs 45,222 22,805 50.4%
Types of Jobs Reported Cashiers Misc. Sales Food Manufacturing Office Medical Other and Tellers Services Related Related 6,409 3,695 4,648 4,069 8,261 5,048 13,092
65 Supportive Services July 2002 to June 2003
Child Care $94,700,000 +
Transportation $28,800,000 +
Clothing $15,400,000 +
In Pennsylvania, employment is the main reason people leave welfare. This success depends in large part on an ability to maintain employment, including an ability to get to work. Our clients’ needs are many and varied. After child care, transportation has emerged as their greatest supportive service need. DPW continues to work to enhance the employability of “our most vulnerable citizens” while transit providers continue to try to meet the challenges of offering services to those citizens. Now, more than before, it is important to make every effort to ensure funding for transportation assistance is maintained at levels that will continue to meet that need.
66 DEPARTMENT OF LABOR AND INDUSTRY Team Pennsylvania CareerLink Sites
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