> ![](media/image1.wmf){width="0.625in" height="0.6201388888888889in"}

Job Access and Reverse Commute (JARC) Program

FY 2006 Service Profiles

**TECHNICAL MEMORANDUM**

**October 2007**

**FTA-VA-5001-2007**

Job Access and Reverse Commute (JARC) FY 2006 Service Profiles:
Technical Memorandum

October, 2007** **

>  

*Prepared by*

Automated Communication System, Inc

1425 25^th^ Street, Newport News, VA 23607

*Prepared for*

Federal Transit Administration

U.S. Department of Transportation

Washington, DC  20590

>  

*Available Online \[http://www.fta.dot.gov\]*

Federal Transit Administration

Office of Research, Demonstration, and Innovation

1200 New Jersey Avenue, SE, East Building, 4^th^ Floor

Washington, DC  20590

*Report Number*

FTA-VA-37-5001-2007

**TABLE OF CONTENTS**

[NOTES ON JARC SERVICE PROFILES 1](#notes-on-jarc-service-profiles)

[1000 - ALABAMA DOT 1](#alabama-dot)

[Ala Dept. of Transportation (723) 1](#ala-dept.-of-transportation-723)

[1003 - KENTUCKY TRANSPORTATION CABINET
1](#kentucky-transportation-cabinet)

[Housing Authority of Bowling Green (1112)
1](#housing-authority-of-bowling-green-1112)

[1005 - North Carolina Department of Transportation
1](#north-carolina-department-of-transportation)

[Wake County (905) 1](#wake-county-905)

[1007 - TENNESSEE DEPARTMENT OF TRANSPORTATION
1](#tennessee-department-of-transportation)

[Delta HRA (751) 1](#delta-hra-751)

[East TN HRA (690) 1](#east-tn-hra-690)

[First TN HRA (691) 1](#first-tn-hra-691)

[Mid Cumberland HRA (752) 1](#mid-cumberland-hra-752)

[Northwest TN HRA (753) 1](#northwest-tn-hra-753)

[South Central HRA (754) 1](#south-central-hra-754)

[Southeast TN HRA (755) 1](#southeast-tn-hra-755)

[Southwest HRA (756) 1](#southwest-hra-756)

[Upper Cumberland HRA (757) 1](#upper-cumberland-hra-757)

[1060 - CITY OF DURHAM 1](#city-of-durham)

[City of Durham (872) 1](#city-of-durham-872)

[1065 - CITY OF RALEIGH 1](#city-of-raleigh)

[Capital Area Transit (1170) 1](#capital-area-transit-1170)

[1076 - MOBILE CITY 1](#mobile-city)

[The Wave Transit System (686) 1](#the-wave-transit-system-686)

[1080 - CLEARWATER PSTA 1](#clearwater-psta)

[Pinellas Suncoast Transit Authority (851)
1](#pinellas-suncoast-transit-authority-851)

[1085 - JACKSONVILLE TRANSPORTATION AUTHORITY
1](#jacksonville-transportation-authority)

[Clay County Council on Aging (997)
1](#clay-county-council-on-aging-997)

[Jacksonville Transportation Authority (996)
1](#jacksonville-transportation-authority-996)

[Ride Solutions (998) 1](#ride-solutions-998)

[St Johns County Council on Aging (999)
1](#st-johns-county-council-on-aging-999)

[1096 - HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY
1](#hillsborough-area-regional-transit-authority)

[HART (951) 1](#hart-951)

[1103 - SAVANNAH TRANSIT 1](#savannah-transit)

[Chatham Area Transit Authority (875)
1](#chatham-area-transit-authority-875)

[1105 - LOUISVILLE TARC 1](#louisville-tarc)

[Transit Authority of River City (904)
1](#transit-authority-of-river-city-904)

[1119 - BRISTOL CITY 1](#bristol-city)

[City of Bristol TN (673) 1](#city-of-bristol-tn-673)

[1120 - Chattanooga Area Regional Transportation Authority
1](#chattanooga-area-regional-transportation-authority)

[CARTA (663) 1](#carta-663)

[HCRT (667) 1](#hcrt-667)

[SETHRA (666) 1](#sethra-666)

[1121 - City of Clarksville 1](#city-of-clarksville)

[Clarksville Transit System (845) 1](#clarksville-transit-system-845)

[1122 - Jackson Transit Authority 1](#jackson-transit-authority)

[Jackson Transit Authority (899) 1](#jackson-transit-authority-899)

[1123 - CITY OF JOHNSON CITY 1](#city-of-johnson-city)

[Johnson City Transit (681) 1](#johnson-city-transit-681)

[1124 - CITY OF KNOXVILLE 1](#city-of-knoxville)

[City of Knoxville/Knoxville Area Transit (835)
1](#city-of-knoxvilleknoxville-area-transit-835)

[1125 - MEMPHIS AREA TRANSIT AUTHORITY
1](#memphis-area-transit-authority)

[Memphis Area Transit Authority (1065)
1](#memphis-area-transit-authority-1065)

[1136 - Regional Transportation Denver
1](#regional-transportation-denver)

[RTD (1116) 1](#rtd-1116)

[1138 - CITY OF FORT COLLINS 1](#city-of-fort-collins)

[City of Fort Collins (734) 1](#city-of-fort-collins-734)

[1139 - MESA COUNTY 1](#mesa-county)

[Mesa County Regional Transportation Office (706)
1](#mesa-county-regional-transportation-office-706)

[1154 - FMMCOG 1](#fmmcog)

[Clay County Rural Transit (1014) 1](#clay-county-rural-transit-1014)

[Giving + Learning (1015) 1](#giving-learning-1015)

[Handi-Wheels (668) 1](#handi-wheels-668)

[Metro Area Transit Fargo (1016) 1](#metro-area-transit-fargo-1016)

[Metro Area Transit Moorhead (1017)
1](#metro-area-transit-moorhead-1017)

[1191 - FORT WAYNE PTC 1](#fort-wayne-ptc)

[Fort Wayne Public Transportation Corporation (941)
1](#fort-wayne-public-transportation-corporation-941)

[Fort Wayne Urban League (982) 1](#fort-wayne-urban-league-982)

[1202 - INDIANAPOLIS PUBLIC TRANSPORTATION CORPORATION
1](#indianapolis-public-transportation-corporation)

[Indianapolis Public Transportation Corporation (1005)
1](#indianapolis-public-transportation-corporation-1005)

[1207 - MICHIGAN DOT 1](#michigan-dot)

[Ionia Dial-a-Ride (758) 1](#ionia-dial-a-ride-758)

[1209 - Suburban Mobility Authority for Regional Transportation
1](#suburban-mobility-authority-for-regional-transportation)

[North Oakland Transportation Authority (1177)
1](#north-oakland-transportation-authority-1177)

[1210 - Interurban Transit Partnership
1](#interurban-transit-partnership)

[Interurban Transit Partnership-The Rapid (717)
1](#interurban-transit-partnership-the-rapid-717)

[1216 - FLINT MASS TRANSPORTATION AUTHORITY
1](#flint-mass-transportation-authority)

[Mass Transportation Authority (1124)
1](#mass-transportation-authority-1124)

[1228 - Central Ohio Transit Authority
1](#central-ohio-transit-authority)

[Central Ohio Transit Authority (1121)
1](#central-ohio-transit-authority-1121)

[Franklin County Board of MRDD (1120)
1](#franklin-county-board-of-mrdd-1120)

[1235 - METRO REGIONAL TRANSIT AUTHORITY
1](#metro-regional-transit-authority)

[Metro Regional Transit Authority (725)
1](#metro-regional-transit-authority-725)

[1237 - CLEVELAND RTA 1](#cleveland-rta)

[GCRTA (796) 1](#gcrta-796)

[1245 - Wisconsin Dept of Transportation Bureau of Transit
1](#wisconsin-dept-of-transportation-bureau-of-transit)

[Bad River Tribe (1067) 1](#bad-river-tribe-1067)

[Central WI Community Action Council, Inc. (1068)
1](#central-wi-community-action-council-inc.-1068)

[City of Madison (1090) 1](#city-of-madison-1090)

[City of Waukesha (1077) 1](#city-of-waukesha-1077)

[Dane County (1069) 1](#dane-county-1069)

[Esperanza Unida, Inc. (1071) 1](#esperanza-unida-inc.-1071)

[Fond du Lac County (1082) 1](#fond-du-lac-county-1082)

[Kenosha Achievement Center (1083) 1](#kenosha-achievement-center-1083)

[Milwaukee Careers Cooperative (1072)
1](#milwaukee-careers-cooperative-1072)

[Milwaukee County (1074) 1](#milwaukee-county-1074)

[Northwest WI Community Svcs Agy Inc. (1084)
1](#northwest-wi-community-svcs-agy-inc.-1084)

[Sawyer County (1085) 1](#sawyer-county-1085)

[Southwestern WI Community Action Program (1086)
1](#southwestern-wi-community-action-program-1086)

[The Private Industry Council of Milwaukee County, Inc. (1075)
1](#the-private-industry-council-of-milwaukee-county-inc.-1075)

[V.E. Carter Childcare Transportation (1076)
1](#v.e.-carter-childcare-transportation-1076)

[Waukesha - Ozaukee - Washington Workforce Development, Inc. (1080)
1](#waukesha---ozaukee---washington-workforce-development-inc.-1080)

[Western Dairyland EOC, Inc (1087) 1](#western-dairyland-eoc-inc-1087)

[Women\'s Employment Project (1088) 1](#womens-employment-project-1088)

[Workforce Connections (1089) 1](#workforce-connections-1089)

[1305 - Metropolitan Council 1](#metropolitan-council)

[Anoka County (861) 1](#anoka-county-861)

[Dakota County (863) 1](#dakota-county-863)

[Hennepin County (859) 1](#hennepin-county-859)

[1316 - Toledo Metropolitan Area Council of Governments
1](#toledo-metropolitan-area-council-of-governments)

[TMACOG (830) 1](#tmacog-830)

[1334 - CONNECTICUT DEPARTMENT OF TRANSPORTATION
1](#connecticut-department-of-transportation)

[Arrow Line Acquisitions (Peter Pan) (1129)
1](#arrow-line-acquisitions-peter-pan-1129)

[CTTransit (1030) 1](#cttransit-1030)

[Estuary Transit District (1018) 1](#estuary-transit-district-1018)

[Greater Bridgeport Transit Authority (836)
1](#greater-bridgeport-transit-authority-836)

[Greater New Haven Transit District (1020)
1](#greater-new-haven-transit-district-1020)

[Housatonic Area Regional Transit (988)
1](#housatonic-area-regional-transit-988)

[Middletown Transit District (1019)
1](#middletown-transit-district-1019)

[Milford Transit District (826) 1](#milford-transit-district-826)

[New Britain Transportation Company (1033)
1](#new-britain-transportation-company-1033)

[Northeast Transportation Company, Incorporated (1037)
1](#northeast-transportation-company-incorporated-1037)

[Northwestern Connecticut Transit District (1021)
1](#northwestern-connecticut-transit-district-1021)

[Norwalk Transit District (1022) 1](#norwalk-transit-district-1022)

[Southeast Area Transit (759) 1](#southeast-area-transit-759)

[Valley Transit District (1023) 1](#valley-transit-district-1023)

[Windham Region Transit District (1024)
1](#windham-region-transit-district-1024)

[1346 - MAINE DEPARTMENT OF TRANSPORTATION
1](#maine-department-of-transportation)

[City of Bangor (843) 1](#city-of-bangor-843)

[Downeast Transportation Inc. (842)
1](#downeast-transportation-inc.-842)

[Greater Portland Transit District (789)
1](#greater-portland-transit-district-789)

[Washington Hancock Community Agency (788)
1](#washington-hancock-community-agency-788)

[York County Community Action Corp. (787)
1](#york-county-community-action-corp.-787)

[1370 - Brockton Area Transit Authority
1](#brockton-area-transit-authority)

[Brockton Area Transit Authority (775)
1](#brockton-area-transit-authority-775)

[1374 - MVRTA 1](#mvrta)

[Children\'s Center (948) 1](#childrens-center-948)

[1379 - PIONEER VALLEY TRANSIT AUTHORITY
1](#pioneer-valley-transit-authority)

[Pioneer Valley Transit Authority (1148)
1](#pioneer-valley-transit-authority-1148)

[1380 - WORCESTER REGIONAL TRANSIT AUTHORITY
1](#worcester-regional-transit-authority)

[Regional Transit Authority Transit Services, Inc. (1106)
1](#regional-transit-authority-transit-services-inc.-1106)

[1385 - NHDOT 1](#nhdot)

[Tri-County Community Action Program (729)
1](#tri-county-community-action-program-729)

[1388 - Rhode Island Public Transit Authority
1](#rhode-island-public-transit-authority)

[Rhode Island Public Transit Authority (832)
1](#rhode-island-public-transit-authority-832)

[1393 - Vermont Agency of Transportation
1](#vermont-agency-of-transportation)

[Chittenden County Transportation Authority (978)
1](#chittenden-county-transportation-authority-978)

[1394 - Chittenden County Transportation Authority
1](#chittenden-county-transportation-authority)

[Chittenden County Transportation Authority (728)
1](#chittenden-county-transportation-authority-728)

[1396 - DELAWARE DEPARTMENT OF TRANSPORTATION
1](#delaware-department-of-transportation)

[Delaware Department of Transportation (856)
1](#delaware-department-of-transportation-856)

[1398 - Washington Metropolitan Area Transit Authority
1](#washington-metropolitan-area-transit-authority)

[Potomac and Rappahannock Transportation Commission (975)
1](#potomac-and-rappahannock-transportation-commission-975)

[Springfield Circulator (976) 1](#springfield-circulator-976)

[1401 - MARYLAND TRANSIT ADMINISTRATION
1](#maryland-transit-administration)

[Allegany County Transit (762) 1](#allegany-county-transit-762)

[Bayside Community Network (763) 1](#bayside-community-network-763)

[Calvert County Government (765) 1](#calvert-county-government-765)

[Charles County (766) 1](#charles-county-766)

[City of Annapolis (768) 1](#city-of-annapolis-768)

[Corridor Transportation Corporation (772)
1](#corridor-transportation-corporation-772)

[Delmarva Community Services, Inc. (773)
1](#delmarva-community-services-inc.-773)

[Harford Transit (782) 1](#harford-transit-782)

[Howard County (783) 1](#howard-county-783)

[Maryland Rural Development Corp, Inc (801)
1](#maryland-rural-development-corp-inc-801)

[Montgomery County Ride-On (785) 1](#montgomery-county-ride-on-785)

[Prince George\'s County (786) 1](#prince-georges-county-786)

[Queen Anne\'s County (803) 1](#queen-annes-county-803)

[Sojourner-Douglass College, Inc (808)
1](#sojourner-douglass-college-inc-808)

[St. Mary\'s Transit (806) 1](#st.-marys-transit-806)

[Tri-County council for the Lower Eastern Shore of Maryland (812)
1](#tri-county-council-for-the-lower-eastern-shore-of-maryland-812)

[Washington County Public Transportation (815)
1](#washington-county-public-transportation-815)

[1414 - NEW JERSEY TRANSIT CORPORATION
1](#new-jersey-transit-corporation)

[Atlantic County (793) 1](#atlantic-county-793)

[Bergen County (794) 1](#bergen-county-794)

[Burlington County (797) 1](#burlington-county-797)

[Cumberland County Improvement Authority (799)
1](#cumberland-county-improvement-authority-799)

[Essex County (800) 1](#essex-county-800)

[Gloucester County (802) 1](#gloucester-county-802)

[Hunterdon County (805) 1](#hunterdon-county-805)

[Meadowlink TMA (795) 1](#meadowlink-tma-795)

[Mercer County (807) 1](#mercer-county-807)

[Middlesex County (809) 1](#middlesex-county-809)

[Monmouth County (813) 1](#monmouth-county-813)

[Morris County (816) 1](#morris-county-816)

[NJ TRANSIT (804) 1](#nj-transit-804)

[Ocean County (817) 1](#ocean-county-817)

[Passaic County (818) 1](#passaic-county-818)

[Pearl Transit (819) 1](#pearl-transit-819)

[Salem County Interagency Council (820)
1](#salem-county-interagency-council-820)

[South Jersey Transportation Authority (798)
1](#south-jersey-transportation-authority-798)

[Sussex County (821) 1](#sussex-county-821)

[Union County (823) 1](#union-county-823)

[Warren County (824) 1](#warren-county-824)

[1425 - EMTA 1](#emta)

[Erie Metropolitan Transit Authority (1119)
1](#erie-metropolitan-transit-authority-1119)

[1434 - Red Rose Transit Authority 1](#red-rose-transit-authority)

[Red Rose Transit Authority (961) 1](#red-rose-transit-authority-961)

[1441 - Port Authority of Allegheny County
1](#port-authority-of-allegheny-county)

[Airport Corridor Transportation Association (1151)
1](#airport-corridor-transportation-association-1151)

[Allegheny Intermediate Unit (1155)
1](#allegheny-intermediate-unit-1155)

[Beaver County Transit Authority (1150)
1](#beaver-county-transit-authority-1150)

[Butler Township-City Joint Municipal Authority (1136)
1](#butler-township-city-joint-municipal-authority-1136)

[Commuteinfo (1160) 1](#commuteinfo-1160)

[Heritage Health Foundation (1149) 1](#heritage-health-foundation-1149)

[Indiana County Transit Authority (1158)
1](#indiana-county-transit-authority-1158)

[Port Authority (1134) 1](#port-authority-1134)

[Presbyterian Ministries - Ship of Zion (1154)
1](#presbyterian-ministries---ship-of-zion-1154)

[Three Rivers Workforce Investment Board (1152)
1](#three-rivers-workforce-investment-board-1152)

[Travelers Aid (1153) 1](#travelers-aid-1153)

[Washington Rides (1159) 1](#washington-rides-1159)

[West Moreland Transit Authority (1157)
1](#west-moreland-transit-authority-1157)

[1458 - GRTC RICHMOND 1](#grtc-richmond)

[Chesterfield Department of Social services (810)
1](#chesterfield-department-of-social-services-810)

[GRTC Transit System (790) 1](#grtc-transit-system-790)

[Hanover Department of Social Services (791)
1](#hanover-department-of-social-services-791)

[Henrico Department of Social Services (792)
1](#henrico-department-of-social-services-792)

[Richmond Department of Social services (811)
1](#richmond-department-of-social-services-811)

[1464 - KANAWHA VALLEY REGIONAL TRANSPORTATION AUTHORITY
1](#kanawha-valley-regional-transportation-authority)

[KVRTA (938) 1](#kvrta-938)

[1467 - TRI-STATE TRANSIT AUTHORITY 1](#tri-state-transit-authority)

[Tri-State Transit Authority (964) 1](#tri-state-transit-authority-964)

[1523 - ALBUQUERQUE CTY 1](#albuquerque-cty)

[Albuquerque Transit Department/ABQ RIDE (741)
1](#albuquerque-transit-departmentabq-ride-741)

[1525 - Central Oklahoma Transportation and Parking Authority
1](#central-oklahoma-transportation-and-parking-authority)

[Central Oklahoma Transportation and Parking Authority (972)
1](#central-oklahoma-transportation-and-parking-authority-972)

[1527 - METROPOLITAN TULSA TRANSIT AUTHORITY
1](#metropolitan-tulsa-transit-authority)

[Tulsa Transit (777) 1](#tulsa-transit-777)

[1528 - City of Abilene 1](#city-of-abilene)

[CityLink Transit (City of Abilene) (713)
1](#citylink-transit-city-of-abilene-713)

[1535 - CORPUS CHRISTI RTA 1](#corpus-christi-rta)

[Corpus Christi RTA (867) 1](#corpus-christi-rta-867)

[1539 - City of El Paso Sun Metro 1](#city-of-el-paso-sun-metro)

[Sun Metro Job Express (665) 1](#sun-metro-job-express-665)

[1540 - FWTA 1](#fwta)

[Fort Worth Transportation Authority (862)
1](#fort-worth-transportation-authority-862)

[1543 - City of Galveston 1](#city-of-galveston)

[Island Transit (769) 1](#island-transit-769)

[1556 - TYLER CTY 1](#tyler-cty)

[Tyler Transit System (760) 1](#tyler-transit-system-760)

[1561 - Arkansas State Highway and Transportation Department
1](#arkansas-state-highway-and-transportation-department)

[City of West Memphis (733) 1](#city-of-west-memphis-733)

[Rainbow of Challenges, Inc. (761) 1](#rainbow-of-challenges-inc.-761)

[1562 - LOUISIANA DOT 1](#louisiana-dot)

[Avoyelles Council on Aging (980) 1](#avoyelles-council-on-aging-980)

[Calcasieu Parish Police Jury, Office of Community Services (1114)
1](#calcasieu-parish-police-jury-office-of-community-services-1114)

[Madison Parish Council on Aging, Inc. (1123)
1](#madison-parish-council-on-aging-inc.-1123)

[St. Mary Community Action Committee Association, Inc (1122)
1](#st.-mary-community-action-committee-association-inc-1122)

[Washington Parish Council on Aging (1126)
1](#washington-parish-council-on-aging-1126)

[1588 - NCTCOG 1](#nctcog)

[Fort Worth Transportation Authority (966)
1](#fort-worth-transportation-authority-966)

[North Central Texas Council of Governments (973)
1](#north-central-texas-council-of-governments-973)

[1622 - CALIFORNIA STATE DOT (CALTRANS) DIVISION OF MASS TRANSPORTATION
1](#california-state-dot-caltrans-division-of-mass-transportation)

[City of Santa Maria (SMAT) (883) 1](#city-of-santa-maria-smat-883)

[Mendocino Transit Authority (MTA) (884)
1](#mendocino-transit-authority-mta-884)

[Monterey Salinas Transit (885) 1](#monterey-salinas-transit-885)

[Placer County Dept. of Public Works (886)
1](#placer-county-dept.-of-public-works-886)

[Sacramento Area Council of Governments (887)
1](#sacramento-area-council-of-governments-887)

[San Joaquin RTD (889) 1](#san-joaquin-rtd-889)

[Santa Barbara County Association of Governments (891)
1](#santa-barbara-county-association-of-governments-891)

[Tulare County Association of Governments (893)
1](#tulare-county-association-of-governments-893)

[1625 - Nevada Department of Transportation
1](#nevada-department-of-transportation)

[CART (967) 1](#cart-967)

[Douglas County (968) 1](#douglas-county-968)

[Douglas County Bluego (969) 1](#douglas-county-bluego-969)

[Northern Nevada Transit Coalition NNTC (971)
1](#northern-nevada-transit-coalition-nntc-971)

[SNTC (839) 1](#sntc-839)

[1632 - Alameda Contra Costa Transit District
1](#alameda-contra-costa-transit-district)

[Alameda Contra Costa Transit District (AC TRANSIT) (833)
1](#alameda-contra-costa-transit-district-ac-transit-833)

[1655 - MTC 1](#mtc)

[AC Transit (1180) 1](#ac-transit-1180)

[City CarShare (1183) 1](#city-carshare-1183)

[City of Dixon (1168) 1](#city-of-dixon-1168)

[Contra Costa County Employment and Humas Services Dept (1184)
1](#contra-costa-county-employment-and-humas-services-dept-1184)

[County Connection (1185) 1](#county-connection-1185)

[Livermore/Amador Valley Transit Authority (1186)
1](#livermoreamador-valley-transit-authority-1186)

[Marin County (1167) 1](#marin-county-1167)

[NCTPA (1108) 1](#nctpa-1108)

[Neighborhood House of North Richmond (1166)
1](#neighborhood-house-of-north-richmond-1166)

[Outreach (1187) 1](#outreach-1187)

[San Mateo County Transit District (SamTrans) (1188)
1](#san-mateo-county-transit-district-samtrans-1188)

[Sonoma County Human Services Dept (1169)
1](#sonoma-county-human-services-dept-1169)

[WestCAT (1165) 1](#westcat-1165)

[1659 - SACRAMENTO REGIONAL TRANSIT DISTRICT
1](#sacramento-regional-transit-district)

[City of Roseville (735) 1](#city-of-roseville-735)

[County of Sacramento (736) 1](#county-of-sacramento-736)

[Paratransit, Inc. (1013) 1](#paratransit-inc.-1013)

[Placer County (974) 1](#placer-county-974)

[Sacramento County DHA (1115) 1](#sacramento-county-dha-1115)

[Sacramento Regional Transit District (1079)
1](#sacramento-regional-transit-district-1079)

[Yolo County Transportation District (781)
1](#yolo-county-transportation-district-781)

[Yuba-Sutter Transit Authority (947)
1](#yuba-sutter-transit-authority-947)

[1669 - WASHOE 1](#washoe)

[Washoe (829) 1](#washoe-829)

[1674 - VTA 1](#vta)

[Outreach & Escort Inc. (OUTREACH Inc.) (901)
1](#outreach-escort-inc.-outreach-inc.-901)

[1683 - City of Phoenix 1](#city-of-phoenix)

[Maricopa County Human Services Department (688)
1](#maricopa-county-human-services-department-688)

[1724 - Washington State Department of Transportation
1](#washington-state-department-of-transportation)

[Coastal Community Action Program (1137)
1](#coastal-community-action-program-1137)

[Human Services Council (1139) 1](#human-services-council-1139)

[Jefferson Transit (1138) 1](#jefferson-transit-1138)

[Okanogan County Transportation & Nutrition (1140)
1](#okanogan-county-transportation-nutrition-1140)

[Olympic Community Action Council (1141)
1](#olympic-community-action-council-1141)

[People for People - Moses Lake (1143)
1](#people-for-people---moses-lake-1143)

[People for People - Yakima (1142) 1](#people-for-people---yakima-1142)

[Pierce County Community Services (1144)
1](#pierce-county-community-services-1144)

[Rural Resources Community Action (1145)
1](#rural-resources-community-action-1145)

[Thurston Regional Planning Council (1146)
1](#thurston-regional-planning-council-1146)

[WSDOT (1147) 1](#wsdot-1147)

[1725 - ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES
1](#alaska-department-of-transportation-and-public-facilities)

[Alaska Mobility Coalition (983) 1](#alaska-mobility-coalition-983)

[Ketchikan Gateway Borough (903) 1](#ketchikan-gateway-borough-903)

[Mat-Su Community Transit (902) 1](#mat-su-community-transit-902)

[Paratransit Services (990) 1](#paratransit-services-990)

[1728 - TriCounty Metropolitan Transportation District of Oregon
1](#tricounty-metropolitan-transportation-district-of-oregon)

[City of Portland (936) 1](#city-of-portland-936)

[City of Sandy (925) 1](#city-of-sandy-925)

[Clackamas County Social Services (932)
1](#clackamas-county-social-services-932)

[Community Cycling Center (934) 1](#community-cycling-center-934)

[Mt Hood Community College (929) 1](#mt-hood-community-college-929)

[Portland Community College (937) 1](#portland-community-college-937)

[Ride Connection (928) 1](#ride-connection-928)

[South Clackamas Transit District (926)
1](#south-clackamas-transit-district-926)

[South Metro Area Rapid Transit (922)
1](#south-metro-area-rapid-transit-922)

[Swan Island Transportation Management Association (930)
1](#swan-island-transportation-management-association-930)

[TriMet (918) 1](#trimet-918)

[Tualatin Chamber of Commerce (920)
1](#tualatin-chamber-of-commerce-920)

[1730 - Pierce County Public Transportation Benefit Area Authority
1](#pierce-county-public-transportation-benefit-area-authority)

[Pierce County Public Transportation Benefit Area (707)
1](#pierce-county-public-transportation-benefit-area-707)

[Puget Sound Educational Services District (708)
1](#puget-sound-educational-services-district-708)

[1731 - KING COUNTY DEPARTMENT OF TRANSPORTATION
1](#king-county-department-of-transportation)

[Casa Latina (745) 1](#casa-latina-745)

[Center for Career Alternatives (746)
1](#center-for-career-alternatives-746)

[Central Area Motivation Program (744)
1](#central-area-motivation-program-744)

[King County DOT (742) 1](#king-county-dot-742)

[King County Work Training Program (747)
1](#king-county-work-training-program-747)

[Neighborhood House (743) 1](#neighborhood-house-743)

[SKCAC Industries (748) 1](#skcac-industries-748)

[Worksource Solutions/Cliffside Vocational (749)
1](#worksource-solutionscliffside-vocational-749)

[1733 - STA 1](#sta)

[Spokane Transit (784) 1](#spokane-transit-784)

[1734 - FAIRBANKS NSB 1](#fairbanks-nsb)

[Fairbanks North Star Borough Transportation (844)
1](#fairbanks-north-star-borough-transportation-844)

[1739 - Rogue Valley Transportation District
1](#rogue-valley-transportation-district)

[Rogue Valley Transportation District (1128)
1](#rogue-valley-transportation-district-1128)

[1740 - SALEM AREA MASS TRANSIT DISTRICT
1](#salem-area-mass-transit-district)

[Salem Area Mass Transit District (1109)
1](#salem-area-mass-transit-district-1109)

[1745 - INTERCITY TRANSIT 1](#intercity-transit)

[Intercity Transit Village Vans (731)
1](#intercity-transit-village-vans-731)

[1746 - KITSAP 1](#kitsap)

[Kitsap Transit (704) 1](#kitsap-transit-704)

[1776 - CDTA 1](#cdta)

[Capital District Transportation Authority (840)
1](#capital-district-transportation-authority-840)

[1778 - CNYRTA 1](#cnyrta)

[Central NY Regional Transportation Authority (841)
1](#central-ny-regional-transportation-authority-841)

[1786 - New York Metropolitan Transportation Authority
1](#new-york-metropolitan-transportation-authority)

[MTA Long Island Bus (730) 1](#mta-long-island-bus-730)

[1791 - New York State Department of Transportation
1](#new-york-state-department-of-transportation)

[Chautauqua County (1095) 1](#chautauqua-county-1095)

[City of Hornell (695) 1](#city-of-hornell-695)

[Franklin County (694) 1](#franklin-county-694)

[NFTA (767) 1](#nfta-767)

[Non-Profit Assistance Corporation (1055)
1](#non-profit-assistance-corporation-1055)

[Phipps Community Development Corporation (693)
1](#phipps-community-development-corporation-693)

[Project Renewal (1058) 1](#project-renewal-1058)

[Schoharie County (1059) 1](#schoharie-county-1059)

[St. Lawrence County (1057) 1](#st.-lawrence-county-1057)

[Suffolk County (1060) 1](#suffolk-county-1060)

[Sullivan County (1096) 1](#sullivan-county-1096)

[Westchester County (1105) 1](#westchester-county-1105)

[1797 - Rochester Genesee Regional Transportation Authority
1](#rochester-genesee-regional-transportation-authority)

[Rochester-Genesee Regional Transportation Authority (849)
1](#rochester-genesee-regional-transportation-authority-849)

[1803 - WCDOT 1](#wcdot)

[Westchester County Department of Transportation (1078)
1](#westchester-county-department-of-transportation-1078)

[1812 - IOWA DEPARTMENT OF TRANSPORTATION
1](#iowa-department-of-transportation)

[City of Cedar Rapids (Five Seasons Transportation) (676)
1](#city-of-cedar-rapids-five-seasons-transportation-676)

[City of Dubuque (Keyline) (671) 1](#city-of-dubuque-keyline-671)

[City of Muscatine (Muscabus) (675) 1](#city-of-muscatine-muscabus-675)

[Deleware, Dubuque and Jackson Counties Regional Transit Authority (674)
1](#deleware-dubuque-and-jackson-counties-regional-transit-authority-674)

[Des Moines Area Regional Transit (DART) (678)
1](#des-moines-area-regional-transit-dart-678)

[Metropolitain Transit Authority of Black Hawk County (683)
1](#metropolitain-transit-authority-of-black-hawk-county-683)

[Northeast Iowa Community Action Transit (677)
1](#northeast-iowa-community-action-transit-677)

[Ottumwa Transit Authority (699) 1](#ottumwa-transit-authority-699)

[Region 2 Transit (682) 1](#region-2-transit-682)

[RIDES (672) 1](#rides-672)

[River Bend Transit (669) 1](#river-bend-transit-669)

[Southwest Iowa Transit Agency (700)
1](#southwest-iowa-transit-agency-700)

[Western Iowa Transit System (WITS) (680)
1](#western-iowa-transit-system-wits-680)

[1814 - MISSOURI DEPARTMENT OF TRANSPORTATION
1](#missouri-department-of-transportation)

[OATS, Inc. (778) 1](#oats-inc.-778)

[Ray County Transportation, Inc. (779)
1](#ray-county-transportation-inc.-779)

[Workforce Investment Board of Southeast Missouri (780)
1](#workforce-investment-board-of-southeast-missouri-780)

[1823 - TOPEKA MTA 1](#topeka-mta)

[Topeka Metro Transit Authority (737)
1](#topeka-metro-transit-authority-737)

[1824 - WICHITA TRANSIT 1](#wichita-transit)

[Wichita Transit (740) 1](#wichita-transit-740)

[1827 - KANSAS CITY AREA TRANSPORTATION AUTHORITY
1](#kansas-city-area-transportation-authority)

[Kansas City Area Transportation Authority (946)
1](#kansas-city-area-transportation-authority-946)

[1828 - City Utilities of Springfield 1](#city-utilities-of-springfield)

[City Utilities of Springfield (712)
1](#city-utilities-of-springfield-712)

[1830 - Bi-State Development Agency 1](#bi-state-development-agency)

[Bi-State Development Agency (776) 1](#bi-state-development-agency-776)

[1851 - MidAmerica Regional Council 1](#midamerica-regional-council)

[City of Olathe (935) 1](#city-of-olathe-935)

[Full Employment Council (927) 1](#full-employment-council-927)

[Johnson County Transit (933) 1](#johnson-county-transit-933)

[Kansas City Area Transportation Authority (923)
1](#kansas-city-area-transportation-authority-923)

[Mid-America Regional Council (921)
1](#mid-america-regional-council-921)

[OATS, inc. (924) 1](#oats-inc.-924)

[Unified Government Transit (931) 1](#unified-government-transit-931)

[1871 - CITY OF LAFAYETTE 1](#city-of-lafayette)

[Lafayette Transit System (715) 1](#lafayette-transit-system-715)

[1898 - East West Gateway Coordinating Council
1](#east-west-gateway-coordinating-council)

[Bi-State Development Agency (1066)
1](#bi-state-development-agency-1066)

[East-West Gateway Council of Governments (738)
1](#east-west-gateway-council-of-governments-738)

[1937 - Via Metropolitan Transit Authority
1](#via-metropolitan-transit-authority)

[VIA Metropolitan Transit (727) 1](#via-metropolitan-transit-727)

[1947 - SOUTHEASTERN PENNSYLVANIA TRANSPORTATION AUTHORITY
1](#southeastern-pennsylvania-transportation-authority)

[Bucks County TMA (1050) 1](#bucks-county-tma-1050)

[Delaware County TMA (1049) 1](#delaware-county-tma-1049)

[Greater Valley Forge TMA (1052) 1](#greater-valley-forge-tma-1052)

[Impact Services Corporation (1054)
1](#impact-services-corporation-1054)

[Partnership TMA (1051) 1](#partnership-tma-1051)

[SEPTA (1048) 1](#septa-1048)

[TMA of Chester County (1053) 1](#tma-of-chester-county-1053)

[1993 - CITY OF LUBBOCK 1](#city-of-lubbock)

[CITIBUS (750) 1](#citibus-750)

[2053 - MUNCIE PTC 1](#muncie-ptc)

[Muncie Public Transportation Corporation (684)
1](#muncie-public-transportation-corporation-684)

[2066 - CITY OF SANTA FE 1](#city-of-santa-fe)

[Santa Fe Trails (981) 1](#santa-fe-trails-981)

[2107 - CITY OF DETROIT DEPARTMENT OF TRANSPORTATION
1](#city-of-detroit-department-of-transportation)

[Detroit Workforce Development Department (825)
1](#detroit-workforce-development-department-825)

[Eastside Community Resource and Non-profit Housing corporation (827)
1](#eastside-community-resource-and-non-profit-housing-corporation-827)

[Office of Mobility Management II (828)
1](#office-of-mobility-management-ii-828)

[2301 - MTDB 1](#mtdb)

[MTS/MTDB (876) 1](#mtsmtdb-876)

[2578 - SNOHOMISH COUNTY PUBLIC TRANS. BENEFIT AREA CORP.
1](#snohomish-county-public-trans.-benefit-area-corp.)

[Snohomish County Public Trans. Benefit Area Corp. (1113)
1](#snohomish-county-public-trans.-benefit-area-corp.-1113)

[2850 - KEY WEST CITY 1](#key-west-city)

[City of Key West (834) 1](#city-of-key-west-834)

[2874 - COBB COMMUNITY TRANSIT 1](#cobb-community-transit)

[Cobb County Government (701) 1](#cobb-county-government-701)

[3214 - FACT 1](#fact)

[Fayette Area Coordinated Transportation (719)
1](#fayette-area-coordinated-transportation-719)

[5005 - METRA 1](#metra)

[Metra (963) 1](#metra-963)

[Pace (1061) 1](#pace-1061)

[5118 - PACE 1](#pace)

[Pace Suburban Bus (711) 1](#pace-suburban-bus-711)

[5143 - CMTA 1](#cmta)

[Capital Metro (919) 1](#capital-metro-919)

[5349 - FAIRFAX COUNTY 1](#fairfax-county)

[County of Fairfax, Virginia (1110) 1](#county-of-fairfax-virginia-1110)

[Virginia Department of Transportation (1103)
1](#virginia-department-of-transportation-1103)

[5475 - TOMPKINS COUNTY 1](#tompkins-county)

[Tioga Transport, Inc. (664) 1](#tioga-transport-inc.-664)

[Tompkins Consolidated Area Transit (661)
1](#tompkins-consolidated-area-transit-661)

[5488 - COMMUNITY TRANSPORTATION ASSO OF AMERICA
1](#community-transportation-asso-of-america)

[CTS (1133) 1](#cts-1133)

[NCDOT/Cape Fear Public Transportation Authority (915)
1](#ncdotcape-fear-public-transportation-authority-915)

[NCDOT/Chatham Transit Network (908)
1](#ncdotchatham-transit-network-908)

[NCDOT/City of Charlotte (907) 1](#ncdotcity-of-charlotte-907)

[NCDOT/Gates County (909) 1](#ncdotgates-county-909)

[NCDOT/Guilford County (910) 1](#ncdotguilford-county-910)

[NCDOT/Iredell County (911) 1](#ncdotiredell-county-911)

[NCDOT/Lee County (912) 1](#ncdotlee-county-912)

[NCDOT/Rutherford County (916) 1](#ncdotrutherford-county-916)

[NCDOT/Swain Focal Point on Aging, Inc. (913)
1](#ncdotswain-focal-point-on-aging-inc.-913)

[NCDOT/Triangle Transit Authority (914)
1](#ncdottriangle-transit-authority-914)

[TANB (1156) 1](#tanb-1156)

[5566 - Los Angeles County Metropolitan Transportation Authority
1](#los-angeles-county-metropolitan-transportation-authority)

[City of Calabasas (1092) 1](#city-of-calabasas-1092)

[City of Santa Clarita (1091) 1](#city-of-santa-clarita-1091)

[Long Beach Transit (1093) 1](#long-beach-transit-1093)

[Los Angeles County Department of Public Works (1094)
1](#los-angeles-county-department-of-public-works-1094)

[5656 - SOUND TRANSIT 1](#sound-transit)

[Sound Transit (696) 1](#sound-transit-696)

[5689 - GULF COAST CNTR. 1](#gulf-coast-cntr.)

[The Gulf Coast Center (705) 1](#the-gulf-coast-center-705)

[5723 - MENDOCINO TRANSIT AUTHORITY 1](#mendocino-transit-authority)

[Mendocino Transit Authority (1107)
1](#mendocino-transit-authority-1107)

[5776 - NECALG 1](#necalg)

[County Express (722) 1](#county-express-722)

[5834 - KI BOIS COMMUNITY ACTION 1](#ki-bois-community-action)

[Call A Ride Public Transit (1025) 1](#call-a-ride-public-transit-1025)

[Central Oklahoma Transit System (1026)
1](#central-oklahoma-transit-system-1026)

[Cherokee Strip Transit (1027) 1](#cherokee-strip-transit-1027)

[Cimarron Public Transit System (1028)
1](#cimarron-public-transit-system-1028)

[Delta Public Transit (1029) 1](#delta-public-transit-1029)

[First Capital Trolley (1031) 1](#first-capital-trolley-1031)

[Great Plains Transportation (1045)
1](#great-plains-transportation-1045)

[JAMM Transit (1032) 1](#jamm-transit-1032)

[KIBOIS Area Transit System (1034) 1](#kibois-area-transit-system-1034)

[Little Dixie Transit (1035) 1](#little-dixie-transit-1035)

[Muskogee County Transit Authority (1036)
1](#muskogee-county-transit-authority-1036)

[Pelivan Transit (1038) 1](#pelivan-transit-1038)

[Red River Public Transportation Service (1039)
1](#red-river-public-transportation-service-1039)

[Southern Oklahoma Rural Transportation System (1040)
1](#southern-oklahoma-rural-transportation-system-1040)

[Southwest Transit (1041) 1](#southwest-transit-1041)

[The Ride (1042) 1](#the-ride-1042)

[The Transit (1043) 1](#the-transit-1043)

[Washita Valley Transit System (1044)
1](#washita-valley-transit-system-1044)

[5839 - Archuleta County Department of Social Services
1](#archuleta-county-department-of-social-services)

[Archuleta County Transportation (939)
1](#archuleta-county-transportation-939)

[5847 - Change Inc 1](#change-inc)

[CHANGE, Inc. (906) 1](#change-inc.-906)

[5848 - Wayne County Community Services Organization Inc
1](#wayne-county-community-services-organization-inc)

[WCCSO/Wayne X-Press (950) 1](#wccsowayne-x-press-950)

[5899 - Matanuska Susitna Coordinated Transportation
1](#matanuska-susitna-coordinated-transportation)

[MASCOT (1189) 1](#mascot-1189)

[5903 - CARTS INC 1](#carts-inc)

[Central Area Rural Transit System, Inc. (CARTS) (739)
1](#central-area-rural-transit-system-inc.-carts-739)

[5982 - Knoxville Knox County Community Action Committee
1](#knoxville-knox-county-community-action-committee)

[Knoxville-Knox County Community Action Committee (979)
1](#knoxville-knox-county-community-action-committee-979)

[5992 - Seedco 1](#seedco)

[Seedco (1002) 1](#seedco-1002)

[5994 - YWCA OF MCLEAN COUNTY 1](#ywca-of-mclean-county)

[YWCA McLean County (1164) 1](#ywca-mclean-county-1164)

[6075 - Easter Seals Western Alabama 1](#easter-seals-western-alabama)

[Easter Seals West Alabama (831) 1](#easter-seals-west-alabama-831)

[6079 - RCCAA 1](#rccaa)

[Raleigh County Community Action Association, Inc. (764)
1](#raleigh-county-community-action-association-inc.-764)

[6097 - Center for Community Inc 1](#center-for-community-inc)

[Center for Community, Inc. (965) 1](#center-for-community-inc.-965)

[6105 - MONONGALIA COUNTY URBAN MASS TRANSIT AUTHORITY
1](#monongalia-county-urban-mass-transit-authority)

[Monongalia County Urban Mass Transit Authority (1056)
1](#monongalia-county-urban-mass-transit-authority-1056)

[6147 - SUFFOLK COUNTY UNITED VETERANS PROJECT INC
1](#suffolk-county-united-veterans-project-inc)

[Suffolk County United Veterans (1172)
1](#suffolk-county-united-veterans-1172)

[6171 - MRTI 1](#mrti)

[Monroe Randolph Transit District (703)
1](#monroe-randolph-transit-district-703)

[6174 - University of Alabama 1](#university-of-alabama)

[Ability Alliance of West Alabama (1178)
1](#ability-alliance-of-west-alabama-1178)

[CrossingPoints (1171) 1](#crossingpoints-1171)

[Kid One Transport (1161) 1](#kid-one-transport-1161)

[Lakeshore Foundation (1181) 1](#lakeshore-foundation-1181)

[Tuscaloosa Family Resource Center (1176)
1](#tuscaloosa-family-resource-center-1176)

[6177 - Ways to Work Inc 1](#ways-to-work-inc)

[Alliance for Children and Families of the Lehigh Valley (943)
1](#alliance-for-children-and-families-of-the-lehigh-valley-943)

[Alliance for Families and Children (960)
1](#alliance-for-families-and-children-960)

[Bethany for Children and Families (987)
1](#bethany-for-children-and-families-987)

[Child & Family Services of Eastern Virginia, Inc. (991)
1](#child-family-services-of-eastern-virginia-inc.-991)

[Childserv (954) 1](#childserv-954)

[Communities Investing In Families (994)
1](#communities-investing-in-families-994)

[Community Action Council (959) 1](#community-action-council-959)

[Community Action Partnership of Ramsey & Washington Counties (1010)
1](#community-action-partnership-of-ramsey-washington-counties-1010)

[Community Emergency Assistance Program (945)
1](#community-emergency-assistance-program-945)

[Enterprise for Progress in the Community (EPIC) (1012)
1](#enterprise-for-progress-in-the-community-epic-1012)

[Episcopal Community Services (984)
1](#episcopal-community-services-984)

[Family and Children Services (1003)
1](#family-and-children-services-1003)

[Family Service Agency of San Mateo County (1004)
1](#family-service-agency-of-san-mateo-county-1004)

[Family Service Agency of the Central Coast (1006)
1](#family-service-agency-of-the-central-coast-1006)

[Family Service Association of Bucks County (866)
1](#family-service-association-of-bucks-county-866)

[Family Service Centers, Inc. (955) 1](#family-service-centers-inc.-955)

[Family Service of Greater Baton Rouge (944)
1](#family-service-of-greater-baton-rouge-944)

[Family Services of Montgomery County (989)
1](#family-services-of-montgomery-county-989)

[Family Services of Western Pennsylvania (1000)
1](#family-services-of-western-pennsylvania-1000)

[Greenleaf Family Center (942) 1](#greenleaf-family-center-942)

[Metropolitan Family Service (1001)
1](#metropolitan-family-service-1001)

[Northern Virginia Family Service (992)
1](#northern-virginia-family-service-992)

[People Responding in Social Ministry (PRISM) (956)
1](#people-responding-in-social-ministry-prism-956)

[Pillsbury United Communities (962)
1](#pillsbury-united-communities-962)

[Provident, Inc. (1009) 1](#provident-inc.-1009)

[Scott Carver Dakota CAP Agency, Inc. (1008)
1](#scott-carver-dakota-cap-agency-inc.-1008)

[The Family Conservancy (957) 1](#the-family-conservancy-957)

[The Family Tree (958) 1](#the-family-tree-958)

[The Florida Center for Child & Family Development (1007)
1](#the-florida-center-for-child-family-development-1007)

[The Urban League of Champaign County (953)
1](#the-urban-league-of-champaign-county-953)

[6184 - RFTA 1](#rfta)

[Roaring Fork Transportation Authority (720)
1](#roaring-fork-transportation-authority-720)

[6193 - DUPAGE COUNTY DEPARTMENT OF HUMAN RESOURCES
1](#dupage-county-department-of-human-resources)

[Pace (847) 1](#pace-847)

[6201 - City of Bend, Bend Extended Area Transit
1](#city-of-bend-bend-extended-area-transit)

[City of Bend, Bend Area Transit (1064)
1](#city-of-bend-bend-area-transit-1064)

[Commute Options (940) 1](#commute-options-940)

[6259 - KINGS COUNTY AREA PUBLIC TRANSIT AGENCY
1](#kings-county-area-public-transit-agency)

[Kings County Area Public Transit Agency (724)
1](#kings-county-area-public-transit-agency-724)

[6310 - DANVILLE MASS TRANSIT 1](#danville-mass-transit)

[Danville Mass Transit/City of Danville (702)
1](#danville-mass-transitcity-of-danville-702)

[6382 - Oklahoma Transit Association 1](#oklahoma-transit-association)

[Central Oklahoma Transportation and Parking Authority (1111)
1](#central-oklahoma-transportation-and-parking-authority-1111)

[6461 - SPNEC 1](#spnec)

[St. Paul Neighborhood Energy Consortium (NKA Neighborhood Energy
Connection) (718)
1](#st.-paul-neighborhood-energy-consortium-nka-neighborhood-energy-connection-718)

[6477 - WEST CAP 1](#west-cap)

[West Central Wisconsin Community Action Agency, Inc. (897)
1](#west-central-wisconsin-community-action-agency-inc.-897)

[6497 - The Arc of Madision County Inc.
1](#the-arc-of-madision-county-inc.)

[The Arc of Madison County, Inc. (917)
1](#the-arc-of-madison-county-inc.-917)

[6511 - PHILADELPHIA UNEMPLOYMENT PROJECT
1](#philadelphia-unemployment-project)

[Philadelphia Unemployment Project (698)
1](#philadelphia-unemployment-project-698)

**Page Left Blank Intentionally**

# NOTES ON JARC SERVICE PROFILES

This technical memorandum includes the profiles that JARC grantees
submitted as part of the FY 2006 reporting process.

Profiles are presented in numerical order, based on the assigned
four-digit grantee identification number. For each grantee,
subrecipients are listed in alphabetical order.

For each JARC-funded service, grantees answered the following questions:

-   **Service description** -- Provide a detailed description of the
    JARC-funded service provided during FY 2006

-   **Competitive selection process** -- How as this service selected
    for funding and implementation?

-   **Evaluation** -- Describe how you have evaluated your project
    within your agency or organization. Identify relevant performance
    measures and benchmarks.

-   **Accomplishments** -- Highlight your greatest accomplishments.
    Describe any especially successful or innovative elements. What
    advice would you give to someone else starting a service like yours?

The JARC evaluation team corrected obvious errors and formatted the
information. However, the profiles have not been edited for content or
style and are presented substantially as submitted by the grantees.

# 1000 - ALABAMA DOT

## Ala Dept. of Transportation (723) 

### Alabama Department of Transportation (61)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** ALDOT uses JARC funds to supplement the
nonurbanized area public transportation systems. The systems start new
and expand exisiting services that connect welfare recipients and other
low-income persons to jobs and employment related activities. Temporary
Assistance For Needy Families (TANF) recipients and low-income families
with minor children whose gross income is below 200% of the federal
poverty guidelines is the primary population for JARC funded services.
In addition to job related activities, JARC funds are used to provide
access to child and medical care. The ALDOT is working to remove
transportation barriers from the past of the way of welfare to work
recipients

**Competitive selection process:** other

**Other notes:** Matching funds have been provided by the Alabama
Department of Human Resources and the Alabama Department of Mental
Health and Mental Retardation. Through collaborative efforts involving
the named state agencies, the State of Alabama has realized suc

**Evaluation:** ALDOT do not conduct any type of evaluation with regards
to JARC services. Rather ALDOT measures performance by statistical
information relative to the number of individuals removed from welfare
rolls as a direct result of the JARC transportation program. Information
is provided to ALDOT by its parternering state agencies.

**Accomplishments:** ALDOT experienced an increase in the number of TANF
recipients provided JARC funded transportation, as well as removed a
major barrior to self sufficiency for those Alabamians. This was achived
through partnerships being formed with ALDOT and two sister state
agencies. We advice anyone starting services like ours to be patience.
Do to the needs are there, but it takes time for all the pieces to come
together and an accomplishment is realized.

# 1003 - KENTUCKY TRANSPORTATION CABINET 

## Housing Authority of Bowling Green (1112) 

### No Excuses Transportation Operating Grant (607)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** This report period is only for three months. FY
07 reporting will reflect that the Housing Authority has won two
national awards for this \"No Excuses Transportation Program\"

**Competitive selection process:** other

**Evaluation:** Again, this project during this report period is in its
infancy. The 437 rides (a three month period)will be the baseline
benchmark for future reports

**Accomplishments:** One of the best Programs initiatied in the Bowling
Green area assisting low income individuals in getting to work and job
activities

# 1005 - North Carolina Department of Transportation 

## Wake County (905) 

### TRACS (287)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Wake County and our partnering programs and
agencies are trying to move the economically disadvantaged workers in
rural Wake County from welfare to work, or keep them from becoming
unemployed due to unreliable transportation alternatives or availability
of childcare services. A flexible and responsive non-traditional
transportation alternative is necessary to promote access to the entry
level and service jobs that are available for these citizens.

Wake County provided transportation services for low-income persons and
the rural public by employing a transportation service design that is
sufficiently frequent, flexible and responsive to meet these needs
effectively. These supportive transportation services increased a
person's ability to access job opportunities, childcare opportunities,
and maintain employment. The service also improved the employers'
ability to recruit and sustain their workforce. Finally, the service
supported the goals and objectives of our partnering programs and
agencies. Wake County's Transportation Program has partnered with seven
Towns, several Chambers of Commerce, the County Work First Program, the
County Developmental Disabilities Vocational Program, the County Housing
and Community Revitalization Program, the Workforce Development Board,
the Wake Business Advisory Council, Wake Enterprises and Resources for
Seniors to plan and fund these transportation services in our community.
The project provided a coordinated and demand responsive, zone based
transportation services in Wake County. The service was provided with
the primary vendor (MV Transportation) and several secondary vendors.

**Competitive selection process:** other

**Other notes:** Wake County received FY 03 earmarked JARC funds. Wake
County applied to FTA via NCDOT.

**Evaluation:** The performance measures used were: 1. Number of one way
trips during non-traditional hours/days 2. Number of low-income
individuals served 3. Cost per mile 4. Cost per hour 5. Cost per trip 6.
Number of employers serviced

**Accomplishments:** Accomplishments: 1. Service to areas of county
previously unserved 2. Cost per hour was equivalent with other services
provided 3. Increased number of disabled individuals that
accessed/maintained employment Advice 1. Insure local match funding is
available 2. Coordinated service with all services provided 3. Address
long term sustainability at beginning of process 4. Use providers other
than local transit system if cost effective.

# 1007 - TENNESSEE DEPARTMENT OF TRANSPORTATION 

## Delta HRA (751) 

### Delta HRA (92)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Delta HRA provides transportation to clients
who make no more than \$16480.00 annually. The clients that we transport
are low income individuals who have no means of transportation, and are
struggling financially to get to and from their employment site. This
may be a new job or they may have never been employed before. These
clients are also among the mentally challenged and handicap. The client,
employment agency, or vocational rehabilitation counselor will call or
set up an appointment or meeting to arrange transportation for an
individual. Once a meeting or appointment is set, an application is
taken soon thereafter. The passenger guideline rules are gone over with
client; a referral is written and processed to the dispatcher. The
dispatcher at that time, enter this client into the running daily
schedules which normally takes about 24 hours. The client is asked to
call to verify time of pick up to his or her employment site. It is
noted whether the client is tardy, or is riding on a regular basics.
No-shows eat away at funds quickly if the service is not utilized
properly. Data is taken from drivers schedules, billed and processed
through the Access to Jobs funds, is generated and set to TDOT on a
monthly basis for reimbursement.

**Competitive selection process:** state_app

**Evaluation:** All clients are asked to resubmit income status to
update their files their files yearly. Any problems or issues that may
have occurred are looked at to see how effective the resolution was and
what may need to be handled otherwise.

**Accomplishments:** Providing transportation for the disabled clients,
who are not able or capable of driving allowing them into the workforce
has been a great accomplishment in this area where there has been no
help at all especially for the mentally challenged and disabled.

## East TN HRA (690) 

### ETHRA (212)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The East Tennessee Human Resource Agency is an
integral part of the agency mission to move people from dependence on
other to self reliance. Family First clients and other who do not own or
cannot operate a vehicle are given an opportunity to enter the workforce
and contribute to themselves and to the community. For the approximately
150 individuals served, this program is a lifeline to better tomorrow.

**Competitive selection process:** state_app

**Evaluation:** The East Tennessee Human Resource Agency utilizes
meeting with users and employers and surveys to evaluate the program. In
addition, complaints are monitored to ensure that we are responsive to
all the needs of our customers.

**Accomplishments:** The main accomplishment is to move individuals into
the workforce and into a more stable future. Also, for some, the
availability of this program allows them to be a stronger meaningful
member of their family and their community. Working with the business
and community help insure a strong program. Funding is an issue and new
providers of the program should be mindful of this in establishing the
number of individuals to serve.

## First TN HRA (691) 

### First TN HRA (91)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** We provided transportation to various job sites
for our clients. The clients resided in seven counties total. The
counties that we served are Carter, Greene, Hawkins, Johnson, Sullivan
Unicoi and Washington County. Because of the JARC funding that we
receive, we are able to lend a helping hand to low income individuals
that do not have access to dependable transportation in their area. We
are also able to help our elderly clients, as well as clients with
disabilities, that are still active in the work force.

**Competitive selection process:** state_app

**Evaluation:** We use several vices to evaluate quality assurance. We
utilize meetings with our clients and/or employers. We have also
distributed surveys to our clients so we are able to identify any
potential problems that need to be addressed. We have a designated Job
Access Coordinator that is able to monitor and address complaints in a
timely manner.

**Accomplishments:** We have increased the number of Job Access trips
over the last year. The main reason we have been able to increase this
number is due to word of mouth advertising from our clients and local
agencies that we service.

## Mid Cumberland HRA (752) 

### Mid Cumberland HRA (211)

**Type**: trip_based/reversecommute

**Primary Goal:** improvecap

**Service description:** We receive completed applications from
individuals which include check stubs for salary data, once individuals
are approved for program eligibility, we forward their trip information
to our local offices to start performing their trips to/from work based
on the participants schedule. We perform re-certifications of program
eligibility every 6 months, to determine if participants are still
eligible for service.

**Competitive selection process:** state_app

**Evaluation:** This program has operated in the same processes since it
began in 1999. We do however explain and market the service thru open
meetings for coordinated public transit planning, this was not done in
the same ways in years past.

**Accomplishments:** Our greatest accomplishments are providing JARC
service to more people each year, we have looked at expanding services
for JARC, however funding has been volatile and we are waiting to see
how this change with the competitive process. This service is very
important for those in rural communities, because there are no other
transportation options for people in these communities.

## Northwest TN HRA (753) 

### NWT HRA (210)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** JARC services by NWTHRA during FY 2006 is a
continuation of service.

**Competitive selection process:** state_app

**Evaluation:** Continuation of service.

**Accomplishments:** Continuation of service.

## South Central HRA (754) 

### SCTDD (231)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** SCTDD Rural Public Transportation provided
transportation to employment to low-income and TANF-eligible persons in
the organization's service area, which allowed these persons to sustain
their employment and contribute to the economic self-sufficiency of
their family.

**Competitive selection process:** state_app

**Evaluation:** Primarily through input from riders and their employers,
both from direct feedback and from feedback collaboratively generated
with SCTDD Job Access Planning Partners. All feedback is evaluated along
with internal analysis of program performance and strategies for ongoing
evaluation of the dynamic matrices of the operation of the program are
developed and implemented through interaction with TDOT, local planning
partners, Job Access participants, and SCTDD staff. Utilizing the
extensive technical knowledge of best practices of Job Access Programs
provided by TDOT staff is an immeasurable evaluation resource

**Accomplishments:** Connecting riders to sustainable employment and
making public transportation a viable option for transportation to work
in the SCTDD service area. The program has also benefited local business
and industry, as well as overall area economic development, by
connecting employers with a larger qualified labor pool.

## Southeast TN HRA (755) 

### Southeast TN Development District (214)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Other notes:** Demand Respons and Fixed Route

**Service description:** Our goal for the Access to Jobs Program is the
continuation and the expansion of the services in the Urbanized Area of
Cleveland-Bradley County. The Access to Jobs Program has been working
very closely with the Bradley County Transit Center to provide
transportation for the public. We are currently providing transportation
for 21 clients to job sites, and job training, along with several
children to daycare.

**Competitive selection process:** state_app

**Evaluation:** Customer satisfaction

**Accomplishments:** One of my highlights has been working with The
Bridge Refugee Services in Hamilton County. The Bridge Refugee Services
helps those people coming from another country to United States find
jobs, so that they can provide for their families. Most of the clients
don't have their own transportation. With, the JARC program, we have
been able to provide them with transportation back and forth to work,
and provide their children to daycare.

## Southwest HRA (756) 

### SWTHRA (209)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** SWTHRA provides transportation to and from work
in eight West Tennessee Counties. In FY 2006 we provided services to
1,371 customers.

**Competitive selection process:** state_app

**Evaluation:** The JARC Program at SWTHRA is evaluated by number of
customers served, on-time services and safety of services. Custoners
Serviced: 1,371 On-Time Service: No Complaints Safety of Service: No
Accidents

**Accomplishments:** To make the program successful, SWHRA advertises in
all county newspapers. We also have a great working relationship with
the local county and city governments. Also, with our program providing
great customer service, word-of-mouth from current or past consumers is
our greatest advertisement. Excellent customer service is one of our
greatest accomplishments. Satisfied customers are always easier to
transport, recognize and understand when difficulties arise, and are
willing to help out in many ways. Of course, the service in itself is a
great accomplishment, also. We help people with transportation to and
from their jobs so that they can be productive members of our
communities. This is the most satisfying of our accomplishments.

## Upper Cumberland HRA (757) 

### Upper Cumberland HRA (207)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The UC HRA provides transportation assistance
to and from work for more than 300 individuals benfiting 200 employers
in 2005.

**Competitive selection process:** state_app

**Evaluation:** The JARC program is evaluated through quarterly stake
holders meetings.

**Accomplishments:** Quarterly meetings are held in 14 counties to
establish a posative working relationship with our stakeholders.

# 1060 - CITY OF DURHAM 

## City of Durham (872) 

### Brier Creek Fixed Route Service (253)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The service is a coordinated job access and
reverse commute for low income residents of two major cities, Durham and
Raleigh. It provides fixed route access six days a week, 9 round trips a
day to this regional mall located midway between the two cities. The two
transit systems in the named cities coordinated the service hours and
times to allow passengers to transfer between the two systems. There is
active support by the merchants in terms of service hours for clients
who depend on the bus service. Service begun around Thanksgiving 2005
and continues presently. The service is also being patronized by
shoppers especially during the holiday season. Even though for 2007-08
fiscal year the service was not approved for further JARC funding the
two transit systems have teamed up and are currently funding this
service.

**Competitive selection process:** state_prop

**Evaluation:** The service in general met the required passenger per
hour standard set by the transit system for the period of review. It had
to do so to guarantee continued service.

**Accomplishments:** Providing transportation access to 27 patrons each
day to go to work.

# 1065 - CITY OF RALEIGH 

## Capital Area Transit (1170) 

### Brier Creek 70 East Route (723)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Brier Creek 70 East Route operated a total of
306 days/evenings at an average cost of \$67.72 per hour. There were
5,508 total one-way trips made at 9.5 miles distance per trip.

**Competitive selection process:** competing

**Evaluation:** The Brier Creek service is evaluated by utilizing the
existing Transit Authority productivity policy.

**Accomplishments:** The Brier Creek service has provided employment
opportunities for individuals in an outlying regional retail area. In
addition, the regional shopping area has benefited tremendously from the
availability of a reliable work force.

# 1076 - MOBILE CITY 

## The Wave Transit System (686) 

### Neighborhood Service & Extended Night Service (31)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide flexible transportation services from
the lower-income suburban areas of North and West Mobile to jobs at
Walmart and other employers within the shopping corridors. Provide
evening and night service for all populations who work late at night to
and from their place of employment.

**Competitive selection process:** urban

**Evaluation:** The Wave Transit, Mobile Chamber of Commerce, SARPC,
Envision Mobile, Mobile Housing Board, DHR and various United Way
agencies formed a coalition focused primarily on transit services geared
toward access to employment centers for welfare/low-income recipients. A
transportation survey of 70,000 public school parents and a survey of
2500 United Way agency clients was conducted to address needs to improve
transit service. Performance measures used were number of vouchers
issued, passengers carried, passengers per revenue hour, travel time,
passenger reservations and trip assignment records, and other various
information.

**Accomplishments:** Service to the Schillinger Road and Tillmans Corner
not only gave access to those individuals needing to access their jobs,
but provided transit services for ADA individuals who were outside the
complimentary paratransit area.

# 1080 - CLEARWATER PSTA 

## Pinellas Suncoast Transit Authority (851) 

### FL-37-X007 (239)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Fixed route service and Reverse commute service.

**Service description:** The funds were used for a new commuter Route
connecting low income residential areas to job opportunities in an
expanding, outlying area of Pinellas County. In addition, PSTA has
coordinated very closely with the MPO\'s and transit systems in Pasco
and Hillsborough County, as well as the district office of the Florida
DOT.

**Competitive selection process:** other

**Other notes:** Competitive process for discretionary funds.

**Evaluation:** To monitor the progress of a route PSTA looks at the
level of ridership and customer satisfaction by continually monitoring
performance of the Route. During the first 9 months of service ridership
for the Route 93 was 7,291 and it has continued to increase each fiscal
year since. During fiscal years 04/05 and 05/06 the ridership was 15,141
and 19,890 consecutively, which is a 31.37% increase. Thus far in FY
06/07 the ridership is 12,106 (7 months) which does not indicate an
increase at this time when compared to the same time period of the
previous year, but ridership is expected to increase for this fiscal
year.

**Accomplishments:** New commuter service connecting low income and
minority residential areas with bourgoning employment. Commuter service
develops and over time and additional service is required.

# 1085 - JACKSONVILLE TRANSPORTATION AUTHORITY 

## Clay County Council on Aging (997) 

### ChoiceRide (449)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The Clay County ChoiceRide routes links
residents and employees in the Middleburg and Green Cove Springs area to
the JTA transit system in Orange Park. The ChoiceRide routes do have
fixed time points, however may deviate upon request.

**Competitive selection process:** other

**Evaluation:** This route is evaluated monthly and quarterly against
other ChoiceRide services based on ridership and farebox recovery.

**Accomplishments:** During fiscal year 2006, Clay County received a
grant from FDOT to determine the transit needs in the area and to make
recommendations for additional transit routes. Currently the ChoiceRide
routes are the only public transit options available in much of Clay
County. Additional routes will help feed the ChoiceRide routes which are
currently not performing well as most people are not able to access the
routes without a vehicle.

## Jacksonville Transportation Authority (996) 

### Customized Fixed Route Services (438)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** JARC funds provided two new routes in the
Jacksonville area to link employees to the Mayport Navy Base, new Mayo
hospital, and to the Urban residential neighborhoods. JARC funds also
provided for the decrease in headway in a route serving the emerging
employment area in SE Jacksonville.

**Competitive selection process:** other

**Evaluation:** This route is evaluated monthly and quarterly against
other fixed rotue services based on ridership and farebox recovery.

**Accomplishments:** Prior to the JARC program, the L7 was a fixed route
to the emerging employment areas in SE Jacksonville with a one hour
headway. With the JARC funds, the headway was reduced to 30 minutes.
This change made the L7 route one of the best performing JTA routes in
both ridership and farebox recovery.

### Expanded Night Service (404)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The JARC funds allowed for the addition of
night trips for the B7 fixed route service through the office park. This
area contains a large number of call center employers operating 24 hours
a day, seven days a week. The statistics submitted for this route are
only for the additional night trips, not the entire service.

**Competitive selection process:** other

**Evaluation:** This route is evaluated monthly and quarterly against
other fixed route services based on ridership and farebox recovery.

**Accomplishments:** Night service is greatly needed in areas with call
centers that operate 24 hours a day and typically offer lower wages.

### Ride Request Services (445)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Ride Request is a public on-demand
transportation service in selected areas of Jacksonville. This service
connects with a fixed route bus at scheduled times and can transport
passengers to destinations not served by the fixed route bus. The
service may also pick up passengers within the service area and
transport them to other destinations within the service area.

**Competitive selection process:** other

**Other notes:** The operational funds utilized for this project in FY
2006 were from discretionary JARC dollars received in 2005. A
coordinated plan was in place; however the competitive selection process
was not required at this time

**Evaluation:** This route is evaluated monthly and quarterly against
other fixed rotue services based on ridership and farebox recovery.

**Accomplishments:** One of the Ride Request services was modified this
year connect with the fixed route system at the Avenues Mall. This
modification offered a choice of 2 fixed route buses to connect with and
greater flexibility in trip planning than the previous connection did
with only 1 bus choice. This change also reduced the overall travel time
for many of our passengers and increased both ridership and farebox
recovery for the service.

## Ride Solutions (998) 

### ChoiceRide (453)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The 2 Putnam County routes have scheduled time
points along Highway 17 from Palatka to Orange Park. One connects with
the JTA fixed route system at the Orange Park Mall, while the other
connects at the Naval Air Station. Both routes may deviate upon request.

**Competitive selection process:** other

**Other notes:**

**Evaluation:** This route is evaluated monthly and quarterly against
other ChoiceRide services based on ridership and farebox recovery.

**Accomplishments:** The Putnam County ChoiceRide routes have
demonstrated significant growth this fiscal year due to new employers
moving to the area and the continueous promotions of the routes by Ride
Solutions. Ride Solutions has developed relationships with one of the
larger employers in the area (St Johns River Water Management) and has
been able to get steady ridership from them.

## St Johns County Council on Aging (999) 

### ChoiceRide (470)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Other notes:**

**Service description:** The St Johns County ChoiceRide service has
scheduled time points and also may deviate upon request. Initially, the
service operated along A1A connecting passengers from St Augustine to
Jacksonville at the South Beach Regional Shopping Center in Jacksonville
Beach. In April 2006, the service was changed to operate as a commuter
service from St Augustine to Jacksonville along US1 to connect at the
Avenues Mall. A second route was also created to feed the commuter route
with residents in St Augustine and to also provide a connection with
Flagler Hospital and other businesses further south along US1.

**Competitive selection process:** other

**Evaluation:** This route is evaluated monthly and quarterly against
other ChoiceRide services based on ridership and farebox recovery.

**Accomplishments:** In concert with the changes to the ChoiceRide
routes, a new marketing campaign was completed to promote the new
services as well as potential connections. This marketing campaign
included developing a single map detailing each of the routes in the
area, where the connections are made, and the times of the connections.
This effort increased ridership on the entire system and received great
feedback from the passengers.

# 1096 - HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY 

## HART (951) 

### 59LX Town \'n Country Limited Express (327)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** This route provided service from low-income
residents in the Univeristy Community Area in Hillsborough County to job
opportunities in Oldsmar, Pinellas County.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 8.03 passenger trips per
revenue hour.

**Accomplishments:** Reverse Commute routes need special marketing
efforts to promote the availablity of th e service.

### Route 1 - Florida Avenue (313)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 1 -- Florida Avenue (JARC FUNDING-14%.
HART FUNDING 86%) Discussion: Route 1 -- Florida Avenue was modified on
April 21st, 2001 to UATC as part of JARC program reorganization. All
this extension was new service stops. This increased Daily Revenue Hours
23.8% and Revenue Miles 32%. 50% of the cost of these increases (11.9%
and 16 %) were eligible for JARC funding. Increases to Non-Revenue Miles
and Hours were allocated proportionately. Later these percentages were
blended to an even 14% of costs to simplify calculations. The other 50%
of the increased costs were considered part of HART's in-kind
contribution.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 32.09 passenger trips per
revenue hour.

**Accomplishments:** JARC service seems to work best when it is
reinforcing successful transit routes like this one that already connect
low-income populations with employment clusters.

### Route 2 - Nebraska Avenue (320)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 2 -- Nebraska Avenue (JARC FUNDING-4%.
HART FUNDING 96%) Discussion: Route 2 -- Nebraska Avenue was modified on
April 21st, 2001 to UATC as part of JARC program reorganization. All
this extension was new service stops. This increased Daily Revenue Hours
7% and Revenue Miles 8.2%. 50% of the cost of these increases (3.5% and
4.1 %) were eligible for JARC funding. Increases to Non-Revenue Miles
and Hours were allocated proportionately. Later these percentages were
blended to an even 4% of costs to simplify calculations. The other 50%
of the increased costs were considered part of HART's in-kind
contribution.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 31.98 passenger trips per
revenue hour.

**Accomplishments:** JARC service seems to work best when it is
reinforcing successful transit routes like this one that already connect
low-income populations with employment clusters.

### Route 28X - Plant City/Seffner Express (323)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** Route 28X - Plant City/Seffner Express (JARC
FUNDING-50%. HART FUNDING 50%) Discussion: Route 28X - Plant
City/Seffner Express went from 3 trips to 6 trips on April 21st, 2001
and a substantial lengthen of route as part of JARC. 50% of the cost of
the route was funded by JARC as a matching amount was offset by HART as
part of the Route 1 HART contribution. Later when the 6 trips were
reduced to 4 the Route was lengthened to go into the Dover/Seffner area
at approximately the same cost.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 14.94 passenger trips per
revenue hour.

**Accomplishments:** This route was a reverse commute route and the
reverse commute portion had poor ridership. In general because reverse
commute route segments have lower productivity than traditional commute
route segments they should have a different set of performance target.

### Route 58LX Oldsmar Limited Express (324)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 58LX Southern Cross-County Limited
Express (JARC FUNDING-50%. HART FUNDING 50%) Discussion: Route 58LX
Southern Cross-County Limited Express was created on April 21st 2001 and
initially funded 100% through the WAGES grant and used as a JARC program
match. Later 50% was paid by WAGES and 50% by JARC as a way to stretch
the funds in the first WAGES grant. When WAGES ran out it became 50%
HART ad valorem and 50% JARC.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 17.9 passenger trips per
revenue hour.

**Accomplishments:** This route was a reverse commute route and the
reverse commute portion had poor ridership. In general because reverse
commute route segments have lower productivity than traditional commute
route segments they should have a different set of performance target.
This route also had poor ridership becasue the trip from th elow income
neighborhood to the jobs was very long and residents were reluctant to
travel that far from their community. One positive of this project was a
detailed commuter map of this route that detailed over 100 entry-level
employers. This required a lot of staff time to visit each employer but
produced a good model for future HART projects.

### Route 83 - University Area Connector (328)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Route 83 - University Area Connector (JARC
FUNDING-50%. HART FUNDING 50%) Discussion: Route 83 - University Area
Connector was created as a new JARC Route on April 21st, 2001. 100% of
the operating costs were considered billable to JARC; however 50% was
paid by WAGES and 50% by JARC.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 4.48 passenger trips per
revenue hour.

**Accomplishments:** This route was a neighborhood circulator in an area
of heavy transit service. At times it lost ridership due to competition
with other HART routes and had to be redesigned.

### Route 85 - MacDill AFB-Britton Connector\*\* (330)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Route 85 - MacDill AFB-Britton Connector (JARC
FUNDING-50%. HART FUNDING 50%) Discussion: Route 85 - MacDill
AFB-Britton Connector was created June 20th, 2004 as a new Route. 50% of
the total cost was attributed to the JARC program.

**Competitive selection process:** state_prop

**Evaluation:** HART uses NTD manual passenger surveys and Automatic
Passenger Counters to track ridership productivity on it's routes.
Ridership productivity refers to the number of passenger trips divided
by the revenue hours of service being provided. HART has selected
ridership productivity as the most important measure for supporting
service decisions. HART's ridership productivity standard identifies
average and good performing routes as achieving 60% or more of the
system average for that type of service. Routes falling below this
threshold are evaluated for potential modification or discontinuation.
The 60% ridership productivity thresholds are as follows: •Express -
5.78 passenger trips per revenue hour • Local - 12.37 passenger trips
per revenue hour • Circulator - 5.56 passenger trips per revenue hour •
Flex - 5.56 passenger trips per revenue hour This Routes average
productivity during the grant period was 9.16 passenger trips per
revenue hour.

**Accomplishments:** This route maintained lifeline service to workers
at MacDill AFB.

# 1103 - SAVANNAH TRANSIT 

## Chatham Area Transit Authority (875) 

### #6 Crosstown Bus Route (349)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The #6 Cross-town route serves significant
south side employment sites. Passengers who formerly had to go downtown
to transfer to reach their south side destinations can now conveniently
transfer on the southside to the #6 Cross-town without the added time of
a downtown transfer. This route was recommended for implementation in
CAT\'s 2000 Transportation Development Plan. This route has continued to
grow with the community as a new Super Wal-Mart and Wal-Mart came on
line on the east end of the route.

**Competitive selection process:** other

**Evaluation:** CAT\'s intent is to continue the services should the
JARC funding be reduced or eliminated. The route is evaluated with
regular frequency to determine effectiveness and as a consequence if it
should be modified. The route generates revenue.Ridership increase by
10.8% from FY2005 to FY2006

**Accomplishments:** The implementation of the no. 6 Cross-town route
created a significant efficiency in that passengers no longer have to go
downtown to transfer. Rather, they can connect to other buses on the
south side \-- especially at trip generators such as Savannah Mall and
the two Wal-Marts located along the bus route.

### No. Two West Chatham - Bus Route (250)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The #2West Chatham serves significant westside
employment areas. Passengers go from downtown to their westside
destinations. The #2 West Chatham has continued to grow with the
community as new businesses open on the westside.

**Competitive selection process:** other

**Evaluation:** Ridership continues to grow on the #2 West Chatham. The
ridership has increased from 61,549 in FY2005 to 98,797 in FY2006, an
increase of 61%.

**Accomplishments:** The implementation of the no. 2 West Chatham route
created a significant efficiency in that passengers go from downtown to
some of the larger employment areas on the westside.

### Savannah Belles Ferry System (351)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Ferry service

**Service description:** The Savannah Belles Ferry service was
introduced in March 2003. It provides water transportation from
Savannah's Historic Downtown District to Hutchinson Island, a major
visitor destination. Service is available 17 hours daily with 10-minute
headways with two docks on the River Street side of the Savannah River.
The Savannah International Trade and Convention Center as well as the
new Mobility Management Board are working to coordinate use of the ferry
and a new shuttle to promote a seamless transportation system in
downtown Savannah. CAT\'s fixed route bus service and downtown
circulator serve as links to the ferry to facilitate people getting to
their jobs on Hutchinson Island.

**Competitive selection process:** other

**Evaluation:** Ridership increased 3% from FY2005 to FY2006

**Accomplishments:** The Savannah Belles Ferry system has become an
integral part of the transportation network in Savannah. It provides a
fare-free and frequent means to go to and from Hutchinson Island, a
major destination site for conventioneers, vacationers, and the
individuals who work at these sites. An especially successful element of
the program is that the ride across the river is fare-free which is
especially useful for employees on Hutchinson Island. This is a real
incentive to use the ferry service.

# 1105 - LOUISVILLE TARC 

## Transit Authority of River City (904) 

### Access to Jobs for Teens (443)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Access to Jobs for Teens. A unique group of
partners, including members of the Workforce Investment Board, Jefferson
County Public Schools (JCPS), TARC, and business partners from the
private sector, are working to enhance career opportunities for area
youth ages 14 to 21.

**Competitive selection process:** other

**Evaluation:** The continuing mission of the Louisville Educatuonal
Employment Partnership (LEEP)is to assist students, with the help of
career planners at their schools, to remain in high school, to graduate,
and to make a successful transition to employment and/or post-secondary
education or military service. TARC collaborates with the, Jefferson
County Public Schools, Metro Government and program employers to assess
transportation needs. All JCPS students in the proagram are economically
disadvantaged and are considered at risk of leaving school before
graduation. The TARC/LEEP program is evaluated on customer need,
academic opportunity coupled with service coordination.

**Accomplishments:** Success is measured by the success of the students.
The LEEP program has a strong graduation rate of 97%. During FY 2006
TARC has provided 1810 passenger trips to workplace and academic
opportunties.

### Job Hunter Service (442)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Job Hunter Service- One of the most difficult
challenges for an individual to overcome in their efforts to find
employment is the job search. This is even more difficult when they lack
the use of an automobile. Depending upon public transit for
transportation to and from possible places of employment is also
problematic. For those individuals seeking employment, TARC would
provide shuttles to major employments centers by coordinating with
agencies working with low income and welfare recipients or offering a
weekly shuttle that would originate at the Nia Center and provide access
to large employment centers. Examples of these centers would include
Riverport Industrial Center, Bluegrass Industrial Park, and Facility One
Industrial Park. This service would first focus efforts on large
employment sites and centers. As interest increases among employers so
will the number of service destinations

**Competitive selection process:** other

**Evaluation:** This service used by employers and coordinators of Job
Fairs. It is based on need and operates on request. During FY2006, 11
Job Fairs were serviced and over 150 employers and potential employees
made workplace connections.

**Accomplishments:** Success is measured by employment. This is
difficult to measure from the drivers seat. However, getting the
unemployed person to an employment opportunity is invaluable.
Professional and well-coordinated events will survey employers for
hiring percentages.

### Suburban/Urban Employment Connector Routes. (441)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Suburban/Urban Employment Connector Routes.
There are islands of low-income neighborhoods throughout our region, not
just in urban areas. TARC provides fixed route bus service that connects
under-served suburban areas to employment parks. Route #35 Indian Trail
(Norfolk and Indian Trail) links to employment sites as Bluegrass
Industrial Park, Grade Lane Industrial Center and other commercial sites
throughout the community.

**Competitive selection process:** other

**Evaluation:** The Transit Authority of River City (TARC) services are
evaluated routinely by the Marketing and Planning department. This
department analyzes data, which is researched and tracked by the
Finance, Customer Service, Maintenance, and Transportation departments.
The results of these evaluations are packaged into recommendations for
the Executive department and/or the Board of Directors Services and
performance is tracked monthly and accounted in TARC's Performance
Report. Regular service reviews are conducted on an on-going basis to
ensure the most effective allocation of resources to individual routes.
Each route is assessed to ensure the adequacy of its operation against
several standards including adequate frequency in all periods,
appropriateness of start and finish times, adequate safety and other
factors. The primary performance standard is boardings per hour. It is
important to assess boardings, or unlinked trips, so that routes that
perform a high ratio transfer role are properly credited for that
performance. The boardings per hour measure gives a standard measurement
against which to assess new services.

**Accomplishments:** TARC ridership continues to grow, connecting people
to work sites. The route provides direct crosstown service thus
providing a time savings for passengers.

### TARC 3 Work Trip Opportunities (439)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** TARC 3 Work Trip Opportunities. In FY 2006
11,836 para-transit trips were taken These trips were outside our system
commitment and all trips are to or from work. It is estimated that 75
percent of citizens with disabilities are unemployed and need
transportation to work.

**Competitive selection process:** other

**Other notes:** Designated recipient provided service as approved by
coordinate plan/

**Evaluation:** TARC3 services are evaluated routinely by the Marketing/
Planning department. This department analyzes data, which is researched
and tracked by the Para-transit, Finance, and Customer Service
departments. The results of these evaluations are packaged into
recommendations for the Executive department and/or the Board of
Directors Services and performance is tracked monthly and accounted in
TARC's Performance Report. In addition, TARC considers services based on
need to the community. The TARC 3 work trips are regarded as a quality
of life service for the community.

**Accomplishments:** TARC's number one objective is to eliminate the
lack of transportation as a barrier to employment. In FY 2006 TARC
provided over 11,000 work trips that would not have been made due to
living outside the ADA service area. TARC recognizes the value of
mobility and employment.

### Night Owl Service (288)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Night Owl provides shared-ride personalized
transit service between employment sites and residences during hours
when regular bus service is not available. The service is available to
individuals working late-night shifts who live or work in Jefferson
County Kentucky. Hours of service are 11 pm.until 5am. Everyone who
rides the Night Owl Bus is going or coming from work. The employees on
the Night Owl service are employed at a variety of service industry
jobs, as hospitals, evening janitorial crews, nursing home attendants,
restaurants, factories, and other entry level positions. Most passengers
are among low-income recipients and have few transportation options.
TARC 3 (paratransit service for individuals with disabilities) customers
would also be eligible for this service

**Competitive selection process:** other

**Other notes:** Designated recipient provided service as approved by
the coordinated plan

**Evaluation:** TARC Marketing/Planning, Finance, Transportation, and
Executive staff review ridership numbers on a monthly basis. Staff also
considers the great community need for late night service. Other factors
as cost per hour/mile are part of the review process. A recent survey
revealed the following characteristics about the Night Owl rider; Gender
--65% Female, 35% Male •Vehicle availability --83% do not have a vehicle
•Household income --48% less than \$20,000/yr --42% \$20,000-39,999/yr
•Frequency of Use --69% use daily --31% use often (2-3 times per week)
•How well does service meet needs? --75% Excellent --25% Good

**Accomplishments:** TARC takes pride in connecting people to jobs.
Without this service many Night Owl passengers would not have jobs.
Durning FY 2006 22,746 passenger trips were taken.

# 1119 - BRISTOL CITY 

## City of Bristol TN (673) 

### Bristol Tennessee Transit (27)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The City of Bristol JARC service consists of
demand-response van service for early morning, late afternoon, and
Saturday service, which represents hours when the puplic transportation
system is not operating. In addition, the transit system utilized JARC
funding to provide additional fixed-route service during non-peak hours
of service.

**Competitive selection process:** state_app

**Evaluation:** The JARC service is reviewed annaully based on the
number of trips provided and cost per passenger trip.

**Accomplishments:** The JARC service has provided additional
opportunities to coordinate with the rural transportation provider and
to establish a relationship with local human service agencies.

# 1120 - Chattanooga Area Regional Transportation Authority 

## CARTA (663) 

### Alton Park (23)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The expanded Alton Park route includes the
commercial district on South Broad Street so that low-income residents
have access to this nearby employment as well as related support
services.

**Competitive selection process:** other

**Evaluation:** CARTA primarily evaluates its Job Access projects by
ridership information.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

### East Brainerd (318)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The route to East Brainerd provides low-income
residents access to jobs in this continuously developing area of retail,
commercial, and health care establishments.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

### Eastdale (315)

**Type**: trip_based/othertripbased

**Primary Goal:** extendhours

**Other notes:** Fixed route service provided Monday through Friday.
Demand Response provided on Saturday.

**Service description:** The extention to the Eastdale service included
on earlier trip and one later trip on weekdays. On weekends, this route
was combined with the North Brainerd route as a demand response route on
Saturdays.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

### Golden Gateway (316)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Service additions to the Golden Gateway fixed
route include three additional trips in the evening hours.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

### North Brainerd (317)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The expanded North Brainerd route includes one
additional morning and one additional evening trip to accommodate riders
who work earlier and/or later than the previous schedule allowed.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

## HCRT (667) 

### Red Bank (319)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The route to Red Bank provides low-income
residents living in this area with access to service industry jobs in
this area as well as access to the rest of the areas served by public
transit. Allow low-income persons from areas outside of Red Bank access
to the service jobs in that area.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

## SETHRA (666) 

### Child Care Transportation (321)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** This service is to provide child care
transportation for low-income and public housing residents with monitors
on board the vehicles so that parents do not have to travel to/from
child care with their children.

**Competitive selection process:** other

**Other notes:** For the entirety of FY 06, CARTA used prior years of
JARC funds that did not require a competitive selection process. CARTA
is in the process of developing a human service-public transit
coordination plan and will implement a competitive selection pr

**Evaluation:** CARTA primarily evaluates its JARC projects through
analysis of ridership data.

**Accomplishments:** CARTA has benefited greatly from its coordination
committee that started with its initial Job Access application. In
addition to the Job Access projects it initiated, the committee has
found other ways to coordinate their services, often at no cost.

#  

# 1121 - City of Clarksville 

## Clarksville Transit System (845) 

### Demand Responsive (240)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Late fixed route services between 6:00 pm &
9:00 pm Monday through Saturday; Early Saturday fixed route service
between 7:00 am & 8:00 am; Fixed route service every half hour on six
routes between 6:00 am & 6:00 pm, and Demand Responsive service is
available to JARC patrons anywhere inside the Clarksville city limits,
Ft Campbell, Ky. and Oak Grove, Ky. Monday-Saturday between 5:00 am and
9:00 pm.

**Competitive selection process:** state_app

**Evaluation:** CTS\' services, including services funded under the JARC
program,are monitored monthly by our Deputy Transit Director to make
sure our services are performing equal to or better than our service
standards. Services performing below service standards are adjusted or
eliiminated.

**Accomplishments:** The Clarksville Transit System, through the the
Jobs access program, provides access to most of the 28,000 jobs
available in Clarksville, Tn , Ft. Campbell, Ky and Oak Grove Ky.

### Fixed Route (242)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Late fixed route services between 6:00 pm &
9:00 pm Monday through Saturday; Early Saturday fixed route service
between 7:00 am & 8:00 am; Fixed route service every half hour on six
routes between 6:00 am & 6:00 pm, and demand responsive service is
available to JARC patrons anywhere inside the Clarksville city limits,
Ft Campbell, Ky. and Oak Grove, Ky. Monday.-Saturday between 5:00 am and
9:00 pm.

**Competitive selection process:** state_app

**Evaluation:** CTS\' services, including services funded under the JARC
program,are monitored monthly by our Deputy Transit Director to make
sure our services are performing equal to or better than our service
standards. Services performing below service standards are adjusted or
eliiminated.

**Accomplishments:** The Clarksville Transit System, through the the
Jobs access program, provides access to most of the 28,000 jobs
available in Clarksville, Tn , Ft. Campbell, Ky and Oak Grove Ky.

# 1122 - Jackson Transit Authority 

## Jackson Transit Authority (899) 

### Jackson Transit Authority (260)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The objective of JTA's JARC program is to
continue the increased availability of employment sites to welfare
recipients and low income individuals by continuing the extended hours
of service began in February 2000 and continue creating some alternative
cost effective solutions implemented through the FY 2006 Job Access and
Reverse Commute Grant with JTA\'s extended hours of the fixed routes and
paratransit van service. The service hours were increased 4 hours,
changing from 6:00 am to 6:30 pm, to 6:00 am to 10:30 pm. We have
carried approximately 4,000 riders per month since February 2000 on the
extended service, which shows the great response of the riding
community.

**Competitive selection process:** other

**Other notes:** JTA began the grant process with submitting a grant
program to the Tennessee Department of Transportation. From there JTA
started a public hearing process and outreach efforts to area human
service agencies. Four public hearing were held to receive

**Evaluation:** Indicators for this service and others that we provide
is based on ridership, cost effectiveness, and benefit to the community.
The extension of service hours will be consistently monitored to ensure
meeting the best interests of the Jackson community.

**Accomplishments:** We have carried approximately 4,000 rides per month
since February 2000 on the extended service, which shows the great
response of the riding community.

# 1123 - CITY OF JOHNSON CITY 

## Johnson City Transit (681) 

### Johnson City Transit Job Access Transportation Service (30)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** During Federal FY 2006, Johnson City Transit
(JCT) provided JARC-funded demand response trips within the City of
Johnson City boundaries. This service was available both during JCT
regular operating hours and outside of JCT regular operating hours
(early morning and night), and was available to areas of the City not
covered by the JCT fixed route. Request for trips are made 24 to 48
hours in advance, although individuals with regular work schedules can
request to be placed on JCT\'s Job Access \"master schedule\" for trips
without ongoing calls to request trips.

**Competitive selection process:** state_app

**Evaluation:** Johnson City Transit has compared Job Access trips per
mile, trips per hour, and trip cost with other JCT demand response
service (ie, ADA) as well as with other small urban providers in
Tennessee (NTD data) to evaluate service efficiency. JCT has also talked
with Job Access clients and planning partners (ie, employers and human
service agencies) regarding satisfaction with the service.

**Accomplishments:** JCT\'s greatest accomplishment in its Job Access
service is that it fully meets the demands/needs of all Job Access
clients needing service within Johnson City.

# 1124 - CITY OF KNOXVILLE 

## City of Knoxville/Knoxville Area Transit (835) 

### Knoxville Job Access Transit Service (219)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Extended night and Sunday service on major
fixed-route corridors to allow many workers access to jobs that require
a commitment to work evening and weekend hours. Innovative Call-A-KAT
service to pick up passengers whose work or home is not along the served
fixed routes and deliver them to the fixed route stop.

**Competitive selection process:** competing

**Evaluation:** No competing projects were submitted

**Accomplishments:** Enabling extended working hours which opened up new
possibilities for employment. Advice keep monitoring service performance
and stay innovative.

# 1125 - MEMPHIS AREA TRANSIT AUTHORITY 

## Memphis Area Transit Authority (1065) 

### Jobs Access/Reverse Commute (508)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** MATA provides service on 11 routes during
weekdays, three routes on Saturdays and three routes on Sundays. Some of
the service on these routes was existing; however, the route was
extended or diverted into the American Way Transit Center to provide
connections. The total JARC service accounts for approximately 1,625
miles per month.

**Competitive selection process:** other

**Evaluation:** Ridership on all routes is reviewed by MATA\'s
Scheduling Department to determine if service needs to be added,
modified or deleted.

**Accomplishments:** MATA\'s JARC service has provided transportation
for people with low income so that they can have easier access to jobs.

# 1136 - Regional Transportation Denver 

## RTD (1116) 

### Route 105 - Havana Crosstown (618)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Connect high-density, low income residential
areas with the jobs located in the Stapleton and Lowry redevelopment
areas and the large job pools of the Denver Tech Center, Greenwood Plaza
and Inverness business parks.

**Competitive selection process:** urban

**Evaluation:** Priority was given to the overall sustainability of the
route, while addressing the primary goals of providing access to
non-Central Business District worksites for low income groups

**Accomplishments:** The creation of the Route 105 reverse-peak
frequency increase has been sucessful from both productivity and
customer needs standpoints. This route\'s increased off-peak frequency
is becoming a benchmark for future JARC reverse-direction frequency
projects.

### Route 121 - Peoria Crosstown (619)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Other notes:**

**Service description:** Connect high-density, low income residential
areas with the jobs located in the Peoria Street corridor and the large
job pools of the Denver Tech Center, Greenwood Plaza and Inverness
business parks.

**Competitive selection process:** urban

**Evaluation:** Priority was given to the overall sustainability of the
route/s, while addressing the primary goals of providing access to
non-Central Business District worksites for low income groups

**Accomplishments:** The creation of the Route 121 reverse-peak
frequency increase has been sucessful from both productivity and
customer needs standpoints. This route is also becoming a benchmark for
future JARC projects reverse-peak frequency improvements.

### Route 73 - Technology Transfer (614)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Continued the operation of fixed-route corridor
service between low income areas and job opportunities in the Stapleton
and Lowry redevelopment areas and the large job pools of the Denver Tech
Center, Greenwood Plaza and Inverness business parks.

**Competitive selection process:** urban

**Evaluation:** Priority was given to the overall sustainability of the
route/s, while addressing the primary goals of providing access to
non-Central Business District worksites for low income groups.

**Accomplishments:** The creation of the Technology Transfer route
service (aka Route 73), which has been sucessful from both productivity
and customer needs standpoints. This route has become a benchmark for
future JARC projects, which have been sucessful in their own rights.

### Route 76 - Wadsworth Crosstown (616)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Connect the low income areas of the Jefferson
County/Wadsworth Blvd. corridor with general and hospital jobs in
southern Boulder County.

**Competitive selection process:** urban

**Evaluation:** Priority was given to the overall sustainability of the
route/s, while addressing the primary goals of providing access to
non-Central Business District worksites for low income groups

**Accomplishments:** The creation of the Route 76 extension service, has
been sucessful from both productivity and customer needs standpoints.
This route has become is becoming a benchmark for future JARC route
extension projects.

# 1138 - CITY OF FORT COLLINS 

## City of Fort Collins (734) 

### Transfort / Dial A Ride (68)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** JARC funds the operation of fixed route transit
services that provides transit access to low-income individuals. The
services allow passengers transit access from home to manufacturing,
industrial, retail and commercial employment corridors in addition to
other bus routes. In 2006, JARC funded routes 9 & 14, transported a
total of 123,648 passengers or 31 passengers per revenue hour - far in
excess of our minimum ridership standards.

**Competitive selection process:** other

**Other notes:** Submitted prior to the passage of SAFETA-LU, this
project was selected through FTA\'s JARC discretionary process. After
SAFETEA-LU, all JARC projects selected for funding will comply with new
regulations.

**Evaluation:** In the Fall of 2001, we conducted an on-board survey of
riders on the JARC funded route. Findings from that survey include; a)
mainly lower income people are using the route b) riders almost
completely rely on the route to get to and from their jobs and to and
from school c)the highest category of workers surveyed were laborer and
service worker d) ridership is highest in the early morning and late
afternoon e) most of the riders rent their homes. This was the third
such survey to have been conducted on the JARC route and continued high
ridership has proven that the service is still very much wanted and
needed in the community.

**Accomplishments:** There has been a 21% increase in ridership along
the JARC route since inception and we are excited and confident that we
can greatly improve on that \# in the future with the recent
introduction of new routes which will open up the entire City to transit
access. Fares have been held static over the last few years to encourage
ridership and we are actively encouraging employers to get involved in
encouraging their workers to use transit.

# 1139 - MESA COUNTY 

## Mesa County Regional Transportation Office (706) 

### 1139 (45)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** In 1999 Mesa County introduced the "Low Income
Rides to Work" program. This program was created in coordination with
the Mesa County Department of Human Services (DHS), the Mesa County
Regional Transportation Planning Office (RTPO), and Grand Valley
Transit. The program gives qualified individuals free bus passes under
the Temporary Aid to Needy Families (TANF). This allows the parent to
provide the needed transportation to daycare and work. If the work hours
are after the transit systems normal working hours, GVT schedules free
taxi rides and reimburses the taxi company for these rides out of the
transit system's JARC allocation for the operations of this program
continued in 2006.

**Competitive selection process:** state_app

**Evaluation:** Grand Valley Transit (GVT) began operations in February,
2000. From the beginning of services, GVT has partnered with the Mesa
County Department of Human Services (DHS) to provide low-income passes
for those who qualify. DHS also provides additional cash funding for the
"Low Income Rides to Work" program. The current riders who use these
passes are estimated at 40% of all riders. It is also estimated that
over 75% of all riders who use GVT would be considered low income. GVT
has tailored its service to attempt to fit the needs of low income
individuals in the Grand Valley. The system concentrates on the movement
of passengers from the low income housing areas of the Grand Valley to
the industrial and commercial centers and back.

**Accomplishments:** Highlights & successes include the amount of
families and passengers served. We have currently served 330,373
families and 893,172 passengers to date. The advice we would give
someone else starting a service like ours it to ensure coordination
efforts are in place in order to have a successful program such as ours
and that it is consistent with their regional transportation plan.

# 1154 - FMMCOG 

## Clay County Rural Transit (1014) 

### Human Service Employment Transportation (428)

**Type**: trip_based/shuttle

**Primary Goal:** improvecap

**Service description:** The service utilized Clay County Rural Transit
Vehicles during times they were underutilized. The project linked
clients of supported employment services onto a shuttle route from their
homes throughout the community to the jobsite. All participants are low
income.

**Competitive selection process:** other

**Other notes:** MPO solicited/ranked/and selected applications via
committee. Funding used was FY 2004/2005

**Evaluation:** Coordination Service Ridership Life beyond JARC funding

**Accomplishments:** Project coordinated service between FTA funding and
Medicaid waivered transportation funds.

## Giving + Learning (1015) 

### Information (430)

**Type**: info_based/travel

**Primary Goal:** improveacc

**Service description:** Project links New Americans with services
available to aid them with transportation.

**Competitive selection process:** other

**Evaluation:** Contacts Information Cost

**Accomplishments:** Project continues to work beyond language barriers
to help refugee americans get connected with transportation.

## Handi-Wheels (668) 

### Demand Response Employment Transportation (25)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Demand response service to industrial park and
fringe areas outside the hours and geographic reach of fixed route
public transit.

**Competitive selection process:** other

**Other notes:** MPO ranked and solicited proposals. Project used FY
2004/2005 3037 funds

**Evaluation:** Coverage area Hours of service ridership cost

**Accomplishments:** Average cost per ride \$4-\$5 provided increased
job access to industrial park

## Metro Area Transit Fargo (1016) 

### Extended Hours of Operation Ground Transportation Center (447)

**Type**: info_based/other

**Primary Goal:** extendhours

**Other notes:** Extended the hours of the Ground Transportation Center

**Service description:** Ground Transportation Center Closed at 6:15 PM,
however busses operate until 10:15. With the GTC closed riders are left
outside in the winter, they also do not have the ability to go in and
ask for information. Security and perception of transit is an issue.
With the GTC open until busses stop running passengers have easy access
to information, shelter

**Competitive selection process:** other

**Other notes:** MPO Competitive Selection using FY 2004-2005 3037 funds

**Evaluation:** Service Hours Information Cost

**Accomplishments:** Evening Ridership is growing

## Metro Area Transit Moorhead (1017) 

### Summer Evening Service (433)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Provide evening fixed route service in Moorhead
from May to August. Service in Moorhead ended at 6:45 PM this project
extended service until 10:15, the same time Fargo Routes run until.

**Competitive selection process:** other

**Other notes:** MPO competitive process using FY 2004, and 2005 3037
funds

**Evaluation:** Ridership Hours Connectivity Cost

**Accomplishments:** Ridership is up over 100% in the evening

# 1191 - FORT WAYNE PTC 

## Fort Wayne Public Transportation Corporation (941) 

### Comprehensive Contracted Service (393)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Citilink provides public and human service
agencies the opportunity to purchase tickets-to-ride at ½ price (up to a
total value of 10% of our operating budget or approximately
\$10,600/year). Agencies cover the remaining portion and provide these
vouchers to their clients that are participating in training, job search
& new hires free of charge.

**Competitive selection process:** competing

**Evaluation:** Approximately 46,100 trips per year are provided through
these service contracts. System wide, over 60% of trips taken are work
related.

**Accomplishments:** This partnership provides client mobility at
maximum efficiency, utilizing the existing transit infrastructure.

### Marketing of Fort Wayne PTC (395)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** 1.)Developed a Joblink webpage for job seekers
and employers. 2.)Developed mobility matching service Rideshare/carpool
program. 3.)Provided mobility counselor/travel training to individuals
and corporate/human resource employment and training professionals.
4.)Provided specialized travel training for human resource agengy job
coaches and people with disabilities. 5.)Developed and implemented a
targeted marketing campaign to create awareness of the Citilink Joblink
program.

**Competitive selection process:** competing

**Evaluation:** 1.)Please refer to the Joblink page on our website
(www.fwcitilink.com) 2.)Please refer to the Ridershare Registration form
on the Joblink website. 3.)Presentations were made to Work One, Chamber
of Commerce, Workforce Development, Easter Seals ARC, Educational
Partnership, Urban League, Literacy Alliance, Project Renew, Workforce
Investment Board, Community Service Council, Neighborhood Associations,
Hispanic Center, Minority Trades Council, Corporate Personnel Directors,
Job Coaches, etc. Participated in Career Fairs, open houses, block
parties and community events. 4.)Attended the Job Access for All
workshop in Chicago to improve travel training skills. Presentations
were made to Easter Seals ARC, Turnstone, Park Center, Anthony Wayne
Services, Anthis Career Center, etc. Assisted with job fair for disabled
youth entering the workforce. 5.)A unique and memorable Joblink logo was
developed (see website for example). It is reminiscent of our system
logo and incorporates the "link" in Citilink.

**Accomplishments:** 1.)Operational since the fall of 2005 the site has
received 1,939 hits to date. This has proved useful as a follow up
resource when making presentations or addressing enquiries. 2.)While we
have received fewer requests than we had hoped (approx. 10), and have no
known carpool matches, we have provided fixed route travel training and
transportation alternative information to several people as a result of
their rideshare registration. The City-County sponsored rideshare
program for employees commuting to their main building was more
successful (see Citilink website employer best practices for more
details). We also surveyed college students regarding their
transportation needs and are working with community planners to enhance
mobility options to & from our college campuses. 3.)Our Customer Service
Representatives estimate they spend approximately 80% of their time on
calls regarding transportation to work & training. 4.) Individual travel
training for both fixed route and our demand response Access service was
provided, as needed, to our riders with disabilities. 5.)Joblink program
information is included on our System Maps which are distributed widely.
Specific Joblink fliers and brochures have been distributed. Marketing
materials were developed to promote the service improvements on Routes 2
and 7. Much of the marketing has been done by meetings, phone calls,
e-mail and word of mouth.

### Service Enhancement #1 (386)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** We added two additional buses to our #2 route
to provide 1/2 hour service. This is an additional 3,600 service hours
per year.

**Competitive selection process:** competing

**Evaluation:** We evaluated this project based on an increase to
ridership.

**Accomplishments:** Ridership increased approximately 15% from 2005 to
2006.

### Service Enhancement #2 (489)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** We extended Route 7 to serve the revitalized
Southtown Centre commercial district. We also re-designed routes 5 and 8
to serve Southtown Centre, making this a new transfer point.

**Competitive selection process:** competing

**Evaluation:** We evaluated this project based on an increase to
ridership. Because there was barely a month of elapsed time from the
date the service began until Sept. 30, 2006, we feel it is too early to
report a trend.

**Accomplishments:** This service change has reduced the number of
transfers required to access major destination points, thus improving
service quality and dependability, which are key factors for
employment-related transportation. The Manager at the Southtown Centre
Walmart shared: \"Many of our employees and customers ride Citilink. I
encourage new hires to take the bus.\" This service modification has
also increased access to our Hanna Creighton Transit Center.

## Fort Wayne Urban League (982) 

### Maintain and Promote the Hanna Creighton Neighborhood Transit Center (573)

**Type**: cap_based/amenities

**Primary Goal:** improveacc

**Service description:** Fort Wayne Public Transportation Corporation
provides partial funding for maintenance of the Fort Wayne Urban League
Headquarters facility located at the intersection of Hanna and Creighton
streets in Fort Wayne, IN. We underwrite a portion of the utility bills,
cleaning supplies, lawn care and snow removal, waste removal and minor
building repairs. We maintain an indoor waiting room in this facility
for the use of our bus customers, as well as outdoor bus huts and a
concrete turnaround in front of the building. The waiting room contains
bus route and transfer information for customers.

**Competitive selection process:** competing

**Evaluation:** This project doesn\'t really lend itself to performance
measures and benchmarks. We agree to underwrite a portion of the
expenses and we have.

**Accomplishments:** We co-ordinated service with Urban League programs
and Hanna Creighton neighborhood activities, including Rally to Read.

# 1202 - INDIANAPOLIS PUBLIC TRANSPORTATION CORPORATION 

## Indianapolis Public Transportation Corporation (1005) 

### Airport Dial-A-Ride (421)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The Airport Dial-A-Ride (AP-DAR)provides demand
response transportation support primarily for individuals to access
employment within the Indianapolis International Airport area (including
Fed Ex, the airport terminal, numerous hotels and the Park Fletcher
Industrial Park). The AP-DAR also provides connection with the Fixed
Route #8 that provides service between the airport terminal and downtown
Indianapolis.

**Competitive selection process:** state_prop

**Evaluation:** Agency staff monitor daily stats and tracks service
trends. Data collected is reported monthly to the Board of Directors and
to the community at large at quarterly Community forums. Staff meets
monthly with service vendor to insure that performance issues are
addressed as well as discussing any adjustments in service delivery.
Community and customer feedback is solicited and acquired daily through
communication with our customer service center.

**Accomplishments:** Creating this service provided an opportunity to
penetrate more successfully into areas where it was inappropriate and
ineffficient to provide fixed route service. Due to the large
geographical area of the airport and surrounding industrial park, the
AP-DAR provides a more efficient means of connecting individuals to the
numerous employment sites.

### Late Night Job Access (413)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** The IPTC Late Night Job Access program provides
demand response transportation support for individuals working
non-traditional hours when the IPTC bus service is not operating.
Transportation is provided primarily to and from the central core of the
city and major industrial/commercial parks, hospital campuses, and the
central downtown business district where late night employment
opportunities are abundant and transportation options are limited.

**Competitive selection process:** state_prop

**Evaluation:** Agency staff monitor daily stats and tracks service
trends. Data collected is reported monthly to the Board of Directors and
to the community at large at quarterly Community forums. Staff meets
monthly with service vendor to insure that performance issues are
addressed as well as discussing any adjustments in service delivery.
Community and customer feedback is solicited and acquired daily through
communication with our customer service center. Customer feedback is
collated, tracked and responded to, and the data is used to support
service improvements.

**Accomplishments:** This service met and continues to meet a critical
need which is linking individuals to employment opportunities during
non-traditional hours. For transit systems that do not operate (fixed
route services) twenty-four hours, this type of program can provide
critical support. Typically, employment is low wage (service and
production) and temporary. Which presents a few challenges. One, the
employees never remain employed long enough to become financially stable
enough to become transportation independent and two, demand response
route schedules are constantly affected by changing work sites.

### North Side Dial-A-Ride (418)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The IPTC Northside Dial-A-Ride (NS-DAR) is a
demand response service that provides transportation support to
individuals near or traveling in the commercial/industrial corridor of
86th Street on the Indianapolis northwest side. Service is provided for
those traveling within the mile and a half wide corridor between the
city\'s largest industrial park (Park 100) and the Keystone at the
Crossing Shopping Mall.

**Competitive selection process:** state_prop

**Evaluation:** Agency staff monitor daily stats and tracks service
trends. Data collected is reported monthly to the Board of Directors and
to the community at large at quarterly Community forums. Staff meets
monthly with service vendor to insure that performance issues are
addressed as well as discussing any adjustments in service delivery.
Community and customer feedback is solicited and acquired daily through
communication with our customer service center.

**Accomplishments:** Because Indianapolis operates a hub and spoke fixed
route system, the NS-DAR provides lateral travel across the northwest
side of town. This allows those individuals who live and work on the
northwest side of town a more effective and efficient form of travel
versus having to ride all the way downtown only to transfer and ride all
of the way back to the northwest side.

### Southeast Side Dial-A-Ride (577)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The Souteast Side Dial-A-Ride (S-DAR) provides
demand response transportation support for individuals who work or live
in the southeast area. Service extended tranportation support beyond the
hours of fixed routes serving that side of town. Additionally, service
provided support for those who live on the southeast side and work
downtown. With the service area including the downtown transfer loop
this service provided employment transportation access support from and
to all parts of Indianapolis.

**Competitive selection process:** state_prop

**Evaluation:** Agency staff monitor daily stats and tracks service
trends. Data collected is reported monthly to the Board of Directors and
to the community at large at quarterly Community forums. Staff meets
monthly with service vendor to insure that performance issues are
addressed as well as discussing any adjustments in service delivery.
Community and customer feedback is solicited and acquired daily through
communication with our customer service center.

**Accomplishments:** Unfortunately, this service has been underutilized
and is being considered for termination. Staff will examine this area
again to see if continued service is warranted. The campus of the
University of Indianapolis as well as Eli Lilly Company are located in
this area so the potential a more effective transportation support
effort exists.

# 1207 - MICHIGAN DOT 

## Ionia Dial-a-Ride (758) 

### JARC (89)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** It is a partnership with the City of Ionia, the
City of Belding, which also provides service to the Village of Saranac
to provide transportation to job centers in the City of Ionia.

**Competitive selection process:** state_prop

**Evaluation:** Quarterly OAR\'s (Operating Assistance Reports)are
submitted and evaluated in PTMS (Passenger Transportation Management
System).

**Accomplishments:** Ridership of 1,979

# 1209 - Suburban Mobility Authority for Regional Transportation 

## North Oakland Transportation Authority (1177) 

### JARC Services (730)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** NOTA has provided free transportation for
primarily transit-dependent residents of Addison, Orion, and Oxford
Townships, with services targeted to the elderly, persons with a
disability, and those who need transportation for work, employment
training, and related purposes. The majority of NOTA vehicles are
wheelchair lift-equipped. Service priorities are for low-income and
disabled workers, including welfare recipients, who need transportation
for job training, interviews, and permanent employment. NOTA transports
residents to destinations within a 15 mile radius of this three-township
service area. Key training destinations include local Goodwill
Industries, Michigan Works!, and Training and Treatment Innovations
offices, and the largest employment destinations include Great Lakes
Crossing mall and the Palace of Auburn Hills. In addition, NOTA
transports riders to employers such as Kroger, Certified Products, BMI
Industries, Bald Mountain Recreation, New Horizons, RLM Industries,
Meijers, Hilton Suites, cleaning in various homes, Burger King, Eagle
Fastener, Kmart, Applebees, McDonalds, Victoria Delight Restaurant, Lake
Orion Nursing Home, Pontiac Motors, and Oasis Day Program. The number of
riders has increased in service from 2001 from under 20,000 to over
25,000 in 2006 which is an increase of 25% in 5 years and the need is
growing. The need of low income riders is to have transportation
available beyond the normal work day to accommodate their work
schedules. NOTA also transports handicapped and disabled to jobs and
training facilities.

**Competitive selection process:** other

**Other notes:** Earmark

**Evaluation:** N/A

**Accomplishments:** The number of riders has increased in service from
2001 from under 20,000 to over 25,000 in 2006 which is an increase of
25% in 5 years and the need is growing.

# 1210 - Interurban Transit Partnership 

## Interurban Transit Partnership-The Rapid (717) 

### County Connection (52)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** The JARC service in Kent County is entitled
County Connection and primarily serves those who are entering and
re-entering the workforce or job training and are case managed by the
Michigan Department of Human Services (DHS) and/or the Area Community
Service Employment and Training Council (ACSET). The County Connection
program is only available for trips within Kent County and those are
case-managed. Only case managers can schedule rides that support
employment, other trips are not accepted. Participants can cancel trips
and alter pickup times, but not change the destination of the ride. The
County Connection program was designed to eventually be self-sustaining
by increasing the cost of rides over a year in the County Connection
program. In April 2006, the Job Education Training initiative in
Michigan began and free rides for those managed under ACSET were
extended to 180 days of free rides and then the sliding scale is
activated. Children five and under ride for free in the County
Connection program. The first 90-180 days are free of charge to the
participant, but the sponsoring agency is billed \$3.00 per passenger
over the age of 5. After the initial agency subsidized service, the
\$3.00 charge is billed to the participant and the agency incurs no
additional costs and the participants fares are increased every 90 days
from no fare to \$3.00, to \$7.00, to \$14.00, which is the full fare
that is also available to the general public. There is a \$5.00 service
fee per ride for same day rides in all price categories. During the
agency subsidized service the agencies are responsible for no show rides
and are billed \$14.00 for each missed trip. When the passenger is no
longer subsidized by the agency, the passenger is responsible for any
no-shows at the rate of \$14.00. The County Connection service is
available 24 hours per day, seven days per week for agency subsidized
work trips. From midnight to 6:00 a.m. rides are subcontracted to a
shared-ride taxi service. The goal of one ride per hour was reached the
first year of a four year program. Eight vehicles are used for this
service.

**Competitive selection process:** proposals

**Evaluation:** Ridership numbers for County Connection are reviewed
monthly by The Rapid\'s board and quarterly through The Rapid\'s
Employers Advisory Council (EAC). The EAC has an advisory role to the
board on issues pertaining to employer programs and other services
affecting the workforce.

**Accomplishments:** The greatest accomplishment of the County
Connection is assisting residents of Kent County enter or re-enter the
workforce and job training programs through a system designed to help
them reach self-sufficiency and eventually manage their own
transportation.

# 1216 - FLINT MASS TRANSPORTATION AUTHORITY 

## Mass Transportation Authority (1124) 

### Mass Transportation Authority - JARC (633)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The MTA now provides regional transportation
service within, and outside of Genesee County. The initial purpose of
this transportation was to assist persons moving away from welfare and
into the workforce by providing transportation to jobs. As many
employers outside of Genesee County experience difficulty filling
positions, regional transportation service is an attractive benefit that
can be offered to employees, as a means of regular transportation to
work. The demand for Regional Transportation was then expanded to
include the Project Zero Program, funded by the Michigan Department of
Transportation, The Family Independent Agency and Work First! Career
Alliance, Inc. As of 2006 however, this funding is no longer available,
leading the MTA to search for alternative sources to fund the regional
service. MTA has also received a grant from the Federal Transit
Administration's Job Access and Reverse Commute Program. Currently, this
program is the only dedicated, outside funding source for regional
transportation. Demand for this service has steadily increased since its
inception, and this growth is forecasted to persist, as Genesee county
residents continue to find work in surrounding counties, such as Oakland
and Washtenaw. The Regional Transportation Program is assisted by
Regional Advisory Council, composed of the public transportation
providers in the surrounding counties and intercity operators, also
operating in the same service area. An expected outcome of the Regional
Advisory Council is improved coordination of services between the MTA
and other service providers. MTA services interconnect with the services
provided in adjoining counties by other public transit agencies such as
Ann Arbor Transit Authority, Saginaw Transit Authority, Greater Lapeer
Transit Authority, SMART, and Livingston Essential Transportation
Services. This provides an economical alternative for passengers who
wish to travel between urban areas. Although regional transportation was
originally established with the primary purpose of providing
transportation to work, it has been expanded to meet the needs of others
as it has developed. Also, as the demand for Regional Transportation
increases, the MTA, and agencies from the surrounding communities will
be expanding their relationships and will continue the improvement of
this service. As mentioned above, a related service issue is that of
job-related transportation. A Work Related LAC has also been implemented
to address the concerns of access to work and welfare to work programs.
It is clear that reliable transportation and childcare are two major
impediments that need to be overcome in order to transition persons off
of welfare and into the regular workforce. The MTA has established
partnerships with employers and the agencies charged with implementing
welfare-to -work and job access programs. The aforementioned Work
Related Local Advisory Council brings together the parties that have a
stake in the success of welfare to work. This LAC serves as a catalyst
to improve communication between public job agencies and employers. We
expect that better service definition and service development will
result from this process. The MTA established the position of
Transportation Coordinator to ensure that all persons, who have the need
for work-related transportation, can access public transportation. The
Transportation Coordinator works with clients, the Family Independence
Agency, and Michigan Works! Career Alliance, Inc. to meet transportation
requirements. Office hours have been established at MTA, FIA, and Career
Alliance's Family Road Center to assist clients with work-related and
day-care transportation. MTA continues to receive and review inquiries
from manufacturers and service related enterprises about providing
additional routes and service to their locations outside Genesee County.

**Competitive selection process:** urban

**Evaluation:** The MTA constantly evaluates ridership data, and
monitors the use of its JARC funded routes. Input from various LACs and
other passengers is also taken into account when evaluating the
effectiveness of its services. Service requests from employers are also
considered. The combination of these factors provides a wide range of
supporting information for making determinations regarding route
changes, additions, and deletions, as well as overall performance.

**Accomplishments:** The MTA has enjoyed an extremely positive response
from users and the community as a whole for the services provided
through the JARC funding. The program continues to grow, and has played
a vital role in aiding Genesee County residents in finding and
sustaining work in the surrounding area. This function has been
especially important given the recent loss of automotive manufacturing
jobs in the area. The MTA expects this growth trend to continue as
service has improved and expanded in every year since its inception.

# 1228 - Central Ohio Transit Authority 

## Central Ohio Transit Authority (1121) 

### Central Ohio Transit Authority (650)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The Central Ohio Transit Authority has
partnered with the Franklin County Board of Mental Retardation and
Developmental Disabilities as part of a federal access grant. The
participants served are those with a family income that is at or below
150% of the poverty line for a family of the size involved. The matching
funds are for the transportation needs of participants between home and
employment sites or job training facilities.

**Competitive selection process:** state_prop

**Evaluation:** The details are monitored and linked to the grant
agreement.

**Accomplishments:** The COTA/Franklin County MRDD partnership has
provided opportunities to over 100 MRDD clients that they would not have
had if not for the program. The program has enriched the lives and
improved the quality of life of the 135 clients by providing access to
their work opportunities.

## Franklin County Board of MRDD (1120) 

### Central Ohio Transit Authority (629)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The Central Ohio Transit Authority has granted
Franklin County Board of Mental Retardation and Developmental
Disabilities as part of a federal access grant, matching funds for the
transportation needs of eligible participants between home and
employment sites or job training facilitits. Eligible participants of
the program are low income (at or below 150% of the poverty line as
defined in Section 673(2) of the Community Services Block Grant Act (42
S.S.C. 9902(2) including any revision required by that section) for a
family of the size involved.

**Competitive selection process:** state_prop

**Evaluation:** The details are monitered and linked to the grant
agreement.

**Accomplishments:** The COTA/MRDD partnership has provided
opportunities to over 100 MRDD clients that they would not have had if
not for the program. The program has enriched the lives and improved the
quality of life of the 135 clients by providing access to their work
opportunities.

# 1235 - METRO REGIONAL TRANSIT AUTHORITY 

## Metro Regional Transit Authority (725) 

### JARC 29A&29B,33A&33B,34A&34B, CSS & DJFS (222)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Individualized transportation plans in addition to
providing specialized service to employers

**Service description:** transport Ohio Works First clients to and from
employment and support services.

**Competitive selection process:** other

**Other notes:** Services were selected in compliance with an existing
local plan

**Evaluation:** Passengers served per mile. funded by employer & social
service agencies contributions

**Accomplishments:** sustaining programs services; provide clear
guidelines between partner agencies

# 1237 - CLEVELAND RTA 

## GCRTA (796) 

### Information & referral service (164)

**Type**: info_based/itinerary

**Primary Goal:** other

**Service description:** GCRTA employees (mobility specialists), who are
co-located in Cuyahoga County\'s neighborhood family service centers,
help customers understand how to use public transit to travel to/from
work, job training, and job interviews. When a trip cannot be made on
regular routes, the mobility specialist explains and authorizes the use
of the reserved-ride van service.

**Competitive selection process:** other

**Other notes:** GCRTA and Cuyahoga county recognized the need and
successfully sought funding.

**Evaluation:** We monitor costs to ensure that the costs are reasonable
in light of the benefits.

**Accomplishments:** Mobility specialists successfully built cooperative
relationships with stakeholders.

### job access bus service (165)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 27F links a job-rich area in Solon with a
major rail-bus hub at Chagrin and Warrensville Roads. An extension of
Route 94 links a job-rich area in Beachwood with the terminus of the
Green Line rapid transit at Green Road and Shaker Blvd.

**Competitive selection process:** other

**Other notes:** GCRTA and Cuyahoga County agreed on the need and
successfully sought funding.

**Evaluation:** We monitor cost per passenger to ensure that the service
is cost-effective.

**Accomplishments:** We have been successful in altering the mix of job
access bus service to meet changing needs.

### reserved-ride van transportation service (163)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Van service is provided if a work trip cannot
be made using regular transit routes. If the residence is served by
transit but the work site is not, the van service links the work site
with a major transit stop. If neither is served by transit, the van
service links the work site with the residence. \"Served\" is shorthand
for \"served during the time period that the trip needs to occur\";
therefore, the van service is sometimes needed in only one direction.
The GCRTA staff makes the judgment that van service is needed, and
authorizes the provider to carry the trip. Trips may be authorized for
work, job training, or job interviews. General policies are developed by
GCRTA in consultation with Cuyahoga County officials.

**Competitive selection process:** other

**Evaluation:** We monitor cost per passenger trip to ensure that the
program is cost-effective. We recognize that this program is critical to
helping people become or remain economically self-sufficient.

**Accomplishments:** Greatest accomplishment is maintaining the service
despite uncertain funding environment.

# 1245 - Wisconsin Dept of Transportation Bureau of Transit 

## Bad River Tribe (1067) 

### Transit Services (511)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Small bus service routes allocated to transfer
low-income employees to area casino.

## Central WI Community Action Council, Inc. (1068) 

### Job Access Loan Supplement (515)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Individual Transportation assistance program that
consists of using Job Access Loans to help eligible clients with car
repairs and in limited cases, car purchases.

**Service description:** Individual Transportation assistance program
that consists of using Job Access Loans to help eligible clients with
car repairs and in limited cases, car purchases.

**Competitive selection process:** state_prop

### Mobility Manager (512)

**Type**: info_based/broker

**Primary Goal:** improveinfo

**Service description:** The Mobility Manager will serve as the
transportation problem clearinghouse for the county. Will be responsible
for providing the client with the best possible solution to the
transportation problem, given the resources available.

**Competitive selection process:** state_prop

### Vanpool Operations (514)

**Type**: trip_based/rideshare

**Primary Goal:** extendhours

**Service description:** A free 30 day ride-to-work program for W-2
recipients of Waushara County to provide seasonal employment at Figi\'s
Gifts, Inc.

**Competitive selection process:** state_prop

## City of Madison (1090) 

### Reverse Commute (534)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** A large computer software company
(EPIC)relocated to the City of Verona from the City of Madison. EPIC and
the City of Verona focused on the importance of making transit service
available to the new site for those who need the bus and to promote
regional transportation goals of reducing automobile trips.

**Competitive selection process:** state_prop

## City of Waukesha (1077) 

### Transit Services (529)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Route 2 extension to east side businesses
in the City of Waukesha and the Route 218 service to businesses in the
New Berlin Industrial Park.

**Competitive selection process:** state_prop

**Evaluation:** The State of WI is filling out this report and is unable
to provide feedback on behalf of the sub-recipient.

## Dane County (1069) 

### Shuttle Service (516)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Van shuttle services to transport low income
urban workers to suburban employment centers

**Competitive selection process:** state_prop

## Esperanza Unida, Inc. (1071) 

### Vanpool Operations (518)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Provide transportation to work sites that are
inaccessible to bus lines, either in terms of route parameters or
operating schedules.

**Competitive selection process:** state_prop

## Fond du Lac County (1082) 

### Carpool/Vanpool (575)

**Type**: trip_based/rideshare

**Primary Goal:** additionalgeo

**Service description:** The program is connecting working individuals
together to organize a successful carpool that can incorporate more than
one place of employment.

**Competitive selection process:** state_prop

### Childcare Transportation (572)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Through services provided via local Child Care
facilities and local vendors, children are being transported to and from
daycare centers, school and home, as to enable their working parents the
opportunity to get to and from work in a timely fashion.

**Competitive selection process:** state_prop

### Guaranteed Ride Home (571)

**Type**: trip_based/guarenteehome

**Primary Goal:** improveinfo

**Other notes:**

**Service description:** Local taxi companies work closely with the
agency along with other local human service agencies to provide
transportation in desperate times at a limited cost.

**Competitive selection process:** state_prop

### Loan Program (569)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Allow low-income individuals and families the ability
to purchase a new used vehicle by assisting wtih the downpayment

**Service description:** Allow low-income individuals and families the
ability to purchase a new used vehicle by assisting wtih the downpayment

**Competitive selection process:** state_prop

### Vehicle Repair & Maintenance (567)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Auto repair and maitenance program for individuals
working at least part-time and have a valid driver\'s license

**Service description:** Auto repair and maitenance program for
individuals working at least part-time and have a valid driver\'s
license

**Competitive selection process:** state_prop

## Kenosha Achievement Center (1083) 

### Car Care Program (579)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Car Works program include late model vehicle donations
and monthly payments by clients who obtain vehicles

**Service description:** Car Works program include late model vehicle
donations and monthly payments by clients who obtain vehicles

**Competitive selection process:** state_prop

### Mobility Manager (578)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** The program has used resources to develop
employer-funded transportation services thru the mobility manager.

**Competitive selection process:** state_prop

**Other notes:**

## Milwaukee Careers Cooperative (1072) 

### Vanpool Operations (519)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Provide reliable transportation services needed
to make an employment connection between public assistance recipients,
unemployed persons and low income individuals

**Competitive selection process:** state_prop

## Milwaukee County (1074) 

### Transit Services (522)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Identify and successfully implement a program
and marketing strategies to support use of fixed route mainline bus
transportation by workers with disabilities.

**Competitive selection process:** state_prop

## Northwest WI Community Svcs Agy Inc. (1084) 

### Rideshare/Transportation Program (532)

**Type**: trip_based/rideshare

**Primary Goal:** additionalgeo

**Service description:** The amount of services provided varies from
providing rides to private employment through the van pool program,
providing downpayment assistance on the purchase of a late model
automobile, issuing a bus pass or connecting the individual with other
services within the community.

**Competitive selection process:** state_prop

## Sawyer County (1085) 

### Transit Services (530)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** New established route encompasses the northern
and eastern sections of the county, which was previously void of any
type of public transportation

**Competitive selection process:** state_prop

## Southwestern WI Community Action Program (1086) 

### Work-n-Wheels/Mobility Manager (531)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Work-n-Wheels program that works with low-income
residents in the planning and operations of obtaining auto loans and
counseling services

**Service description:** Work-n-Wheels program that works with
low-income residents in the planning and operations of obtaining auto
loans and counseling services

**Competitive selection process:** state_prop

## The Private Industry Council of Milwaukee County, Inc. (1075) 

### Customized Shuttle (526)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Other notes:** Customized Employer Route Service

**Service description:** 13 routes serving low-income workers to
Waukesha and Washington Counties from the Milwaukee Urbanized Area.

**Competitive selection process:** state_prop

### Flexible Shuttle (527)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Other notes:**

**Service description:** Route is needed to reduce travel time for
workers in their daily work commute; to make the travel commute for
specific disabled individuals safer; to bring transportation services
closer to Milwaukee Co residents living beyond a mile of the nearest bus
stop and to provide access to businesses located along this route.

**Competitive selection process:** state_prop

## V.E. Carter Childcare Transportation (1076) 

### Childcare Transportation (528)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** V.E. Carter will be the conduit of childcare
transportation through W-2 agencies. V.E. Carter will provide the
administration and operations management of the project as well as
financial overview.

**Competitive selection process:** state_prop

## Waukesha - Ozaukee - Washington Workforce Development, Inc. (1080) 

### Mobility Manager (520)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Operate the Keys to Work Program - a vehicle loan
program for eligible low-income residents

**Service description:** Operate the Keys to Work Program - a vehicle
loan program for eligible low-income residents

**Competitive selection process:** state_prop

## Western Dairyland EOC, Inc (1087) 

### Wheels For Work (580)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Serve transportation needs for low-income families to
assure access to work, education, training and childcare thru a mobility
manager coordiation of vehicle purchases and repairs.

**Service description:** Serve transportation needs for low-income
families to assure access to work, education, training and childcare
thru a mobility manager coordiation of vehicle purchases and repairs.

**Competitive selection process:** state_prop

## Women\'s Employment Project (1088) 

### Mobility Manager (533)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** The existing committee will continue to monitor
transportation solutions in the CO, including the Transportation Options
Program.

**Service description:** The existing committee will continue to monitor
transportation solutions in the CO, including the Transportation Options
Program, and will be the advisory partnership and structure behind the
implementation of this new effort to provide transportatin options to
low-income job seekers and incumbent workers.

**Competitive selection process:** state_prop

## Workforce Connections (1089) 

### Individual Services (581)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Partner with various agencies to provide Individual
Services for vehicle repairs, vehicle downpayments and misc.
tranportation needs such as alternate transporation (bike).

**Service description:** Partner with various agencies to provide
Individual Services for vehicle repairs, vehicle downpayments and misc.
tranportation needs such as alternate transporation (bike).

**Competitive selection process:** state_prop

### Mobility Manager (583)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Mobility Manager is the leader in transportation
related resources and referrals.

**Service description:** Mobility Manager is the leader in
transportation related resources and referrals.

**Competitive selection process:** state_prop

### Vehicle Loan Program (582)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Keys to Work program that is a vehicle loan program for
eligible low-income residents

**Service description:** Keys to Work program that is a vehicle loan
program for eligible low-income residents

**Competitive selection process:** state_prop

# 1305 - Metropolitan Council 

## Anoka County (861) 

### Dial-a-ride Service and Transportation Coordinator (255)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The program is designed to provide standing
order dial-a-ride services to MFIP and Food Stamp participants with
limited access to existing fixed routes and link them to available jobs
with area employers and to the WorkForce Center for job search
activities or other activities such as GED/ESL, etc. when combined with
employment or job search. Link a route and increase rider capacity
during peak hours from downtown Anoka to the employment areas near the
Riverdale malls, which include Riverdale Commons, Riverdale Village, and
Riverdale Crossing, in addition to 100+ employers in the designated
area.

**Competitive selection process:** other

**Evaluation:** The Transportation Resource Coordinator works closely
with staff to provide clear and immediate communication when needed
ultimately providing top-notch program customer service.At the
transportation commiteee meetings we recieve transit updates including
financial expenditures and number of customers served with the various
transit programs. We have also dedicated a Project Manager who is an
Employment Services Supervisor from the Job Training Center who
administers the grant and monitors daily activities such as managing
ridership numbers and problem solves various issues that arise. The
Project Manager also coordinates project marketing and outreach services
and brings forward various identified issues for discussion to the
transportation committee.

**Accomplishments:** Before the transition from AFDC to MFIP, the
transportation committee completed a comprehensive analysis funded by
the McKnight Foundation focusing on what the primary barriers were at
the time for low-income welfare recipients that made it difficult to
reach self-sufficiency. Transportation was at the top of the list of
barriers. This analysis was extremely helpful with transportation
planning for the committee. One of the priorities in our collaboration
is to maximize programming by obtaining diversified funding resources
including JARC funding, which as been integral in supporting these
transportation initiatives and in making successful strides, however
thse transportation needs continue to be present today at an even higher
need level. It has been very helpful for our agency to have a
comprehensive transportation plan in place that looks at the needs and
proposed transportation solutions. It is advisable that other interested
parties have some type of strategic plan with not one solution but
multiple solutions to assist in program implementation and planning.
Diversify funding sources as much as possible has also been a successful
strategy. This can be key when looking at various programming solutions
and having well-rounded, comprehensive responses to the changing needs
of communities.

## Dakota County (863) 

### New Van Services (258)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Coordination of job seeking, job training, and
initial employment transportation for hardest to serve clients. Includes
operation of 2 vans for regular job club, job counseling, job fairs, and
day care trips scheduled on a demand responsive and standing order basis
for 5 county employment and training agencies with counselors.

**Competitive selection process:** other

**Evaluation:** Cost per rider and number of stops served were compared
with other programs to determine the effectiveness of the program.

**Accomplishments:** Continue to serve populations in need as demand
grows.

## Hennepin County (859) 

### Pillsbury United Communities (248)

**Type**: trip_based/rideshare

**Primary Goal:** additionalgeo

**Service description:** This program is focused on moving unemployed
men and women into living wage jobs throughout the metro area and
suburbs. The job seekers and employees are participants working through
employment programs and students in the Minnesota Internship Charter
School. In addition to providing transportation to jobs, the service
provides rides to job fairs, interviews, and drug tests.

**Competitive selection process:** other

**Evaluation:** We evaluated the program by looking at the number of
jobs being served, the number of trips being provided, the cost of each
trip, and how well the service was addressing the existing demand.
Because the service is unique, we compared it to similar services in
other parts of the region. The cost per trip is actually quite
comparable to public dial-a-ride services.

**Accomplishments:** Working with employers to encourage them to look
elsewhere for potential employees.

### Rise Inc. (251)

**Type**: trip_based/rideshare

**Primary Goal:** additionalgeo

**Service description:** This Agreement provides supplemental funding
for transportation services to participants of Rise involved in
employment, supported employment, job development, and placement
services. Rise provides services to people with disabilities and other
barriers to employment. The goal is to assist people to become more
self-sufficient through employment and community integration. Rise helps
participants to develop transportation options for themselves as part of
their service plan. Each participant has an individual service plan
developed with their input and input from that person's support group
both professional and personal. Transportation options vary depending on
the person's needs and their available choices. We work to develop
options that the person can use as independently as possible. These
include use of public transportation; their own car; car pooling with
co-workers, friends, or family; Metro Mobility; etc. As a fall back
option, Rise provides transportation services to persons through Rise
transportation.

**Competitive selection process:** other

**Evaluation:** Outcome 1: An average of 75-80 rides per day will be
provided for participants, over 4,800 rides per quarter, 19,200 rides
per year. Indicator: There will be a minimum of 40 participants per week
day, fewer on weekends that will receive transportation services.
Outputs and Activities: Transportation services will get people, in a
reliable timely and safe manner, to work and home as needed. Method of
Data Collection: Daily ride schedules and logs are kept for each
vehicle, which reflect participants driven; pick up and drop off points;
time of pick up and drop off. Outcome 2: Vehicles will be scheduled and
maintained to achieve maximum usage while keeping the vehicle in top
condition for maximum life expectancy and safe usage. Indicator: There
will be regular maintenance and check lists developed for each vehicle.
Regular maintenance and oil changes will be scheduled and monitored.
Daily vehicle check lists will be used by drivers. Outputs and
Activities: Daily check lists will be used by drivers before their first
daily run. Regular preventative maintenance schedules will be set based
on miles driven and conditions. Methods of Data Collection: Daily logs
will be reviewed periodically by the Transportation Manager. All
maintenance and repair information and costs will be recorded by vehicle
on our information system and be reviewed against fleet averages.

**Accomplishments:** The greatest accomplishments would be that people
were able to work because they had transportation services available to
them. Here are two examples: For program participants like "Gerry," Rise
Transportation Services have been his lifeline to work. Gerry's
traumatic brain injury left him with severe language and mobility
barriers and he is unable to use regular transportation alternatives. In
addition to ensuring that Gerry has the one-on-one attention and support
he needs to get to work, Rise staff have also developed accommodations
and restructured job tasks to enhance Gerry's productivity. These
services not only provide Gerry with employment, but offer daily
interaction and socialization with other people. 'Mohamud' is a
61-year-old refugee who fled his native Somali during the civil war with
his family of six children in the early 1990s. After living a nomadic
life in various African countries, Mohamud and his family of six
children eventually moved to Minnesota in 2004. He was diagnosed with
severe Post-Traumatic Stress Disorder shortly after and was unable to
work and support his family. Referred to Rise for career planning, job
placement, and support services, Mohamud is now gainfully employed at
Rise's production facility in Spring Lake Park, yet continues to work
with a job placement counselor to find a more permanent position in a
community business. Because he cannot afford a car and public
transportation is not available where he lives, Mohamud is one of many
people participating in Rise's Welfare-to-Work program who use Rise
Transportation Services to get to and from work on a daily basis. Rise
staff may also provide participants with transportation to get to job
interviews or other ancillary appointments as well as activities that
people need to accomplish in order to work, i.e., shopping for work
clothing or tools, medical appointments, setting up child care, etc.

# 1316 - Toledo Metropolitan Area Council of Governments 

## TMACOG (830) 

### Northwest Ohio CommuterLINK Program (225)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Northwest Ohio CommuterLINK's mission is to
help economically disadvantaged individuals become self-sufficient by
removing transportation as a barrier to obtaining and maintaining
employment. CommuterLINK, a program of TMACOG (501 c-3 non-profit
organization) operates as a transportation brokerage system. Since 1999,
we have provided service to more than 1,550 Ohio Works First (OWF)
clients. Over 50 percent of our Car Buy clients have been through the
CommuterLINK program demonstrating that a number of CommuterLINK clients
are progressing and becoming self-sufficient which is the ultimate goal
of CommuterLINK. CommuterLINK will provide roundtrip transportation to
any eligible man or woman who meets the following requirements: has a
minor child, currently receiving OWF benefits in Lucas County, and is
referred by a case manager via Provider Gateway, a computer program
system used by the Lucas County Department of Job and Family Services to
transmit referrals to the CommuterLINK program for eligible individuals
to receive transportation to training sites, daycare facilities,
education facilities, work locations for new opportunities or the
prevention of job loss. Eligibility is limited to 90 calendar days with
180 days maximum per fiscal year.

**Competitive selection process:** proposals

**Evaluation:** The CommuterLINK program distributed questionnaires to
receive feedback from participants on how the program was beneficial to
them and what the program could do to improve its services.

**Accomplishments:** Being able to provide transportation services for
thousands of people helping them to maintain employment, prevent job
loss, and help acquire access to training sites, education facilities,
and daycare facilities. The advice I would give to someone else starting
a service like CommuterLINK is, once the program is up and running, find
additional ways to improve the program and gain more funding.

# 1334 - CONNECTICUT DEPARTMENT OF TRANSPORTATION 

## Arrow Line Acquisitions (Peter Pan) (1129) 

### Hartford to Southeast CT employment (684)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Service is provided from Hartford to two major
casinos in southeast CT. Service is open to employees only. Operates 7
days a week.

**Competitive selection process:** state_app

**Evaluation:** Ridership is monitored monthly

**Accomplishments:** This service offers employment with a great benefit
package. Many of the current riders are long-term riders that have
maintained the employment because of the service.

## CTTransit (1030) 

### Hartford Bloomfield Home Goods (679)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Service was enhanced to offer early morning and
late evening work starts and quits. Entry-level jobs at Home Goods
warehouse are available to Hartford workers that were not available
before job access.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served. Ridership is monitored monthly.

**Accomplishments:** The service is a base that can be expanded for the
developing Bloomfield industrial area.

### Hartford Bradley Flyer (678)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Prior to job access limited service was
available from Hartford to Bradley International Airport. Service was
enhanced to meet the shift times of entry level jobs at the airport.
Service now operates 7 days a week for up to 18 hours a day.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target customers are being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** We recently had to add helper buses to three trips
a day due to overloads on this long route.

### Hartford Imperial Nurseries (680)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** This service allows a suburban worksite to
access employees from Hartford. For a small increase in mileage, a
commuter express bus deviates to drop passengers at Imperial Nurseries.

**Competitive selection process:** urban

**Evaluation:** Ridership is monitored at monthly meetings.

**Accomplishments:** This is a very low-cost improvement that is one of
the first job access enhancements made in the state. Some months, this
enhancement actually makes money! (Okay, it may be only \$10, but still.
. . . )

### Hartford L-Tower Avenue (681)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This is a totally new service that operates
from the north end of Hartford and connects with Buckland Hills Mall in
Manchester. It offers workers the opportunity to access employment
without having to travel downtown and transfer.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This service was designed out of a local
collaboration that was concerned with access to grocery stores. It
turned out to be a wonderful candidate for job access also.

### Hartford Saturday Night Services (682)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This project is comprised of small service hour
additions on various routes to better meet non-traditional start and
quit times.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** The service enhancement was designed with the input
of regional job developers.

### Hartford Sunday Service enhancement (683)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** These enhancement during early morning and
evening allow workers to access entry-level jobs requiring Sunday hours.
Several routes were modified to meet needs identified by job developers.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served.

**Accomplishments:** The service enhancements were designed with the
input of regional job developers to meet the needs of people they were
trying to place in jobs.

### New Haven Expanded routes B & D (656)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Enhanced service hours for low-income workers
to return from second shift jobs.

**Competitive selection process:** state_prop

**Evaluation:** Periodic surveys are used to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This service was developed with the assistance of
the regional workforce development board and has become a valuable
service addition in the region.

### New Haven Foxon Extension to D route (657)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Enhanced service for low-income workers at
night and on weekends.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at monthly meetings.

**Accomplishments:** Work closely with the regional workforce
development board to help create a sustainable service and maintain
buy-in from the region.

### New Haven Milford O Route enhancement (659)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Enhanced service to Milford Post Mall from New
Haven allows access to employment at the mall and along the Route 1
corridor. Riders can also transfer to the Coastal Link to access
Stratford, Bridgeport and Norwalk.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at monthly meetings.

**Accomplishments:** With the addition of so many services, the Milford
Post Mall is developing into a mini-hub which allows access between
south central and southwestern CT.

### New Haven Schick O route (658)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Enhanced service hours to the Schick plant in
Milford CT allow low-income workers from New Haven to obtain and
maintain jobs.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer feedback.
Counts are prepared to determine whether service is viable. Ridership is
monitored at monthly meetings.

**Accomplishments:** This service was developed with the assistance of
the employer and the regional workforce development board.

### Stamford Saturday Night service enhancement (673)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This enhancement extends the Saturday evening
hours on 8 routes in Stamford.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are used to determine whether target
pop is being served and to assess customer satisfaction. Ridership is
monitored at regular meetings.

**Accomplishments:** The route enhancements were designed with input
from the regional workforce investment board and job developers.

### Stamford Sunday Service (674)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Prior to job access, there was no bus service
available in Stamford on Sunday. The service is a reduced level from
regular weekday. Riders can transfer to the Coastal Link in Norwalk.
Low-income workers can now access employment that requires Sunday work
hours.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whetheer
target population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** Ridership has grown steadily since the service was
initiated.

## Estuary Transit District (1018) 

### Shoreline Shuttle Enhancement (687)

**Type**: trip_based/routedeviationflex

**Primary Goal:** extendhours

**Service description:** Hours of service and an additional day of
service were added using job access funds. This increases the number of
connections to the S-route bus from New Haven which increases the
ability of workers to use the service for employment purposes.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored at monthly meetings.

**Accomplishments:** Due to success of the initial service expansion,
service was further enhanced.

## Greater Bridgeport Transit Authority (836) 

### Coastal Link (223)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This route is provided by a combination of
three transit districts, Norwalk, Milford, and Bridgeport each operating
along the same corridor and accepting each others fare media. Service
operates 7 days a week and offers a single seat ride in a corridor that
previously would have required two transfers.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are used to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored at regularly scheduled meetings.

**Accomplishments:** Farebox recovery has been as high as 40%. The route
has been incredibly successful and has been further enhanced by
additional funding sources.

### Expanded Route 15 Service (670)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 15 was extended to provide service to new
jobs locating in the Shelton/Derby area. This service operates in
combination with a shuttle service provided by Valley Transit District
to allow employees access to worksites that are difficult to get to via
foot and cannot accomodate a 40 foot bus.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** Two transit operators worked together, each filling
their own niche to create a service that neither could have provided on
their own.

### Expanded Weeknight and Weekend Service (666)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This is a compilation of small service
enhancements to multiple different routes that allow services to begin
earlier and end later thereby meeting early morning and late evening
shift starts and shift returns. 12 routes enhanced on weekdays, 7 routes
on Saturday and 9 routes on Sunday.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine the target
population is being served. Trip counts are used to review viability of
enhancements. Ridership is monitored at regular meetings.

**Accomplishments:** By making small enhancements to a number of
services GBTA was able to greatly enhance ridership.

### Route 1 extension (667)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This is a route extension to serve low-income
housing at Hollister Heights and PT Barnum Apartments.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are used to determine whether target
population is being served. Ridership is monitored at regular meetings.

**Accomplishments:** You need to have a BORPSAT to make things happen
(bunch of the RIGHT people sitting around the table.) If you don\'t have
the right people, it doesn\'t happen.

### Route 10 Sunday Service (669)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Low ridership and funding reductions led to
replacing large bus service with targeted small vehicle service.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys were used to determine target
population is being served. Ridership monitored at regular meetings.

**Accomplishments:** Service was reworked to target a different
population and use different resources.

### Route 11 service enhancement (672)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Service was added to better meet the needs of
low-income workers residing at Fairfield Woods apartments. Additional
trips operate during morning and evening peak periods, which allows
riders to spend less time traveling to employment.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** This service is not targeted to the employment, but
to the residential areas offering more frequent service to the transfer
point thereby opening up more opportunities.

### Route 25 & 111 (665)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Other notes:**

**Service description:** Service provided 7 days a week to employers in
suburbs to allow low-income workers from Bridgeport access to
entry-level jobs.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** This service was able to enhance a very poor
quality of service available prior to job access thereby opening up new
opportunities.

### Route 8 service enhancement (671)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Other notes:**

**Service description:** Additional service was added during morning and
evening peak periods to service between Westfield Shoppingtown Trumbull
and Downtown Bridgeport to meet employment needs.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are used to determine whether target
population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** At one time, Westfield Shoppington Trumbull was
trying to kick bus service out of the mall.

### Routes 9 and 14 Express (668)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** These are new routes created to bring
Bridgeport workers to suburban work sites in Monroe and Trumbull. Peak
hour service.

**Competitive selection process:** urban

**Evaluation:** Periodic survey are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored at regular meetings.

**Accomplishments:** Target services to employment sites and the shift
times for entry-level jobs.

## Greater New Haven Transit District (1020) 

### My Ride Job Access (653)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** This is an enhancement to ADA paratransit
during peak hours. It allows customers to get to work on time instead of
having to arrive when we can get them there.

**Competitive selection process:** state_prop

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This was a first attempt at a service enhancement
for people with disabilities. It has been very well received by the
community.

### RGC Shuttle (655)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Other notes:**

**Service description:** The RGC shuttle serves employers during times
not served by the regular route in the corridor. It also provides a
single seat ride rather than requiring a transfer in Madison, leading to
a much faster trip.

**Competitive selection process:** state_prop

**Evaluation:** Periodic surveys are used to determine whether target
population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This service is targeted to certain employers along
the route 1 corridor and continues to maintain a good working
relationship with them. While ridership fluctuates, it is seen as a
valuable service by employers in the region.

### Transit on Call (654)

**Type**: trip_based/shuttle

**Primary Goal:** improvecap

**Service description:** This provides \'on-call\' service for job
interviews and training opportunities. It does not operate during times
when fixed route is available at the individual\'s destination.

**Competitive selection process:** state_prop

**Evaluation:** Ridership and usage is monitored on a monthly basis.

**Accomplishments:** This service works with the regional workforce
development board to assign people to the service only when necessary.
It fills a gap that requires fast turnaround for job interviews.

## Housatonic Area Regional Transit (988) 

### Mall-Hospital Loop (640)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Other notes:**

**Service description:** Evening and weekend access to major retail
mall, Danbury Hospital and Mediplex. Prior to job access, there was no
evening service.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys are used to determine that
target population is being served. Ridership is monitored monthly.

**Accomplishments:** This service was developed in cooperation with job
developers and the employers.

### New Milford Loop (641)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Prior to job access, there was no evening
service in the Danbury area. This route serves jobs along Federal Road
the Route 7 corridor.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served. Ridership is monitored monthly.

**Accomplishments:** There has been slow and steady ridership growth on
this service since initiation.

### Newtown Road - South Street Loop (642)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Prior to job access, there was no evening
service in the Danbury area. This service expands on the success of the
Mall/Hospital Loop and extends it to housing complexes and other retail
employment opportunities.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served. Ridership is monitored monthly.

**Accomplishments:** This route was developed due to the success of the
Mall/Hospital Route. Ridership has been growing steadily since project
initiation.

### Ridgefield Loop (643)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The new service allowed Danbury workers to
access entry-level jobs in Ridgefield.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys were used to determine whether target
population was being reached. Monthly monitoring of ridership.

**Accomplishments:** This service was discontinued due to lackluster
ridership.

## Middletown Transit District (1019) 

### M-Link (651)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This new service connects two urbanized areas
that are located side-by-side, but previously had very limited
interregional transportation. It allows both areas new opportunties for
workers.

**Competitive selection process:** state_prop

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This service had some large hurdles to overcome
initially due to concerns that Meriden workers would take jobs from
Middletown residents. Due to the persuasiveness of the transit director,
the service was able to start up and both areas have since benefitted.

### Night Owl (652)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Prior to job access there was no evening
service in the Middletown area. This service is a compressed version of
daytime service that allows workers to get home from second shift.

**Competitive selection process:** state_prop

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored on a monthly basis.

**Accomplishments:** The service was developed in cooperation with the
chamber of commerce to determine where to place the routes.

## Milford Transit District (826) 

### Coastal Link (203)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Fixed route bus service from Milford to
Norwalk. Offers a one ride system as opposed to multiple transfers
between systems. Three system operate the services, Milford, Bridgeport,
and Norwalk. Operates primarily along the Route 1 corridor which offers
the best employment opportunities in the area. Service operates on 20
minute headways during weekday peak periods. Additional service recently
added on Saturdays to accomplish 40 minute headways. Service operates
365 days a year. Vast majority of riders are using service to get to
work.

**Competitive selection process:** state_prop

**Evaluation:** Ridership has increased on a continual basis since
inception. Surveys indicate a high rating of service from customers.
Complaints arise because buses are too full and may have to pass
passengers. Anticipate further enhancements to alleviate overcrowding.
On time performance is generally very good.

**Accomplishments:** Accomplishments due to a high degree of cooperation
between three separate transit agencies. Duties and responsibilities
have been shared according to the ability of agencies to perform. Most
significant successes have been the result of the customer not knowing
necessarily which agency they are riding with. The service is seamless
and has its own identity beyond the individual transit agency. The
service is priced fairly and all fare media from all agencies is readily
accepted.

## New Britain Transportation Company (1033) 

### Berlin Turnpike Extension (677)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Service was extended from Berlin onto the
Berlin Turnpike to meet up with a CTTransit Hartford bus. This allows
riders from both New Britain and Hartford to access entry-level and
manufacturing jobs in Cromwell and East Berlin.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target pop is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** Ridership has grown and employers along the
turnpike have come to rely on the services. The service has been further
enhanced very recently.

### New Britain Evening Services (676)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Prior to job access, New Britain service shut
down at 6pm. Now a limited number of routes targeted to entry-level
employment and education are available 6 evenings a week.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored at monthly meetings.

**Accomplishments:** A lack of evening service is a critical limitation
to entry-level employment and is one of the first issues to be dealt
with to improve job access for low-income workers.

### Westfield Shoppingtown Meriden Extension (675)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The extension adds service from New Britain to
Meriden Mall, 6 days a week allowing workers to access jobs that they
could not previously. This was an entirely new geographic area and
provides a connection to Meriden that was not available before job
access.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** This was one of the most highly requested service
extensions from New Britain and has been very successful with ridership
consistently high.

## Northeast Transportation Company, Incorporated (1037) 

### Adult Education (486)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The service is designed to assist TANF eligible
people is obtaining training at Naugatuck Valley Community College.
Courses are offered in the evening after the bus service has closed down
for the evening.

**Competitive selection process:** state_app

**Evaluation:** Periodic ridership surveys are undertaken to make sure
the target population is being served and to assess customer feedback.
This service is not available year-round, only when training classes are
being offered.

**Accomplishments:** The JobLinks coordinator for the region works
closely with the community college as well as the job placement agencies
to develop and maintain this service.

### Beacon Falls (598)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This is a new service to bring Waterbury
workers to entry level job openings on first and second shifts in Beacon
Falls industrial park.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are completed to assure that the target
population is being served and to assess customer satisfaction with the
service.

**Accomplishments:** Work closely with employers to maintain open lines
of communication. Employers may be willing to make small adjustments to
shift times in order to meet bus schedules.

### Brass Mill Center (600)

**Type**: trip_based/othertripbased

**Primary Goal:** extendhours

**Other notes:** There is a set pick up time at worksite, deliver to
home neighborhood. Riders can vary.

**Service description:** Fixed route operates during the day only. This
service provides weekday and Saturday evening service to meet the shift
end at 6:15 and 9:45.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys assess whether the target population is
being served and allow for customer feedback. Ridership is reviewed
monthly.

**Accomplishments:** Develop a good relationship with the employer to
ensure that employer needs are being met.

### Cheshire Industrial Park (601)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Additional trips were added to meet second
shift needs and to assist businesses with late morning start times.
Service was also extended to just beyond the industrial park, in the
north end of Cheshire.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are completed to assess whether the
target population is being served and obtain customer feedback.
Ridership is monitored monthly.

**Accomplishments:** When there is a ridership drop on any shift, the
employer(s) are contacted to find whether their needs are changing.

### Child Care Reservation (605)

**Type**: trip_based/shuttle

**Primary Goal:** other

**Service description:** Service picks up parent and child (or children)
at home and delivers child to childcare sites. There may be more than
one childcare site for a single family. The parent is then delivered to
the pulse point on the Waterbury Green to access the fixed route to get
to training classes. This service is available to TANF eligible
individuals only.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to learn about customer
satisfaction with the service. Clients must pre-registered before they
can request service. Ridership is monitored monthly. Sometimes there is
a waiting list for service and at other times there is no one receiving
service.

**Accomplishments:** This service requires a close relationship with the
service provider and the TANF agencies. Clients are certified eligible
before they receive transportation. No shows are reported back to the
case worker.

### Evening Reservation Program (606)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Evening reservation service is provided to TANF
eligible individuals only, working in the city of Waterbury. Local bus
service shuts down at 6:00pm.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are taken to assess customer
satisfaction. Ridership is monitored monthly.

**Accomplishments:** This service relies on a good working relationship
with the service provider.

### Naugatuck Industrial Park (638)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The service was enhanced to better meet the
first and second shift needs of employers in the industrial park and
along the Naugatuck Green. An additional bus is added as needed to deal
with passenger overflows.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are used to determine whether target
population is being served. Ridership is monitored by shift on a monthly
basis.

**Accomplishments:** This service was designed in cooperation with the
employers. It has created a good working relationship with the program
which has allowed us to target our bus service.

### Southbury (636)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Transportation from urban Waterbury to suburban
Southbury to allow low-income workers access to jobs at hotels and
nursing facilities in Southbury.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are used to evaluate whether the target
population is being served. Ridership is monitored monthly and the
service is adjusted as needed.

**Accomplishments:** This service was developed in collaboration with
the employers in Southbury and is adjusted based on actual ridership and
the needs of the employers.

### Waterbury to Torrington (626)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Transportation between Waterbury and industrial
park in Torrington. Prior to JARC, there was no service available
between the two. This allows low-income workers from Waterbury to access
employment in Torrington.

**Competitive selection process:** state_app

**Evaluation:** Periodic survey are used to determine whether target
population is being served and to assess customer satisfaction.

**Accomplishments:** This service is a cooperative effort between the
transit operator and the employer. The employer has a vanpool van that
they use to back up the transit services due to the frequent passenger
overflow.

### Watertown Straits Turnpike (635)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This service enhancement expanded the route to
offer service to an employer a mile beyond the existing service.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are completed to assure that the target
population is being served. Ridership is monitored monthly.

**Accomplishments:** This service enhancment was created after
discussion with employers in the corridor and was designed to meet their
shift times.

## Northwestern Connecticut Transit District (1021) 

### Torrington - Canaan (645)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Other notes:**

**Service description:** The service was developed to allow low-income
workers in Torrington to access entry-level jobs for three shifts in
Canaan. Transportation operates 7 days a week when needed.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being reached. Ridership is monitored monthly.

**Accomplishments:** This service was developed in consultation with
employers and job developers and has been a long-term success for the
program.

### Torrington to Waterbury (648)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** A new service to connect Waterbury workers to
jobs in Torrington. The afternoon return is provided by Northwestern CT
Transit District. The morning arrival is provided by Managed
Transportation Service under contract to Northeast Transportation
Company.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to determine whether
targeted population is being served and to assess customer satisfaction.
Ridership is monitored monthly.

**Accomplishments:** The transit bus is supplemented by a vanpool
provided by the employer.

## Norwalk Transit District (1022) 

### Coastal Link (663)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service is operated by the Milford,
Norwalk and Bridgeport transit districts working together. Each reports
their ridership and hours seperately. It is a highly successful service
and has had other funding sources used to add on additional service to
the base level. Customers are able to make a single seat ride along a
corridor that would have required two transfers prior to job access. The
result is that far more people are riding the service than had ever
transferred before.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served and to assess customer satisfaction
with the service. Ridership is monitored at regularly scheduled
meetings.

**Accomplishments:** This service was made possible by the cooperative
efforts of three seperate providers each working in the same corridor.
No single one of the these providers could have initiated this level of
service on their own.

### CT Avenue Evening Service (660)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Service provided M-Sat to provide links to the
Route 1 corridor.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are used to determine whether the
target population is being served and to assess customer satisfaction.

**Accomplishments:** The service is highly valued in the corridor and
has even had local municipal financial support - which is a huge
accomplishment in CT!

### Main Avenue Evening Shuttle (661)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Evening service hours in the city of Norwalk to
provide a link to the route 1 corridor.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether
target population is being served and to assess customer satisfaction.
Ridership is monitored on a regular basis.

**Accomplishments:** This service was developed in cooperation with the
regional workforce development board and local employers. These are two
critical partners in developing a new service as they can support you as
you attempt to gain long-term funding and possibly expand the program.

### Sunday Shuttles (662)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Because the Coastal Link operates 7 days a
weeks along Route 1, Norwalk Transit began to provide Sunday service to
feed the route 1 corridor. Service on Sunday was not available in
Norwalk prior to job access.

**Competitive selection process:** urban

**Evaluation:** Periodic surveys are undertaken to determine whether the
target population is being served and to assess customer satisfaction.
Ridership is monitored at regularly scheduled meetings.

**Accomplishments:** The Sunday shuttle was developed to bring people to
the corridor service. The corridor service would not be successful
without the shuttles feeding in more riders.

## Southeast Area Transit (759) 

### Groton/Stonington Dial-a-Ride (456)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** This service provides the rural areas of Groton
and Stonington with public transportation on weekdays. The service also
feeds the fixed route system to allow riders to access employment in
other towns.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys determine whether the target
population is being served and allows for customer feedback. Ridership
is monitored monthly.

**Accomplishments:** Work with large employers in the region to
determine their employment demands and evaluate where the target
population resides before designing the service parameters.

### Run #101 - New London/Mohegan Sun/Norwich - Mon - Sat (397)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This is a combination of new service and
extended hours to an existing fixed route. The service operates Monday -
Saturday from 6 to 9:30 am and 7pm - 12am. The morning portion of the
service puts additional service on one of four routes that transport
people to Mohegan Sun Casino. This allows for a bus every hour in the
morning for individuals to get to work for the various start times at
the casino and many other employers. The evening portion is an extension
of hours to the existing fixed route. Prior to job access, the route
would end at 7pm. This was not conducive to many that work second and
third shifts. The extension allows workers to get home from work after
second shift and to get to work for third shift.

**Competitive selection process:** state_app

**Evaluation:** Surveys are performed periodically. These surveys allow
us to see of the target population is being served. It also allows us to
get feedback from the customers on how the service is functioning. We
also monitor the ridership counts on the service.

**Accomplishments:** Ridership has increased 6% over prior year. The
additional hours of service allowed many to work different shifts.
Employers are better able to fill positions. Anyone looking to start a
service must first contact the larger employers in their region to
determine their employment demands. They must also evaluate where their
service population is in the region.

### Run #101 - New London/Mohegan Sun/Norwich - Sunday (448)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** This enhancement added service on Sunday. It
connects two major cities in the region and links to casinos, retail and
service establishments. It operates Sunday 7am to 6pm. Prior to this
route, there was no service in the area on Sunday.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys determine whether target
population is being reached and allows for customer feedback. Ridership
is monitored monthly.

**Accomplishments:** There has been steady growth in ridership during
the year.

### Run #108 - New London/Mystic/Foxwoods - AM (451)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This enhancement extended service hours on an
existing route by adding 3 hours in the morning, from 6am to 9am. The
additional hours allow employees to reach first shift positions and
return from third shift. Service is provided to hotels, restaurants and
Foxwoods Resort Casino.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys show whether service is reaching the
target population and allows for customer feedback. Ridership is
monitored monthly.

**Accomplishments:** Ridership has grown steadily over the past months.

### Run #108 - New London/Mystic/Foxwoods - PM (450)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This enhancement extended the hours on an
existing route from 8pm to 10pm, Monday - Saturday. This allows workers
to access second shift positions. It provides transportation to hotels,
restaurants and Foxwoods Resort Casino.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys show whether the target
population is being reached and allows for customer feedback. Ridership
is monitored monthly.

**Accomplishments:** Ridership increased 5% over the previous year.

### Run #7 (576)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides a link for workers
between the Route 32 service that travels from the Willimantic area to
the casinos in the area.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys allow us to see if the target
population is being served for employment. It also allows us to receive
feedback from our customers.

**Accomplishments:** Work with other service providers to find
appropriate linkage points. Contact the larger employers in the region
before designing the service to determine their needs.

### Run #7 - Norwich/Mohegan Sun - AM extension (437)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Other notes:**

**Service description:** This extension adds one hour on weekday
mornings and 3 hours on Saturday morning. This allows workers to reach
earlier shift starts since the bus route begins at 6AM. It also provides
transportation home for third shift workers.

**Competitive selection process:** state_app

**Evaluation:** Period customer surveys allow us to see if the target
population is being reached and to obtain feedback from customers.
Ridership is monitored monthly.

**Accomplishments:** Ridership has doubled over the previous year.
Demand is high for transportation to work for non-traditional hours.
High population of foreign workers at the casino are dependent on public
transportation.

### Run #7 Enhancement - Sunday (116)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** This enhancement expands service to Sunday and
connects with Route 101 service to link passengers with other portions
of the region. The service provides a connection to both casinos and
many retail establishments. Prior to this enhancement, there was no
service in the area on Sunday which left individuals unable to access
employment opportunities on Sunday.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys allow us to see if the target
population is being served and receive feedback from the customers.
Ridership is monitored monthly.

**Accomplishments:** Contact the larger employers in the region before
designing the service to determine their needs.

### Run #7 Norwich/Mohegan Sun - PM Extension (117)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This is an extension of hours to an existing
fixed route. The service adds five hours in the evening on the weekdays
and seven hours of service on the Saturdays to provides transportation
to one of the major employers in the region, Mohegan Sun Casino. It also
provides service to many other restaurants, gas stations, and other
employers in the region. The service is to transport low income to work.
Many employers in our region have second and third shifts and the
service allows the second shift individuals to get home from work and
the third shift individuals to work.

**Competitive selection process:** state_app

**Evaluation:** Periodically we perform customers surveys. These surveys
allow us to see if the target population is being served. It also allows
us to get feedback from the customers on how the services is
functioning. We also monitor the ridership counts on the services.

**Accomplishments:** Ridership on the service has increased by 39% over
the previous year. demand is very high for employees to get to work at
non-traditional hours. We have a high population of foreign workers that
are very dependant upon public transportation. We have been able to
provide an effective and efficient means of trnasportation for them.
Anyone looking to start a service must first contact the larger
employers in their region to determine their employment demands. They
must also evaluate where their service population is in the region.

### Run #9 - Norwich/Lisbon Landing/Jewett City - midday (444)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This service enhancement filled a gap during
the weekday, midday 10-3. This enhancement provides access to second
shift start times and a variety of shifts in retail. The service area
includes several large retail employers and allows Griswold residents
the opportunity to access the entire bus system.

**Competitive selection process:** state_app

**Evaluation:** Periodic customer surveys show if the target population
is being served and allow customers to provide feedback. Ridership is
monitored monthly.

**Accomplishments:** Ridership on this service enhancement has increased
by 83% over the previous year. The service is now seen as more reliable.

### Run #9 - Norwich/Lisbon Landing/Jewett City - Saturday (440)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Added Saturday service to an existing route
operating 7am to 10am and 2pm to 5pm. It provides service to several
large retailers to meet their first shift needs. It also provides
opportunity for residents of Griswold to access the entire system on
Saturday.

**Competitive selection process:** state_app

**Evaluation:** Customer surveys are performed periodically to determine
if the target population is being reached and to allow feedback from
customers.

**Accomplishments:** Ridership has increased by 43% over previous year.
The additional day of service has allowed employers to more easily fill
positions.

## Valley Transit District (1023) 

### Bridgeport Avenue Commuter Connection (686)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** This shuttle service links to the GBTA Route 15
service. It provides the trip from the bus stop to the door of the
employer. In this area, the employer locations are not pedestrian or
transit bus friendly. GBTA would not be able to access all of the
worksites and would be unable to maintain their schedule if they did so.
Valley Transit District uses a small bus to provide the link from the
bus stop to numerous employer sites with free transfers.

**Competitive selection process:** urban

**Evaluation:** Ridership is evaluated at regular meetings. Periodic
surveys are undertaken to determine whether the target population is
being served.

**Accomplishments:** Two transit operators had to work together to fill
the gap for Bridgeport residents that wanted to access employment in
Shelton along Bridgeport Avenue.

## Windham Region Transit District (1024) 

### Route 32 Commuter Service (478)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The service provides a connection for
low-income workers in Willimantic to access employment along the Route
32 corridor, in Norwich Industrial Park and at Foxwoods Resort Casino.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are taken to determine whether target
population is being served and to assess customer satisfaction with the
service. Ridership is evaluated monthly.

**Accomplishments:** When developing a new service planners must work
with large employers to develop the routes. In the case of Foxwoods
Resort Casino, the casino and transportation planners have had to work
together to target specific shifts in order to maximize ridership and
minimize costs to the program.

### Storrs/Willi Service (475)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Expanded hours and days of service on the
Storrs/Willi service to allow low-income workers in Willimantic to meet
shift times at the region\'s largest employer, the University of
Connecticut main campus.

**Competitive selection process:** state_app

**Evaluation:** Periodic surveys are undertaken to assure that the
target population is being served. Ridership is monitored.

**Accomplishments:** Target the service to meet the needs of the workers
as well as the student population.

# 1346 - MAINE DEPARTMENT OF TRANSPORTATION 

## City of Bangor (843) 

### Brewer Service (234)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The fixed route service along the corridor in
the City of Brewer continued in the same way as it has since JARC
service implementation in 2003. Service begins at 6:45 am and ends at
6:08 pm. The service runs Monday thru Saturday. Two vehicles are
deployed to obtain 30 minute headways.

**Competitive selection process:** state_app

**Evaluation:** The success of the project is evaluated by monitoring
the ridership levels monthly. The levels acheived are compared with the
ridership that would have been attained had there been no expansion of
the service. The project has seen continued growth in use ever since
implementation.

**Accomplishments:** As reported in earlier years: the accomplishment is
a stable fixed route service acheiving an increasing ridership by
serving a broad mixture of destinations (thereby accessing a broad mix
of employment opportunities). Advice - develop a good plan and stay with
it.

## Downeast Transportation Inc. (842) 

### Bangor to Bar Harbor (233)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Bangor to Bar Harbor This route primarily
brings entry level workers from Bangor, ME to Jackson Laboratory, a
large employer in Bar Harbor, ME.

**Competitive selection process:** state_app

**Evaluation:** We review ridership and survey workers/riders
periodically to gauge growth and satisfaction. We meet with our
employer/partner to ensure quality and gain ideas for improvement. We
engage in the regional Biennial Operations Plan conferences to gauge
regional satisfaction and to explore parnering/cooperative possibilities
with other transit agencies/social service agencies.

**Accomplishments:** Our greatest accomplishment is the high level of
ridership we have achieved. We are providing access to jobs that pay
well and provide benefits to workers in an area that cannot support such
jobs. We help our employer/partner by gaining them motivated employees
in an area that does not have a readily available idle workforce. We
also save the employer from having to use precious real estate resources
for parking.

### Cherryfield to Bar Harbor (558)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Cherryfield, ME to Bar Harbor, ME This service
primarily carries workers from the Downeast region of Maine to Jackson
Laboratory, a large employer in Bar Harbor.

**Competitive selection process:** state_app

**Evaluation:** We review ridership and survey passengers periodically
to gauge growth and satisfaction. We meet with our employer/partner to
evaluate the service and look for ways to improve it. We engage in the
Biennial Operations regional conference to measure satisfaction within
the region and to look for cooperative/partnering opportunities with
other transit/social service agencies.

**Accomplishments:** Our greatest accomplishment is the high level of
ridership we\'ve achieved. We\'re giving access to good paying jobs with
benefits to workers who live in an area that does not provide such jobs.
We\'re helping our employer/partner by providing workers in an area
without an idle workforce and keeping them from having to use precious
realestate resources for parking spaces.

## Greater Portland Transit District (789) 

### Falmouth Flyer, Route 7 (156)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Falmouth Flyer provides fixed route service
along the Route One corridor and continues to the Oceanview Senior
Complex before returning. The service includes stops at major retail
locations such as Wal-Mart and Shaws and operates for 13 hours, Monday
thru Saturday. This service allows transit dependent residents of
Portland, Westbrook, South Portland and other towns in the area access
to employment in Falmouth and residents of Falmouth access to Portland,
Westbrook and South Portland employment and other services. Ridership
for the route has been growing since its inception and advocates for the
service continue to grow in numbers as well.

**Competitive selection process:** state_app

**Evaluation:** We periodically survey riders to determine the number
using the service for transportation to employment, obtaining social
services and riding to other facilities served by the district. The
District monitors ridership and meets regularly with Falmouth town
officials and Flyer advocates to review the survey findings and any
additional rider input.

**Accomplishments:** We have added ridership and provided access to job
opportunities that didn\'t exist before the service was started. We have
provided increased flexibility and destinations for transit dependent
individuals living in the Greater Portand area. If an agency is
considering starting a similar service it must first collaberate with
the town officials and explain the benefits of providing public
transportation. We found that some officials were opposed to starting
the service and needed some convincing by others within the town
management to try the service.

## Washington Hancock Community Agency (788) 

### Helping Hands Garage (241)

**Type**: cap_based/individuals

**Primary Goal:** additionalgeo

**Service description:** The Helping Hands Garage (HHG) is dedicated to
helping income eligible people purchase vehicles that will provide
transportation to work for them and their families at a reasonable cost
and finance rate. Our primary goals are to enable people with lower
incomes to develop good credit history so they will qualify for loans
from mainstream lenders, and to provide them safe, affordable
transportation so they can commute to work and access medical services.
Upon the request of the client, once their loan is paid, they may
request a credit report be provided to their choice of mainstream
lenders to aid in the financing of their next vehicle. Applicants who
qualify may reapply when the original vehicle has been paid off in a
positive manner. JARC supports the operation of this program; for
example, salaries, fringe, space costs, commnuications costs, program
marketing, office equipment and supplies and other non-capital expenses.
This program requires that an applicant have a job or have a written
promise of a job based on available transportation in addition to proper
insurance, registration and liceses. The applicant\'s income must cover
repayment of the loan, insurance and maintenance in their budget.
Additional educational services such as home budgeting, defensive
driver, light auto maintenance and child safety seat and installation
instruction as examples are also provided.

**Competitive selection process:** state_app

**Evaluation:** In addition to customer surveys, number of applicants,
vehicles purchased, loans issued, and repayment statistics are
collected. Number of loans, number of clients who remain at work, number
of clients completing loan payments, number of defaults, are the
benchmarks we have in place.

**Accomplishments:** We curently have made 58 loans in less than 2 years
(our original goals was 30 in 3 years) with a 7% default rate. We have
also bought a truck and trailer to pick up vehicles and a loaner for
people who have immediate transportation crisis before we can obtain and
process a vehicle for them. Advise: use local vehicle auctions for the
best price; make sure clients have enough income to cover loan payment,
insurance, and repairs; include AAA with loan for first year.

## York County Community Action Corp. (787) 

### WAVE (Wheels to Access Vocation and Education) (561)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The WAVE, Wheels to Access Vocation and
Education, is a transportation service initiated in November of 1999 as
a result of the concerns of several Chambers of Commerce, representing
approximately 3,000 businesses with a desperate need for workers to fill
positions, and a variety of community resource agencies. A Steering
Committee (including YCCAC, the Department of Health & Human Services,
Department of Labor/Career Center, Department of Transportation,
Sanford/Springvale Chamber of Commerce, Child Care Services of York
County and Southern Maine Regional Planning Commission) identified
barriers for workers seeking those positions: reliable transportation,
available and affordable childcare, and training for employment skills.
The WAVE transportation service is the local response to address
critical employment barriers faced by TANF participants and other
low-income residents in York County. It was designed in a collaborative
process, seeking to ensure that the individuals moving from welfare to
work, along with other low-income persons, were provided all the
necessary support services to make that transition successful. The
commitment of all the key players to utilize their respective resources,
and to maximize the positive solutions that this community based network
draws upon, has been a winning approach for our targeted workforce.

**Competitive selection process:** state_app

**Evaluation:** Quarterly Rider Surveys to assess satisfaction with
service efficiency, drivers and office staff professionalism. 96%
overall satisfaction Increase Ridership: 9.4% increase from FFY 05
Increased Access to Employment: 50 job sites served Increased Access to
Training: 5 educational or training sites served

**Accomplishments:** June 2006: Linked the WAVE to the new Shoreline
Explorer network, a public/private trolley & bus service which connects
Sanford to Wells and Kennebunk to Kennebunkport, Wells, Ogunquit, and
York. This created a seamless network for a large segment of York
County, with fares and schedules coordinated to maximize service to
riders. FMI: www.shorelineexplorer.com

# 1370 - Brockton Area Transit Authority 

## Brockton Area Transit Authority (775) 

### Sunday Service (132)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** JARC funds Sunday Service for the City of
Brockton. BAT operates seven (7) routes on a 40 minute pulse from 11:40
am to 6:25 pm. Average Sunday ridership is 1,250 one way trips.

**Competitive selection process:** other

**Other notes:** Recipient received earmark funds for the project.

**Evaluation:** Periodic surveys have been taken to evaluate the
service. Ridership has grown slightly since inception of the service.
Passengers have noted their dependence on this service to get to jobs,
medical (two hospitals) and shopping destinations.

**Accomplishments:** Being sucessful in obtaining funding for eight
years. This funding will run out in December, 2008.

# 1374 - MVRTA 

## Children\'s Center (948) 

### Access to Jobs (311)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** In the preparation of the Coordinated Plan in
2001 it was determined that in order for parents to obtain or maintain
employmenet adequate day care services for their children was necessary.
The plan identified that transportation capacity/supply was a barrier to
getting children to day care. The Access to Jobs service grew out of the
coordnated plan and allows children of these parents to be transported
to day care thus allowing parents to continue to maintain employmnet.

**Competitive selection process:** urban

**Evaluation:** Evaluation criteria to date has involved the number of
trips provided each month. In the upcoming fiscal year additional
criteria will be developed to evaluate the Access to Jobs service.

**Accomplishments:** None to date

# 1379 - PIONEER VALLEY TRANSIT AUTHORITY 

## Pioneer Valley Transit Authority (1148) 

### Extended evening service (701)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** PVTA provided evening service during weekdays
and Saturdays to the following trunk routes in the transit system G01 -
Sumner-Allen/Chicopee Centerr, G02 - Carew Street/Belmont Ave., P20 -
Spfld/Holyoke via Riverdale, In-bound and out-bound trips from Holyoke
Mall at 10:00 p.m. B07 - State St./Boston Rd. In-bound trip at 10:00
p.m. from Eastfield Mall G03 - Carew St., B04 - Plainfield/Walnut St.

**Competitive selection process:** competing

**Evaluation:** Ridership, comments from public

**Accomplishments:** Ability to bring employees to second shift jobs

### Sunday Service (700)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** PVTA provided sunday and holiday extended
service to allow service industry workers to access job sites located
throughout the transit district. specifically the regional malls and
strip development corridors. In Massachusetts Sunday store hours are
from 12:00 a.m. to 6:00 p.m. The routes funded through this program
included?: The G1, Sumner Avenue/Chicopee Center; G2 Carew Street, B4
Plainfield, B6 Ludlow via Bay, B7 State Street/Boston Road,R10
Westfield, P20 Holyoke via Riverdale Road, P21 Holyoke/Chicopee

**Competitive selection process:** competing

**Evaluation:** Ridership, ability to bring inviduals to retail markets
throughout the region, comments received from the public

**Accomplishments:** In order to provide service to a wide area, the
regular transit routes were interlined so that one vehicle could provide
service to two condensed version of such routes.

# 1380 - WORCESTER REGIONAL TRANSIT AUTHORITY 

## Regional Transit Authority Transit Services, Inc. (1106) 

### Job Access Service FY2006 & FY2007 (599)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** In January 2006, Route 16 was implemented as a
new route based on the recommendation by Urbitran in the Worcester
Comprehensive Service Design Report. Route 16 begins at City Hall in
Worcester and travels Shrewsbury Street, Belmont Street, Plantatation
Street, and North Lake Avenenue before terminating at George Booth
Apartments on Lincoln Street. Major stops on the route include Union
Station and UMASS Medical School and Hospital. Other origins and
destinations include Fallon Clinic, Beechwood Inn and various business
along Shrewsbury Street. In addition numerous housing and employment
centers are being served by the connecting routes.

**Competitive selection process:** other

**Evaluation:** Information currently incomplete.

**Accomplishments:** Information currently incomplete.

# 1385 - NHDOT 

## Tri-County Community Action Program (729) 

### Tri County CAP Inc/North Country Transit (224)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The Tri Town Route provides transit services to
individuals living and working in the Lancaster/Whitefield/Littleton,
New Hampshire region. The route operates Monday - Friday from 6:00 am to
5:45 pm.

**Competitive selection process:** other

**Other notes:** Project was a Congressional Earmark.

**Evaluation:** North Country Transit randomly surveys riders for
service performance. Based on those findings, North Country Transit
makes modifications to the service, where applicable and acceptable,
according to the scope of service. One goal of this project was to reach
the major employers located within the service corridor. We have
accomplished that goal by providing clients with transportation service
to 7 major employers in the area. We also keep detailed ridership and
statistical data on our service so that we can gauge our productivity.

**Accomplishments:** North Country Transit has provided 2,423 rides to
individuals in the Whitefield/Lancaster/Littleton, New Hampshire area.
The service has utilized the 1/4 mile deviation for some clients unable
to get to the stop due to a physical impairment. Due to the increasing
need for service, North Country Transit has recently upgraded our
vehicle from a 16 passenger wheelchair accessible vehicle to a 32
passenger Molly Trolley. The Trolley has become a popular replacement
for the 16 passenger bus, and has had many favorable comments from the
riders.

# 1388 - Rhode Island Public Transit Authority 

## Rhode Island Public Transit Authority (832) 

### Enhanced Transit Services (217)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Transit Service Enhancement provides
expanded service on 3 routes and funds 3 new routes. It primarily
focuses on the industrial, healthcare, financial, and retail sectors of
the local economy. Providence service has an ancillary goal of better
connecting individuals with jobs in the growing hospitality sector in
the downtown area. Other goals are to provide low income neighborhoods
with connections to the overall fixed route system to improve access to
a wider range of jobs and locations, and improved access to education
and training opportunities.

**Competitive selection process:** state_prop

**Evaluation:** RIPTA relies upon ridership-based indicators such as
passengers/trip and average passengers/day to evaluate program
activities and identify service for adjustment or elimination. RIPTA
also evaluates the cost-effectiveness of its JARC-funded service in
order to ensure that the resources allocated provide the greatest
benefit to the state's low-income communities.As is true with RIPTA's
regular fixed route service, JARC-funded service that carries less than
50% of the system-wide average passengers per hour, or about 15
passengers per hour, is subject to modification or elimination.

**Accomplishments:** RIPTA has implemented route extensions, deviations,
and supplemental service on existing fixed routes as well as offered new
routes to enhance accessibility to employment and job training centers.
RIPTA has worked closely with local partners and major employers (such
as the RI Department of Human Services, the RI Department of Labor and
Training, and private companies) to identify services that are essential
for employees traveling to employment and training centers. As part of
this component of its Jobs Access program, RIPTA has extended trips on
several routes to large industrial and retail centers, enhanced evening
and late night service to the 1.3 million square foot Providence Place
mall, and added early morning and late afternoon trips to local routes
in Newport and Providence to accommodate service sector work shifts.
RIPTA has also improved service to Rhode Island College, the Community
College of Rhode Island, and Providence College in order to meet the
needs of individuals receiving education and training as well as those
working at these institutions.

### Flex Services (213)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Point deviation with reservations

**Service description:** Flex Service is a zone-based reservation and
point deviation service that offers a community circulator. It goes into
neighborhoods to pick up passengers and their children at or near their
homes, drops children off at day care providers, brings adults to work
in the community or provides connections with bus and Americans with
Disabilities Act Complementary Paratransit Service.

**Competitive selection process:** state_prop

**Evaluation:** Flex is evaluated on service performance and cost
effectiveness, including total ridership by zone per month, trips per
day, and trips per revenue hour, and cost per trip. Year over year
performance is also evaluated.

**Accomplishments:** Service to daycare centers has been very well
received. Ridership continues to grow each year. Other communities are
requesting similar services.

# 1393 - Vermont Agency of Transportation 

## Chittenden County Transportation Authority (978) 

### Williston Route (372)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This route connects to the rest of the CCTA
system at a transfer point at University Mall. Service is timed to meet
buses arriving from downtown Burlington and the Old North End of
Burlington, where a substantial percent of the low income residents of
the county reside. The service connects this community with the rest of
the retail area of Williston. In addition to \"big box\" stores like
Wal-Mart, Home Depot, Best Buy and Staples, a major supermarket and an
affordable housing development are also served by the route. The route
also connects the Town of Essex Junction to Williston\'s retail area
(Taft Corners), providing that town with direct access to both the Taft
Corners area and the University Mall for employment opportunities.

**Competitive selection process:** state_prop

**Evaluation:** CCTA consistently evaluates its routes using ridership
(monthly totals), on-time performance, and running time data.

**Accomplishments:** The greatest accomplishment of the Williston route
has been significant ridership growth every year since the route began
operating. From FFY05 to FFY06, ridership on the Williston route grew by
15%

# 1394 - Chittenden County Transportation Authority 

## Chittenden County Transportation Authority (728) 

### Williston Route (62)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** CCTA operates the Williston Route using JARC
funds. The route travels from the University Mall in South Burlington,
to the retail area of Williston, and then on to the Amtrak station in
the Village of Essex Junction. This service allows those individuals who
live in and around Burlington or in and around Essex to access the
Williston job market and services. The Town of Williston is one of the
fastest growing retail areas in the State of Vermont. It offers both
employment and a wide variety of goods and services.

**Competitive selection process:** state_prop

**Evaluation:** CCTA consistently evaluates its routes using ridership
(monthly totals), on-time performance, and running time data.

**Accomplishments:** The greatest accomplishment of the Williston route
has been signficant ridership growth every year since the route began
operating. From FFY05 to FFY06, ridership on the Williston route grew by
15%.

#  

# 1396 - DELAWARE DEPARTMENT OF TRANSPORTATION 

## Delaware Department of Transportation (856) 

### Night Owl Shuttle (243)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Delaware's TANF (Temporary Assistance for Needy
Families) Program, formerly A Better Chance Welfare Reform Program
(DABC) received a Federal grant (requiring State-matching funds) for Job
Access and Reverse Commute (JARC) projects. The Business Planning
Committee, a subcommittee of the TANF Team (Directors of DSS, DEDO, DOL
and DTC), proposed projects for the grant to fund. These projects are to
assist welfare clients and low-income residents of Delaware to obtain
and retain jobs and transition to self-sufficiency. Following is a
summary of the projects funded by the grant. Mobility Coordinator:
located at the Beech Street Office represents DTC at the various TANF
meetings and oversees the grant programs. Mobility Broker: located at
the DTC Dover Office, schedules van trips, answers the 800-number line,
and maintains ridership reports for the programs. 1-800-652-3278 Option
2: is a toll-free number available for clients to obtain information
about grant-funded and DART First State transportation programs. This
number receives an average of 700 calls per month. Night Owl Shuttle: Is
a late night and Sunday contracted service subsidized by participating
employers, which operates in the city of Wilmington. This service is
open to the public. Call the TMA, 658-9001 for registration information.
Night Owl II: Is an extension of the Night Owl that transports employees
from businesses on the Concord Pike to residences in the City of
Wilmington. Van Program: This program provides work transportation for
TANF clients living and working in Kent and Sussex Counties. It is a
partnership with the DSS who contracts with a provider who employs the
drivers using the grant-purchased vans. DTC schedules the work trips,
maintains the vans and contributes funding for the program. Cars For
Careers: This is a car ownership program in Kent and Sussex Counties
administered by DSS through a contractor. This program is for TANF
clients. Web site: This is a web site that provides information about
the welfare reform program in Delaware and links with the TANF Team
agencies. Wefinde.com. TANF Video: One of the recommendations of
statewide transportation forums was to produce a way for the public to
be made aware of the grant-funded transportation programs. A 10 minute
video summarizes the transportation programs. This video is available to
borrow. Harrington-Dover Shuttle: A fixed route shuttle service from
Harrington to Dover connecting with DART First State bus routes. This
free shuttle serves low-income residential areas and Polytech School.
The shuttle started operation January 2002. This service is open to the
public. Rt. 65: Newark-Elkton Service: This is a route linking the two
states. The TANF Team and DTC Planning staff saw the benefit in
connecting potential employees and employment sites in Maryland and
Newark. The grant and the State of Maryland fund this route. This route
has received awards for collaboration and creativity. This service is
open to the public. Seaford/Laurel/Delmar Shuttle: This fixed route
shuttle provides service from Seaford and Laurel to connect with the
Wicomico bus service in Delmar allowing access to jobs in the Salisbury
area. This is free and open to the public. Subsidizing DART Fixed Route
and Contracted Services: The grant subsidizes routes throughout the
state to help provide additional service or to extend existing service
including evening and Saturday trips. Our TANF partners identify areas
where their clients need transportation and DTC Planning staff helps
with incorporating the new service with DART Service changes. The grant
currently subsidizes portions of Rts. 2, 22, 23, 34, 55, 61, 62, 63, 65,
206, 212, and 100% of the Rt. 27.

**Competitive selection process:** state_prop

**Evaluation:** This shuttle provides Sunday service that regular fixed
route does not.

**Accomplishments:** This shuttle is a partnership. DTC contracts with a
provider and the employer and employee subsidizes the service.

# 1398 - Washington Metropolitan Area Transit Authority 

### Get A JoB Get A Ride (385)

**Type**: info_based/other

**Primary Goal:** improveacc

**Other notes:** Provides fare cards for eligible clients

**Service description:** Get A Job Get A Ride provides fare cards to
eligible clients fo the use of Metro bus, Metro rail, or local bus
systems to low income residents of Northern Va. Many clients have
recently come off of welfare and have now entered the work force.

**Competitive selection process:** state_prop

**Evaluation:** The Get A Job Get A Ride program has been providing fare
cards for clients since 2001. This program was developed by Alexandria
Depertment of Human Services, Arlington County Department of Human
Services, and the Arlington, County Commuter Store.

**Accomplishments:** We have had steady use of this program.

## Potomac and Rappahannock Transportation Commission (975) 

### PRTC (371)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** PRTC is a public transportation provider in
Prince William County, Manassas and Manassas Park, Virginia. It provides
two types of transit service called OmniRide and OmniLink. OmniRide is a
commuter bus providing principally weekday, peak period express service
into Washington, DC. OmniLink, a week day, local bus service that
operates in a flex route mode linkig the Springfeld Metro rail Station
and Potomac Mills Mall

**Competitive selection process:** state_prop

**Evaluation:** PRTC has been a contributing partner by matching funds
in the JARC program since FY99.

**Accomplishments:** Since FY99, PRTC has been increasing in ridership
and also the JARC programs number one partner.

# 

## Springfield Circulator (976) 

### Springfield Circulator (384)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Springfield Circulator is a fixed route service
that is dedicated the Springfield, Va. area new Springfield Mall.

**Competitive selection process:** state_prop

**Evaluation:** Springfield Circulator has been a partner since FY99.
Its ridership has been steady during this time,

**Accomplishments:** Springfield Circulator has been an original partner
since FY99. The reporting of this project should have been a lot more
detailed.

# 1401 - MARYLAND TRANSIT ADMINISTRATION 

## Allegany County Transit (762) 

### Allegany County Job Access Program (111)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Allegany Transit\'s Job Access program provides
demand response transportation to welfare recipients and other
low-income individuals throughout the County so that they can access job
opportunities that are located in areas not served by fixed route
transit.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** We provide access to 32 job sites and 5 child care
centers for participants.

## Bayside Community Network (763) 

### WorkAbiliity (112)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Bayside Network\'s \"WorkAbility\" program
provides transportation for low income people with disabilities to
access employment sites throughout Cecil County, as well as one site in
Harford County and one site in New Castle, Delaware. Bayside Network\'s
approach is to use its own vocational training program to prepare
individuals for competitive employment and then provide the
transportation necessary for them to access job sites. The program
reaches 18 employers. Bayside Community Network maintains flexible
transportation scheduling, including Saturdays and Sundays.

**Competitive selection process:** state_prop

**Evaluation:** The State of Maryland utilizes operating cost per hour,
mile and trip as well as local operating revenue ratios and farebox
recovery ratios to evaluate performance. Maryland also reviews passenger
trips per mile and passenger trips per hour to evaluate JARC program
grant recipients.

**Accomplishments:** The successof the project is evident in the growth
of the program from the initial seven (7) employees enrolled in the
WorkAbility project to a total of 36 persons who are employed and have
access to daily transportation through the JARC project. The success can
also be measured in the increase in the number of employer partners from
an initial two employers to a current eighteen employer partners. The
success is also documented in project data showing WorkAbility\'s
performance falls within MTA\'s successful and acceptable performance
ranges.

## Calvert County Government (765) 

### Lusby Shuttle (113)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** The Lusby Shuttle provides a vital service to
the low-income residents living in the Chesapeake Ranch Estates and
surrounding areas. The shuttle provides access to retail, hotel, and
commercial fishing employment areas in Solomons, Maryland. The shuttle
also connects with neighboring St. Mary\'s Transit and with buses
traveling north to Prince Frederick, where there are numerous employment
opportunities.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The shuttle provides access to employment
opportunities that would otherwise not be available.

## Charles County (766) 

### Deviated Fixed Route Service in Nanjemoy (115)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** Charles County\'s JARC program deviated fixed
route services in the Nanjemoy area.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** This project provides transit services in an area
which would otherwise not be served.

## City of Annapolis (768) 

### C-40 (119)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** The service runs five days a week, M-F from 7
AM to 7 PM transporting passengers between Edgewater/Annapolis and Light
Rail, Baltimore Washington International Airport, AMTRAK, Arundel Mills
Mall and Anne Arundel Community College.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** This route has provided service to low income
residents and to developing job opportunities outside the core city and
major transit transfer points. Many of the newly created jobs are entry
level positions.

### Gold Route (118)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** The Gold route service operates from 5:30 AM
through 7 PM Monday through Saturday and 8 am on Sunday. The Job
Access/Reverse commute program route was put in place serving as an
express circulator connecting downtown Annapolis, the developing
Bestgate Road and the Riva Road corridors with the pulsed transfer
system. A late night service is offered in December to 11 PM.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The Gold Route provides service to residents
without personal vehicles. Eleven new stops have been added in the last
year to the existing Gold route to accommodate new housing developments
and a new medical center. Annapolis Transit routes stop at most
commercial developments which have limited pedestrian access and the
only transit service available to the general public is provided by the
Job Access program. Without the Gold Route extensions, thousands of
entry level jobs would go unfilled by people who need these jobs.

## Corridor Transportation Corporation (772) 

### Connect -A-Ride Route K (128)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Corridor Transportation Corporation (CTC)
uses JARC funding to operate fixed routes in Western Anne Arundel
County. These routes are operated seven days a week so that riders can
access entry level jobs.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** Working with the County Planning Office and
Department of Social Services, the project fills transportation gaps
between low-income individuals and child care centers and employment
sites.

### Connect-A-Ride Route J (127)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Corridor Transportation Corporation (CTC)
uses JARC funding to operate fixed routes in Western Anne Arundel
County. These routes are operated seen days a week so that riders can
access entry level jobs.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile, and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** Working with the County Planning Office and
Department of Social Services, the project has filled transportation
gaps between low-income individuals and child care centers and
employment sites.

## Delmarva Community Services, Inc. (773) 

### Cambridge-Hurlock-Federalsburg MUST Route 8 (144)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** Delmarva Community Services Inc./Delmarva
Community Transit provides transportation services in a regional
corridor among several County jurisdictions. Delmarva Community Transit
has provides fixed route service on some routes and route deviation
service on other routes. It also coordinates services with transit
systems serving neighboring counties at key transfer points.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per
hour,per miles and per trip as well as passengers per hour and per mile,
operating revenue ratio and recovery ratio.

**Accomplishments:** Some services have been sustained which would
otherwise have been discontinued by another provider. Additional trips
have been inaugurated to employers providing employment opportunities
which would otherwise not exist.

### Routes 4, 7, C, D, Caroline, Kent, Talbot Counties (143)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** Delmarva Community Services, doing business as
Delmarva Community Transit, provides transportation in several Maryland
Counties. JARC projects include deviated fixed routes that are connected
as part of the regional Maryland Upper Shore Transit program. Services
are coordinated with neighboring transit systems on Maryland\'s Eastern
Shore, as well as with local Departments of Social Services.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The project provides access to employment
opportunities that would otherwise not be available while transporting
multiple demographic users.

### South Dorchester JARC (146)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** Delmarva Community Services provides transit
service for JARC projects using deviated fixed routes that are connected
as part of the regional Maryland Upper Shote Transit program.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** This is a regional transit service providing access
to employment opportunities that would otherwise not be available.

### Wicomico MUST Route 10 (145)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Delmarva Community Services provides
transportation in a number of Maryland Counties for JARC projects using
deviated fixed routes that are connected as part of the regional
Maryland upper Shore Transit program.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s Performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per miles,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** These are regional transit services providing
access to employment opportunities that would otherwise not be
available.

## Harford Transit (782) 

### Harford Transit JARC Route #7 (148)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** Harford Transit operates a deviated fixed route
service that is designed to provide transportation from Baltimore City
and county to em-ployment sites in Harford County. The route times
coincide with the beginning and ending times of the 7 Am and 3 PM shifts
of the Edgewood employers.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The service provides access to employment
opportunities that would oterwise not be available.

## Howard County (783) 

### JARC Red Express Service (149)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The service was initially conceived to provide
service between major regional employment centers at BWI Airport and
Columbia, the county seat for Howard County. The Red Express has become
an essential component for Arundel Mills Mall to meets its air quality
conformity requirements while also providing jobs access.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** This is a regional transit service providing access
to employment opportunities that would otherwise not be available.

## Maryland Rural Development Corp, Inc (801) 

### Maryland Rural Development Corp, Inc. (174)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The project has transported referral to job
sites and daycare including service to 38 JARC participants at 23 new
sites, in addition to 10 previous sites, referred from the DSS, Cecil
Community college and self referrals.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** Despite a reduction in resources, over 20 new
employment sites were reached. Also 5 childcare sites not previously
reached, as well as 2 training sites not previously reached, have
resulted from this service. There are transportation gaps between
low-income individuals and employment sites; approximately 9% of Cecil
County\'s residents live below the poverty line. Without the service
approxmately 40 low income families would be without a working bread
winner.

## Montgomery County Ride-On (785) 

### Montgomery County Ride-On (151)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Montgomery county uses JARC funding to extend
the service hours to offer late night, early morning, and weekend
services on existing fixed routes. These extended hours offer riders
more flexibility with regard to the shifts they can work. The routes
chosen are in areas of the County where public transit had not
previously been provided during these hours.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The service provides access to employment
opportunities at times on on days that would otherwise not be available.

## Prince George\'s County (786) 

### Metrobus B-29/31 Extension (171)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The DPW&T coordinates three (3) different
tranportations programs utilizing the JARC grant funds. They coordinates
with another transit system to provide later evening bus service on two
routes. A third effort operated in conjunction with the Department of
Family Services provides service to a specific employer from the
Community College and Metrorail Station for entry level workers and
trainees.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The service provides access to employment
opportunities that would otherwise not be available.

### Metrobus P-12 Extension (169)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The DPW&T coordinates three (3) different
tranportations programs utilizing the JARC grant funds. They coordinates
with another transit system to provide later evening bus service on two
routes. A third effort operated in conjunction with the Department of
Family Services provides service to a specific employer from the
Community College and Metrorail Station for entry level workers and
trainees.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The service provides access to emp;loyment
opportunities that would otherwise not be available.

### UPS Shuttle (153)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The route serves residential areas, one
Metrorail Station, Prince George\'s Community College and one major
employment center in the County with approximately 1000 entry level
positions. It operats weekdays from 10:30 A.M. to 12:45 P.M. It is
funded by the County\'s Transportation and Social Service Departments.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The shuttle provides access to employment
opportunities that would otherwise not be available.

## Queen Anne\'s County (803) 

### County Ride MUST Route 1 (179)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The service is operated by the Department of
Aging and is targeted to serve low-income persons throughout the area
with passengers channeled into existing routes and taken to jobs within
the County.

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The services provides access to employment
opportunities that would otherwise not be available.

### County Ride MUST Route A (178)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The service is operated by the Department of
Aging and is targeted to serve low-income persons throughout the area
with passengers channeled into existing routes and taken to jobs within
the county.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** Funding was used to expand the route and lengthen
hours of operation allowing two shifts at the Chesapeake Business Park
now to become employement centers.

## Sojourner-Douglass College, Inc (808) 

### Workforce Transportation and Referral Center (WTRC) (185)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Sojourner-Douglass College operates a Workforce
Transportation and Referral Center (WTRC) that provides transportation
brokerage services in the Baltimore Metropolican Region for TANF
recipients and other low income persons. The WTRC mandate is to provide
access to jobs through a coordinated effort seeking the best cost
transportation services for unemployed and underemployed persons. WTRC
operats its a 24-hour a day, 7-day a week, 365-day a year service, using
its own vans and also purchases transportation services in the Baltimore
Region.

**Competitive selection process:** state_prop

**Evaluation:** The State of Maryland evaluates projects based on
performance measures which include operating cost per hour, per mile and
per trip as well as passengers per hour and per mile, operating revenue
ratio and farebox recovery ratio.

**Accomplishments:** In addition to providing direct transportation
services, the WTRC project collaborates with transportation providers,
human service agencies, employers, metropolitan planning organizations
and affected individuals to improve services available to job seekers
and low income workers.

## St. Mary\'s Transit (806) 

### Charlotte Hall Service (181)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** The JARC program funds transportation in the
rural town areas in St. Mary\'s County providing access to jobs and
services for welfare recipients and other low income individuals. The
JARC routes supplement the public transit system routes by providing
evening and Saturday services. The County\'s Transit and Social Services
departments cooperate to deliver improved services.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The project provides access to employment
opportunities at hours and on days that would otherwise not be
available.

### Expaned Route 235 Service (180)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The JARC program funds transportation in the
rural town areas in St. Mary\'s County providing access to jobs and
services for welfare recipients and other low income individuals. The
JARC routes supplement the public transit system routes by providing
evening and Saturday services. The County\'s Transit and Social Services
departments cooperate to deliver improved services.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The service provides access to employment on days
and hours that would otherwise not be available.

## Tri-County council for the Lower Eastern Shore of Maryland (812) 

### Tri-County Council for the Lower Eastern Shore (187)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The service provides regional routes throughout
Maryland\'s Lower Eastern shore to connect area residents to services
and job opportunities that are located in the Salisbury Metro Core and
in the resort employment areas of Ocean City and West Ocean City.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The system coordinates among the various
Departments of Aging, Health and nearby development centers as well as
the local Metropolitan Planning organization in the development of its
services.

## Washington County Public Transportation (815) 

### The County Commuter (191)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The service provides employment transportation
to residents of Washington County on a subscription basis operating
outside of the geographic areas of the County\'s fixed route service.
Residents must be qualified with eligibility based on income,
availability of existing fixed route services and location of residence
and employer. Applications are submitted to the Department of Social
Services where they are reviewed. For all approved applicants,
employment transportation needs (locations and times of pick-ups and
drop-offs) are provided to the County Commuter for scheduling.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated based on the State of
Maryland\'s performance measures which include operating cost per hour,
per mile and per trip as well as passengers per hour and per mile,
operating revenue ratio and farebox recovery ratio.

**Accomplishments:** The program has provided rides to approximately 50
unduplicated clients yielding over 10,000 one-way trips. Over 75% of the
trips included a trip to a daycare provider. There is minimal denial for
service, but where service has been denied it is primarily due to the
availability of existing fixed route transit and or the lack of
verification by applicants.

#  

# 1414 - NEW JERSEY TRANSIT CORPORATION 

## Atlantic County (793) 

### Atlantic County (160)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Atlantic County provides a countywide demand
response service 6:30 am- 5:00 pm, M-F and, during peak hours, a
modified fixed route service from Egg Harbor Train Station to outlying
industrial parks. The County demand response service was expanded
countywide in 2005 to meet the needs of the low-income dispersed
population seeking access to employment and education centers throughout
the county. The modified fixed route shuttle service provides access to
the Atlantic City rail station at Egg Harbor, Hamilton Business Parks,
Hamilton Mall, Atlantic Cape Community College, and primary bus routes
servicing Philadelphia and Atlantic City. It traverses corridors that
offer access to employment hubs, day care services, shopping centers,
and existing transit routes.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those collected
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$15.77 (demand response
countywide coordinated, county operated service). Total of 32,687 trips
over 5 1/2 years.

**Accomplishments:** As a coordinated service with multiple funding
sources, reimbursement is requested on the basis of monthly JARC trip
percentage of the entire transportation program times the total monthly
transportation operating cost. This budgeting mechanism fairly
distributes the cost between various type trips and funding sources.

## Bergen County (794) 

### Bergen County (166)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Service is provided 6 am - 6 pm, Monday through
Friday (with extensions as necessary) for primarily TANF, post TANF
clients, and mentally and physically challenged individuals, to
employment sites, training centers, and educational opportunities. Some
clients' children are also transported to day care and after school
programs as their parents are transported to and from work. An increase
in service led to an increase in the number of drivers and vehicles
operated daily from four to six drivers and vehicles.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$38.43(demand response countywide
coordinated, county operated service). Total of 68,029 trips over 7
years.

**Accomplishments:** Low income residents are tnansported daily to
places of employment and training. Thier children are also taken with
them to child care facilties. Some mothers have been hired by the County
as aides on the vehicles. The service is integrated into the entire
countywide paratransit system and reimbursement made for vehicle
operating expenses on the basis of the monthly percentage of JARC
related trips. A countywide coordinated community transportation model.

## Burlington County (797) 

### Burlington County (167)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Low income and other riders use BurLink for
employment and other purposes or to connect with other transit systems .
BurLink links up with NJ TRANSIT bus routes 317, 409, 413, 419, and the
new River LINE light rail between Camden and Trenton. It Operates 6 am
until 8 pm, Monday through Friday.The BurLink B1, B2, and B3 routes are
modified fixed route shuttles operating between the population centers
of Pemberton, Mt. Holly, and Willingboro. JARC funds continue the Mt.
Holly / Pemberton / Willingboro shuttle service that links the interior
of Willingboro Township with Route 130 and the Mount Holly area.
Burlington County College is also served by BurLink. One-zone free
transfers are offered to riders on NJ TRANSIT connecting bus routes. The
service in Beverly (now the BurLink B4 route) offers a transfer with the
NJ TRANSIT 419 bus route and ultimately with the River LINE at Cooper
Street. Employment centers on the north and south side of route 130 are
accessed for employment.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$9.01(modified fixed route
coordinated county operated service (supply vehicles) with contractor
drivers). Total of 404,252 trips over 7 years.

**Accomplishments:** Coordination of Community Transportation Services:
Burlinton\'s JARC service is a truely a model of coordinated
trnasportation service mixing a variety of passengers with destinations
and transit modes aimed at improving accessibility to employment sites.

## Cumberland County Improvement Authority (799) 

### Cumberland County (170)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Cumberland County Improvement Authority
operates a demand response service. Most employment opportunities are
located in the three urban centers of Bridgeton, Millville, and
Vineland, although some employment does exist in the rural areas. The
Vineland Industrial Park expansion has provided significant job
opportunities. This project provides service to employers located
throughout the county. Additionally, feeder service is provided to NJ
TRANSIT routes so riders will have the opportunity to access jobs along
the routes to Atlantic City and Philadelphia.The Cumberland Areas
Transit System operates between 5:00 am and 8:00 pm in order to
accommodate the needs of employment-related riders. In addition,
eligible riders including the elderly, disabled, or commuter can access
the system at any time during its overall hours of operation. The
geographic range of the project is county boundary to county boundary.
While operating in a demand-response mode the service may develop into
modified fixed route as needed. Specifically, this project will help
meet the needs of second-shift workers.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$18.07(demand response
coordinated county wide CCIA operated service. Total of 47,196 trips
over 3 1/2 years.

**Accomplishments:** CCIA coordinates service with the county
paratransit system and requests reimbursement as a percentage of JARC
trips. This distributes costs charged in an equitable manner. It is a
coordinated community transportation model.

## Essex County (800) 

### Essex County (172)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Essex County Employment and Training operates a
Night Owl Service and two other shuttle type services that link NJ
TRANSIT bus sites to employment centers in neighboring counties. The
Route 10 Job Access project provides flexibly routed, demand responsive,
and express van service to bring Work First NJ clients from locations in
eastern, urban Essex County to employment in the western, Route 10 area,
specifically west of Murray Road and the eastern portion of Morris
County. The existing NJ TRANSIT bus route 73 provides peak service to
Route 10 up to Murray Road. West of Murray Road, only two peak runs
daily are available. To reach the closest point of the project area, the
Livingston Traffic Circle, riders must travel a long local route through
several municipalities. Welfare-to-Work staff reported that the extended
travel time was a major drawback to employment along the Route 10
corridor.The service is operated weekdays during morning and evening
peak hours (6:00am to 9:00am, 3:00pm to 7:00pm) with supplemental
service to accommodate businesses with mid-day shift changes. Additional
funding allowed for increased service hours and expansion into the Route
46 corridor where many employers are located. Guaranteed Ride Home is
available at all times.Service begins at the Erie Loop in Orange and
progresses as an express to the Livingston Traffic Circle on Route 10.
From that point, flexibly routed demand response service carries
passengers to employers located on and about Route 10, up to
approximately Jefferson Road. Routing logistics were made to accommodate
employers on the eastbound and westbound lanes of Route 10. Service
capacity is estimated at 80 rides daily, based on vehicle seating
capacity and six to eight one-way routes daily. Service has expanded to
Route 46 to cover increased demand for workers in the Parsippany area.
The Night Owl Shuttle provides service between residential neighborhoods
in Newark, Irvington, Orange, and East Orange and Penn Station in
Newark, which serves as a terminus for several 24 hours transit services
including NJ TRANSIT Route 62 serving Newark Liberty Airport and PATH
serving New York City. The service operates seven days a week hourly
between 1 a.m. and 5 a.m. to enable transfers to NJ TRANSIT route 62.
Additional funding allowed for increased service hours and expansion
into additional towns. Currently a waiting list would increase ridership
by 16%. The Fairfield-West Essex Mall Loop provides a flexibly routed,
demand response Job Access service to clients from Bloomfield Avenue and
Passaic Avenue in West Caldwell to employment centers in Fairfield, West
Caldwell, Passaic Avenue, Route 46, Passaic River area. This service
operates weekdays in the non-rush hours. NJ TRANSIT Route 71 has limited
bus service to the area but does not access many of the industrial
parks. Service capacity is estimated at 80 rides daily with six to eight
runs made through the area.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$16.86(demand response
coordinated county wide service : Night Owl and Shuttles connecting
public transportation sites to employment centers. Total of 205,986
trips over 5 years.

**Accomplishments:** The Essex County transportation services continue
to meet the off peak service hour employment needs of many resisdents.
Without these services many Newark residents would not have access to
non traditional service hour jobs.

## Gloucester County (802) 

### Gloucester County (175)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** This demand response service connects with all
areas of Gloucester County as well as Camden County, Cumberland County
and Salem County by coordinating shuttle buses with the NJ TRANSIT route
401 from Salem, the 402 from Pennsville, the 410 from Mullica Hill, the
412 from Elsmere, the 455 from National Park, and the 463 from Avandale.
The service connects these routes with Midlantic, Forrest Park, and
Pureland, which are not well served by NJ TRANSIT since, like most
suburban office parks and corporate centers, they were designed and
located with the automobile rather than transit in mind. An additional
shuttle bus moves through the business parks dropping workers off at
their employers' locations. A cross county shuttle operates from a
homeless shelter at Volunteers of America to an emergency housing
location in Glassboro to Avandale Park and Ride, site of 24 hour train
service to jobs in Atlantic City. In addition, South Jersey
Transportation Authority (SJTA) operates a shuttle for Gloucester County
providing coordinated cross county connection between Camden and
Gloucester Counties to employment centers like Pureland Industrial Park.
A faith-based organization, Paulsboro CDC, also operates service through
Gloucester County to literacy programs and other job services for
low-income individuals. Gloucester County coordinates with NJ TRANSIT,
South Jersey Transportation Authority, and some private vendors to
provide employment transportation service to residents of Gloucester
County.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$31.30(demand response
coordinated county wide service and connecting public transportation
sites to employment centers. Total of 25,531 trips over 5 years.

**Accomplishments:** Gloucester County continues to provide coordinated
service linking low income riders with employment centers and public and
non-profit transit providers.

## Hunterdon County (805) 

### Hunterdon County (177)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** This service continues as a blend of demand
response and modified fixed route services. One "Shuffle" bus operates a
modified fixed route from 6 pm until 11 pm Monday through Friday. Two
Saturday "Shuffle" buses operate from 9 am until 9 pm.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$37.68 (modified fixed route and
demand response coordinated county operated service (supply vehicles)
with contractor drivers). Total of 36,046 trips over 6 years.

**Accomplishments:** Service provides low income rural residents with
access to employment sites .

## Meadowlink TMA (795) 

### Meadowlink Bergen-Hudson Shuttle (162)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** This service provides transportation for
commuters from Jersey City, Journal Square PATH Transportation Center to
the Meadowlands, Route 3 and Route 17 corridor, and surrounding
employment areas in Bergen and Hudson counties. It connects the new
Secaucus Junction NJ TRANSIT rail station to employers in the
Meadowlands. The secondary market is commuters from Lower Manhattan,
Staten Island, and Brooklyn who work in entry-level jobs in the
Meadowlands. Subscription based transportation is provided to employment
areas inaccessible by fixed route transit. The shuttles currently
operate during peak periods (every 30 minutes for about 8 hours) in the
morning and evenings, Monday through Friday. Service is from 6 a.m. to
10 a.m. in the morning and 3 p.m. to 7 p.m. in the evening. Pick up is
from Journal Square in Jersey City and Secaucus and clients are dropped
off at employer locations (approximately a 10-mile one-way trip).
Participants include both TANF clients and other economically
disadvantaged residents in the labor force.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$9.01(demand
response/subscription coordinated TMA operated service). Total of
151,106 trips over 3 1/2 years.

**Accomplishments:** This service links low income riders via shuttle
from public transit locations (bus/rail) to new employment centers in
the urban Hudson and Bergen County . In a partnership effort employers
contribute over half the cost of operating the service. Meaadowlink
continually seeks cost sharing from employers.

### Meadowlink Essex Meadowlands Shuttle (173)

**Type**: trip_based/shuttle

**Primary Goal:** improvecap

**Other notes:**

**Service description:** The Meadowlands Shuttle operates five days
during peak periods (6-9 and 4-7). It links at the Rutherford train
Station, NJ TRANSIT bus route #76 from Newark, NJ TRANSIT route #190
from Paterson, and the Main Line from Hoboken to Meadowlands Office
Complexes (in Rutherford, East Rutherford, Secaucus, and Moonachie). The
Newark-Secaucus Shuttle operates 5 days a week with round trips between
Newark and Secaucus. The Aramark Shuttle operates as needed between
Newark and Giants Stadium providing employee service during specific
events (normally late night and weekends). The Job Fair Shuttles
provides service for Newark clients to job sites in the Meadowlands
area, primarily UPS that employs over 2,000 in the area. Other work
locations served by the shuttle include Newark to Keasbey, Montvale,
Fairfield, Rochelle Park, Maywood, and the proposed Xanadu Office Park
and Entertainment Area. Job coaches link clients with the shuttles
providing TANF and low-income workers work during the hard to serve
mid-day and late night shifts. A new Xanadu development in the
Meadowlands is also expected to generate jobs for Newark residents.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$2.31(shuttle and demand response
coordinated TMA operated service). Total of 102,107 trips over 5 1/2
years.

**Accomplishments:** Meadowlink continues to provide an innovative
service connecting train/bus passengers with shuttles to employment
centers as well as demand response service for large groups of low
income people to work at special events (Giants football concession
stands at the Meadowlands).

## Mercer County (807) 

### Mercer County (182)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** This modified fixed route shuttle operates
between Hamilton train station (near Trenton, where the County's largest
concentration of welfare recipients resides), Hightstown, and the Route
130 employment corridor. The service is designed to meet work shifts of
major employers along the route.Of the NJ TRANSIT bus routes operating
in Mercer County, two intersect with the Route 130 Corridor. Routes 606
(originating in Princeton) and route 603 (originating in Lawrenceville)
both intersect Route 130 at Hamilton Marketplace. The Hamilton
Marketplace has emerged in the past 5 years as a hub of economic
development and expansion of commerce. The Route 130 Connection enables
individuals to transfer from NJ TRANSIT services at Hamilton Square to
proceed up the Route 130 Corridor, reaching work sites in East Windsor
and Hightstown, where NJ TRANSIT services do not extend.The Route 130
bus service is a valuable asset to the workforce development partners in
Mercer County. The goal of the service is to allow low-income and WORK
FIRST NJ customers with the opportunity to reach employment destinations
along Route 130. For employers, it is an even greater asset as it
provides their employees and customers with reliable transportation to
and from their places of business. The Route 130 service operates with
the use of two vehicles and services the general public as well as WORK
FIRST NJ clients. The fare is \$1 each way, and WORK FIRST NJ clients
ride free by showing their county-issued welfare identification card.
Currently buses run from 5:30 a.m. through 7:30 p.m. Monday through
Friday and 7 AM-4 PM on Saturday. The bus offers easy access to NJ
TRANSIT buses serving the City of Trenton.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$14.98(modified fixed route
county WIB operated service through a contractor ). Total of 68,212
trips over 5 years.

**Accomplishments:** Mercer County WIB continues to serve low income
residents along Route 130 corridor with a modified fixed route.

## Middlesex County (809) 

### Middlesex County (183)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** The New Brunswick-Exit 8A Shuttle began in
April 2004 and serves employees in northern Middlesex County who work in
the warehousing and office parks located near Exit 8A of the NJ
Turnpike. It carries over 3,000 monthly passenger trips on a weekday
service operating approximately eight revenue hours per day. MCDOT
expanded the New Brunswick-Exit 8A Shuttle, and the uses of JARC funds
to underwrite 50% of shuttle services linking the southern portion of
the County with the Route 18 Corridor. The expansion of the New
Brunswick-8A Shuttle includes later peak and midday service for midday
shifts operated by companies currently served in the peak period. It
provides connections for residents in the Livingston Avenue and Route
130 corridors in New Brunswick and North Brunswick to reach destinations
including Robert Wood Johnson Hospital, Middlesex County One Stop
Center, and a number of industrial centers located along Jersey Avenue.
The midday version of the route extends to Jamesburg, allowing
connections for TANF and GA residents of Jamesburg to access employment
in both the Exit 8A and New Brunswick area. The route, serving
Jamesburg, Monroe, Helmetta, Spotswood, and East Brunswick, provides
access to retail jobs at Brunswick Square Mall, Mid-State Mall and other
destinations in the Route 18 Corridor. The service is designed to
connect with the NJ TRANSIT 811 and 818 routes serving retail employment
destinations along Route 18 to New Brunswick and in Old Bridge. Service
operates between 8 a.m. and 6 p.m., Monday-Saturday and expansion to
weeknights will be considered based on emerging demand and availability
of funding. The route consists of a one-hour headway with two buses. It
is envisioned that this route will serve as a lower cost mode of
expanding public bus service with a focus on retail employment
destinations similar to the pattern of growth for the Warren County
JARC-funded shuttle program.Access from the Perth Amboy area during peak
periods is accommodated by an express extension of the route between
Perth Amboy and New Brunswick. The overall route consists of two buses
operating on hourly clock headway between 6:30 a.m. to 6:30 p.m.MCDOT
has an on-going partnership with the County Workforce Investment Agency
and the Board of Social Services. The County's Transportation Management
Association, Keep Middlesex Moving, is a key partner in the development
and marketing of the Exit 8A Shuttle. KMM worked with MCDOT in the
collaborative development and administration of a passenger survey in
February 2005 that obtained a 100% response rate during a one-day survey
of the Exit 8A Shuttle passengers. The Middlesex County Planning Board
Staff has been involved in the development of the draft Jamesburg-East
Brunswick Shuttle that has also included participation by municipal
staff from Spotswood, Monroe, Jamesburg, and East Brunswick.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$11.01 (modified fixed route
county operated service ; some shared ride taxi contracted ). Total of
103,487 trips over 6 1/2 years.

**Accomplishments:** Middlesex County continues to increase
service/decrease cost with shared ride taxi and use of public bus system
to complement it\'s coordinated community paratransit outreach.

## Monmouth County (813) 

### Monmouth County Route 35 (188)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Route 35 funds will support operating
assistance for Monmouth County's Route 35 shuttle service which will
start up in June, 2007 after a lengthy process of community planning
amongst a myriad of partners from government, non-profit and private
entities, and business.This project will provide frequent job access
modified fixed route shuttle bus service to the New Jersey Route 35
Highway Corridor during midday and evening periods. The route offers
connections to several transportation hubs facilitating connections to
other local and regional transit services, including:\* NJ TRANSIT 817
and 834 local bus services in Campbell's Junction (Middletown)\* NJ
TRANSIT North Jersey Coast line passenger rail (Middletown)\* NY
Waterway Ferry at Belford.The service operates weekdays 9 a.m. - 3 p.m.
and 7 p.m. - 11: 30 p.m. The targets are welfare, low income, and
transit dependent individuals seeking transportation to employment sites
in and off the Route 35 corridor, where there is currently no access to
jobs.

**Competitive selection process:** state_prop

**Evaluation:** Will collect and analyze monthly expenditure and
ridership reports. Relate/compare monthly statistics to those collected
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip not available since service just
began in June, 2007 (modified fixed route county operated service with a
contractor. Total of 0 trips to date.

**Accomplishments:** Starting up in June, 2007 so no data for the 2006
FTA report. The accomplishment is that it is getting off the ground
after months of planning and joint cooperation of local, county, and
state public and private officials. It links public transit lines (bus
and rail and ferry); public and private systems.

## Morris County (816) 

### Morris County (195)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Morris County Employment and Training operates
Modified Fixed Route between Mount Olive and Dover: Approximate hours of
operation are 7-11:30 a.m. and 3:30 - 8 p.m.2) On Demand Service -
Approximate hours of operation are 8 -11:30am and 12:30-4pm and limited
service on weekends.The riders are primarily welfare recipients and
low-income residents who lack their own means of transportation. In
addition, the service accommodates residents with disabilities. The
objective is to provide transportation to/from work or work related
activities (e.g., training sites) and childcare services. • The modified
fixed route provides the connection between the residential housing
complexes in Mt. Olive, Dover and Netcong train stations, employment
sites along route 46, and at the International Trade Center.• The
on-demand route provides transportation primarily for welfare recipients
who are in mandated activities (e.g., job search classes, occupational
training, and community-work experience) designed towards finding and
keeping employment; the areas served are outside the Mt. Olive -- Dover
Route 46 corridor: Parsippany, Rockaway, Boonton, and Lake Hopatcong.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$5.47(modified fixed route and
demand response coordinated county operated service with bus contractor
). Total of 61,946 trips over 3 1/2 years.

**Accomplishments:** Morris continues to coordinate community
transportaiton with modified fixed route/demand response service from
train/bus stations to employment sites .

## NJ TRANSIT (804) 

### Hudson County (176)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Service: NJ TRANSIT operates extended
daily/weekend service (hours/days) on the Nos. 2, 129, and 85 lines
associated with the JARC Round 1, 2, 4, 5 and 6 programs and on
additional lines to benefit employment of low-income residents. The NJ
TRANSIT route 2-bus line currently provides service between the Journal
Square Transportation Center transit hub in Jersey City and the
industrial / retail development in Secaucus known as Harmon Cove. It
serves Hudson County residents who are employed on 2nd and 3rd shifts in
the industrial, commercial and retail sectors of the Harmon Cove
development. NJ TRANSIT maintains operation of the nine evening trips on
weeknights that operate between 9:30 PM and 1:15 AM and the four early
morning trips on weekends that operate between 6:00 AM and 7:00 AM. The
NJ TRANSIT 129 bus line provides service between the Port Authority Bus
Terminal in New York City, a major bus transfer location in Union City
(31st Street & Bergenline Avenue) and Harmon Cove. It serves Hudson
County residents who are employed on 2nd shift in the industrial,
commercial, and retail sectors of the Harmon Cove development. NJ
TRANSIT maintains operation of the four evening trips on weeknights
currently operating between 7:45 PM and 11:25 PM.Passengers can access
services from their residence or connect to them at one of the County's
bus transfer locations. For the No. 2 line, transfers can be made with
other local NJ TRANSIT and private carrier bus routes, plus the PATH
rail system at the Journal Square Transportation Center. For the No. 129
line, transfers to local NJ TRANSIT bus routes can be made in Union City
at the 31st Street & Bergenline Avenue transfer point. Continued
operation of these services requires no additional vehicles from the NJ
TRANSIT bus fleet. Vehicles are owned by NJ TRANSIT. Service on the No.
2 line is operated under contract to NJ TRANSIT by the 22 Hillside Corp
(Academy Bus). Service on the No. 129 line is operated directly by NJ
TRANSIT. Vehicles operated on these routes are lift equipped and are ADA
compliant. The No. 85 bus line provides service between the Hoboken
Terminal transit hub in Hoboken, a major bus transfer location in Union
City (31st Street & Bergenline Avenue) and the retail and commercial
developments in Secaucus known as Harmon Meadow / Mill Creek. It serves
Hudson County residents employed on second and third shift in the
commercial, retail and hospitality sectors of the Harmon Meadow / Mill
Creek developments. Passengers can access service from their residence
or connect to it at one of the County's bus transfer locations. For the
No. 85 line, transfers can be made with other local NJ TRANSIT and
private carrier bus routes, the Hudson-Bergen Light Rail Line and the
PATH rail system at the Hoboken Terminal, as well as with other NJ
TRANSIT local Hudson County bus routes in Union City at the 31st Street
& Bergenline Avenue transfer point. Operation of this service requires
no additional vehicles from the present NJ TRANSIT bus fleet. All
vehicles operated on these services will be owned by NJ TRANSIT. Service
on the No. 85 line is operated by NJ TRANSIT. Vehicles operated on these
routes are lift equipped and are ADA compliant. NJ TRANSIT works with
the Hudson County Department of Family Services, Hudson TMA, and
Meadowlink TMA, representatives of the business community and public.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$1.77(fixed route public
transportation service connecting public transportation sites to
employment centers. Total of 710,068trips over 7 years.

**Accomplishments:** NJ TRANSIT provides extended services (days/hours)
in consultation with Hudson County Division of Family Development for
low income riders to employment centers.

### Monmouth County 836 (184)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** The No. 836 is a fixed transit local bus route
(operated by NJT withg a contracted private carrier) that operates
between the transportation center in Asbury Park and the courthouse and
borough center in Freehold Borough. Prior to enhancement with JARC
funding the route operated between 6:00 AM to 6:00 PM weekdays only,
with a trip time of up to 45 minutes each way. The service is operated
by a private carrier (TCT Connex) under contract to NJ TRANSIT and is
partially county-subsidized. Many welfare, low-income, or other transit
dependent individuals depend on this route to access jobs, social
services, shopping and medical care destinations in Asbury Park,
Neptune, Wall Township, Howell Township, Freehold Township, and Freehold
Borough. This project continues the following:- Implementation of
service during weekdays from 6:00 PM until 12:00 AM, and during weekends
and holidays from 5:30 AM until 12:00 AM.- Access to employment
opportunities requiring second shift and off-peak hours.- Expanded
service to shopping, medical, recreational, and skills training /
education destinations.Route alignment improvements will:-Serve several
additional major employers including a major county medical center
currently without conventional transit access;-Connect with frequent NJ
TRANSIT and private carrier regional and local bus route service on the
U.S. Route 9 business corridor, thereby increasing access to employment
in the corridor; and-Serve new and emerging commercial and residential
areas of the county, including senior and assisted living centers.The
service hours permit the low income, transit dependent and welfare
target populations to accept competitive employment where they would
otherwise not be able to access jobs. The service enhancements provide
access to shopping, medical, recreational and social service
destinations for these populations. Increased interface with the private
employment community is anticipated.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$1.29(fixed route public
transportation service connecting public transportation sites to
employment centers. Total of 371,872 trips over 6 years.

**Accomplishments:** Route 836 NJT private carrier service continues to
serve low income passegers with extended service in the evening and on
weekends to employment centers along a route. It is the most cost
efficient of all JARC services.

## Ocean County (817) 

### Ocean County (196)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** This modified fixed route shuttle provides
service from the islands towns of Seaside Heights and Seaside Park to
the route 27 corridor on the mainland. The service operates seven days a
week, between 6 am and 11 pm (Sundays April-Labor Day 8 am until 7 pm).
Under the County's initial application to establish bus service along
the corridor, priority destinations and generators were included in the
route. As part of the second phase proposal, the County increased the
service coverage area by adding service to another developed residential
market including other destinations such as Ocean County College. Board
of Freeholders adopted the original Ocean County plan in August of 1998.
The Welfare to Work Committee also completed a Plan update per the
direction of NJ TRANSIT.As funding permits, the route will be extended
to a future Wal-Mart along Route 37. This route currently operates 26
one-way revenue trips on weekdays and 14 trips on Saturdays and Sundays.
The majority of the trips are 18 miles, however the expanded coverage
area to Wal-Mart will add 3.5 miles per trip. Approximately 13 of the
one-way revenue trips will remain on the original schedule and the
remaining 13 one-way trips will include a total of 21.5 miles.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$3.70 (modified fixed route
coordinated county operated service with bus contractor ). Total of
643,559 trips over 6 1/2 years.

**Accomplishments:** Ocean continues to provide community coordinated
service for low income and other residents to employment centers and
other locations along a populated corridor, linking an island to the
mainland.

## Passaic County (818) 

### Passaic County (197)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Passaic provides two types of services: 1. A
flexible route (with an ability to deviate off the route up to one half
mile) operating during an 6-hour period 7 days a week(6-8 AM; 2-4 PM.
and 10-12 PM. Service operates on approximately one-hour headway along
the primary corridor and two hour along branches described below. 2. A
demand response service is provided on an advanced reservation and
subscription basis for the same corridors . Service operates along the
following corridors: • Between downtown Paterson and downtown Pompton
Lakes, along a corridor defined by the Paterson--Hamburg Turnpike,
Central Avenue, and West Broadway, approximate ten miles. Near downtown
Pompton Lakes the route splits into two branches with trips alternating
between each branch as follows: o generally westward along Paterson
Hamburg Tpk. and then along Rt. 23 in Riverdale and Butler,
approximately six miles,o northward along Ringwood Ave. to Union Ave. in
Wanaque, and then via I-287 northeastward to Route 202 in Oakland,
approximately six miles.These routes serve a number of employment sites,
including two healthcare centers presently served: the Preakness
Healthcare Center in Haledon and Wayne, and the Bloomingdale --Wanaque
Health Care Center in Bloomingdale and Wanaque (two facilities in each
center). Transportation to job training programs continues along with
modifications to the route as called for by employee/employer demand.
Trips will be coordinated to take maximum advantage of existing fixed
bus routes to avoid service duplication. Trips are coordinated with
services provided by the County's TANF grant recipients. The project
addresses two opportunities identified in the County's original
Community Transportation Plan, adopted in 1998. One such opportunity
entails the provision of local linkage via Pompton Lakes, with adjoining
services in Morris and Bergen Counties (bus route 752 in Oakland). Such
a linkage, a key element of the proposed project would address this
geographic gap, thereby expanding travel destinations available to
County residents. A second opportunity is to tailor services to multiple
employment sites sharing common staffing needs or scheduling
characteristics. The project seeks to target the multiple healthcare
sites along the corridor.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$18.44(modified fixed
route/demand response coordinated county operated service with bus
contractor ). Total of 135,259 trips over 5 1/2 years.

**Accomplishments:** Passaic continues to provide low income riders with
transportation to various employment sites in the County via a modified
fixed route and demand responsne service.

## Pearl Transit (819) 

### Pearl Transit Salem County (198)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** This service provides wheelchair accessible,
demand response service to Salem and Cumberland county residents for
access to work, job seeking, and childcare destinations within Salem,
Cumberland, and Gloucester counties. The service provides a combination
of fixed hours of operation that accommodate the travel needs of second
and third shift workers, and varied hours that respond to same-day
transportation requests. The project provides individualized
transportation planning and demand responsive transportation services to
people of low income and people with disabilities that enables their
access to training, job seeking, childcare, and work throughout Salem,
Cumberland, and Gloucester counties.The seven-day fixed hours of
operation are as follows: 6 p.m. to 8 p.m., 10 p.m. to 12 a.m., and 6
a.m. to 8 a.m. Aside from these fixed hours, two additional hours each
weekday will be devoted to accommodating transport requests that are
received prior to 6 a.m. on the date of service. Pre-registered
individuals have the ability to make transportation requests by phone,
fax, or via the program web page.The service fills temporal and
geographic gaps in the client's transportation plan. Therefore, the
service provides transport to locations already accessible by other
providers, although at times when the existing service is not in
operation.Pearl Transit service also provides access, as dictated by
client need, to locations that are not currently accessible through
other transportation providers. Destinations along Salem County's Routes
40 and 49 or Cumberland County's Route 56 are examples of potential new
points of access. Pearl Transit currently provides approximately 180
one-way passenger trips per month. The service improves access to the
four industrial parks located within the service area, which are
collectively home to several hundred employers. Gloucester County's
Pureland and Cumberland County's industrial parks in Vineland,
Bridgeton, and Millville offer employment opportunities for laborers,
administrative support professionals, engineers, scientists, and others.
Existing demand response providers allow access to these opportunities
but are unable to accommodate the full range of work schedules utilized
by these employers. The service allows weekend and evening access, to
accommodate workers who need transportation when called to work on short
notice. Pearl Transit maintains a base of operations in Salem County,
New Jersey. Access is provided to destinations in Salem, Cumberland, and
Gloucester counties

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$34.15 (demand response
coordinated service ). Total of 4,177 trips over 1 1/2 years.

**Accomplishments:** Pearl Transit fills a gap in providing low income
riders with transportation to employment sites 7 days a week.

## Salem County Interagency Council (820) 

### Salem County Interagency Council (199)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Demand response services is now provided to the
Pureland Industrial Park, where approximately 120 employers are located
with 5,000-6,000 jobs, from pick-up points in Salem County for second
and third shifts. Public transportation exists to some degree to and
from employment at the Pureland Industrial Park during the first shift
five days a week. However, transportation ends at sundown and does not
operate on weekends. Therefore, access to this employment area is
limited. There is a limited transportation service to Pureland
Industrial Park in Gloucester County. Welfare recipients and low-income
individuals that become employed are assumed to be working five days a
week. However, it is not unusual for the last person hired to be
assigned to either the second or third shifts when transportation to and
from companies at the Pureland industrial Park are severely limited or
non-existent. Often the lack of transportation is the sole reason for
individuals not being able to accept a position with an employer. In
addition, the State Employment Office in Salem County reports that over
30% of individuals signed up with them do not have a current driver\'s
license. A new modified fixed route has been initiated to provide for
the second and third shifts to and from Salem County and the Pureland
Industrial Park in Gloucester County. Transportation services for second
and third shifts will be available between 6:00 p.m and 2:00 a.m. before
and after traditional transportation, services are provided. As funding
permits plans are for seven day per week service.Because of its rural
nature, Salem County has the lowest level of transit coverage in the
South Jersey Transportation Planning Organization\'s Region.
Approximately 28% of welfare clients and 56% of jobs do not have
convenient access to fixed-route transit. Service gaps exist in the
eastern part of the county and near the Delaware River between Carneys
Point, Penns Grove, and Woodstown.These services are designed primarily
to serve Work First New Jersey/TANF and low-income residents of Salem
County who need transportation to and from the Pureland Industrial Park.
The IAC will work in partnership and coordination with South Jersey
Transportation Authority.A demand response service is offered to pick up
passengers as close to their residence and work site as possible for
this project.The Inter-Agency Council (IAC) is an established non-profit
multi-service organization that plans, advocates, collaborates, and
develops program for vulnerable populations of Salem County, New Jersey.
The IAC also serves as the Human Services Advisory Council for Salem
County by advising county government on issues related to human
services. For over twenty-years the IAC has administered its contract
with the New Jersey Department of Human Services for human service
planning and child and family services. It has also administered a US
Department of Housing and Urban Development contract for Supportive
Services for the Homeless for the last ten years. The IAC employs an
Executive Director, Administrative Assistant/Bookkeeper and Program
Coordinator who are experienced in providing financial, legal and
technical expertise for multiple state and federal contracts for many
years. To date no trips have been reported. The service is close to
starting up.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip not available since no trips
during this period. Total of 1,962 trips over 1/2 year (2007).

**Accomplishments:** Salem Interagency Council fills a gap in County
Transportation Serices for low incmome residents providing rides to
employment sites.

## South Jersey Transportation Authority (798) 

### SJTA Camden County (168)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** SJTA provides seven day, 24 hour demand
response service throughout Camden County and into neighboring counties
and Philadelphia. Voorhees / Gibbsboro / Berlin -Subscription/demand
response shuttle service operates between a group of local employers and
the Lindenwold PATCO station and the ATCO NJ TRANSIT rail station.
Winslow / Waterford / Chesilhurst is a subscription/demand responsive
van service transporting local Work First NJ / TANF clients to local
jobs and training, but more importantly to transit hubs with connecting
transportation to Atlantic City, Philadelphia, and many other
communities.Expanded service to UPS in Lawnside, New Jersey, is for
midnight and twilight shifts: a Door-to-door shuttle service is provided
from Camden City. Sicklerville (Winslow Township), Woodbury, and
Paulsboro in Gloucester County to the UPS Lawnside facility for the
midnight and twilight shifts.The SJTA coordinates with Gloucester County
and its local demand responsive transportation service to maximize
welfare clients' access to the SJTA's services. The Gloucester County
portion operates when there are Gloucester County Work First NJ clients
placed in jobs at UPS Lawnside.There are transportation services from
Camden to one employer at Pureland and one employer at Mid-Atlantic
Industrial Park. This service is coordinated with Gloucester County. The
SJTA's day shift shuttle and the Gloucester County shuttle are
coordinated to facilitate transfers between the services. This service
operates 6 days a week when needed. Round-the-clock service is
available.Also, this request includes funds for Cross County Connection
Transportation Management Association (CCCTMA) to:- Train social service
providers on an as needed basis and update related materials provided to
social service agencies on transportation services for WORK FIRST NJ
clients,- Provide employer outreach in Pureland, Mid-Atlantic and
Pennsauken Industrial Parks for the CCIA's transportation services, and
Coordinate transportation activities of the SJTA and Camden County with
neighboring Burlington and Gloucester Counties.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$5.94(demand response coordinated
county wide SJTA operated service . Total of 565,362 trips over 7 years.

**Accomplishments:** SJTA serves the most needy Camden transit dependent
low-income population 24 hours a day, seven days a week providing
service throughout Camden County an into neighboring Atlantic,
Gloucester, and Burlington Counties and Philadelphia.

## Sussex County (821) 

### Sussex County (200)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** The demand response service in this area helps
bridge the gap between the low-income housing markets in the county and
this growing source of entry-level jobs. Service is provide 5 am -- 6 pm
Monday-Friday . Implementation of the first phase of service started in
April, 2006. These services were initiated in response to employment
related transportation from the residents of the southern part of the
county (Hopatcong/Stanhope). There is considerable commercial and
economic development along the Route 94 in the northeastern section of
the county. Mountain Creek Resort in Vernon will be Sussex County's
biggest employer when is development plans for a year-round recreation
facility is complete. Plans call for hotels and shops along with the
winter and water park resort opportunities already provided. In
addition, neighboring Hardyston Township is becoming a golf mecca with a
series of new courses cropping up in the area. Hardyston is projected to
be the fastest growing municipality in the county over the next 10-20
years. All of this economic development in the recreation industry
generates jobs in food service, facilities management, housekeeping,
grounds keeping, and retail.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$32.22(demand response
coordinated service ). Total of 9,779 trips over 1 year.

**Accomplishments:** Sussex provided services to fill a gap in
transportation for low income riders to places of employment.

## Union County (823) 

### Union County (201)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** The demand response service serves low-income,
transit independent consumers living in Union County.Many county
residents are not able to take advantage of employment opportunities
because of lack of transportation. They are not able to drive or there
is no public transportation available from their homes to local train
stations or to the location of their employment. For example, Route 22
has many retail stores that offer employment to low-income individuals
but because there is no public transportation available in this area,
these individuals are not able to accept jobs there. New businesses are
moving into the area all the time bringing with them job opportunities.
The current existing public transportation does not link sites together
that are available for employment of welfare recipients or other
low-income residents.UCPS is introducing a new modified fixed route
flowing from demand-response requests that enable residents to access
train stations or their places of employment in their area and to
utilize employment support services especially in low-income areas that
they would otherwise not be able to take advantage of. UCPS is
initiating a two-way, modified fixed route that would run from 7:00 a.m.
until 5:30 p.m. Monday through Friday. The route begins at the Elizabeth
train station, continues on to the Union and Linden train stations, and
terminates at Aviation Plaza in Linden, making stops within ¼ mile of
employment or employment training sites not currently accessible by
transit. The route continues to the Rahway Train Station to link up with
an already existing route running from Rahway to Plainfield.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip not known for this period since
pick ups began in November,2006(demand response countywide coordinated,
county operated service). Total of 1,384 trips since November,2006
(Approx \$27.77/trip).

**Accomplishments:** Service began initial setup for operating in
September. To fill gap in employment transportation for low income
resisdents.

## Warren County (824) 

### Warren County (202)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improvecap

**Service description:** Warren County operates two modified fixed
routes to the Abilities Center in Washington, NJ. The
Phillipsburg-Washington and Washington-Hackettstown shuttles are
designed to take advantage of the existing NJ TRANSIT private carrier
operated bus routes serving the Phillipsburg and Hackettstown area. The
Phillipsburg-Washington route operates on a headway that will complement
the schedule offered by NJ TRANSIT Route 890 South Main Street and NJ
TRANSIT Route 891 Heckman Street that serve as a connection between
points in Phillipsburg and Easton PA. These connections enable residents
of the NJ TRANSIT Route 57 corridor east of Phillipsburg to make
connections at Warren Hospital or downtown Phillipsburg to bus service
in Easton, PA.In Hackettstown, the Washington-Hackettstown Shuttle
schedule is designed to facilitate a timed transfer with NJ TRANSIT
Route 973 Downtown Hackettstown Shuttle at the Hackettstown Mall to
provide Route 57 Corridor residents with an extension to reach
destinations including downtown Hackettstown and the Hackettstown
Community Hospital. Service hours between Phillipsburg and Washington
are from 6 am-7:45 pm (9:45 on Tuesdays) and between Washington and
Hackettstown from 8 am -- 4:45 pm. Evening hours have begun between
Phillipsburg and Washington as well as limited Saturday hours between
Phillipsburg and Washington (9am-4:45pm). Service is expected to extend
beyond Hackettstown into Morris County as demand and funding allows.

**Competitive selection process:** state_prop

**Evaluation:** Collection and analysis of monthly expenditure and
ridership reports. Relate/compare monthly statistics to those colleceted
over time internally and between similar JARC services within the state.
Survey conducted statewide. Cost/trip \$2.77 (modified fixed route
coordinated county operated service (supply vehicles) with contractor
drivers). Total of 383,241 trips over 6 years.

**Accomplishments:** Warren fills a big gap in employment transportation
service for low income indviduals in the COunty. It is a coordinated
community transportation model.

# 1425 - EMTA 

## Erie Metropolitan Transit Authority (1119) 

### Reverse Commute (627)

**Type**: trip_based/reversecommute

**Primary Goal:** extendhours

**Service description:** EMTA provided transportation for residents
within the urbanized area to employers in the outlying areas of Erie
County. This transportation was provided for all three work shifts,
seven days a week. Local employment placement agencies worked with EMTA
to provide transportation for their workers. These agencies qualified
the low-income status of the employees and also helped subsidize the
cost of the service.

**Competitive selection process:** state_prop

**Evaluation:** Monthly we would meet with the employment agencies to
discuss any issues with the service. There were no major issues and the
ridership numbers kept growing, so we considered the service a success.

**Accomplishments:** Continuing to provide on-time reliable service was
a good accomplishment for us and the fact that some of our riders
eventually gained full time employement with their respective
organizations which offered them independence was a great accomplishment
for us.

# 1434 - Red Rose Transit Authority 

## Red Rose Transit Authority (961) 

### Metro Region Demand Responsive Access to Jobs Program (348)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The Metro Region Demand Responsive Access to
Jobs Program utilizes demand responsive shared ride services in the
Lancaster, PA metropolitan region at times and to locations not
currently served by traditional fixed route bus services. The
metropolitan region is defined as an area within 6 miles of Lancaster
City. The Program is designed to fill the gaps in bus service between
11:00PM and 5:00AM on weekdays and weekends and holidays. Many
individuals are excluded from accepting positions due to the lack of
affordable transportation between second and third shifts. Individuals
use fixed route bus service for one leg of their trip and the Access to
Jobs program for the other leg when and where fixed route bus service is
not available. The service is fully accessible for persons with
disabilities.

**Competitive selection process:** other

**Evaluation:** Due to the availability of this program, a number of
employers have been proactive in using this program to help in hiring
employees for night and evening service when fixed route bus service is
not available. These employers include retail and food outlets, motels
and large nursing homes. The ridership experienced on the JARC program
provides evidence this program is fulfilling a critical need in the
Lancaster City region. The rates charged by the carrier to provide the
service are negotiated annually in order to assure that RRTA pays a fair
and reasonable cost for the service operated. This annual process
provides an opportunity for the Authority to weigh ridership and cost
experience.

**Accomplishments:** The signficant growth in ridership since the
program\'s inception. Access to Jobs provided 26,246 one-way shared ride
trips during FY 00-01. The current ridership reported is 47,295 one-way
trips. The Access to Jobs program service was included as one element of
the shared ride demand responsive service provided by a third party
carrier. A combination of several service programs provides an
opportunity for cost and operating efficiencies. There is a need to
assure that sufficient federal and non-federal funding is available to
sustain the growth experienced with this program. Two operating
experiences: (1) In relative terms, there have been an excessive number
of no-shows for scheduled trips in comparison to other shared ride
service provided. For example, an individual will change jobs and will
not cancel prescheduled trips. The Authority does have in place a
progressive discipline policy for no-shows. (2) Individuals are approved
for the JARC program for specific periods of time when trips may be
scheduled. The specific time approval is intended to avoid a problem
where an individual will try to schedule a shared ride trip when fixed
route bus service is available.

# 1441 - Port Authority of Allegheny County 

## Airport Corridor Transportation Association (1151) 

### Airport Corridor Transportation Association (704)

**Type**: trip_based/shuttle

**Primary Goal:** improvecap

**Service description:** ACTA coordinates and maintains a shuttle
service that transports Port Authority bus riders from their stop to
various worksites within an industrial park

**Competitive selection process:** other

**Other notes:** ACTA has been established a partnership with the Port
Authority, the developer of the office park and employers within the
complex.

**Evaluation:** ACTA\'s evaluation of the project is based on reported
ridership numbers and our abiliy to keep the current as well as new
employees informed of the exesistence and availability of the service

**Accomplishments:** Getting financial committment from the employers.

## Allegheny Intermediate Unit (1155) 

### Allegheny County Intermediate Unit (708)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** The AIU travel instruction program has been
working to develop ways to expand capacity to fund travel instruction
services for studetns with disabilties. We have developed a framework to
be used in assisting local school districts in writing grants related to
funding of workforce activities for high school studetns of low-income.
This program assists students travel independently to either
post-secondary training or employement.

**Competitive selection process:** other

**Other notes:** Communicate and market program with school districts in
low-income neighborhoods

**Evaluation:** Surveys with schools and follow-up with customers to
ensure transportation is being utilized to secure schooling and jobs.

**Accomplishments:** Seeing the lives of many young adults sustain
employment and live a productive life.

## Beaver County Transit Authority (1150) 

### Beaver County Transit Service (703)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** BCTA provides service from Beaver County to the
Pittsburh Internantional Airport and on to the Robinson Town Shopping
Center

**Competitive selection process:** other

**Other notes:** works with developer of shopping center(s), customers
surveys,

**Evaluation:** Ridership data and customer surveys

**Accomplishments:** Increase in ridership

## Butler Township-City Joint Municipal Authority (1136) 

### Butler Township-City Joint Municipal Authority (690)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Butler Transit has provided access to public
transportation to individuals needing transportation beyound the regular
daylight service. Providing this extended transportation provides
indivduals the freedom and the flexibility to seek employement at
locations requiring evening shifts.

**Competitive selection process:** other

**Evaluation:** Butler Transit evaluates the service by ridership
numbers and passenger comments

## Commuteinfo (1160) 

### Commuteinfo - South Western Pennsylvania Commission (713)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** This project involved both job access and
reverse commute. This project is designed to take commuteinfo\'s well
established services to those who need access to work in surburban
locations requiring them to travel traditionally reverse commute. This
project focuses on helping commuters find ride-sharing alternatives to
get them to work which will be accomplishd through outreach efforts to
commuters, job seekers as well as employers.

**Competitive selection process:** other

**Other notes:** Focus groups and surveys

**Evaluation:** Customer services, community leaders, non-profit
prganizations, major employers within the 20 counties.

**Accomplishments:** Use of van pools and transportation per phone calls
and customer surveys

## Heritage Health Foundation (1149) 

### Heritage Health Foundation - Work Link (702)

**Type**: trip_based/shuttle

**Primary Goal:** improveacc

**Service description:** Worklink has emerged as a vital community
transportation prgram designed specifcally to complement exsisting
public transportation resources. Worklink plays a critical role in
conecting community development, econonmic development and human service
programs to transportation.

**Competitive selection process:** other

**Other notes:** Working within communities to identify transportation
needs. Surveys are also conducted.

**Evaluation:** Through rideship and customer surveys

**Accomplishments:** Increase in ridership each year

## Indiana County Transit Authority (1158) 

### Indiana County Transit Authority (711)

**Type**: trip_based/demandresponse

**Primary Goal:** extenddays

**Service description:** Indiana County residents (low-income) seeking
entry level jobs, training for such jobs and support services face a
critical lack of late night and weekend service. We serve the need with
an accessible vehicle for people with disabilties seeking employment.

**Competitive selection process:** other

**Other notes:** Work with community leaders, employeers and rehab
centers

**Evaluation:** Ridrship data and customer serveys

**Accomplishments:** Sustaining a level of ridership and getting more
people with diabilties to work

## Port Authority (1134) 

### Port Authority (689)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Port Authority continued to provide leadership
in the region\'s JARC Program during FY2006. Port Authority\'s
participation has continued to operate with adjustments, changes and
expansion implemented as needed. Routes funded through this program were
as follows: Route 59A - Operated through the Mon Valley which connected
11 low-income communities with 3-4 major employment centers. In
addition, this route directly connected to Worklink, another JARC
application provided by the Heritage Health Foundation. Other routes
include 11K/13K which are reverse commute service which focus on taking
the urban worker to the surburban job market. These routes operated
seven days a week. Eight (8) other fixed JARC routes operated in 2006
during late-night and non traditional hours through neighborhoods that
are physically isolated from public transportation.

**Competitive selection process:** other

**Other notes:** Port Authority has worked with various organizations,
non-profit groups, job centers, and communities throughout Allegheny
County to assist in identifying transit needs for low-income people and
families in bridging the transit gap to access jobs.

**Evaluation:** Evaluations are based upon ridership levels, surveys,
meetings, discussions with other JARC partners and profit and non-profit
leadership.

**Accomplishments:** The ability to create and sustain additonal
partnerships throughout this program and the ability to help people seek
and sustain employement.

## Presbyterian Ministries - Ship of Zion (1154) 

### Ship of Zion (707)

**Type**: trip_based/shuttle

**Primary Goal:** improveacc

**Service description:** The Ship of Zion is a faith based nitiative
whose partners include the Pittsburgh Presbytery Ministry an the Henry
Highland Garnet Society. The project responds to growing concern for
transportation issues affecting low-income individuals trying to access
employment during late night and non-traditional hours.

**Competitive selection process:** other

**Other notes:** work with community leaders and non profit groups

**Evaluation:** Customer surveys and ridership data

**Accomplishments:** Able to market services through media

## Three Rivers Workforce Investment Board (1152) 

### Three Rivers Workforce Investment Board (705)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** The TRWIB has a mission to create and promote
and accountable workforce development system so that job seekers may
find good jobs and employers may find qualified workers. Transportation
is critical to the success of those efforts and is promoted and
communicated to various employers throughout the region

**Competitive selection process:** other

**Evaluation:** customer surveys, employer surveys

**Accomplishments:**

## Travelers Aid (1153) 

### Travelers Aid (706)

**Type**: cap_based/other

**Primary Goal:** improveinfo

**Other notes:** Employement & Training Agencies to provide
transportation assistance to work related activities.

**Service description:** Travelers Aid has worked with 11 employment and
training agencies to provide transportation assistance to work related
activites. Received foundation dollars to provide market, communicate
and funds transit initiatives for people of low income seek and sustain
employement.

**Competitive selection process:** other

**Other notes:** Works with employers, non profit agencies and transit
provider

**Evaluation:** Customer surveys, employer surveys

**Accomplishments:** people utilizing public transportation to seek and
sustain employment

## Washington Rides (1159) 

### Washington Rides (712)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Washington Rides provides paratransit
shared-ride and taxi-cab service for low income individuals to get to
and from employment and also day care services if needed. Individuals
are eligible for the program if they are working at least 20 hours a
week, meet the federal poverty income guideline of 185% and meet the
definition of a needy family as outlined in TANF requirments.

**Competitive selection process:** other

**Other notes:** Work with community leaders, hunman serice agencies,
employers

**Evaluation:** Customer surveys, ridership data

**Accomplishments:** increase in ridership and access to jobs

## West Moreland Transit Authority (1157) 

### Westmoreland County Transit Authority (710)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Westmoreland County Transit Service is
providing fixed route service to a large retail development during
non-traditonal operating hours for people of low-income to seek and
obtain employement.

**Competitive selection process:** other

**Other notes:** Works with the developer and owners of retail to
discuss hours of operation and survey ridership

**Evaluation:** Ridership data and surveys

**Accomplishments:** Maintaining a ridership base

# 1458 - GRTC RICHMOND 

## Chesterfield Department of Social services (810) 

### C-VAN (Welfare to Work) (190)

**Type**: info_based/broker

**Primary Goal:** improveacc

**Service description:** Caseworkers work with clients and approve
authorizations to use C-VAN for work commute and job readiness

**Competitive selection process:** other

**Other notes:** Continuation of project from 2005

**Evaluation:** Reduced number of no shows, monitoring client ise of
services on a weekly basis

**Accomplishments:** Successful Placement of clients into the service

## GRTC Transit System (790) 

### C-VAN (Welfare to Work) (189)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The purpose of C-VAN service is to provide
transporttaion assistance to jobs, daycare facilities, and any other
activities and locations authorized by the City of Richmond and Counties
of Henrico, Hanover, and Chesterfield Depts of Social Service, It
provides curb to curb transporttaion to eligible participants with a 30
minute window for pick up. It is shared-ride transportaion involving
folks who must all be transported to their respective destinations. The
customer mat be required to walk up up to 1/4 mile to a designated pick
up location. The service operates 24 hours ,7 days a week to meet the
commuting needs of teh clientele.

**Competitive selection process:** other

**Other notes:** Carryover from formula based funding provcess

**Evaluation:** Through qualitative data of number of trips performed
and on-time performance; also passenger per mile information, custmer
complaints and resolution process

**Accomplishments:** Providing the cited numbe rof trips while
maintaining an on-time performance of aroung 97-98% on a consistent
basis

## Hanover Department of Social Services (791) 

### C-VAN (Welfare to Work) (186)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Client referrals and authorizations

**Competitive selection process:** other

**Other notes:** Designated recipient took over project from contractor
who terminated service prior to end of contract. GRTC coordinates with
the 4 local jurisdictions

**Evaluation:** SAME as GRTC standards

**Accomplishments:** On time performance and number of clients served

### C-VAN (Welfare to Work) (194)

**Type**: info_based/onestop

**Primary Goal:** improveacc

**Other notes:**

**Service description:** Client referals for use of C-VAN transportation

**Competitive selection process:** other

**Other notes:** Continuation of program from 2005

**Evaluation:** Number of clients who use service based on eligibility

**Accomplishments:** good coordination with transportation provider and
other Dept of Social Services

## Henrico Department of Social Services (792) 

### C-VAN (Welfare to Work) (192)

**Type**: info_based/onestop

**Primary Goal:** improveacc

**Service description:** Client referalls and authorizations-work with
employees and employers and transportation provider

**Competitive selection process:** other

**Other notes:** Continuation of project from 2005

**Evaluation:** Client approprate usage of transportation services

**Accomplishments:** Monetary oversight

## Richmond Department of Social services (811) 

### C-VAN (Welfare to Work) (193)

**Type**: info_based/onestop

**Primary Goal:** improveacc

**Service description:** Client referals and authorizations to job sites
and daycares. Served as the fiscal agent for fund distributions for
Chesterfield, Henrico, and Hanover Counties.

**Competitive selection process:** other

**Other notes:** In partnership wuth GRTC Transit System and 3 other
county Depts of Social Services in program continuation from 2005

**Evaluation:** The number of program participnts who use the service
acording to esrablished guidelines

**Accomplishments:** Maintaining rapport with transportation provider
for good customer service

# 1464 - KANAWHA VALLEY REGIONAL TRANSPORTATION AUTHORITY 

## KVRTA (938) 

### KVRTA Jarc Service Southridge Route (291)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Fixed route service from the Central Business
District and Downtown Shopping mall of Charleston WV to the suburban
shopping, residential, recreation and employment centers the
Southridge,/Dudley Farms & Trace Fork area 7 miles south of town that
has become the main retail area in Kanawha County. Service is provided
seven days a week. Sunday Service was implemented in August 2005

**Competitive selection process:** state_prop

**Evaluation:** Route is evaluated on the same basis as all KVRTA
routes. Ridership and demand has grown sincethe first service was
provided to the area

**Accomplishments:** Increased service to area, including the
introduction of Sunday Service

# 1467 - TRI-STATE TRANSIT AUTHORITY 

## Tri-State Transit Authority (964) 

### PM Service (350)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The Tri-State Transity Authority (TTA)used
these funds to support Job Access program operating assistance for the
period 7/1/2006 through 6/30/2007. TTA used these funds to support the
fourth year of operating assistance for the TTA Mass Transit Expansion
Project within Huntington, WV. The TTA Mass Transit Expansion Project
has been developed and coordinated in cooperation with various state and
local agencies. These coordinating agencies have identified areas and
hours of unmet need for transportation services for employment programs
developed by each agency. The TTA Mass Transit Expansion Project
extended fixed route service and paratransit service one hour in the
evening; extended four additional fixed route services and paratransit
services to a predominantly low income residential area located downtown
Huntington area; and provide curb-to-curb subscription commuter van
service that will meet the needs of both able and disabled customers in
rural portions of Cabell County.

**Competitive selection process:** state_prop

**Evaluation:** TTA compares the performance all its routes monthly and
annually with the same time period the year proceeding the current year.
The Job Access and Reverse Commute (JARC) program at TTA continues to be
a success. The evening service transported the service transported
77,920 for the period of October 1, 2005 through September 30, 2006.

**Accomplishments:** TTA has expanded all regular bus routes by one
hour. This enabled TTA to serve its customers that use public
transportation at night. TTA added three new routes to the evening
service. Safety is our greatest accomplishmet, The expanded routes
enhanced the safety for people walking to the bus stops. In addition to
enhanced safety measures, the service provides better access to job
opportunities, training opportunities and shopping along the expanded
routes.

# 1523 - ALBUQUERQUE CTY 

## Albuquerque Transit Department/ABQ RIDE (741) 

### Job Access and Reverse Commute (87)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Background: In 1997, the City of Albuquerque
Transit Department and Bernalillo County Public Works joined forces to
determine the transportation needs of local welfare recipients and
low-income residents who were employed or who were seeking employment.
Surveys conducted for the Mid-Region Council of Governments confirmed
the great need for transportation welfare recipients and low-income
residents have in Albuquerque. The surveys confirmed two primary
barriers standing between a welfare recipient and a good job: lack of
transportation and childcare. To help surmount both barriers and to
support the 1997 welfare reform legislation, the Job Access program was
initiated. In 1998 and 1999 Job Access staff worked closely with staff
from UNM CAREER Works, Team Works, Albuquerque Works, and Catholic
Charities to set up transportation services. Job Access staff also
trained social service agency staff and their clients about existing
transportation options. Individuals from these organizations contributed
their time, talent, and resources to help initiate Job Access services
for their clients. In July 2000, Albuquerque Transit contracted with
Multisystems, a national transportation brokerage company, to set up the
Job Access curb-to-curb transportation services. Multisystems began
providing rides to clients of social service agencies in September 2000.
In July 2001, Job Access transitioned services from the contractor to
Mini Ride (Sun Van), which then became the service provider. In November
2004, Job Access began contracting late night/early morning service
(10p-5:30a) with local taxi cabs. Sun Van continued to provide trips
from 5:30a-10p. Then on June 4, 2007, Job Access contracted with the
taxi cabs (our service providers) to provide all trips from eligible
riders, 24/7/365. Program Scope: The Job Access mission is to provide
services so the lack of transportation is not a barrier to employment
for TANF and low-income residents. In support of this mission, Job
Access provides a range of services for qualified residents and
agencies. Subscription service provides a transportation "jump start"
for TANF and low-income residents who cannot get to a job or a job
training class. Qualified residents receive up to 120 curb-to-curb
one-way trips to work or job training, with a childcare stop if needed.
Rides are provided 24 hours a day, 365 days a year. Riders pay 75¢ per
ride. TANF and low-income residents are eligible for Job Access services
if their household incomes are at or below 150% of the poverty level and
if the bus cannot accommodate their trips to job or job training. Trips
are provided in our service area, which includes Albuquerque, Rio
Rancho, the town of Bernalillo, the village of Corrales, and Bernalillo
County (excluding Isleta Pueblo and the East Mountain area). Prior to
June 4, 2007, Job Acess also provided four emergency rides (generally
same-day service)to eligible riders. From June 4 on, theese four trips
were added to the 120 subscription service trips, giving riders 124
trips. Reduced price bus passes are available to low-income residents at
more than 60 social service offices in the greater Albuquerque area.
Income-eligible residents may purchase monthly passes for \$12 instead
of \$28, the standard price for adult monthly passes. Transportation
training is available for staff and clients of local TANF and social
service agencies and at job placement sites. Training programs
include 1) an overview of transportation services, including how to read
bus schedules, ride the buses safely and efficiently, and use other ABQ
RIDE services; 2) Job Access subscription and emergency service
training; and 3) regional outreach and coordination in the 4-county area
(Bernalillo, Sandoval, Torrance, Valencia), including several pueblos
and Native American organizations. Since 1999, staff at over 160 social
service agencies and job placement organizations that provide low-income
services have been trained to provide Job Access services. Also since
1999, over 6400 clients and 4067 staff have received training to meet
specific transportation or Job Access needs. Six-month trainer passes
are available at no charge for agency staff who volunteer to be travel
trainers for their clients. Initiated in November 2004 and pursuant to
the letters of agreement with taxicab providers, the trip voucher
program (TVP) provides riders with late night trips, early morning
trips, and trips on some holidays. Riders schedule trips with ABQ RIDE,
and call one of the taxicab providers for a ride. And, as noted earlier,
through the trip voucher program, taxis now provide trips for all
riders, 24/7/365. Riders call the taxi companies directly to schedule
their trips. Regional cooperation is also a strong priority for Job
Access. Job Access programs administered by ABQ RIDE are linked with
other transportation services in the four-county area, which includes
Bernalillo County, Sandoval County, Torrance County, and Valencia
County. Job Access staff have also worked to coordinate services with
pueblos and Native American organizations. Program Goals and Objectives:
As stated earlier, the Job Access mission is to provide services so that
lack of transportation is not a barrier to employment for low-income
residents. All goals and objectives focus on implementing this mission.
All services, as noted above, likewise support the mission Population
Benefiting from the Program: Generally speaking, TANF and low-income
residents who need rides to jobs, job training, and childcare, if
needed, and who cannot use the bus to get there may qualify for Job
Access. There are three specific eligibility criteria that residents
must meet in order to use Job Access: income, trip, and location. First,
their family income may not exceed 150% of the federal poverty
guidelines. Next, they may use Job Access only to get to jobs, job
training, and child care on the way to the job or job training, if
needed. Finally, if they are unable to use the bus to get to their job
or job training due to lack of service in a specific location or at a
specific time, they may be eligible for Job Access. Further Endeavors:
In cooperation with the local council of governments (Mid-Region Council
of Governments, MRCOG), ABQ RIDE has joined the United We Ride effort, a
federal initiative that supports states in developing coordinated human
service delivery systems, including those involving transportation
coordination. We are also participating in developing and implementing
the federally-mandated Coordinated Transportation Plan with MRCOG. Job
Access staff are eager to join forces with MRCOG, state, and local
officials involved in these endeavors.

**Competitive selection process:** other

**Evaluation:** The Job Access mission is to provide services so the
lack of transportation is not a barrier to employment for low-income
residents. The evaluation of all goals, objectives, and services focuses
on implementing this mission. Job Access staff monitor the number of
TANF and low-income (JARC) riders, TANF and low-income (JARC) trips, the
number of new clients registered for Job Access, agency participation,
as well as the number of staff and client trained to use Job Access
services. We keep records of all services provided. If any of these
measures begin to fall, we evaluate what to do to bring service up to a
\'normal\' level. For example, around March 2005, we saw a great drop in
TANF referrals. From that time to the present, we have worked closely
with TANF agencies to increase the number of TANF referrals. However,
local TANF agency staff report that there have been federal changes to
the TANF program, which changes have accounted for a drop in TANF
referrals. We continue to research avenues that will enable us to serve
greater numbers of TANF clients. Another benchmark is regional
cooperation. Job Access staff have worked for over a year with the local
council of governments (Mid-Region Council of Governments) to coordinate
transportation, including Job Access programs, with other transportation
services in the four-county area (Bernalillo County, Sandoval County,
Torrance County, and Valencia County). (Also see part a.) Job Access
staff have also worked to coordinate services with pueblos and Native
American organizations. ABQ RIDE has partnered with over 160 TANF and
social service agencies to provide eligible clients with Job Access
services.

**Accomplishments:** In December 2000, the Albuquerque Job Access
program received one of APTA's 10 Top Welfare to Work Awards. Also in
2000, Job Access received the Mid-Region Council of Government's (MRCOG)
Regional Excellence Award. But perhaps our greatest achievement is that
our ridership has grown. Our program helps to meet the transportation
needs of many TANF and low-income residents who otherwise could lose
jobs or miss training opportunities because they have no way to get
them. As mentioned, Job Access staff have also joined forces with state
and local officials involved in United We Ride, a federal initiative
that supports states in developing coordinated human service delivery
systems, including those involving transportation coordination Advice:
Focus on your riders (clients) and their transportation needs. Talk to
them and get regular feedback so that you will know if your service
truly meets their needs. Network with TANF and low-income agencies so
that they know you exist. Train agency personnel and make them your
partners so that they can sign up their eligible clients for Job Access
services.

# 1525 - Central Oklahoma Transportation and Parking Authority 

## Central Oklahoma Transportation and Parking Authority (972) 

### COTPA Fixed Route Expansion (494)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** COPTA provides fixed route services to the
citizens of OKC to assist them to work and home. These funds enabled
COTPA to expand the service area and provide better frequency.

**Competitive selection process:** other

**Evaluation:** We utilize TDP\'s. If the criteria is met and the
project has successfully benefited participants and there is overall
growth, we look at continuing the project.

**Accomplishments:** The greatest accomplishement of providing extended
services is within the increased ridership. The best advice is to make
sure your public is continually educated.

### Metro Link/Flex Route Service (364)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Point deviated curb-to-curb service

**Service description:** Metro-Link provides a point deviated
curb-to-curb service to Oklahoma City and Eastern Oklahoma County. This
service is also available in limited serivce areas after normal fixed
route operting hours and on Sundays.

**Competitive selection process:** other

**Other notes:**

**Evaluation:** We utilize TDP\'s. If the criteria is met and the
project has successfully benefited participants and there is overall
growth, we look at conitnuing the project.

**Accomplishments:** The greatest accomplishement of providing extended
services is within the increased ridership. The best advice is to make
sure your public is continually educated.

### Stillwater Community Transit Jobs Route (565)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Expand evening transportation service and
extend existing routes in the Stillwater community.

**Competitive selection process:** other

**Evaluation:** Evaluated based on ridership performance and percentage
increase of general public ridership.

**Accomplishments:** Providing increased access to jobs and job training
that was not previously available. Emphasize public education.

# 1527 - METROPOLITAN TULSA TRANSIT AUTHORITY 

## Tulsa Transit (777) 

### Tulsa Transit JARC Service for Projects 101, 105, 111, 112, and 117 (137)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This service is directly operated and provided
by Tulsa Transit to those individuals who are primarily transit
dependent and are largely without other means of transportation to
employment opportunities throughout the Tulsa area. Shopping malls,
medical centers, and other major employers, including those downtown,
are being served with this service, thus creating greater employment
opportunities to our riders as well as expanding the pool of qualified
candidates for those businesses.

**Competitive selection process:** other

**Other notes:** For the service operating in FY 06, we utilized FY 05
funds, as the FY 06 competitive funding process was not in place at the
time of service.

**Evaluation:** Tulsa Transit has tracked the ridership, cost per hour,
and total hours of service. In addition, projects 101 and 105 represent
two of the most effecient and highest ridership routes for Tulsa
Transit, and the JARC funding has greatly attributed to the success of
these routes.

**Accomplishments:** As previously mentioned, two of our projects are on
our highest ridership routes. While excessive innovation may not have
been the hallmark of our JARC program, it has been a very effective
mechanism for ensuring the accessibliity to jobs for large numbers of
Tulsa Transit\'s ridership. It also has enabled our customers to have a
larger pool of companies to choose from when reviewing employment
opportunities, and providing them access to employment. The JARC program
has been a crucial and vital program for the success of Tulsa Transit.

# 1528 - City of Abilene 

## CityLink Transit (City of Abilene) (713) 

### CityLink Evening Service (49)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** In FY06, CityLink\'s JARC-supported Evening
Service provided about 95% of trips to work-related sources. In addition
to this, overall ridership increased 5% over FY05.

**Competitive selection process:** other

**Other notes:** The designated recipient solicited funding from civic
(City of Abilene) and Federal (JARC) sources since the need to provide
after-hours work transportation was determined.

**Evaluation:** Despite the loss of local private agency contributions,
continued assistance from JARC and CDBG have enabled CityLink\'s Evening
Service to perform beyond staff\'s expectations.

**Accomplishments:** As stated before, FY06 ridership increased by
almost one thousand passengers. Additionally, revenue increased
proportionally, enabling CityLink to offset operating expenses.

# 1535 - CORPUS CHRISTI RTA 

## Corpus Christi RTA (867) 

### Bishop/Driscoll (247)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Corpus Christi Regional Transportation
Authority (RTA) has taken advantage of the Job Access and Reverse
Commute (JARC) program, by initiating innovative solutions to meet the
transportation needs of low-income persons and persons with disabilities
to work and work related programs. Current RTA projects have improved
mobility and economic opportunities for the transportation-disadvantaged
population within the region and have expanded mobility opportunities to
suburban employment for the general public, including welfare recipients
and low-income individuals. On such projects has been the implementation
of Route \# 67 Bishop/ Driscoll. RTA identified a pocket of residents in
the unincorporated areas of Nueces County and in the smaller
municipalities of the County, specifically; Bishop, Driscoll and Gregory
that needed transportation services for the residence to access to
employment opportunities and employment services in the Corpus Christi.

**Competitive selection process:** competing

**Evaluation:** RTA continually monitors and evaluates JARC transit
services to ensure that we are effectively utilizing available resources
and funding in accordance with federal regulations and guidelines. A
comprehensive evaluation of all routes including JARC funded routes is
typically conducted semi-annually, in which RTA uses performance
indicators to identify routes with substandard performance. Corrective
action, such as marketing initiatives, route modification, changes in
scheduling, or route deletion is taken when appropriate. The RTA also
works closely with the Regional Transportation Steering Committee,
including representatives from all rural transit districts, the
Workforce Development Board, Texas Department of Transportation and the
Metropolitan Planning Organization in developing and evaluating JARC
projects.

**Accomplishments:** Route was expanded to include the city of Gregory,
RTA built a Park and Ride in the city of Gregory and has expanded the
day of service to six per week. this route provides service to the Naval
Air Station in Corpus Christi, workers of the naval station that live
outside the city limits utilize this service to get to work.

### Lighthouse for the Blind (249)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The Corpus Christi Regional Transportation
Authority (RTA) has taken advantage of the Job Access and Reverse
Commute (JARC) program, by initiating innovative solutions to meet the
transportation needs of low-income persons and persons with disabilities
to work and work related programs. Current RTA projects have improved
mobility and economic opportunities for the transportation-disadvantaged
population within the region and have expanded mobility opportunities to
suburban employment for the general public, including welfare recipients
and low-income individuals. On such projects has been the implementation
of Route \# 84 Lighthouse for the Blind Shuttle. This route was
implemented to provide transportation for persons with disabilities in
RTA's service area to employment centers in an industrial area of Corpus
Christi that previously had been under-served by public transportation.

**Competitive selection process:** competing

**Evaluation:** RTA continually monitors and evaluates JARC transit
services to ensure that we are effectively utilizing available resources
and funding in accordance with federal regulations and guidelines. A
comprehensive evaluation of all routes including JARC funded routes is
typically conducted semi-annually, in which RTA uses performance
indicators to identify routes with substandard performance. Corrective
action, such as marketing initiatives, route modification, changes in
scheduling, or route deletion is taken when appropriate. The RTA also
works closely with the Regional Transportation Steering Committee,
including representatives from all rural transit districts, the
Workforce Development Board, Texas Department of Transportation and the
Metropolitan Planning Organization in developing and evaluating JARC
projects.

**Accomplishments:** In 2002, the new Lighthouse for the Blind was built
in an area that was not served by fixed-route service. RTA studied the
possibility of adjusting one of its routes to serve this area, but
concluded that this change would have a disruption to other riders.

### Padre Island Connection (246)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Corpus Christi Regional Transportation
Authority (RTA) has taken advantage of the Job Access and Reverse
Commute (JARC) program, by initiating innovative solutions to meet the
transportation needs of low-income persons and persons with disabilities
to work and work related programs. Current RTA projects have improved
mobility and economic opportunities for the transportation-disadvantaged
population within the region and have expanded mobility opportunities to
suburban employment for the general public, including welfare recipients
and low-income individuals. One such project has been the implementation
of Route #65 Padre Island Connector service. This route is a seasonal
service that provides fixed-route service to the hospitality and major
employment centers located on Padre Island. This route has been expanded
in the last several years from two to six days a week due to the volume
and need of workers from Corpus Christi working on the Island.

**Competitive selection process:** urban

**Evaluation:** RTA continually monitors and evaluates JARC transit
services to ensure that we are effectively utilizing available resources
and funding in accordance with federal regulations and guidelines. A
comprehensive evaluation of all routes including JARC funded routes is
typically conducted semi-annually, in which RTA uses performance
indicators to identify routes with substandard performance. Corrective
action, such as marketing initiatives, route modification, changes in
scheduling, or route deletion is taken when appropriate. The RTA also
works closely with the Regional Transportation Steering Committee,
including representatives from all rural transit districts, the
Workforce Development Board, Texas Department of Transportation and the
Metropolitan Planning Organization in developing and evaluating JARC
projects.

**Accomplishments:** Increased service from two days to six days a week
due to the ridership.

# 1539 - City of El Paso Sun Metro 

## Sun Metro Job Express (665) 

### Job Express (24)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Working with Texas Work Force and other social
service agencies we provided two levels of service. 1.) Drivers were
referred and placed in the program from agencies who certified their
income status. They were trained and obtained a CDL license. They then
provided service for up to 12 months while they waited to be placed onto
the Sun Metro training program. All drivers were technically hired by
Goodwill industries and then placed in service by Job Express. 2.)
Referred clients were taken to employment sites with pick ups as early
at 3 AM ( bus service starts at 4:20 AM) and as late as needed, but
typically ending around Midnight. A coalition of agencies referred
clients to Job Express and they were allowed to use our services free
for up to 6 months.

**Competitive selection process:** other

**Other notes:** This service was provided from an earmark of FY04
funds. We are in the process of designating a \"designated receipient\"
for El Paso and have arranged for the MPO to run the competitive
procurement process for project selection.

**Evaluation:** Cost: Service has cost us less per passenger trip than
fixed route or DR. Driver portion of program have successfully (93%
empolyeed at sustainable wages) been placed in other employment either
with the city of El Paso or other organizations Regular clients have
been able to \"wean\" themself off the service by either buying cars to
getting jobs at times when fixed route service provided their needs. We
track normal performace data, trips, no shows, \# clients, hours of
service, miles, pass miles, and time of service ( \# of trips by time of
day)We also do a semi-annual customer survey both of end users and their
referral agencies.

**Accomplishments:** The greatest accomplishment has been our driver
training program. By partnering with the local Workforce Agency we have
trained more than 50 unemployed drivers and placed them in area transit
agencies. This arrangement has benefited the project by providing 100%
of the drivers\' salaries for 6 months of on the job training. Another
achievement has been the successful coordination with referral agencies.
The Transportation Alliance developed in 2001 to provide guidance to Sun
Metro for the original JARC grant has grown to more than 60 members
throughout the entire (five county)region. This group has developed a
regional transportation plan and has begun earnestly coordinating
transportation and funding efforts.

# 1540 - FWTA 

## Fort Worth Transportation Authority (862) 

### Fixed Route Service Expansion (245)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This service provided access to jobs at newly
opened Walmarts and strip centers in the Central City area of Fort
Worth, TX. The JARC funding allowed for route expansion and expansion of
the service hours.

**Competitive selection process:** urban

**Evaluation:** The route performance was evaluated based upon ridership
data summary and the following performance indicators: Revenue Miles,
Total Hours, Passenger Trips, Fully Allocated Costs, Passenger Per Hour,
Passenger Per Revenue Mile, and Subsidy Per Passenger.

**Accomplishments:** The greatest accomplishments of these routes were
the access provided on fixed route bus that was not previously available
to a key employer in the Fort Worth community.

# 1543 - City of Galveston 

## Island Transit (769) 

### Extended Route Service (126)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Island Transit JARC service utilizes 3 bus
routes to provide after hour service until 11:30pm seven days a week.
JARC routes were built to cover several lower income areas that have a
transit dependant customer base. This service covers a high
concentration of retail and service business within the City of
Galveston. JARC routes operate hourly with transfer points to allow
workers to go from residence to employment and back.

**Competitive selection process:** state_prop

**Evaluation:** Project is evaluated by monitoring increased ridership
through weekly passenger counts. Customer surveys are done periodically
to grade the system and public meetings are held for customer input.
Utilizing these methods the routes were expanded 10 blocks to increase
customer access and additional stops added. Business participation has
allowed for bus stops on certain properties.

**Accomplishments:** Increased ridership by 8% annually by using
customer input and expanding service area. Maintained 96% on time
performance to ensure passengers arrive to work on time. Utilized
customer service training programs to increase repeat ridership.

# 1556 - TYLER CTY 

## Tyler Transit System (760) 

### Tyler Transit System (546)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Provided after hours for individuals to get to
and from work\...a service not provided until JARC was available.
Program was well received and missed when the program was discontinued.

**Competitive selection process:** competing

**Evaluation:** Program was not monitored effectively and subcontractor
was given too much control.

**Accomplishments:** Be sure to have a monitoring plan in place. Have a
good, solid, binding contract and retain control.

# 1561 - Arkansas State Highway and Transportation Department 

## City of West Memphis (733) 

### City Fixed Route (67)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service is presently being funded through
a FY 2002 Earmark JARC grant. West Memphis operates a circular fixed
route system Routes are designed to originate at low-income hosing
units/areas with stops at local hotels, retail areas, medical centers,
and other employers.

**Competitive selection process:** state_prop

**Evaluation:** Growth in ridership (one-way trips)

**Accomplishments:** This system has continued to grow each year. West
Memphis is located in an economic distressed area and t his service play
a vital role for low income persons.

## Rainbow of Challenges, Inc. (761) 

### Traning Center Job Access (110)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** This service is presently funded through a FY
2002 Earmark JARC grant. The Training Center Job Access links
employeeswho can not afford a vehicle with local businesses.

**Competitive selection process:** state_prop

**Evaluation:** Continued ridership.

**Accomplishments:** This system has maintained service with limited
local support in a city with a population of about 11000 people.

# 1562 - LOUISIANA DOT 

## Avoyelles Council on Aging (980) 

### Avoyelles Council on Aging (570)

**Type**: trip_based/demandresponse

**Primary Goal:** improveinfo

**Service description:** We provide transportation to the local Wal-Mart
and Paragon Casino and nursing homes that have shift workers. Avoyelles
COA has employers include a Public Transit announcement in their new
hire packets; they partner with the local Louisiana Workforce office to
transport low income to jobs and job training.

**Competitive selection process:** state_app

**Evaluation:** We have customer evaluations that are reviewed by a
committee to see if the services we provide are acceptable to the public
and if they have any complaints against our transportation services. All
complaints are looked at very carefully and action will be taken to
correct any problems. At this time we have had no complaints about our
transportation services.

**Accomplishments:** Our greatest achievement was the service we
provided throughout the parish to participants that needed a way to
work. We hope to partner with any new businesses in the parish in the
year 2007 and will help provide transporation to any of their workers.
We feel we play a part in the economic development in Avoyelles Parish
with the transportation that we provided to persons who do not have a
way to work. Many rely on us because we do rural transporting throughout
the parish.

## Calcasieu Parish Police Jury, Office of Community Services (1114) 

### Calcasieu Parish Police Jury, Office of Community Services (613)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Calcasieu Public Transit provides a Demand
Response System. Our client base is generated from DSS referrals and
clients our organization identifies through its network of public and
private agencies in our community. Clients are first qualified and
placed into our schedule rotation as openings occur. Clients are
requalifed quarterly and/or on an as - needed bases. Each client is
scheduled for pick up based on their residence and the number of clients
already assigned to a particular driver. Our office staff determines any
particular on site rules and regulations that a particular Employer may
have regarding Transportation services providers. Once a client is
approved to receive our services, their personal information is loaded
in our Trapeze Transportation Management Software for purposes of
managing client information, scheduling, documenting particular services
facts, maintaining pickups, no shows, cancellations, miles and pick
up/delivery numbers.

**Competitive selection process:** state_app

**Evaluation:** Our JARC project is evaluated based on the following
criteria and benchmarks: Trips per day, Miles per trip, Trip
cancellations, Trip no shows, On time client pick ups, Client Complaints

**Accomplishments:** During 2006, Calcasieu Transit researched and
determined that it was possible and to the advantage of our citizens and
our operation to not solely depend on The Department of Social Services
(DSS) for new clients. We developed the procedures to seek out potential
JARC clients and process those clients using pertinent guidelines. This
practice has assisted our operation with keeping a consistent
rider-ship.

## Madison Parish Council on Aging, Inc. (1123) 

### Madison Council on Aging, Inc. (632)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The JARC program operates Sunday thru Saturday,
except on some holiday's. The weekday shift is 6:00am to 7:00am and
6:00pm to 11:00pm. The weekend shift is 6:00 am to 11:00pm. One hundred
percent of the riders use the service to go to and from work. The
assigned driver is provided with a daily schedule of the pick ups for
the day. Vehicle logs are provided by the driver indicating date;
mileage; origination; destination and program code of each person that
ride. All vehicle log sheets are placed in the computer by the Transit
Coordinator. Financial reports are prepared by the Bookkeeper and
approved by the Executive Director and the Madison Parish Police Jury
Sec/Treasurer. The agency does initiate a satisfactory survey to all
riders. The system does make information available by paid television,
newspaper, public meeting, focal points, churches and brochures.

**Competitive selection process:** state_app

**Evaluation:** In our agency, we think the service is doing really
well. It helps us to service an unmet need in transportation which in
turn help the clients become and stay productive citizens. One of the
most important performance measures is that the riders continue to use
the service and refer others to the service.

**Accomplishments:** JARC not only provides services to low income
residents, but also gave riders the opportunity to maintain employment.
JARC enabled riders that don't have other means of transportation to
take their child to and from the childcare facility and employment
sites. JARC has made over 5,000 trips for low income residents. The
advice I would give would be to evaluate the need of transportation for
clients they will be serving to make sure this program would benefit
them and their clients.

## St. Mary Community Action Committee Association, Inc (1122) 

### St. Mary Community Action Committee Association, Inc. (631)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Transportation services are designed to
transport welfare recipients and eligible low income individuals who do
not have reliable transportation to and from employment sites. This
program extends transportation services to job sites outside the agency
normal working hours of 8:00 am-4:30pm Monday through Friday. JARC
transportation is offered on weekends also. We provide para transit
services to eligible riders on demand. Riders must request the services
two days in advance.

**Competitive selection process:** state_app

**Evaluation:** We evaluate the project quality by providing riders with
a survey to ensure they are given a safe, reliable, and dependable
service. This survey also enables the riders to have input into the
transportation project. The survey is given on an annual basis. Also
monthly stats are kept in a data base on ridership including number of
trips, miles traveled, etc. to evaluate the program performance.

**Accomplishments:** Providing services at night and on weekends was a
huge accomplishment. Reliable transportation is a serious barrier for
potential employees. Anyone wanting to start a service should consider
the responsibility of having a safe and reliable service. Responsible
drivers is one of the main components to being successful.

## Washington Parish Council on Aging (1126) 

### Washington Parish Council on Aging (637)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Low-income persons referred by the STEP
Program, as well as those persons applying on-site meeting the criteria
were transported to employment Monday through Friday, during the hours
of 4:00 a.m. to 11:00 p.m. In addition, individuals were transported to
job training and educational facilities in order to gain the skills
necessary to seek permanent employment. Services were provided primarily
in the eastern half of Washington Parish concentrated in the city of
Bogalusa. However, persons were provided transportation services to
employers in Franklinton upon request.

**Competitive selection process:** state_app

**Evaluation:** Input was gained from persons utilizing the service.
Surveys were distributed and feedback was analyzed to evaluate quality,
efficiency and overall performance. Operating reports were reviewed to
determine if goals were being met. Adjustments were made throughout the
year. A six month case review was performed on each person in the
program to evaluate the continued need for transportation. In most cases
service was no longer needed because individual goals had been met
allowing new applicants an opportunity to receive services.

**Accomplishments:** Accomplishments included 65 individuals who had
previously been unemployed in obtaining and maintaining permanent
employment to date. Our focus has been to provide individuals with
reliable transportation to employment as well as providing services to
day care, job interviews, orientation, etc. that may not have been
available before.

# 1588 - NCTCOG 

## Fort Worth Transportation Authority (966) 

### CentrePort Shuttle (358)

**Type**: trip_based/shuttle

**Primary Goal:** improvecap

**Service description:** The CentrePort Shuttle service provides two
shuttle routes that serve the CentrePort Business Park, located just
south of Dallas/Fort Worth International Airport. The schedule is pulsed
off of the Trinity Railway Express commuter train schedule. The service
provides access to service jobs at hotels and restuarants in the area,
as well as major employers such as American Airlines and Countrywide
Financial.

**Competitive selection process:** other

**Evaluation:** Review ridership and financial reports and ensure
service is provided in accordance with the agreement.

**Accomplishments:** Increase in ridership from 42551 one-way trips in
FY05 to 52691 one-way trips in FY06.

## North Central Texas Council of Governments (973) 

### Hurst-Euless-Bedford Transit Service (365)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Working with human-service organizations in the
community, individuals in need of transportation are qualified and given
a monthly transportation pass. The pass allows them to ride HEB Transit,
which has no fare. Trips are provided to work and work-related
activities, as well as limited human service needs. All trips must have
an origin and destination within Hurst, Euless, and Bedford. Customers
can also schedule trips to/from the Trinity Railway Express stations for
access to downtown Dallas and Fort Worth, as well as Dallas/Fort Worth
International Airport.

**Competitive selection process:** other

**Evaluation:** Review monthly financial and ridership reports. Ensure
that the service is provided according to the terms of the contract.

**Accomplishments:** Bringing 3 funding streams together, including:
JA/RC funding, TANF funds through the Tarrant County Workforce
Development Board, and United Way community funding. This is a
coordinated service that fills a gap in a geographic area where no
public transportation was available to transportation-disadvantaged
individuals.

# 1622 - CALIFORNIA STATE DOT (CALTRANS) DIVISION OF MASS TRANSPORTATION 

## City of Santa Maria (SMAT) (883) 

### City of Santa Maria (264)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The service is a pilot program extending
weekday fixed-route service into the evening and nighttime hours. The
service consists of three transit routes that combine portions of the
daytime routes and service a majority of the destinations and
neighborhoods served by daytime service, including schools, retail
centers, industrial areas, and recreational locations.

**Competitive selection process:** other

**Other notes:** County Assoication of Governments solicited
applicaltions for individual projects

**Evaluation:** Ridership on the new nighttime routes was compiled by
our operations contractor and reported monthly. Trends in ridership, and
the overall systems farebox recovery ratio are also monitored

**Accomplishments:** Ridership has been increasing. Marketing of the
service, both to transit riders using the system and through media
outlets. Free ride promoional periods to encourage people to use the new
service were also tried. I would recommend working closely with transit
providers and concerned riders in designing a service expansion of this
type, and marketing the service through emplyers and locations most
likely to generate trips.

### Santa Maria Area Transit (369)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Santa Maria Area Transit began a new nighttime
serice on weekdays, which extends three hours beyond regular service
hours. The new night service consists of three routes which combine
potions of the daytime routes. The purpose of the night service is to
provide fixed-route transportation to persons whose schedules require
local travel outside the normal hours of operation for local transit,
such as workers in the retail and medical industries.

**Competitive selection process:** other

**Evaluation:** Since the project began, ridership has been monitored to
gauge service performance. Ridership has been steadily increasing,
though remaining below performance of daytime routes. Ridership will
continue to be monitored as the pilot phase continues.

**Accomplishments:** Publicizing the service has been a priority. We
have advertsed the new service in local publications and at businesses,
such as the local cinema, which could generate nightime ridership.
Offering free rides on occassion to promote the service has also been
tried.

## Mendocino Transit Authority (MTA) (884) 

### Mendocino Transit Authority (368)

**Type**: trip_based/routedeviationflex

**Primary Goal:** extendhours

**Service description:** na service to begin August 20, 2007

**Competitive selection process:** other

**Other notes:** Planning group developed list of needed services. Ukiah
Valley Evening Bus is the first priority to run in FY 2007/08

**Evaluation:** na

**Accomplishments:** na

## Monterey Salinas Transit (885) 

### Line 48 and Line 54/56 - mending gaps in transportation for job seekers and health care needs (523)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Line 48 addresses the need for low-income
residents in the City of Salinas to seek job counseling and assistance
at the One Stop Career Center and to provide access that was previously
prohibited by other modes of transportation to the Salinas Airport
Business Park. By providing 24 roundtrips at 30-minute headways, Line 48
mitigates the need to drive in order to acquire and access jobs in
Monterey County. Specifically Line 48 serves the most densely populated
section of East Salinas with heavily minority (latino) and disadvantaged
residents. Line 54 formerly provided additional access for Monterey
residents to the Salinas Airport Business Center, site of the One-Stop
Career Center. However, the local match funder (CTB McGraw Hill) closed
their office at this location in the Fall of 2006. Since then, MST has
partnered with the nearby Salinas Valley Memorial Hospital to continue
the service at a local match of \$14,175. This new service will be
renamed as Line 56 and is expected to begin September 4, 2007.

**Competitive selection process:** state_app

**Evaluation:** Lines 48 and 54 are monitored as part of the MST monthly
Operations Summary Report. This information is provided every month at
MST Board of Directors meetings. As a performance measure, ridership on
Line 48 has been steadily increasing with a record number in May 2007 of
2,177 riders compared to 1,441 in May 2006, showing a 51% increase. A
possible bench mark for success is the number of MST customers who gain
jobs by the access provided to the One-Stop Career Center. Line 54
(discontinued due to local match business closing) and Line 56 (similar
service with new funding partner) will be monitored by ridership as well
starting in September 2007.

**Accomplishments:** The greatest accomplishment of Line 48 and 54/56 is
the access it provides for Salinas residents of a primarily low-income
area to the One-Stop Career Center and local hospital. While job seekers
and hospital visitors are not consistent in their need for service due
to the nature of their trip purpose, grant funding allows MST to connect
someone who may be dependent on transit and thereby allow Monterey
County to retain residents who would otherwise seek work/residence
elsewhere.

### Line 55 San Jose- Monterey Express (507)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Line 55 Monterey-San Jose Express connects the
Monterey Peninsula residents to work sites in the San Jose area, a job
rich area. Line 55 stops include: Monterey downtown, the City of
Seaside, Prunedale Park N\' Ride, Gilroy, Morgan Hill, San Jose State
University (San Jose downtown), and the San Jose Diridon train station
(Amtrak and Caltrain). Also, Line 55 enables many people who work in
Monterey County but live in the bedroom communities of Gilroy and Morgan
Hill to continue employment in Monterey County despite the high housing
costs of the Monterey Peninsula and Monterey County in general.
Therefore, Line 55 also provides a way for workers to commute to the
Monterey Peninsula. MST planning and operations staff initially
approached the Santa Clara Valley Transportation Authority (VTA) and
Caltrain with an implementation and operation plan for Line 55. The
final routing, scheduling, and bus stop locations were determined
through joint efforts between MST, VTA, and the Capitol Corridor JPA.

**Competitive selection process:** state_app

**Evaluation:** The monitoring and evaluating of Line 55 is included in
the MST monthly Operation Summary Reports. The first full month of
service in September 2006 produced 1,294 boardings between Monterey and
San Jose. Ridership has continued steadily through 2006 and the start of
2007. In May 2007, Line 55 boardings grew to 2,017, showing a 56%
increase over nine months of this new service. As a new route, with
overlaps in service areas to VTA and Caltrain, several stakeholders are
watching the success of Line 55. If the goal of transporting low-income
individuals of Monterey to job-rich areas of San Jose is not achieved,
steps will be taken to reconsider the route schedule, fare, and bus stop
locations.

**Accomplishments:** At MST we believe Line 55 Monterey - San Jose
Express is a huge accomplishment and benefit to the Monterey County and
Santa Clara County communities (as well as beyond to the San Francisco
Bay Area). An especially innovative and successful element of the
service is the coordination of fare media between MST, VTA, Caltrain,
and Amtrak. For example, customers purchasing Amtrak tickets to Monterey
may insert their Amtrak ticket stub into the farebox machine onboard MST
vehicles in lieu of paying MST fare. In July 2007, MST began a pilot
project by adding the convenience of Wireless (WiFi) Internet access for
the long-distance commuters, made possible through grant funding from
the Monterey Bay Unified Air Pollution Control District. We anticipate
that WiFi will provide increased benefit to riders.

## Placer County Dept. of Public Works (886) 

### Tahoe Area Regional Transit (353)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** This project provides added transit service in
the Highway 89 Corridor between Tahoe City and the Town of Truckee
(Nevada County). Key to this service area are the resort related
employment in Squaw Valley and Alpine Meadows. This route links
employees who live in North Tahoe and Truckee to their employment within
the corridor. Large employers in this corridor served by TART are Alpine
Meadows ski resort, Squaw Valley ski resort, The Resort at Squaw Creek,
The Village at Squaw Valley, Olympic Village Inn, Red Wolf Lodge and
numerous other restaurants, lodging properties and vendors. The added
Highway 89 service begam on December 14th, 2006 and ran through Easter
Sunday, 2007 (April 8th). This is generally the length of the resort
season and the period when staffing is at its highest for the resort
employers. In Tahoe City the route terminates near the Tahoe City "Y" on
Highway 28 where it connects with the rest of the TART service that runs
between Incline Village, Kings Beach, Tahoe City and the Westshore as
far south as Sugar Pine Point State Park in Tahoma.

**Competitive selection process:** state_app

**Evaluation:** Ridership and Passengers per Revenue Serivce Hour

**Accomplishments:** This service increased ridership significantly and
provided numerous trips to employees. Based on boardings recorded from
TART passes distributed by large employers, 48,000 resort related
employees used the service provided by TART and funded with the JARC
service.

## Sacramento Area Council of Governments (887) 

### South County Transit/LINK-Hwy 99 Extended Service (339)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The State route 99 service provides a critical
link in the transportation network for southern Sacramento county. The
system interconnects with SCT/Link dial-a-ride service in the Galt urban
area and the Sacramento River Delta Route which serves rural communities
along the Sacramento River. The route provides connections with the
Sacramento urbanized area and has a transfer point with Sacrametno
Regional Transit at their Florin Mall Transit center. The State Route 99
service also connects to Lodi and transit services that serve San
Juoquin County.

**Competitive selection process:** state_app

**Evaluation:** This service is one of the most popular in the South
County Transit/LINK program. The expanded hwy 99 service carried
approximately 12,000 passengers in FY06.

**Accomplishments:** The service is a lifeline for individuals who do
not own an automobile or cannot drive one. This service is designed for
the economically diasdvantaged and disabled person.

## San Joaquin RTD (889) 

### San Joaquin RTD (334)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The JARC service for FY -06 was used to cover
adminstrative costs in preparing the Coordinated Transportation Plan.
The monies included staff time for workgroup meeting, outreach efforts,
and preparing the Coordinated Plan document. Currently the document is
completed in draft form and had been submitted to senior staff for
approval.

**Competitive selection process:** other

**Evaluation:** RTD as the designated recipient for the Coordinated Plan
has followed the United We Ride Framework for Action when preparing the
Coordinated Plan. Major Benchmarks and Performance Measures Include:
Establishing a workgroup comprised of local social service agencies,
public agencies, and transit providers. Outreach and Public Meeting with
consumers, private transportation providers, schools, social service
agencies, and public agencies. Compiling outreach feedback and sharing
results with the workgroup to establish service gaps, service
redundancies, and strategies and priorities for implementation.
Preparing the Coordinated TransportationPlan Document Beginning the
Competitive Selection Process

**Accomplishments:** The two major accomplishments would be to: Organize
a cohesive workgroup made up of members of social service providers,
public agencies, and transit providers. Meeting with the workgroup
regularly to share ideas and get their feedback. Coordinated Outreach
efforts to include groups of consumers and agencies not represented in
the workgroup to ensure that all demographic groups are considered when
putting together service gaps, redundancies and preparing strategies and
priorities for better coordination.

## Santa Barbara County Association of Governments (891) 

### Consolidated Human Services Trans. Plan (377)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Preparation of Consolidated Human Services
Transportation Plan

**Service description:** Initiated preparation of Consolidated Plan
Formed Advisory Committee Developed and Administered Survey Prepared
background demographic and other data

**Competitive selection process:** state_prop

**Evaluation:** Plan adoption and implementation

**Accomplishments:** Plan under development, no recommendations as yet.

## Tulare County Association of Governments (893) 

### Development of Coordinated Plan (359)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Development of the Coordinated Plan required under
SAFETEA-LU

**Service description:** The service for FY 2006 consisted development
of the Coordinated Plan from which to derive projects under FTA Sections
5310, 5316, and 5317 grant programs. Development of the plan for Tulare
County is almost complete, and the fianl plan is expected by August
2007.

**Competitive selection process:** other

**Other notes:** Competitive application process for grant funding under
FTA 5316 (JARC - Mobility Management) to prepare the Coordinated Plan

**Evaluation:** The Coordinated Plan is being prepared in accordance
with FTA guidelines (FTA Circular 9050.1).

**Accomplishments:** Completion of the Coordinated Plan in 2007, well
ahead of many other similar agencies, to take advantage of FTA grant
funding in proposing projects that improve mobility for the low income,
elderly, and disabled in Tulare County.

# 1625 - Nevada Department of Transportation 

## CART (967) 

### CART (352)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** CART provides rides to the the City of Fallon
and surrounding areas of Churchill County. This is a very \"spreadout\"
area.

**Competitive selection process:** state_app

**Evaluation:** Ridership reports and website available for comments.

**Accomplishments:** Providing increased ridership for many.

## Douglas County (968) 

### DART (355)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Douglas County provides ridership to many
individuals in a large area.

**Competitive selection process:** state_app

**Evaluation:** Ridership reports and website available for comments

**Accomplishments:** Increased ridership

## Douglas County Bluego (969) 

### Douglas County Bluego (357)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service is provided in the Lake Tahoe
area. This is a heavy tourist area.

**Competitive selection process:** state_app

**Evaluation:** ridership reports and website

**Accomplishments:** increased ridership and connectivity

## Northern Nevada Transit Coalition NNTC (971) 

### NEAT (362)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** NEAT provides rides to the mining operations in
the surrounding areas.

**Competitive selection process:** state_app

**Evaluation:** ridership reports

**Accomplishments:** Increased ridership and connectivity to surrounding
areas.

## SNTC (839) 

### Silverrider (228)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** SNTC provides rides to many individuals in the
gaming industry. They are currently looking into expanding into the Nye
County area (Pahrump).

**Competitive selection process:** state_app

**Evaluation:** Ridership reports and rider questionnaires.

**Accomplishments:** Increased ridership

# 1632 - Alameda Contra Costa Transit District 

## Alameda Contra Costa Transit District (AC TRANSIT) (833) 

### AC TRANSIT (215)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** With the assistance of JARC/FTA funds, and a
50% AC TRANSIT District Match, the District continued to operate Late
Night/Owl/TransBay Service throughout the District\'s service area.
Continuation of these 14 service lines provided up to 24-hour, readily
accessible transit to low-income residents along or near main service
routes who depend heavily upon mass transit for access to: jobs;
schools; health care; child care; and other \"quality-of-life\" releated
destinations.

**Competitive selection process:** other

**Evaluation:** By the tracking of bus ridership levels on JARC-funded
service lines. Performance levels & benchmarks consisted of comparisons
of ridership levels per quarter.

**Accomplishments:** Greates accomplishment was the continuation of
uniterrupted service to riders on these 14 service lines.

# 1655 - MTC 

## AC Transit (1180) 

### Line #13 Service to Oakland Army Base and Port of Oakland (733)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This project will expand the night and weekend
service on Line #13, connecting the Oakland Army Workforce
Collaborative, which offers job training/placement, health and other
services to low-income residents; and Middle Harbor Shoreline Park at
the Port of Oakland to connecting transit service (AC Transit and BART)
at 14th and Broadway in downtown Oakland. The changes to Line #13 shall
include: § New weekday service from 7 p.m. to 10 p.m. with 30 minute
frequency; § New Saturday, Sunday and Holiday service between 10 a.m.
and 5 p.m. with 60 minute frequency. The expanded service shall commence
on or after June 29, 2003, and continue for a period of 2 years and 8
months.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** The project provided enhanced fixed route service
to areas where job training/placement services are provided to
low-income individuals to assist them in achieving self-sustainability
by obtaining and maintaining employment.

## City CarShare (1183) 

### San Francisco CalWORKs CarShare (738)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** Car-sharing

**Service description:** (1) Expand City CarShare fleet to low-income
neighborhoods City CarShare is already serving two San Francisco
neighborhoods with the highest concentrations of CalWORKs participants,
with three cars in Chinatown and seven in the Mission. City CarShare
shall expand its fleet to add a total of 12 vehicles in neighborhoods
where CalWORKs participants are concentrated, including but not limited
to: the Mission, Chinatown, Visitacion Valley, Bayview, Potrero Hill,
the Western Addition, and the Tenderloin. (2) Subsidize the cost for
CalWORKs participants City CarShare will make car-sharing affordable to
up to 300 CalWORKs participants by: § Using LIFT funds to fully
subsidize the \$300 deposit, \$30 application fee and \$10 monthly
administrative charge for CalWORKs participants. § Offering a 50%
discount on per-use fees to CalWORKs participants over the three-year
period of this project. The cost will be borne by City CarShare as part
of its match. This discount would cut the average monthly bill from \$40
to \$20. Currently, City CarShare keeps administrative costs to a
minimum by billing members' credit cards. However, City CarShare has
budgeted for staff time to implement alternative billing arrangements
for households who do not have a credit card, or even a bank account.
City CarShare will work closely with DHS staff to determine the best
billing procedures for these low-income households. (3) Target community
outreach to low-income households and CalWORKs staff Car-sharing is an
unfamiliar concept to many people---particularly low-income households.
Therefore City CarShare will need to conduct extensive community
outreach. City CarShare will leverage partnerships with affordable
housing developers such as Bridge Housing, community institutions such
as the Tenderloin Housing Clinic, and transit operators such as MUNI and
BART. The City CarShare budget includes funding for extensive community
meetings, and doorhangers around each new vehicle location, flyers and
other printed materials. City CarShare will also conduct a targeted
outreach program specifically for CalWORKs employment specialists and
other program staff. The goal is to ensure that staff understands the
potential of car-sharing to fulfill transportation gaps---and are able
to advise clients on how to make best use of car-sharing.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; and service effectiveness and efficiency.

**Accomplishments:** The project provides access to automobiles for
low-income individuals, assisting them in traveling to job interviews,
arranging for emergency travel, and providing access to jobs at
weekends.

## City of Dixon (1168) 

### Subsidized Taxi Service (721)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Subsidized taxi services

**Service description:** This program will be a collaborative effort
between the City of Dixon and Dixon Family Services. The city will take
the lead in securing the funding and contracting with local taxi
companies. Dixon Family Services will be responsible for administering
the program. This will be accomplished through Dixon Family Services
extensive client base and their relationship with other social service
providers. Dixon Family Services will provide/sell vouchers for taxi
service to those in need with the price based on a sliding income scale.
The scale that will be used is already established for other service
programs administered by Dixon Family Services. Based on income
qualifications a client may receive \$20.00 worth of vouchers at no cost
or they may be provided at a 50% discount. The taxi company will collect
the vouchers and invoice the city for the actual cost of a trip based
upon contractual rates.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** This project provides critical service to those
unable to access existing transit service in this rural area.

## Contra Costa County Employment and Humas Services Dept (1184) 

### KEYS Auto Loan Program (739)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Auto loan services

**Service description:** Contra Costa County, EHSD provides auto loans
only through the KEYS program to CalWORKs participants and those former
participants who are receiving post-aid retention services (available
for 12 months after the CalWORKs participant stops receiving cash aid
due to employment). KEYS will be marketed directly to CalWORKs
participants and to their case managers. Depending on the demand for the
loans, loan eligibility and marketing may later be extended to other
low-income residents of the county. Potential loan applicants will be
referred to the program by their EHSD case manager. Loan applicants will
be screened, first for need for a personal vehicle, and second for
ability to repay the loan. Loan applicants who pass the need and
financial screenings will complete a loan package with the assistance of
the Auto Loan Coordinator. The loan package will include a budget
statement, income and rent verifications, credit report, copy of the
applicant's drivers license and DMV printout, a personal statement, etc.
Qualified candidates will be submitted to a Loan Review Committee for
final screening and loan recommendation. Applications approved by the
Loan Review Committee will be forwarded to the County's banking partner
for loan closing. It is at this point that the loan applicant will be
instructed to select a car for purchase. All vehicles funded by a KEYS
loan must pass an automotive diagnostic test, which will be paid for by
the County, and approved by the Auto Loan Coordinator. Successful loan
applicants must also attend a budget management class and will receive
information on their automobile maintenance responsibilities. In
addition, all loan recipients will receive information about ridesharing
in their area and will be asked to voluntarily sign up with a
ridesharing service. CalWORKs participants and those on post-aid
retention services, who receive auto loans, may also receive additional
assistance from the County in terms of assistance with insurance
premiums, car repairs and mileage reimbursement for travel to
employment-related destinations. Title to each vehicle will be held for
the KEYS Program by the banking partner until the loan has been paid
off. The banking partner will also handle all payment collection for the
program, and notify KEYS on any loan defaults. The loan guarantee
portion of the funds from both this grant and the matching funds will be
deposited with the County's banking partner to serve as a loan guarantee
fund to back the loans made to program participants. The maximum
automobile loan granted will be for \$3,000 for a two-year term. The
anticipated interest rate charged will be the "best" rate available
through the banking partner, approximately 7% to 7.5%, currently.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** The KEYS Auto Loan Program has continued to be very
successful. The loan recipients report that having an automobile has
helped stabilize their employment situations, and for many, has enabled
them to involve their children in after-school and evengin activities.
Operationally, the County has learned what it takes to shepher each
applicant smoothly through the process, and has seen the value of each
of the components of the program.

## County Connection (1185) 

### Route 121 Late Night Service (740)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The County Connection will add one additional
trip between Walnut Creek BART and Dublin BART through the San Ramon
Valley on weekdays and on Saturdays to accommodate late evening workers.
This will extend service until about 10:30 PM on Saturdays, and until
about 11:15 PM on weekdays, adding a total of 3.5 revenue hours per day
to the Route 121 schedule. The goal of this project is to make public
transit more convenient for those persons who work later evening shifts
on weekdays and Saturdays at the restaurants, hotels, and retail
establishments in San Ramon and Danville, as well as other locations in
the San Ramon Valley, and to provide increased work opportunities to
those people who cannot now take late shift jobs due to lack of
transportation.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; and service effectiveness and efficiency.

**Accomplishments:** The project has provided enhanced fixed route
service to better connect low-income neighborhoods with job-rich areas,
enabling low-income individuals to achieve self-sustainability by
obtaining and maintaining employment.

## Livermore/Amador Valley Transit Authority (1186) 

### Route #14 Expansion (741)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The Route 14 Expansion Project will provide
full-day service with half-hour headways to the central Livermore
district, an area with a relatively high concentration of CalWORKs
families. Route 14 originates from the Livermore Transit Center and
connects with the rest of the WHEELS network, which then regionally
connects to BART. The expanded service will begin at 6:35 a.m. and
operate with half-hour headways until 8:56 p.m.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** The project provides enhanced fixed route service
to better connect low-income neighborhoods with job-rich areas, enabling
low-income individuals to achieve self-sustainability by obtaining and
maintaining employment.

## Marin County (1167) 

### CalWORKS Auto Assistance Program (720)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** (1) Preventive Maintenance Workshops/Services For the
duration of the project (July 1, 2005 through June 30, 2008), twelve
car-owning CalWORKs participants per month will be offered consumer
education training, for a total of 36 training sessions.

**Service description:** The goals of the Marin County Department of
Health and Human Service's Automotive Preventive Maintenance and Repair
Project are as follows: · ensure car owning CalWORKs families have
reliable and safe vehicles that enable them to maintain employment,
access essential destinations, maximize transportation flexibility and
minimize family stress; · enable CalWORKs car owners to become informed
consumers who will use Preventive maintenance strategies to extend the
life of their vehicle and minimize repairs; and · produce savings in the
family budget creating opportunity for future vehicle upgrade or
replacement. Project Activities (1) Preventive Maintenance
Workshops/Services For the duration of the project (July 1, 2005 through
June 30, 2008), twelve car-owning CalWORKs participants per month will
be offered consumer education training, for a total of 36 training
sessions. The purpose of the training is to develop skills and knowledge
for workshop attendees to properly maintain their vehicles. The training
will be taught by Marin County Office of Education, Regional Occupation
Program, and will consist of a five-hour class with hands-on interactive
training experience in Automotive Preventive Maintenance. Upon
completion of training, participants will receive a certificate for four
Automotive Preventive Maintenance Service visits at one of two local
Automotive Repair Specialists. (2) Establish program to provide vehicle
repair and other auto-related costs Department of Health & Human
Services staff will develop program criteria to establish a program to
provide assistance to eligible recipients to provide them with
assistance to repair their vehicles, or provide other financial
assistance to help them safely maintain their auto (i.e. insurance,
registration fees, etc.). CalWORKs participants are the target
population for this pilot. Preference will be given to participants with
paid unsubsidized employment who have been off public assistance at
least one month and are participating in the CalWORKs Post Employment
Program. As funds are available, service will be extended to an
additional group of participants, those have worked for at least three
(3) months in paid unsubsidized employment for 20 or more hours per
week. As funds are available, service will be extended to individuals
working at least three months for less than 20 hours per week. In all
cases, compliance with CalWORKs regulations will be required. Program
guidelines will establish a "cap" for receiving such services, and other
eligibility criteria to participate in the program. Outreach to
caseworkers will be held to inform them of the program guidelines.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** Due to the non-urbanized nature of this area, the
project has improved residents\' ability to maintain their automobiles
better, which is frequently their sole source of transportation.

## NCTPA (1108) 

### VINE Specialized Transportation Service (588)

**Type**: trip_based/shuttle

**Primary Goal:** extendhours

**Service description:** The VINE LIFT Project will implement three new
services aimed at meeting the needs of low-income residents. 1.
Community Outreach: The first element is community outreach and
marketing. NCTPA will hire a part time employee who will go out into the
community and provide transportation training. He/she will also be
responsible for distributing published materials to various locations
and may provide the manpower needed to post route and schedule
information at key bus stops in Napa. Through this component of the
project, NCTPA will also market the new flexibly routed shuttle service.
The community outreach piece of the project is extremely important in
that it will educate the public about existing services, the new
flexibly routed shuttle service, how the ADA paratransit service VINE Go
works, and how they can make use of these programs. 2. Flexibly Routed
Shuttle Service: The second element is a flexibly routed service that
will be available in the early mornings, evenings and on Saturdays and
Sundays. Currently there is limited, or no VINE service available in the
City of Napa at these times. According to the Napa Community Based
Transportation Plan and MTC's Lifeline Transportation Network Report,
the majority of Napa County's low-income residents live within the City
of Napa which is also the location of most of the essential
destinations. The flexibly routed shuttle service will be available in
the City of Napa in areas already served by the VINE but in the evening
and early morning when the VINE system is not available. In this way,
the Agency will be able to provide transportation to transit dependent
passengers who may need to get to or from work or evening classes at
times when it would not be cost effective to run the regular fixed route
service. This is an effective deployment of service due to the large
concentration of low-income and transit dependent residents who already
live along VINE routes in the City of Napa. NCTPA will charge a \$2.00
fare for the service and will use out of service VINE Go vehicles
(paratransit service). These vehicles are currently only in service when
the VINE is in service and they see a reduction in demand into the
evening. Initially, the service will be available at the transit center
to meet the existing VINE passengers riding the VINE route 10 (intercity
route). As ridership increases, passengers will need to make
reservations a day in advance to use the service. NCTPA will phase in
the Flexibly Routed Shuttle as follows: Phase 1: Beginning in January
2005 (at the start of the spring semester) the shuttle service will be
targeted at Napa Valley College (NVC) to meet the needs of students
taking evening classes. The college has agreed to publish information
about the shuttle service in their winter schedule. A primary mission of
the California Community Colleges is to advance California's economic
growth and global competitiveness through education, training and
services that contribute to continuous work force improvement. In the
fall of 2003, 21% of the students at Napa Valley College were identified
as low-income. Because the community college is located in a relatively
isolated area in Southern Napa, low-income students are extremely
dependent on transit or ridesharing. The new flexibly routed shuttle
service may open the possibility of attending evening classes to more
low-income individuals who work during the day and are dependent on the
VINE fixed route service for transportation. Also, during this phase,
the flexibly routed shuttle will be available at the transit center when
it is not at the college to pick up passengers arriving on VINE route
10. Phase 2: NCTPA will contact Napa's employers such as Napa Downtown
Merchants, Target, Safeway, Queen of the Valley Hospital, employers at
the airport industrial area, businesses in Napa Valley Corporate Way,
and businesses in the Green Island industrial area to identify the most
effective locations for service and to inform those most likely to need
the service how to use it. Phase 3: The flexibly routed shuttle will be
marketed to low-income seniors who may need medical services or who want
to participate in recreational activities in the early evenings or on
weekends. As noted above many seniors are apprehensive about using
public transit. The flexibly routed shuttle will introduce those seniors
to public transit via a service that is friendlier to use than the
existing fixed route services. 3. Taxi Shuttle Service There are times
of the day when shift employees need to get to jobs that start or end at
very early morning or very late evening hours. It is not cost effective
to use fixed route or flexibly routed service to meet these
transportation needs. NCTPA will work with the Job Connection and
employers throughout Napa to help provide taxi service for CalWORKS
participants who have taken these swing shift positions. Low-income
residents of Napa will be required to apply for this type of service and
the program will be very closely monitored to make sure that the trips
being provided are for employment or employment related purposes.
Qualified participants will pay the same fare as that charged for the
flexibly routed shuttle. The remainder of the fare for the trip will be
subsidized through the LIFT project.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** There was a delay in service delivery, but when
initiated, we expect that the project will greatly improve mobility for
Napa County residents.

## Neighborhood House of North Richmond (1166) 

### Bus Benches and Transportation Service Coordinator (719)

**Type**: info_based/other

**Primary Goal:** improveinfo

**Other notes:** § Phone support including transportation information
(including information in languages other than English), § The "bus
buddies" program, § Training classes regarding use of the transportation
system, § Grocery service coordination, § Market

**Service description:** (1) Purchase twenty bus benches for the
following areas: North Richmond, the Iron Triangle, Coronado, Santa Fe,
Old Town San Pablo, and Parchester Village. The benches will be
installed and maintained by youth in the NHNR's after-school programs. A
community art program for the bus benches will be planned and
implemented by NHNR, thereby providing a community beautification
benefit in the six identified areas. (2) Provide a local transportation
center coordinator -- Housed at the NHNR's new facility (the "West
County Human Development Center") located at 820 23rd Street in Richmond
-- the local transportation center coordinator will be responsible for
providing: § Phone support including transportation information
(including information in languages other than English), § The "bus
buddies" program, § Training classes regarding use of the transportation
system, § Grocery service coordination, § Marketing/outreach to the
community, and § The auto loan program § Other programs as determined by
the project team.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
improved access to jobs, support services, and residents; service
effectiveness and efficiency; and coordination.

**Accomplishments:** The Transportation Information Center has enabled
residents to learn about and access all available transportation
options.

## Outreach (1187) 

### Give Kids A LIFT! Expansion (742)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** Pre-scheduled children's transportation from school or
on-site/ after-school programs to after-school programs, daycare sites
and other safe and secure environments, including supervised family
settings.

**Service description:** The existing Give Kids a LIFT program provides
free, safe, reliable, and practical transportation for CalWORKs
children, ages from 5-13 years, including children with disabilities,
residing throughout Santa Clara County (SCC). Give Kids a LIFT provides
pre-scheduled children's transportation from school or
on-site/after-school programs to after-school programs, daycare sites
and other safe and secure environments, including supervised family
settings, designated by the parent enrolling the child, when other safe,
reliable, practical and affordable transportation is not available. The
goal of Give Kids a LIFT is to allow the CalWORKs and low-income parent
to enroll in and/or remain productive in school/work/training without
needing to leave and transport children. Give Kids a LIFT provides added
retention and support services to those who have made progress in the
path to self-sufficiency. There is a documented unmet need for such
child-centered community-based transportation in Santa Clara County.
Give Kids a LIFT addresses this unmet need and fills this transportation
service gap with a highly collaborative and innovative solution. Under
the Give Kids a LIFT expansion, OUTREACH shall provide this service to
low-income, non-CalWORKs families, including children living in homeless
shelters and children of the working poor. The definition of low-income
is based upon 150% of the Federal Poverty Guideline, which is \$27,150
for a family of four in 2002. The objectives of the Give Kids a LIFT
expansion are: § To enroll approximately 90 to 120 additional low-income
families over 3 years; § To maintain enrollment levels of approximately
120-180 students over 3 years; § To provide approximately 7,500 to
12,300 passenger rides over 3 years; § To provide approximately 1,000
Transportation Resource Guides and/or Give Kids a LIFT Brochures to low
income persons/families, in conjunction with the Guaranteed Ride
Program.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** OUTREACH staff suveyed 10 participating families,
and have found the responses to be very positive. 9 out of the 10
families ranked the service excellent in terms of improving the
parents\' ability to stay at their job or in training or school.

## San Mateo County Transit District (SamTrans) (1188) 

### East Palo Alto Express Service (743)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** SamTrans will operate an Express Bus Service
pilot program from East Palo Alto through Menlo Park to the Millbrae
Intermodal Station with limited stops in the Redwood Shores area. This
service will provide transportation for the low-income and CalWORKs
recipients of East Palo Alto and Menlo Park, connect them to major
employment centers in Redwood Shores and Millbrae and encourage the use
of public transportation. This service will operate during weekday
morning and afternoon commute hours, with approximately 25 daily trips.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** The project provides enhanced fixed route service
to better connect low-income neighborhoods with job-rich areas, enabling
low-income individuals in to achieve self-sustainability by obtaining
and maintaining employment

## Sonoma County Human Services Dept (1169) 

### Long Term Transportation Solutions (744)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** The project will center on a Transportation
Counselor (TC), acting as a mobility manager, who will work with
individuals or their case managers to develop long-term transportation
plans. These plans will present cost-effective methods by which
low-income people can meet their transportation needs. The TC will
integrate the use of public transportation, other available
transportation programs, referrals to a Family Loan Program, resources
available to the family such as SonomaWORKS transportation funding, and
referrals for other services available to remove transportation barriers
for these individuals. The TC will also assist individuals in developing
the skills to resolve their long-term transportation needs. The TC will
work with eligible individuals or their case managers to develop
transportation plans that resolve short-term needs while leading to
long-term or permanent transportation solutions. In addition, the TC
will work with contractors, partners and local transit agencies to
assure that the resources needed by these individuals are available. The
TC will develop appropriate materials to market the program and to train
participants. The TC will be available to provide workshops to
interested groups with the intent of marketing the project to the larger
community. The TC will also coordinate efforts with transit agencies
that serve the target populations.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; improved access to jobs, support services, and
residents; service effectiveness and efficiency; and coordination.

**Accomplishments:** Have exceeded the gal of developing 60 long term
plans. Workshops and presentations were provided to clients of the Drug
Abuse Alternative Center and the Santa Rosa Junior College Independent
Living Program, which serves foster your that will be \"aging\" out of
the system.

### Transportation Workshops, Diagnostic Repair Services, and Car Loan Program (722)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** 1. Transportation Education Workshops 2. Diagnostic and
Repair Services 3. Small grants to augment the Family Loan Program

**Service description:** 1. Transportation Education Workshops The
following workshops will be offered monthly at no cost to individuals
who have transportation barriers, identified by the Transportation
Counselor or a partner agency, to educate clients and help remove the
obstacles: · Car Repairs 101 (including "communicating with car service
professionals") · Buying a Used Car (including "car value and price";
"how old is not 'too old'"; and "price negotiation") · All About
Insurance (including "legal aspects" and "how much is enough") ·
Obtaining or Retrieving a Driver's License · Effective Use of Public
Transportation At least one of these workshops will each be held monthly
and all workshops will be offered at a minimum of once per quarter. The
Human Services Department (HSD) will contract with subject-matter
experts to facilitate the workshops. Every attempt will be made to
secure workshop facilitators who are bi-lingual so each workshop can be
offered in both English and Spanish. As an incentive for attending all
five workshops, the HSD will be seeking donations from local businesses
for a tool kit for roadside emergencies (jumper cables, flares,
flashlights, etc.) to be given to workshop "graduates." The value of the
donations will provide an additional match for the project. 2.
Diagnostic and Repair Services The HSD will establish a fund to assist
program participants maintain their automobiles, as described below:
Automobile Diagnostic Services When a client's car has a mechanical
problem, the HSD will pay a diagnostic center to complete an impartial
written report of a car's performance. This report will provide
recommendations regarding the suggested repairs as compared to the worth
of the vehicle. The HSD proposes to provide diagnostic services to
approximately 160 individuals over the term of this grant. Automobile
Repair Services After the diagnostic test, the HSD will pay to repair
the vehicle up to \$400 per individual. This \$400 will be funded from
this project only if the individual is not eligible for a Family Loan
(see below) or if the individual does not have access to another
resource for car repairs. The HSD proposes to provide repair services to
approximately 120 individuals over the term of this grant. 3. Small
grants to augment the Family Loan Program The HSD proposes to establish
eligibility criteria, and to provide auto-related grant services to
approximately 30 individuals over the term of this grant at a maximum
cost of \$1200 per individual. The funds will be used to assist eligible
program participants purchase an auto, cover unanticipated repairs, or
otherwise provide assistance to provide and maintain an automobile.

**Competitive selection process:** urban

**Evaluation:** Review quarterly reports. Performance measures include:
service milestones; outreach activities and project effectiveness;
information and promotional activities.

**Accomplishments:** The project provides critical auto services and
loans to low-income residents of this rural county, whose primary means
of transportation is their car.

## WestCAT (1165) 

### Fixed Route - Hercules Transit Center to Contra Costa College (718)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The Western Contra Costa Transit Authority
(WestCAT) serves the northern portion of Western Contra Costa County, an
area of approximately 60,000 residents, which includes the cities of
Hercules and Pinole and the unincorporated areas of Rodeo, Crockett,
Tara Hills, Montalvin Manor, and Port Costa. WestCAT operates Express,
local and demand response service in the area. Project Goals: 1.
Increase transit accessibility to the Contra Costa College from the
WestCAT service area, targeting particularly disadvantaged neighborhoods
in the area. 2. Make efforts to develop a sustainable route in order to
continue providing direct service to Contra Costa College in the future.

**Competitive selection process:** urban

**Evaluation:** Review quarterly progress reports. Performance measures
include service milestones; improved access to jobs, support services,
and residents; and service effectiveness and efficiency.

**Accomplishments:** Have provide improved access to educational and
employment opportunities at Contra Costa College, as well as other
transportation connections

# 1659 - SACRAMENTO REGIONAL TRANSIT DISTRICT 

## City of Roseville (735) 

### Saturday and Extended Evening Fixed Route Service (73)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Thanks to this JACR grant, the City of
Roseville was able to continue Saturday service started in 1999 and
extended evening hour service started in 2001.

**Competitive selection process:** other

**Evaluation:** 3 Onboard Passengers have been done since 2000.

**Accomplishments:**

## County of Sacramento (736) 

### South County Transit/LINK-Hwy 99 Extended Service (70)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The State Route 99 service provides a critical
link in the transportationnetwork for southern Sacramento County. The
system interconnects with SCT Link dial-a-ride service in the Galt urban
area, the Sacramento River Delta Route which serves rural communities
along the River in Sacramento County. The route also provides
connections with the Sacramento urbanized area and has a transfer point
with Sacramento Regional Transit at the Florin Mall center. The state
Route 66 also connects with the GrapeLine in Lodi.

**Competitive selection process:** state_app

**Evaluation:** This service is one of the most popular in the SCT/link
program. The Expanded 99 service carried approximately 12,000 passengers
in FY06.

**Accomplishments:** The service is a lifeline for people who can not
drive a car, own a car, or cannot afford a car. The service is designed
for the economically disadvantaged and disabled people in the South
County area. Any other agencies considering this type of lifeline
service should consider the unmet needs of rural isolated populations,
as stated above.

## Paratransit, Inc. (1013) 

### Mobility Management Services (425)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** We provide service using a combination of transit modes
which include: fixed route, demand response, shuttle and ridesharing.

**Service description:** Mobility Management Services using all existing
transportation options new and old. We have used the services of 3
transit systems, 5 minivan shuttles, and grouped trips on cabs to
accommodate the needs of our customer base.

**Competitive selection process:** other

**Evaluation:** Our evaluation includes the following questions: - Was a
transportation system developed that supports low income wage earners
and job trainees in their endeavors to obtain employment: yes - Was a
transportation system developed that provides reliable transportation
options to ensure sustainable employment: yes - Was there an unmet need
identified: yes - Was there a mobility management system created to
address the need: yes - Was there input from the entities or individuals
requesting service: yes - Were we able to provide what was requested: in
most cases yes - Was the system flexible enough to change within a short
amount of time when a service improvment was identified: absolutely -
Could this type of service be duplicated for another project: yes

**Accomplishments:** Our accomplishments include providing mobility
management services by coordinating the use of public transit to and
from Lodi, Galt, and Sacramento, in conjunction with the use of cabs and
Paratransit shuttles to serve the transportation needs of low and very
low income individuals. Innovative elements: Our focus was on
identifying and providing customer based service rather than asset based
service so that customer needs are met rather than transit assets
explained. Advice: When planning a service where 50% match is required
participating entities such as employer, or Transportation Management
Associations should contribute financially, even if minimal. This
contribution will encourage employer participation, buy-in, and a
commitment to the program\'s success and contribution.

## Placer County (974) 

### Tahoe Area Regional Transit (370)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** This project provides added transit service in
the Highway 89 Corridor between Tahoe City and the Town of Truckee
(Nevada County). Key to this service area are the resort related
employment in Squaw Valley and Alpine Meadows. This route links
employees who live in North Tahoe and Truckee to their employment within
the corridor. Large employers in this corridor served by TART are Alpine
Meadows ski resort, Squaw Valley ski resort, The Resort at Squaw Creek,
The Village at Squaw Valley, Olympic Village Inn, Red Wolf Lodge and
numerous other restaurants, lodging properties and vendors. The added
Highway 89 service begam on December 15th, 2005 and ran through Easter
Sunday, 2006 (April 16). This is generally the length of the resort
season and the period when staffing is at its highest for the resort
employers. In Tahoe City the route terminates near the Tahoe City "Y" on
Highway 28 where it connects with the rest of the TART service that runs
between Incline Village, Kings Beach, Tahoe City and the Westshore as
far south as Sugar Pine Point State Park in Tahoma.

**Competitive selection process:** other

**Other notes:** The MPO, Sacramento Council of Governments worked with
the designated recipient and other area transit providers to develop a
comprehensive JARC service delivery program.

**Evaluation:** Ridership is the primary benchmark. The added service
added approximately 15,000 passengers during the winter period.

**Accomplishments:** This service increased ridership significantly and
provided numerous trips to employees. Based on boardings recorded from
TART passes distributed by large employers, 48,000 boardings by
employees were recorded by TART on the service partly funded with the
JARC service. during the winter. This is largely due to the added
service funded by the JARC program.

## Sacramento County DHA (1115) 

### Night Owl (610)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Night Owl servcie is provided for low income
and welfare-to-work employees that have difficulty getting to work
related services and/or shifts outside public transportation route
schedules (non trandtional work schedules). The Department is currently
running a \"fixed route\" shuttle that picks up riders in the
unincorporated Suth area of the County (an area with identified unmet
transit needs) and delivers them in time for their 6:00 am shift.
Workers return home utilizing regular public transit.

**Competitive selection process:** other

**Evaluation:** By surveying new hires during the orientation process
and establishing fixed routes based on identified needs, the servcie
will be created for entry level, temporary employees (low income) and
will be designed based on survey results. Once established, routes will
be designed based on survey results. Once established, routes will be
advertised within the employment site and monitored and evaluated by the
Department to insure that the servcie meets the needs of the riders. The
Trnsportation Coordinator of the Franschse Tax Board gathers
satisfaction data and publicizes the routes. The Provider, South County
Link, provides rider data. The Department works closely with these
partners to review the data and to insure the effectiveness of the
service.

**Accomplishments:** This has been effective in allowing low-income,
temporary employees to continue to work an early morning shift that they
cannot make on time on regular public transit. Many riders live outside
the regular transit route areas.

## Sacramento Regional Transit District (1079) 

### SRTD Fixed Route Service (513)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The Sacramento Regional Transit District (RT)
provides a wide variety of services with JARC funding. RT's JARC funded
services extend service hours and days of operation in order to provide
the community with access to jobs that may require "non-traditional"
work hours. As JARC funded services span RT's service area, they serve a
variety of businesses and residential areas, thereby providing a link
between housing and jobs.

**Competitive selection process:** other

**Other notes:** MPO in large urbanized area solicited proposals for
competing services from transit agencies that respond to the region\'s
JARC service needs.

**Evaluation:** RT regularly compiles a variety of ridership statistics.
Trip-level ridership reports which allow for the evaluation of
individual trips (including those services funded with JARC monies) are
occasionally compiled for review and potential service modification.

**Accomplishments:** JARC funding has allowed for the continued
operation of early morning and late night services on Weekdays, and
Saturday and Sunday services that serve those that may not work
traditional work hours.

## Yolo County Transportation District (781) 

### Cache Creek (142)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** The service beginnings in Woodland at the mall,
next stopping at a strip mall that has a Sherwin Williams and Ross
Department store for anchors before heading to downtown stores and
offices and than out of Woodland with a couple of country stops before
making two stops in Madison (a town of about 150 people). In Esparto the
bus stops at the Community Hall. In Capay there is another stop being
ending at the Cache Creek Casino and Resort.

**Competitive selection process:** other

**Evaluation:** YCTD has looked at several benchmarks; 1. On time
performaance (the people that work at the casino needed a form of
transportation that was reliability and on time so that they were not
late for work). 2. Ridership 3. Survey to make sure that we are still
serving the people without any other form of transportation.

**Accomplishments:** 1. Our ridership has increased from several
thousand riders per month to around 17,673 riders in the month of
September. 2. On time performance is at 95%. The one element that makes
this service work is the partnership between YCTD and the Cache Creek
Casnio. The JARC portion of this service is represented by around
\$120,000 per year compared to the \$460,000 that the Casnio has funded.
I would say that the most important factory to the success of this
service is the monetary commitment of the Casnio. It seems that when an
employer is willing to support something with cash they have a vested
interest in the out come.

## Yuba-Sutter Transit Authority (947) 

### Sacramento Midday Express, Inter-County Employment Shuttle; Weekday Evening General Public Dial-A-Ride service; and a one hour afternoon extension of Saturday fixed route and demand response services to 530 p.m., which began in July of 2004 (310)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** A modified and expanded intercity Sacramento
Midday Express service to include three daily schedules linking downtown
Sacramento and the Yuba City/Marysville urbanized area during
non-traditional commute hours; a weekday evening General Public
Dial-A-Ride service; and, a one hour afternoon extension of Saturday
fixed route and demand response services to 5:30 p.m.

**Competitive selection process:** urban

**Evaluation:** A report is compiled at the end of each quarter listing
ridership and vehicle service data for the quarter and for the
cumulative JARC grant funded program. The cost per ride is calculated
for the reporting period using actual net operating expenses divided by
the number of total passengers.

**Accomplishments:** Yuba-Sutter Transit\'s greatest accomplishment
under the JARC program continues to be the Evening Dial-A-Ride service.
Periodic surveys conducted on this service indicate that most, if not
all, passengers are transit dependent individuals on a limited fixed
income. This service enables passengers to attend classes, training and
be employed in positions with later start and end shift times.

# 1669 - WASHOE 

## Washoe (829) 

### INTERCITY (206)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** RTC INTERCITY service is provided by the
Regional Transportation Commission (RTC) of Washoe County, Carson Area
Metropolitan Planning Organization (CAMPO) and Douglas County. Nine
round trips are operated each weekday during peak hours, opening up
employment opportunities between communities.

**Competitive selection process:** other

**Other notes:** Grantee provides eligible service.

**Evaluation:** Grantee tracks ridership, fare revenue, cost per
passenger, and passenger miles traveled for the service. This is used to
compare with other services operated.

**Accomplishments:** The service provided 42,600 passenger trips in
FY06. Passengers per revenue vehicle hour was 7.

# 1674 - VTA 

## Outreach & Escort Inc. (OUTREACH Inc.) (901) 

### Guaranteed Ride Program (265)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** OUTREACH Inc. is an independent private,
non-profit that operates the Guaranteed Ride Program (GRP) using a
state-of-the-art Intelligent Transportation System that is the
infrastructure of paratransit operations in Silicon Valley. GRP
participants are provided free trips to work and training-related
destinations and transportation information to support their goal of
self-sufficiency. The demand-response transportation service allows
participants to make multiple stops to drop off their children at
daycare and schools on their way to training, work or other employment
support services. In order to encourage long-term solutions for their
transportation needs, program staff works with program participants to
develop individualized transportation plans that make use of public
transportation alternatives to get them to their desired destinations

**Competitive selection process:** other

**Other notes:** Subrecipient granted funds based on proposal to FTA.

**Evaluation:** OUTREACH Inc. has a long history of conducting
performance monitoring and uses highly specific indicators for
quantitative and qualitative data collection for the agency administered
transportation programs that are consistent with national transportation
reporting standards. OUTREACH Inc. has worked with the county's Social
Services Agency (SSA), the Valley Transportation Authority (VTA) and FTA
to develop performance-monitoring indicators specific to the Guaranteed
Ride Program. Information obtained from these data collection models is
provided in regular reports to OUTREACH Inc.'s management staff and
Board of Directors, SSA, VTA and FTA. Information that is collected and
reported on a monthly basis includes detailed quantitative rider and
trip data, as well as, qualitative data that include rider responses to
qualitative questions regarding the services received.

**Accomplishments:** The most important accomplishment to come out of
the Guaranteed Ride Program is the significant part that the program
played in OUTREACH's development of a model community transportation
program that addresses a wide range of community transportation needs.
OUTREACH's community transportation program was originally built upon an
existing transportation infrastructure (Intelligent Transportation
System) that OUTREACH developed for the county's ADA paratransit
service. The operational model for the Guaranteed Ride Program was an
outgrowth of OUTREACH's paratransit service program and was made
possible through JARC funding and a major funding commitment from the
County's Social Services Agency. Subsequently, OUTREACH developed the
Give Kids a Lift! (LIFT) program to address the after-school
transportation needs of the children of Welfare-to-Work participants.
LIFT was made possible through regional transportation funding, matching
support from SSA and grants from local foundations. During the past
year, OUTREACH expanded its community transportation program to include
transportation services for seniors. The organization has taken a
multi-modal approach to addressing the transportation needs of seniors
by providing demand-response transportation services, as well as,
assisting low-income seniors with the cost of paratransit services and
encouraging the use of the public transit by providing subsidized
monthly transit passes. OUTREACH's Senior Transportation Program is
funded through grants from local CDBG Programs, tobacco settlement funds
and the local area agency on aging. Finally, OUTREACH was recently
awarded funding to expand it services for both low-income families and
seniors through grants from MTC's regional transportation funding
program (Lifeline). These grants will enable OUTREACH to expand
after-school and senior transportation services and establish a program
to assist very-low-income households with maintenance and repairs to
their personal vehicles. The vehicle maintenance and repair program
provides an important complementary service to GRP because it
potentially provides a long-term solution to a low-income family's
transportation challenges. Together with OUTREACH's paratransit program,
Guaranteed Ride, Give Kids a Lift! and the Senior Transportation Program
provide a wide-range of important community transportation services to
low-income adults, children, seniors and disabled individuals throughout
Santa Clara County. For human-service providers that are seeking to
expand their services to include transportation benefits, we would
encourage them to pursue collaborating with the paratransit service
provider in their community. Our experience supports the concept that
successful programs combine the skills and resources of a transportation
provider with the experience of a human service provider who has
experience dealing with the target population.

# 1683 - City of Phoenix 

## Maricopa County Human Services Department (688) 

### Work Links (33)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Work Links directly operated a demand response service
and provided transit passes during FFY 2006.

**Service description:** A regional transportation consortium
established in 1999, through Maricopa County Association of Governments
(MAG) included the following collaborative partners: Maricopa County
Human Services Department: Arizona Department of Economic Security
(ADES); Arizona Department of Transportation (ADOT); Regional Public
Transportation Authority); City of Phoenix; City of Mesa; Southwest
Transit and Review Team (START), Community Forum and Valley employers.
Stakeholders in welfare reform efforts in Maricopa County agree that
transportation is a significant barrier to employment and employment
retention for low-income individuals. According to two studies, 63.4%
TANF clients and 70% of HUD housing residents identify transportation as
the number one problem facing their struggle for employment and
self-sufficiency. Low-income workers who work non-traditional hours find
public transportation limited at night and on weekends, and, often,
non-existent.. Given the gaps in public transportation, the MAG
Transportation Needs Study identified 20 strategies to systematically
address the transportation needs of low-income workers and the
functionally limited population. These strategies included 1)
establishment of a brokerage system which would leverage existing
resources, provide services across boundaries and develop linkages with
human service and public transit resources as mechanisms to increase the
accessibility of existing services; 2) Establish public transportation
in the Southwest Valley and 3) establish routes to connect rural County
residents to the Metropolitan area. The Maricopa County Work Links
program was established to provide transportation brokerage; and the
START route and the Ajo Route were established to meet suburban and
rural transportation needs. Low-income individuals throughout Maricopa
County who lack transportation accessibility or cannot afford the cost
of transportation to commute to jobs, training, and childcare are the
intended beneficiaries of these three transportation projects.

**Competitive selection process:** urban

**Evaluation:** Work Links uses a performance measurement system called
Managing For Results, or MFR. Goals for the Work Links program are shown
below. Demand - Number of eligible individuals requesting transportation
for employment and training purposes. Output - Number of eligible
individuals who received transportation services for employment and/or
employment related training. Result - % of individuals for whom
employment-related trips were made (of total demand). Efficiency -
Average \$ cost per individual served.

**Accomplishments:** Work Links has developed into an award winning
program. Recent awards include recognition as an Exemplary Postsecondary
Career and Technical Education Program in 2001, recognition of
contribution to the 2nd Annual Community Services Resource Round-up Day
in 2001, and recognition as a Volunteer Hero by Governor Napolitano for
Katrina Operations in 2006. These successes were made possible by
establishing partnerships in the community and by being a reliable
resource for these partners to call upon in times of need.

##  

# 1724 - Washington State Department of Transportation 

## Coastal Community Action Program (1137) 

### Reverse Commute Service (691)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** Provide transport for unemployed and
under-employed clients after-transit hours and off-transit routes. 4
vans operate within Grays Harbor and Pacific Counties moving individuals
to retraining programs, new employment, and school.

**Competitive selection process:** state_app

**Evaluation:** Increased client load serves as benchmark for success of
program. Clients were surveyed at random for comments on the program.
(this is in addition to the required WSDOT reporting).

**Accomplishments:** Clients have moved on from needing assistance in
getting to work, to stabilizing financially, to purchasing their JARC
rides, to eventually purchasing their own vehicles. Advice for starting
up - it starts slow and is costly per rider at first.

## Human Services Council (1139) 

### Demand Response JARC Service (737)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The objective of the Employment Transportation
Program is to assist low-income individuals with access to
transportation for work or work related activities. The program provides
transportation to employment sites, job interviews, training services,
education, childcare, and other work-related activities. The least
costly, most appropriate method of transportation is used. The
Employment Transportation Brokerage system was modeled after the
existing Medicaid Transportation Brokerage. As a broker, the Human
Services Council (HSC) is responsible for accepting referrals from
partner agencies and requests for transportation from eligible
recipients, assessing their need for services, determining the
appropriate transportation level for the client, selecting the most
cost-effective level of transportation, and arranging for the service to
be provided. Partner agencies, which include DSHS, Work Source, Share,
Partners in Careers, screen clients for program eligibility. Broker
representatives, or HSC screeners, screen individuals to determine the
best method of transportation to meet their needs. The Brokerage has
multiple modes of transportation available to meet clients\' needs.
Generally, we use transportation by bus for clients that need to access
work sites in or outside of Clark County. However, if bus routes are not
available, we use door-to-door transportation to the destination or the
nearest transit center or transit stop if possible.

**Competitive selection process:** state_app

**Evaluation:** The Employment Transportation project is evaluated in
the following ways: 1. Hold JARC Partner meetings every other month to
review complaints or concerns and assess satisfaction of service
delivery and improve coordination between agencies. 2. Hold annual
meeting with our subcontracted transportation vendors to review contract
requirements, identify barriers, and improve services. 3. Staff meetings
are held monthly to discuss program statistics, improvements, and
quality of customer service. On a monthly basis the following
performance measures are tracked: budget status, cost by mode, vendor
cost, vendor trips, vendor trip minutes, vendor miles, bus passes
issued, and cost by referral agencies, and trips by referral agencies.
(Along with completing the required wsdot reports)

**Accomplishments:** In August 2006, our Transportation Services Team
were nominated and presented with the 2006 WSDOT Wall of Fame Honoree
award. The Transportation Services Team demonstrated commitment and
dedication by assuring uninterrupted access to transportation services.
They combined their extensive technical knowledge along with their
customer service expertise and innovative flair to provide continued
access to medical and employment transportation services to residents of
Southwest Washington. The Employment Transportation program provided
65,280 trips to Clark County residence in 2006. The advice I would give
to someone who is starting a service like ours is to set realistic goals
for the program and gather as much relevant performance measures as
possible. Also, working closely with community partners such as the
county, city, transit authority, and other agencies to coordinate
services and identify areas of need in the community. Finally,
submitting billing invoices and quarterly reports in a timely manner and
recognizing the importation of communication with WSDOT.

## Jefferson Transit (1138) 

### Demand Response JARC Service (692)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Provide brokered transportation service to low
income for work and education purposes (Jefferson Co), Brokered
Paratransit, Custom Ride

**Competitive selection process:** state_app

**Evaluation:** WSDOT required reporting.

**Accomplishments:** Not reported.

## Okanogan County Transportation & Nutrition (1140) 

### Route Deviated or Flexible Service JARC (693)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** Provide shuttle service to low income for work
transportation.

**Competitive selection process:** state_app

**Evaluation:** Complete WSDOT required reporting.

**Accomplishments:** Not reported

## Olympic Community Action Council (1141) 

### Reverse Commute JARC Service (694)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** Operate a vanpool program for low income
persons to access work and education opportunities (Clallam Job Lift)

**Competitive selection process:** state_app

**Evaluation:** The required WSDOT reporting.

**Accomplishments:** Not reported.

## People for People - Moses Lake (1143) 

### Demand Response, Ride and Gas Voucher JARC Program (696)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** The PFP service plan is designed to be a
transition service in its design, providing clients with a temporary but
vital critically important means of accessing transportation to training
and initial employment activities, promoting client success at job
training activities those job-related activities and in the workplace.
PFP staff will evaluate trips requested by Case Managers, taking into
consideration all available transportation options. For example, a
client could be set up for a JARC-funded trip to get to work and return
from work on a Grant Transit Authority fixed route transit bus or one of
PFP's Community Connectors, which are funded by WSDOT Rural Mobility and
5311(f) Funds and therefore are fare-free. PFP staff continues to
educate clients regarding alternative transportation methods whenever
possible, reserving the use of JARC funds for only those trips outside
the transit service boundaries or service hours. PFP's experience in
providing transportation to WorkFirst clients has shown that a typical
trip to work or training may involve more than one leg, due to the need
to transport children to childcare centers.

**Competitive selection process:** state_app

**Evaluation:** We measure performance based on the number of trips
provided, as well as clients served. (as well as the required WSDOT
reports)

**Accomplishments:** Because of the vast rural populations that we serve
in Grant, Adams and Lincoln Counties, no single service would provide
every client with the most appropriate transportation. By utilizing a
mix of services (everything from fixed route transit to gas vouchers),
we are able to best meet each clients unique needs. My advice to anyone
starting a program of this type would be to look at every option. Don't
go into this program thinking that any one type of service will meet
all, or many, of your JARC client needs.

## People for People - Yakima (1142) 

### Demand Response JARC Service (695)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The PFP service plan is designed to be a
transition service in its design, providing clients with a temporary but
vital critically important means of accessing transportation to training
and initial employment activities, promoting client success at job
training activities those job-related activities and in the workplace.
PFP staff will evaluate trips requested by Case Managers, taking into
consideration all available transportation options. For example, a
client could be set up for a JARC-funded trip to get to work and return
from work on a Grant Transit Authority fixed route transit bus or one of
PFP's Community Connectors, which are funded by WSDOT Rural Mobility and
5311(f) Funds and therefore are fare-free. PFP staff continues to
educate clients regarding alternative transportation methods whenever
possible, reserving the use of JARC funds for only those trips outside
the transit service boundaries or service hours. PFP's experience in
providing transportation to WorkFirst clients has shown that a typical
trip to work or training may involve more than one leg, due to the need
to transport children to childcare centers.

**Competitive selection process:** state_app

**Evaluation:** We measure performance based on the number of trips
provided, as well as clients served. (as well as the required wsdot
reporting)

**Accomplishments:** Because of the vast rural populations that we serve
in Grant, Adams and Lincoln Counties, no single service would provide
every client with the most appropriate transportation. By utilizing a
mix of services (everything from fixed route transit to gas vouchers),
we are able to best meet each clients unique needs. My advice to anyone
starting a program of this type would be to look at every option. Don't
go into this program thinking that any one type of service will meet
all, or many, of your JARC client needs.

## Pierce County Community Services (1144) 

### Demand Response JARC Service (697)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Beyond the Borders operates in South Pierce
County outside Pierce Transit's taxing jurisdiction. The program uses
the existing Medicaid broker to coordinate and schedule trips. Riders
apply each year. Eligibility is based on income, age (senior or youth)
or disability. Service is demand response. Participants are picked up at
their home and taken to the nearest Pierce Transit bus stop.

**Competitive selection process:** state_app

**Evaluation:** Client surveys. Local coalition evaluation of the
program is ongoing. (along with the required wsdot reporting)

**Accomplishments:** Our greatest accomplishment is the change the
service has had in the lives of the people we transport. In many cases
Beyond the Borders has given them independence. Beyond the Borders
transports many individuals to work. Some of these folks have
disabilities making public transportation a challenge. One of the riders
has been using Beyond the Borders since March of 2005. He works at the
YMCA (which is on a bus line), but due to a mental disability, was not
able to use public transportation. He was being transported door to
door. He took travel training classes through Pierce Transit and now
uses public transportation. His ability to utilize public transportation
is a skill he can use for life. Advice: Planning has been a key element
in the success of Beyond the Borders. The Pierce County Coordinated
Transportation Coalition (PCCTC) is a broad based group of social
service agencies, public and private transportation providers, community
organizations, school districts, and people with special transportation
needs. They conducted a transportation needs assessment to select the
area the program would be operated in. It is important to track rider
demographics, pick up and drop off destinations and have a rider's guide
in place so passengers are aware of the rules and consequences if the
rules are not followed. Programs also need to be coordinated with the
transit/shuttle provider to link riders to public transportation.

## Rural Resources Community Action (1145) 

### Ridesharing and Carpooling JARC Service (698)

**Type**: trip_based/rideshare

**Primary Goal:** additionalgeo

**Service description:** This project focuses on matching carpooling
pairs throughout Stevens, Ferry and Pend Oreille Counties. We combine
technology and one FTE (Carpool Manager) staff person to promote the
program and enroll people on the system in order to establish "matches"
based on geography and any additional requirements of driver or rider.
We provide guaranteed rides home through a combination of volunteers,
taxi services and staff, in cases where either the driver or rider has
an emergency that requires them to leave work at a time when their
"match" is unavailable. In order to encourage participation of drivers,
incentives will be paid quarterly during their first year of service.
Drivers will report miles and trips to the Carpool Manager at the end of
each month. The Carpool Management Project is really quite simple. Rural
Resources Transportation Department purchased ArcView from a local
retailer, and have the system customized to provide geographic
information regarding where people live and work. We "register" people,
and gather some basic demographic data from those that want to either
share a ride, or receive a ride. We use the software to help us match
compatible riders based on any specific needs (for child care drops,
smokers, gender requirements) provided to us, and the residence and work
place proximities, and employment schedules.

**Competitive selection process:** state_app

**Evaluation:** The project is evaluated based on the following goals
and objectives. Goals The goal of this project is to increase public
participation in carpooling. Objective 1: Database and mapping software
will be purchased and developed to assist in matching carpool drivers
and riders. An additional computer will be purchased, and three
computers will be minimally upgraded to support the software.
Performance measure: Software will be purchased within the first 90 days
of the project. This has been accomplished Objective 2: Rural Resources
will hire a Carpool Manager to develop promotional materials and work
with local businesses to develop carpools. A minimum of 75 carpool
participants (drivers and riders) will be developed in the first year;
50 in Stevens County and 25 in Pend Oreille County. The second year of
the project, we will try and match those numbers again. The resulting
carpool pairs by the end of the two-year project will be 100 in Stevens
County and 50 in Pend Oreille County. Performance measure: A Carpool
Manager will be hired within the first 90 days of the contract. This has
been accomplished. We have added new incentives to encourage carpool
participants to continue reporting theier shared rides. After the first
year, it became apparent that without the incentive, the carpool
activity continued in most cases, but the reporting did not Performance
measure: The Carpool Manager will be trained on usage of software within
first 30 days of hire. This has been accomplished. Performance measure:
The Carpool Manager will develop marketing materials and begin making
employer contacts within 30 days of hire. This has been accomplished. We
have utilized several marketing tools including billboards, and
television(cable) advertising. It is clear that the best outreach and
project promotion occurs face-to-face at businesses, colleges,
employment fairs, and during WorkSource orientation. Performance
measure: The Carpool Manager will begin making public presentations to
business leaders, employers, and employees within the first 60 days of
hire, and continue to make a minimum of four presentations monthly.
During the past year, we have been working on fully implementing the
technology systems, so we will need to double our efforts in the coming
year to make these presentations. Objective 3: Rural Resources will work
with Employment Security and DSHS to identify TANF clients that need to
be carpool riders to match them with other public drivers. Performance
measure: The Carpool Manager will participate on the WorkSource Team at
regularly scheduled meetings within 30 days of hire and ongoing. This
has been our ongoing source of referrals for TANF clients. Performance
measure: The Carpool Manager will make presentations to ESD, Rural
Resources and DSHS line staff in both counties within 60 days of hire
and monthly throughout the course of the project to ensure client needs
are being addressed. Objective 4: Grant funds will be utilized to
purchase software and provide "driver rewards" for participation during
their first year of carpooling. Performance measure: Quarterly
"incentives" will be provided to "driver participants" in the project,
beginning 90 days from first pair match and driver enrollment. This has
been accomplished (and is ongoing) (as well as the wsdot required
reporting).

**Accomplishments:** The most challenging aspect of this project has
been appropriate staffing. Through this project, we purchased ArcView (a
GIS software package) to map driver and rider origins and destinations.
The most difficult aspect of this project has been finding an employee
with the combination of technical skills to fully utilize the GIS
software and the marketing, communications and public speaking skills to
promote the program widely throughout the three counties. The first
Carpool Coordinator had database skills and very good communications
skills, but had difficulty with the complexity of the GIS systems, even
with specialized training. The second Carpool Coordinator was only in
the position less than 90 days before transferring to another position,
so only the marketing and communications functions were being performed.
It took nearly six months and multiple advertising and interview
sessions to hire our third Carpool Coordinator. We found an individual
that had very strong technical skills in database design and a desire to
really learn and use the GIS programs. He has attended several training
sessions to further develop his skills in this area and has become a
great asset to the project. I mention the hiring issue here as a
significant challenge, because I was surprised at how difficult it was
to find applicants with the right combination of skills. Colville has a
local community college with technical programs. Several forestry
services and other businesses in town rely on a similar skill set for
their work. I was also surprised at the lack of writing skills among the
candidates that applied for the position. It was common to have
misspelled words and fragmented sentences in cover letters and resumes.
I have talked with other industry colleagues familiar with this problem.

## Thurston Regional Planning Council (1146) 

### Demand Response and Variable Fixed Route JARC Service (699)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Other notes:** and variable fixed route

**Service description:** Reflecting an amazing coordinated community
effort, the R/T: Rural and Tribal Transportation project represents
years of planning, needs analysis and cooperative effort. The Forum
envisioned a comprehensive efficient and effective transportation system
that meets the varied needs of the rural, tribal, and special needs
communities. The project consists of several elements carefully tailored
to fit those unique requirements. Rural South County Service Element:
This on-demand, fare-based element currently serves the communities of
Rochester, Tenino and Bucoda, transporting residents to the urban areas
of Thurston and Lewis Counties. The focus is on low-income clients, with
over 50 percent of the trips serving work-related purposes, including
training. Beginning in May 04, HSTF initiated this program that
coordinates with Intercity and Twin Transits, efficiently bringing
people to their service boundaries, where traditional transit takes
over. Travel training efforts help customers plan routes and schedules.
With several years of service data, HSTF is seriously considering a
variable fixed route approach for at least a portion of the trips.
Tribal Service Element: This element brings on-demand and variable fixed
route transportation to the Nisqually Indian Tribe and the Confederated
Tribes of the Chehalis Reservation. The service also provides trips for
the adjacent rural communities of Yelm and Rainier, when possible.
Service is coordinated with local transit service for work and other
important trips. After School Service Element: Realizing that
traditional school transportation efficiently and effectively serves
certain trip needs, this element contracts with Laidlaw for after school
programs in the Rochester, Bucoda and Tenino areas. Thanks to
coordination efforts between the partners, different programs share the
ride on the school bus. This service provides access to safe after
school programs that allow low-income parents more flexibility in
finding and retaining employment.

**Competitive selection process:** state_app

**Evaluation:** The project is evaluated by the local planning forum,
other community partners, and passengers. TRPC and partners monitor
efficiency, productivity, on-time service, missed trips, no-shows,
cancellations, passengers complaints and service coverage. (along with
the required wsdot reports)

**Accomplishments:** The greatest accomplishment has been keeping the
service going as the partners moved through various service providers,
modifications to stakeholder group, volatility of connections to transit
routes and schedules, policymaker elections, changes in funding and
programmatic requirements, and other variables. The service evolves on a
monthly basis and it has been important to be comfortable with those
shifts to take care of new needs or gain efficiencies. Advice to others:
• Limit the number of service providers. Managing multiple contracts and
reporting processes is inefficient in grant funded projects with limited
planning time. • Realize you cannot be all things to all people.
Sometimes we have to say no, which goes against our "fixer"
personalities. In these remote, sparsely populated rural areas,
sometimes it is just not possible to make the service work for some
areas and people. • Keep trying to cultivate stakeholders and
policymakers. Once the immediate "crisis" of no-service is resolved,
people tend to leave the table. • Just because we are primarily a
planning organization doesn't mean we can't step up to service provision
if necessary

## WSDOT (1147) 

### Travel Options (734)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** Travel Options is a web based trip information system.
It will allow anyone with web access to determine what trip alternatives
they have.

**Service description:** Travel Options is a web based trip information
system. It will allow anyone with web access to determine what trip
alternatives they have. In 2006 the project team focused on building the
engine, purchasing hardware, and collecting data points.

**Competitive selection process:** state_prop

**Evaluation:** Internal IT customer team identifies the project as one
to support. There is an executive team, a technical team and a business
team. Each provides a check on each other.

**Accomplishments:** An interesting aspect of this project is that it
has been driven by the state coordination group. It has allowed us to
get input and drive the project from the perspective of people with
special needs.

# 1725 - ALASKA DEPARTMENT OF TRANSPORTATION AND PUBLIC FACILITIES 

## Alaska Mobility Coalition (983) 

### Alaska Mobility Coalition (391)

**Type**: info_based/other

**Primary Goal:** additionalgeo

**Other notes:** We work with transportation providers on all of the
categories listed.

**Service description:** During FY 2006, the Alaska Mobility Coalition
(AMC) employed one person, an Executive Director, who provided technical
assistance to several community organizations in Alaska that were either
applying for AMC JARC funds, or were contemplating applying for funds.
Most assistance was provided over the telephone and via email. Travel
was also conducted to attend meetings in Anchorage and the Matanuska
Susitna Borough. In addition the Executive Director made presentations
on how to apply for JARC funding, how to use the funding.

**Competitive selection process:** other

**Evaluation:** AMC evaluated this project in terms of how many
community organizations leaned about the JARC program and the other
community transportation funding streams. Prior to the first year of
funding under this grant, the DOT received fewer applications for
community transportation funds (5310, 5309, AMHTA, AMC-JARC). Money was
left unspent by the Proposal Evaluation Committee and carried forward to
the next year. After a year of blitzing the state and organizations
about transportation, AMC was able to encourage more organizations to
think about how they could utilize JARC funding and other funds to grow
transportation services in their community. In FY06, both the number of
applications received and the scope of services being proposed by
providers grew substantially leaving no funds left over to carry forward
to the next year.

**Accomplishments:** New Coordinated transportation systems are in the
planning stages for the communities of Bethel and the Prince of Wales
Island. The additional funding has helped keep the existing public
transportation systems in operation.

## Ketchikan Gateway Borough (903) 

### The Bus (281)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Through the JARC funding we were able to
gradually increase our service areas over time. We used to not extend
past our Wal-Mart, now we are able to extend 6 miles further out thus
creating more job access for many people and many low income people. We
are also able to extend service south of town past the city of Saxman
all the way out to the new school that was built another 6 miles out. We
serve many people who are going to work in these out lying areas

**Competitive selection process:** state_prop

**Evaluation:** We track every single passenger that gets on our bus:
where they get on, how many, and if they are a senior/student or a
regular fare. We have bench marks of being on time and the amount of
passengers served, during the summer months, an average of 15,000 people
per month.

**Accomplishments:** In the month of June 2006 we hit our ultimate bench
mark, transporting over 22,000 people, a new record.

## Mat-Su Community Transit (902) 

### MASCOT (274)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** The JARC funded service provided is a deviated
fixed route service that is the core element of the Mat Su Community
Transit service. Our other services are designed to support and feed
people into the core service, which then coordinates with other agencies
and our commuter run. Our system covers a 14 mile radius from the center
of Wasilla, Alaska. This area includes at least 7 city / town areas, 3
areas out side of the city /town areas which are part of the Mat Su
Borough designated as developments. Our service also travels through
areas of the Municipality of Anchorage as part of the commuter service.

**Competitive selection process:** state_prop

**Evaluation:** MASCOT has been proactive with the Human Service
agencies in our area to learn of the needs their clients / recipients.
MASCOT has evaluated the needs, determined what we were doing well and
implemented additional service as funding became available. The JARC
funds have helped us support these services. The measures and benchmarks
are seen in the growing ridership numbers, vocal satisfaction by
agencies, local government, and ridership, as well as the larger
geographical area we are able to provide transportation.

**Accomplishments:** Our greatest accomplishments are seen in the
satisfaction, from the community for Mat Su Community Transit. Can we do
more? There is always more that needs to be done, which the JARC funds
are helping us do successfully. An Anchorage Daily Newspaper article
2/21/07 stated it best: "MASCOT does a yeoman's job with the resources
available, but as it is, it can't serve increasing rider demand as the
Valley population not only grows, but ages as well."

## Paratransit Services (990) 

### Anchor Rides (416)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Paratransit Services is no longer providing
services in Anchorage and was unable to provide this information.

**Competitive selection process:** state_prop

**Evaluation:** Paratransit Services is no longer providing services in
Anchorage and was unable to provide this information.

**Accomplishments:** During SFY 2005 and a portion of SFY 2006,
Paratransit Services was pleased that we were able to partner with the
Municipality of Anchorage/Public Transportation Department and Anchorage
employers to expand transportation opportunities for low income seniors
and people with disabilities in the Anchorage area.

# 1728 - TriCounty Metropolitan Transportation District of Oregon 

## City of Portland (936) 

### Making Connections (331)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** The purpose of this project was to improve the
mobility of North and Northeast Portland residents and promote access to
work sites in North and Northeast Portland. These areas are home to many
low-income households and entry-level job opportunties. The chiefs means
of promoting mobility and access was through the distribution of written
materials to households and employers.

**Competitive selection process:** urban

**Evaluation:** Information distributed. Research reveals that transit
usage in target areas did increase. This however cannot be directly
linked to this project.

**Accomplishments:** This project was well received by employers. Direct
mailings to homes may in part explain increases in transit usage in
targeted areas.

## City of Sandy (925) 

### Sandy/Eagle Creek/Estacada Service (307)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This service transports rural residents into
urban areas where they have access to work opportunities and support
services. This service also decreases the travel times between rural
communities and urban areas. This service operates during peak periods
only.

**Competitive selection process:** urban

**Evaluation:** New Rides and cost/ride.

**Accomplishments:** Ridership on this service has grown a great deal.
TriMet no longer passes grant funds through to non-urban subrecipients.
Please contact sub-recipient for more details on this service.

## Clackamas County Social Services (932) 

### Clackamas County Travel Trainer Program (325)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** The Travel Trainer program at Clackamas County
Social Services (CCSS) provides training and support to volunteers who
assist members of the community who are seeking or maintaining
employment in accessing fixed route transportation. The program also
provides direct client training at certain sites, such as the Department
of Human Services. The Travel Trainer program educates low-income
clients in group settings throughout Clackamas County.

**Competitive selection process:** urban

**Evaluation:** Total trainings/yr. Percentage of clients that find and
retain employment.

**Accomplishments:** The Travel Trainer program is designed with a focus
on regional coordination and providing information about a broad
spectrum of travel options. The program works in close coordination with
Ride Connection's Ridewise program to provide a comprehensive selection
of training options and focuses on all of the regional options available
for transportation, including TriMet services, local transit providers
such as the City of Sandy's program, and other unique programs, such as
the Catch a Ride shuttle service in Oregon City and Milwaukie. The JARC
program specifically targets services that provide information and
assistance to individuals in the choice and use of available travel
alternatives. The Travel Trainer program is an excellent example of the
type of program historically supported by JARC funding.

## Community Cycling Center (934) 

### Create a Commuter (329)

**Type**: cap_based/bicycling

**Primary Goal:** improveacc

**Service description:** The first program of its kind in the nation,
Create a Commuter (CAC) provides low-income adults with a
fully-outfitted commuter bike complete with lights, a lock, a helmet, a
rack, tools and all the other accessories needed for successful
year-round bike commuting. The program also provides participants with
five hours of safe commuting and bike maintenance training. The
groundbreaking CAC program offers participants a flexible solution to
meet their transportation needs, reducing barriers to work while
promoting healthy activity.

**Competitive selection process:** urban

**Evaluation:** Total bikes distributed/yr. Can be challenging to track
trips.

**Accomplishments:** Access to a safe commuter bicycle provides willing
low-income adults with a flexible and inexpensive solution to
transportation barriers. A bicycle can safely be used 24 hours a day,
providing reliable transportation compatible with off-hours work
schedules. Bicycling can also significantly reduce commuting times and
expand mobility, especially when used in conjunction with the existing
TriMet system. Commuting by bicycle has the additional advantages of
promoting the physical health of the rider, decreasing their impact on
road infrastructure, and decreasing their environmental impact through
reduced carbon emissions.

## Mt Hood Community College (929) 

### Steps to Success Shuttle (309)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This shuttle transports students between
workforce centers where they attend classes and receive training in job
skill building. This service operates on a fixed schedule. Service does
not duplicate TriMet service.

**Competitive selection process:** urban

**Evaluation:** total rides & cost/ride

**Accomplishments:** This JARC-supported service has existed for many
years and has proven to be a valuable tool in graduating students and
improving their likelihood of finding employment. TriMet recommends
contacting the subrecipient directly for more information.

## Portland Community College (937) 

### JobLink (360)

**Type**: info_based/itinerary

**Primary Goal:** improveinfo

**Service description:** Joblink is a retention and support system
designed to resolve emergency issues that threaten newly employed
low-income workers. Joblink is designed to solve immediate
transportation needs. In addition, it will help the newly employed build
support systems that will lead to continued secured employment. Joblink
will be available to all enrolled Workforce Network clients. This
includes TANF (welfare-to-work clients), Adult One-Stop, Dislocated
Workers, Adult Food Stamp customers and Housing Authority of Portland
GOALS participants. Joblink participants have access 24 hours, 7 days a
week to a dispatcher for emergency assistance. Participants call the
hotline number and all services related to employment and transportation
are provided. Also, the dispatcher contacts Workforce Network staff
within 24 hours of the business week for any follow up services that the
customer may still be in need of.

**Competitive selection process:** urban

**Evaluation:** Total clients served & job retention rate.

**Accomplishments:** It\'s recommended that the subrecipient be
contacted directly for this information.

## Ride Connection (928) 

### Travel Training (367)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** The Ride Connection Travel Training program
provides information about efficient and safe transportation options in
the Portland metropolitan area to any individual who lives in either
Washington County or N/NE Portland who wish to access employment, job
training opportunities or services related to employment and is at or
below 150% of the poverty level. Group and individual instruction is
available in English or Spanish for clients of all levels of literacy
and ability. In addition, a train-the-trainer program is available to
give frontline workers (i.e. TANF counselors, Steps to Success
Employment Specialist, etc.) the skills and resources necessary to
provide this training to their clients. Travel training also promotes
independent travel of older adults and people with disabilities by
providing free training, support and access to information. The program,
known as Ridewise, has been providing mobility support since November
2004. The program is designed to provide mobility support ranging from
trip planning assistance to one-on-one travel training. The level of
support provided is based solely on an individual's ability.

**Competitive selection process:** urban

**Evaluation:** Total trainings.

**Accomplishments:** Use of the program continues to grow in Washington
County. Please contact subrecipient for more details on accomplishments.

### Washington County U-Ride (366)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** This service transports rural residents of
Washington County into the TriMet service district, where they can
connect to the regional light rail system or with several bus lines.
U-Ride services do not duplicate TriMet service. Trips are grouped
whenever possible to improve the cost-efficiency.

**Competitive selection process:** urban

**Evaluation:** Total rides provided. The cost per ride for this service
is very high,so every effort is made to group trips/rides.

**Accomplishments:** Ridership has steadily increased over time.
Effective 9/30/06, TriMet no longer administers non-urban JARC projects
such as U-Ride. For more information on the accomplishments of this
service please contact the subrecipient directly.

## South Clackamas Transit District (926) 

### Molalla-Canby Rural Service (308)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This rural service connects the small of
communities of Molalla and Canby, Oregon. More importantly, it serves
the rural areas between the cities. Riders can transfer to larger
transit systems in Molalla and Canby, improving their access to jobs and
support services.

**Competitive selection process:** urban

**Evaluation:** New rides & cost/ride.

**Accomplishments:** TriMet no longer passes grant funds through to
non-urban subrecipients. Please contact sub-recipient for more details
on this service.

## South Metro Area Rapid Transit (922) 

### Portland/Canby to Wilsonville service (303)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This service is a great example of a reverse
commute service. Wilsonville has a growing suburban job market and this
service transports commuters from other urban and rural areas to
Wilsonville.

**Competitive selection process:** urban

**Evaluation:** New rides and cost/ride.

**Accomplishments:** Please contact subrecipient.

## Swan Island Transportation Management Association (930) 

### Swan Island Evening Shuttle (322)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The Shuttle is an off-peak transit option for
commuters to the Swan Island industrial district in Portland. The
Shuttle transports riders between a major transit center and Swan Island
between the hours of 6pm and 12am, when regular TriMet service is
limited. The Shuttle is administered by the Swan Island Transportation
Management Association (SITMA).

**Competitive selection process:** urban

**Other notes:**

**Evaluation:** Total Rides & Cost/Ride

**Accomplishments:** This a reliable service that many off-peak
commuters value. Grant funds support the service, but businesses on Swan
Island support SITMA and see a direct return on their investment in
creating commute options for their employees. Contact the subrecipient
directly for more details on accomplishments.

## TriMet (918) 

### TriMet fixed route service (293)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Increases in off-peak fixed route service in
low-income areas within Multnomah and Clackamas County. Service hours
added include weekday evenings and weekend days and evenings.

**Competitive selection process:** other

**Evaluation:** New rides & cost/ride for service added.

**Accomplishments:** Spatial analysis and research help identify
geographic areas most in need of off-peak service.

## Tualatin Chamber of Commerce (920) 

### Tualatin Shuttle (292)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The shuttle provides a peak time service
between key TriMet stops and participating worksites. The TMA Shuttle is
a service provided by the Tualatin Chamber of Commerce and the member
businesses of the Transportation Management Association. The shuttle
helps solve the problem of not being able to hire enough workers due to
the lack of transit service in the area. The Shuttle does not duplicate
any TriMet service and is open to the public.

**Competitive selection process:** urban

**Evaluation:** Total rides and cost/ride.

**Accomplishments:** Ridership continues to grow. Working closely with
TriMet has helped coordinate service and create good connections with
public transit

# 1730 - Pierce County Public Transportation Benefit Area Authority 

## Pierce County Public Transportation Benefit Area (707) 

### Pierce Transit (44)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This is fixed route service operated by Pierce
Transit. The service operates into a light industrial/warehouse area in
Pierce County that has many entry level, part time and lower paying
jobs.

**Competitive selection process:** urban

**Evaluation:** We have consistently applied Pierce Transit established
route ridership, service consumed and route performance standards to
these services to measure their degree of success. Each month the fixed
route report includes the services that are JARC funded an an integrated
report with all Pierce Transit fixed route service.

**Accomplishments:** The greatest accomplishment has been the ability to
offer access to jobs for people looking for entry level or part time
employment. Often the individuals are returning to work after a long
absence or are constantly in search of a job that will pay just a
litttle more. Another great accomplishment was the ability to open and
maintain lines of communication with employers who depend on access to a
work force. Another accomplishment of significance has been learning
that these employment sites tend to be very dynamic.

## Puget Sound Educational Services District (708) 

### WorkFirst Van Program (60)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Other notes:** We primarily transport individuals living in outlying
areas of Pierce County into town for employment and training services.
We also when feasible connect them to area transit stops.

**Service description:** The service we provide is to train
TANF/low-income individuals as drivers and they then drive other
TANF/low-income individuals to their job or training site. We offer
transportation to clients who can not access public transportation or
have any other means of transporting themselves to and from their
job/training site. We also then work with all of the drivers to place
them into unsubsidized employment in the transportation field after they
gain driving skills.

**Competitive selection process:** other

**Other notes:** The Metropolitan Planning Organization solicited
applications based on local coordinated plan.

**Evaluation:** We always have client satisfaction surveys on board are
vehicles. Clients use these to provide our program with both positive
and negative feedback on our service that we use to make on-going
improvements.

**Accomplishments:** Our program\'s most innovative yet challenging
component is utilizing TANF clients as drivers. They are placed at our
site as drivers as part of the Community Job\'s program. We have them go
through our CDL class during the time they drive for us and then work
with them to gain employment. Most of our drivers do go on to become
drivers in a variety of transportation fields to include courier
drivers, school bus drivers, medicaid drivers and other areas. The often
earn more than the typcial TANF participant moving into employment. Our
most recent CDL graduate moved into a position as a school bus driver
and just received her own route whcih is very rare for a new driver.

# 1731 - KING COUNTY DEPARTMENT OF TRANSPORTATION 

## Casa Latina (745) 

### Jobs Access Van Program (82)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide van service for low income day workers
to access jobs.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Provided over 1,400 one-way trips to and from entry
level day jobs.

## Center for Career Alternatives (746) 

### Jobs Access Van Program (83)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide van service to job training and job
interviews.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Provided over 2400 one-way trips for low income job
applicants and trainees.

## Central Area Motivation Program (744) 

### Jobs Access Van Program (81)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provides van to support Youthbuild program at
Seattle Housing Authority sites and Worksource Renton.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Twelve or thirteen children completed their GED and
completed job training with Habitat for Humanity and the Construction
Trades Union and they built two homes for low income families.

## King County DOT (742) 

### Vanpool, VanShare programs, Travel Training, Residential Transportation Coordinator Program (79)

**Type**: info_based/other

**Primary Goal:** improveinfo

**Other notes:** We do a combination of travel training, ridematch and
marketing and promotion.

**Service description:** King County DOT provides transportation
resources training to case managers, housing authority support services,
social service workers, librarians and residential transportation
coordinators. In addition, KCDOT provides ridematch information and
ridematch services about carpools, vanpools and vanshare service. We
provide the transportation resources index - a website to assist people
in finding transportation services and programs.

**Competitive selection process:** other

**Evaluation:** Track number of contacts made by Regional Transportation
Coordinators, number of informational calls from clients, random surveys
of clients and number of website hits.

**Accomplishments:** Transportation resources index receives
approximately 1500 hits per month, providing information to clients. We
have trained approximately 300 social service workers, housing authority
staff, community service agency staff and jurisdiction and school
district staff who in turn have trained their clients in the use of mass
transportation services. We have trained approximately 15 Residential
Coordinators who in turn trained residents in housing sites and in their
community.

## King County Work Training Program (747) 

### Jobs Access Van Program (84)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide van service for low income individuals
to access job training and job search services.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Provided over 4100 one-way trips for low income
individuals to access job training and to search for jobs.

## Neighborhood House (743) 

### Jobs Access Van Program (80)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide demand responsive van service for TANF
clients to access jobs, job training and childcare services.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occassionally riding in the vans and
discussing the service with passengers.

**Accomplishments:** Since inception we have established a successful
van program in partnership with Employment Security and the Department
of Social and Health Services - Workfirst.

## SKCAC Industries (748) 

### Jobs Access Van Program (85)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide van service for low income disabled
populations from South King County to jobs in the Duwamish industrial
area, including Quest Field and Safeco Field.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Provided over 1,000 trips to low income disabled
people to allow them to access jobs.

## Worksource Solutions/Cliffside Vocational (749) 

### Jobs Access Van Program (86)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Provide van service to low income disabled
individuals for access to job training programs.

**Competitive selection process:** urban

**Evaluation:** Track number of trips, type of trips, costs, mileage,
hours, and passenger cost per trip to evaluate cost effectiveness and
service quality. Both monthly and quarterly reports are required. We
further evaluate the service by occasionally riding in the vans and
discussing the service with passengers

**Accomplishments:** Provided 5,000 trips to low income disabled people,
allowing them to access job training services.

# 1733 - STA 

## Spokane Transit (784) 

### Spokane Transit (150)

**Type**: info_based/planeval

**Primary Goal:** other

**Service description:** LIFTS - Lifeplan Improvement Feasibility
Transportation Services project proposes to provide two services to
Spokane's low income population. First, it intends to develop a
web-based GIS/IMS (Internet Map Server) tool for public use with layers
of data that will assist people in locating necessary services such as
Spokane Transit fixed bus routes, job training sites, affordable housing
options, child care, and employment sites. Job coaches will assist their
clients in effectively accessing and using the information. Training
classes will be provided for those who wish to learn to use the
independently. Second, LIFTS will map accessible paths of travel in a
quarter-mile catchment area around fixed route bus stops.

**Competitive selection process:** other

**Other notes:** Competitive selection process -- These projects were
selected because WorkFirst recognized the advantage of finding jobs
close to home and daycare close to both. Bringing the three points of
this "triangle" as close together as possible is especially

**Evaluation:** Evaluation -- Continued advancement in the projects.
(see accomplishments)

**Accomplishments:** Accomplishments -- Completed pilot project mapping
of route 22. Set goal of completely mapping the PTBA in 2007. Project
was presented in a peer reviewed session at the 26th International ESRI
Users conference in August. Prioritization of spatial data layers
Research completed for data availability, childcare, low/mid income
housing, HUD, NACCRA, NAC Community Minded Enterprises, etc. Initial
data geocoding

# 1734 - FAIRBANKS NSB 

## Fairbanks North Star Borough Transportation (844) 

### North Pole Shuttle (237)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** The Fairbanks North Star Borough Transportation
Department North Pole Shuttle's primary focus is to provide
transportation services from North Pole to Fairbanks and return for
employment opportunities that connect welfare recipients and other
low-income persons to jobs and other employment related services. The
shuttle is also available for anyone along the route to travel to
downtown North Pole or to access the Borough's Green Line service
between North Pole and Fairbanks. The shuttle operates as a deviated
fixed route. This means the vehicle operates a fixed route but will
deviate off the route to pick up anyone with a disability that is unable
to walk to the fixed route. The deviated pickup is scheduled through
Borough's Van Tran (paratransit) dispatch.

**Competitive selection process:** other

**Other notes:** Congressional earmark.

**Evaluation:** Responses from a survey distributed by the State of
Alaska Division of Public Assistance provided the initial numbers in the
North Pole area that would qualify daily for transportation related to
employment or employment training. The JARC service also allows seniors
and disabled individuals to go to North Pole services such as clinics,
shopping and the North Pole senior center. Follow-up surveys with
Division of Public Assistance clients and ongoing outreach efforts to
encourage use of the North Pole Shuttle has yielded ongoing growth in
ridership.

**Accomplishments:** Greatest accomplishment is providing transit
services to a unserved sector of the urbanized area. The North Pole
Shuttle service area travels through low income housing. Connection to
other transit routes enables these individuals the ability to get to
training or educational services. During the summer, the North Pole
Shuttle provides service to the local recreational facility. This
enables youth from Fairbanks and families in North Pole the opportunity
to enjoy recreation without worry of personal transportation. This helps
to alleviate family stress caused by lack of transportation to enjoy
quality family time.

# 1739 - Rogue Valley Transportation District 

## Rogue Valley Transportation District (1128) 

### Route 40 and Route 60 (664)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** The City of Central Point and White City have
grown considerably in the past few years. Central Point has recruited
several high commercial and low industrial businesses, while White City
has recruited several major industrial businesses. With planning
cooperation with the RVMPO, RVTD decided to expand the service frequency
on the routes that serve these two areas. Service increased from one
hour to each half hour.

**Competitive selection process:** state_app

**Evaluation:** Ridership is the primary evaluation method. Ridership
figures for the 2006 FY cannot be used however sue to a fare increase
from \$1.00 to \$2.00 and a service elimination on two other routes.
Fare increases have shown a 17% drop in ridership. October 2005
ridership was 35,503 for both Route 40 and Route 60 combined. October
2006 ridership was 32,486 combined total. This reflects a 9% decrease in
ridership before incorporating the fare increase impact of 17%. After
this incorporation, ridership could be said to have increased by 8%
because of the service frequency improvement.

**Accomplishments:** The coordination with other agencies to ensure the
funding would be spent in an effective manner.

# 1740 - SALEM AREA MASS TRANSIT DISTRICT 

## Salem Area Mass Transit District (1109) 

### Job Access Revers Commute (594)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Job Access and Reverse Commute funds were used
to increase headways for targeted route and schedule improvements on
four fixed-routes within the Salem-Keizer urbanized Area which increased
rural access to urban employment and targeted access to jobs for rural
and low income riders.

**Competitive selection process:** urban

**Evaluation:** As part of a district-wide services evaluation, SAMTD
has reviewed several performance measures related to its routes and
service delivery. This evaluation included a quantitative versus
qualitative analysis and an overall assessment of the demand for
services including a review of the relative cost per ride. The result of
this evaluation was an increase or enhancement of services to those
areas with greatest demand, paying particular attention to connecting
low-income areas to jobs

**Accomplishments:** The implementation of the JARC funded services
allowed a significant increase in ridership to two particular segments
of our population: those who are in the lower income sector and those
who would work in outlying areas. We did note large increase in our
reverse commute riders and a 4% to 6% increase in ridership in the JARC
funded routes which serve the low income population.

# 1745 - INTERCITY TRANSIT 

## Intercity Transit Village Vans (731) 

### Village Vans (66)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Village Vans provides free, advanced
reservation transportation to support low income families engaged in job
search activities. The service acts in conjunction with and in
collaboration with other public transportation services. Trips are made
to job skills training sites, job interviews, to work sites and other
essential destinations. Vehicles are driven by eligible low income job
seekers who volunteer to gain current work experience while enrolled in
the Village Vans Customized Job Skills Training Program. They also
receive individualized job search support.

**Competitive selection process:** state_prop

**Evaluation:** We use evaluation criteria that include number of
clients served, number of trips, number of requests denied and why, cost
per trip, reason for trip, cost and service level comparisons to other
methods and modes, level of coordination and timeliness of service.

**Accomplishments:** This transportation is often the only option for
low income job seekers and many have found work or have been able to
continue working because of Village Vans. A report from Washington State
Department of Social and Health Services states that 75% of Village Vans
passengers who were on assistance while using the service are no longer
receiving government assistance. Village Vans has implemented an
innovative, effective program using eligible low income job seekers
volunteering their time to gain current work experience and receive
customized job skills training as well as job search support. Over 90%
have found good employment while in the program and over 65% have
retained employment for more than one year.

# 1746 - KITSAP 

## Kitsap Transit (704) 

### VanLink (41)

**Type**: trip_based/rideshare

**Primary Goal:** other

**Service description:** VanLink is a program run by Kitsap Transit.
Currently there are 41 vans on the road and eight of them are wheelchair
accessible. We issue Social Service agencies vans so that they may
transport their client to and from work and other supportive services.
These vans are parked at the agency so that they may have 24 hour
access. These agencies transport clients to jobsites that would not
otherwise be accessible to their clients. These vans give these clients
the opportunity to access meaningful employment.

**Competitive selection process:** other

**Other notes:** Kitsap Transit began VanLink in 2000 as a stop-gap
program when D/R funding was reduced. KT currently manages and operates
this service with in-house staff. This has been identified in the local
coordinated plan.

**Evaluation:** Majority of these clients are ACCESS eligible, by
putting them in the VanLink Vans it reduces the cost of ACCESS. It also
enables clients to accept jobs that they would not be able to accept if
they had to rely on the Routed Bus or ACCESS. VanLink transports ¼ of
all ACCESS trips. Kitsap Transit values the VanLink program and
considers it highly successful and will continue to support the service
in years to come.

**Accomplishments:** VanLink gives clients the opportunity to succeed in
life. Kitsap Transit works closely with the Social Service Agency's and
their clients. Kitsap Transit trains and approves the drivers. These
drivers then provide transportation to their clients for work, training
or other supportive services. VanLink vans are used to get these clients
out of the house and assist them in becoming active members of society.
These jobs give these clients a real purpose in life. Many of these
clients are vulnerable adults and need the security of the VanLink
program. Kitsap Transit provides the fuel, maintenance and insurance for
these vans.

# 1776 - CDTA 

## Capital District Transportation Authority (840) 

### Program Administration (11.79.00) (412)

**Type**: info_based/other

**Primary Goal:** improveacc

**Other notes:** Program Administration

**Service description:** Regional Transit to Jobs Coordinator (Program
Administration Continuation) is essential for the successful
implementation of the entire Area-Wide Jobs Access and Reverse Commute
Transportation Plan. This full-time (with benefits) CDTA staff person is
responsible for both liaison activities with the RTCC members, as well
as promotion of the CDTA Corporate Program directly to employers. The
data gathering and reporting requirements for the NYS TANF
Transportation Program and the FTA JARC Program are very specific and
unique to these programs and cannot be accomplished within the existing
workloads of CDTA staff.

**Competitive selection process:** other

**Other notes:** See other projects for explanation.

**Evaluation:** RTTC recognizes the continued importance of the program
and supports the required administrative expenses.

**Accomplishments:** CDTA\'s Jobs Access Program won the 2001 APTA Award
for a Welfare to Work program.

### Specialized Marketing (11.79.00) (229)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** Specialized Marketing to the TANF population
are in direct response to specific needs as expressed by the County
Departments of Social Services. This project is a combination of
traditional marketing activities and a new and innovative approach
towards delivering these services to the TANF population in the Region.
TANF clients, in particular, require specialized services in the form of
personalized, more detailed trip information. The notion of having
"travel trainers", who would be trained to provide one-on-one,
personalized detailed trip planning services currently not available
through standard travel information now provided to the general public
by CDTA, is integral part of the success of the comprehensive Regional
Access-to-Jobs program. Every effort has been, and will continue to be,
made to secure TANF recipients to fill these positions. The innovative
"travel trainer" activities are combined with traditional marketing
tools such as printed brochures and telephone information lines to
provide the TANF population with information which will facilitate their
transition into the workforce. This service is designed specifically to
assure that TANF recipients are aware of the transportation services
that can get them to and from work. Part of this project includes
stationing of these travel trainers at the One-Stop employment centers
run by the County DSSs.

**Competitive selection process:** other

**Other notes:** Activities in FY06 were funded under FTA Grant
NY-37-045, which was awarded prior to SAFETEA-LU and competitive
requirements. Future grants using funding authorized in SAFETEA-LU will
be from a competitive solicitation administered by the MPO for th

**Evaluation:** Project is a continuation of successful prior year
efforts. The priority for its continuance is set by the Regional
Transportation Coordinating Committee. Benchmarks focus on the number of
clients served.

**Accomplishments:** Travel trainers are very effective in fostering the
transition from welfare to work. Hiring for these positions from the
client population has worked well for us since 1999.

### Transportation Safety Net (30.09.00) (410)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Brokered taxi service

**Service description:** Transportation Safety Net \[Brokerage\] Project
(Continuation Project) directly addresses the #1 existing transportation
deficiency as cited by the Regional Transportation Coordination
Committee, i.e., lack of evening/night service to suburban employment
locations. Eligible clients are referred by the County DSSs to CDTA
Access Transit subsidiary, which brokers the trips via taxi. Limits on
eligibilty and use are set by the County DSSs.

**Competitive selection process:** other

**Other notes:** In FY06, project was funded in grant NY-37-045, which
was awarded prior to SAFETEA-LU requirements for competitive solicition.
In the future, this solicitation will be performed by the MPO on behalf
of CDTA (the designated recipient) based on needs

**Evaluation:** Project has operated continuously since 1999.
Performance measures are based on clients served and the assessment of
the County DSSs that this provides an important \"safety net\" for those
instances where regular bus transit is not an option.

**Accomplishments:** Access Transit brokerage is a cost effective means
of providing these safety net trips. The brokerage, which under separate
contracts also book Medicaid trips, is able to efficiently schedule and
monitor this program.

# 1778 - CNYRTA 

## Central NY Regional Transportation Authority (841) 

### Rides for Work (232)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Rides for Work is a 24 hour, 7 day per week
demand response service for eligible low income workers to gain access
to jobs not on the public transit bus routes or at times when buses are
not available. Managed through a call center, ride sharing trips are
provided by directly operated paratransit vehicles and 5 private
contractors. Program originated through a collaboration with the local
DSS, a TANF funded employment agency, and the local DOL One Stop center.
Services also include an employer-subsidized shuttle service,
individualized transportation planning for new employees and referrals
to other human service agencies providing automobile support.

**Competitive selection process:** urban

**Evaluation:** Monthly tracking includes \# of new referrals (marketing
and education), service mileage/hours (efficiencies)and employers
served. Cancellations and no-shows monitored for customer communications
and service efficiency issues. Telephone hold times and missed trips
monitored for service quality measures.

**Accomplishments:** Collaborating with a local human service agency and
a targeted employer to establish and maintain an effective shuttle
system serving all three shifts has been a significant accomplishment as
employers are very reluctant to get involved in transportation of
employees. Original collaborations still exist although no new funding
for new programs has limited the activity. Key advice to new programs
would be to diversify funding sources as much as possible for
sustainability.

# 1786 - New York Metropolitan Transportation Authority 

## MTA Long Island Bus (730) 

### New Routes N8, N43; Expanded N27 Service; Extended Span of Service (64)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Early AM and late PM trips. Weekend service
added for Job Access.

**Competitive selection process:** other

**Other notes:** Earmark

**Evaluation:** Reviewed ridership numbers, financial performance and
customer response to service delivered.

**Accomplishments:** Ridership has increased on the job access / reverse
commute routes since inception.

# 1791 - New York State Department of Transportation 

## Chautauqua County (1095) 

### Chautauqua County (549)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The programs developed in the plan were to
reach out to the TANF population and the below 200% poverty level
individuals including the disabled. The workforce investment board has
developed the One-Stop Centers for these clients and CARTS. As the
mobility manager, has worked closely with these centers to make that
this population is getting the transportation they need by utilizing the
existing public transit and the private carriers. CARTS has provided
education and marketing of the available transportation services to
clients, one-stops, employers, etc. to make sure clients and staff are
aware of all available transportation, pubic ands private.

**Competitive selection process:** other

**Other notes:** TEA 21 earmark along with State earmark both based on
area wide plan

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Sustained employment for low income employees.

## City of Hornell (695) 

### Hornell - Bath Public Transit (466)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** A corridor of travel concept was first
identified as a transportation need in the Rural Transportation
Coordination Assistance study in the late 1980's by the Steuban County
Transportation Committee. Throughout that time we have gradually put
that plan into action with the help of JARC grants. Service will
continue to be provided through the Hornell, NY-Bath, NY corridor with
JARC funding.

**Competitive selection process:** other

**Other notes:** TEA 21 Earmarks

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Substaintial Ridership.

## Franklin County (694) 

### Fixed Route Services (34)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Five public transportation buses service
Franklin County. Two of the buses provide services within the southern
region, while two provide service within the northern region. The fifth
bus is used as a spare, emergency bus for both the northern and southern
region. Both the north and southern region routes are planned out to
provide individuals transportation to access jobs and/or meet other
transportation needs.

**Competitive selection process:** other

**Other notes:** TEA-21 Earmark

**Evaluation:** Quarterly reports are mandated to accompany a payment
request. The reports identify ridership and financial data along with a
narrative identifying accomplishments during the reporting quarter and
planned activities for the next upcoming quarter.

**Accomplishments:** The success of this system is shown in the numbers,
with ridership on Franklin County Public Transportation doubling between
2002 and 2003 and then increasing another 50% in 2004. To go from 9,500
passengers to 28,000 in this time frame, and with a fleet of only five
vehicles, shows what can be done when the will is there. Numerous
articles have appeared in local papers touting the achievements of the
transportation system. The January 12, 2003 Press-Republican announced
Systemb difficulty or excessive expense to get to work and other
activities. Another article from June 22, 2004 announced Franklin
Legislators Told of Bus Route\'s Success. Recently several letters were
received from businesses in Lake Placid, New York, where there is
currently one route and there may be another in the future, in which
employers expressed their support for the service and identified
additional employee needs for reliable transportation. Employers have
changed shift schedules to adapt to the service and Franklin County has
adapted the service Where possible to coincide with employee schedules.
The most notable correspondence has been from the users of the service
who have expressed their thankfulness for its creation, low cost,
availability, reliability and friendliness of the staff. Many personal
letters of appreciation have also been received from the car recipients
expressing their gratitude for assisting in providing these vehicles and
helping them achieve financial independence by maintaining employment.

### Franklin County Mobility Management (490)

**Type**: info_based/broker

**Primary Goal:** improveacc

**Service description:** To help individuals purchase automobiles and
guiding through the process to become the owner.

**Competitive selection process:** other

**Other notes:** tea-21 Earmark

**Evaluation:** Quarterly reports are mandated to accompany a payment
request. The reports identify ridership and financial data along with a
narrative identifying accomplishments during the reporting quarter and
planned activities for the next upcoming quarter.

**Accomplishments:** Provide low income individuals and persons with
disabilities with economical, safe, reliable tranportation.

## NFTA (767) 

### Niagara Frontier Transportation Authority (463)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The project is for Erie and Niagara County. The
1990 census data show that there is 12% of the population that had
incomes that fall below the poverty level. NFTA's current regional bus
network does not provide extensive service into suburban areas,
especially during non-peak hour periods and weekends. Many suburban to
suburban combinations have no direct transit link. We feel by improving
linkages between suburban employment centers will help employment option
for transit dependent inner-city reverse commuters.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Providing opportunity for low income families to
gain access to employment by increasing transportation services

## Non-Profit Assistance Corporation (1055) 

### N-Pac Brooklyn (468)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The program consists of four low income
communities that are in close geographic proximity to employers along
the Sunset Park waterfront. The communities include Sunset Park,
Redhook, Williamsburg in Brooklyn, and Lower East Side in Manhattan. In
addition to high rates of poverty, a large portion of residents in these
communities face multiple barriers to employment. The program has
targert small and medium-sized manufacturing firms that need a workforce
to perform manual labor.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Sustained employment for low income employees.
\*\*service continues without JARC funding

### N-Pac Manhattan (474)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The program consists of four low income
communities that are located in the Northern Manhattan region of New
York City. These communities include West Harlem, Central Harlem, East
Harlem, and Washington Heights/Inwood. In addition to high rates of
poverty, a large portion of residents in these communities face multiple
barriers to employment. The program will target employment opportunities
in Westchester County where large employment centers for low-wage
workers lack convenient transportation access.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Sustained employment and transportation for low
income employees. \*\* service continues without JARC funding

## Phipps Community Development Corporation (693) 

### Phipps Community Development Corporation (484)

**Type**: info_based/itinerary

**Primary Goal:** improveacc

**Service description:** The services associated with Phipps CDC's Job
Access Center are available to all residents of the Bronx and are
designed to connect residents to jobs in Westchester. Thus for the Job
Access Center has served clients from all over New York City and the
surrounding areas, including Mt. Vernon, White Plains, and Yonkers;
however due to our location, the primary focus is on serving the
residents of the Bronx, particularly those of the West Farms Community.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Sustained employment for low income employees.
\*\*\*\* still opearting under other fnds

## Project Renewal (1058) 

### Project Renewal (479)

**Type**: trip_based/shuttle

**Primary Goal:** improveacc

**Service description:** Our program includes job information and job
transportation services. We recruit homeless, formerly homeless, and low
income participants to help with residential programs with several other
agencies. The program service provides van routes to suburban job
locations within one hour's distance of Time Square pick-up/drop-off
location. Our clients who reside throughout New York City use mass
transit to reach the Times Square destination. From there, their commute
to work is completed by Project Renewal's vans. \*\*progam continues
without JARC funding

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Provide to job access to homeless and low income
people/families.

## Schoharie County (1059) 

### Schoharie County (480)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** It is reported that 28 % of the population are
low income. There has been a need in Schoharie County for current and
future employees to have reliable transportation to enable to get to
work and has been a concern by both employees and employers. With the
JARC funding we are providing service in areas that either were or were
not on a route or to extend service to help meet the demands of
employees shift hours.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** \*\*\*This project has not had continued success
because employer/s that were identified as partners did not cooperate
nor were they interested in such a program.

## St. Lawrence County (1057) 

### Potsdam -- Massena\-- St Lawrence County (477)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** We advertise our service with a website
www.commuterbusinfo.com, provided updated and published schedules to our
riders, and also have radio and newspaper ads in various markets to
promote our service. We provide service to the residents of our
community to be able to have dependable transportation to have sustained
employment. We try to meet demand by providing "new" and "express"
routes if needed.

**Competitive selection process:** other

**Other notes:** Tea-21 Earmark using an area wide plan

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Continuously talking with various stakeholders in
the community and reaching out to local businesses to promote employee
ridership.

## Suffolk County (1060) 

### Suffolk County (483)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Route 27 originates at the sunrise mall in
Nassau County and extends northwesterly across the towns of Babylon and
Islip and serves the low income and predominately Black/African-American
communities of North Amityville, Copiague, and Wyandanch. At the
mid-point of the route is the Deer Park Industrial area, including
Heartland Industrial Park, followed by Suffolk Community College, the
Hauppauge Industrial Park and terminates at the governmental center in
Hauppauge. Route 33 extends northerly from the Babylon LIRR station
along the westerly border with the town of Islip and serves the low
income and predominately Hispanic community of Brentwood. At mid-point,
the route serves the Deer Park industrial area, continues through the
middle of the Hauppauge Industrial Park and also terminates at the
governmental center in Hauppauge.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Providing funds to grant transit service and to
provide individuals with a means of travel to sustain employment.

## Sullivan County (1096) 

### Sullivan County (554)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Our project continues our outreach efforts to
provide safe and reliable transports to Temporary Assistance (TANF)
recipients and other low-income persons including persons with
disabilities. Ridership esitmates were provided alnong with current
routes to develop extended public routes that servevd low-income workers
and their path to jobs.

**Competitive selection process:** other

**Other notes:** TEA-21 Earmark

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful proactices.

**Accomplishments:** Providing more service to allow individuals to use
public transportation effectively and to increase ablity to get to work.

### Transportation Brokerage (593)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Our project continues our outreach efforts to
provide safe and reliable transports to Temporary Assistance (TANF)
recipients and other low-income persons including persons with
disabilities. TANF recipients will be notified and provided with
information about the transportation services through regularly
scheduled application job counseling and re-certification sessions.
Agencies providing services to TABF recipients will be given in-service
training and written material to educate them on TANF transportation
services. Brochures, transportation schedules will be developed, printed
and made available at public meeting areas, grocery stores and the like.
Presentations will be made at Chambers of Commerce, Workforce Investment
Board and other employer gatherings. Other outreach will include the use
of local media (newspapers, radio, and TV), advertising and brochure
development providing on-going updates of transportation services.

**Competitive selection process:** other

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful practices.

**Accomplishments:** Providing individuals with transportation service
within a multi agency brokerage that improves efficiency

## Westchester County (1105) 

### Westchester County (586)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** We will provide service to alleviate
overcrowding on buses during peak hours.

**Competitive selection process:** state_prop

**Evaluation:** Financial and ridership data is reported and compared
against prior reports and comparable service models. Efficiency ratings
for cost per mile and passengers bper hour are considered. In addition a
narrative containing accomplishments and upcoming activities is also
reviewed for useful proactices.

**Accomplishments:** Improving access to employment by adding capacity
in non-traditional times have improved mobility for area residents.

# 1797 - Rochester Genesee Regional Transportation Authority 

## Rochester-Genesee Regional Transportation Authority (849) 

### Jobs Access Service (746)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Route 21/22 began operation in January, 2000.
This route provides weekday evening and Saturday Jobs Access service to
21 employment sites in the Town of Penfield and the Villages of East
Rochester and Fairport, all located on Rochester\'s east side. Route 24
began operation as Route 26 in January, 2000. This route provides
off-peak and weekend Jobs Access service to 28 employment sites in the
Town of Henrietta, located to the south of Rochester. Route 92 began
operation in January, 2001, a year after the initial three routes
commenced service. This route provides Saturday Jobs Access service to 9
employment sites in the Town of Perinton and Eastview Mall in the Town
of Victor, all located south-east of Rochester. Route 20 began operation
in September, 2004. This route provides weekday evening Jobs Access
service to 24 employment sites in the Towns of Greece, Parma, Ogden and
Sweden and the Villages of Spencerport and Brockport, located in the
northwest portion of Monroe County.

**Competitive selection process:** urban

**Evaluation:** Ridership growth reduced the cost per rider from over
\$10.00 to \$5.96. Over 134,000 one-way passenger trips were made during
FFY 2006.

**Accomplishments:** Ridership growth reduced the cost per rider from
over \$10.00 to \$5.96. Over 134,000 one-way passenger trips were made
during FFY 2006.

# 1803 - WCDOT 

## Westchester County Department of Transportation (1078) 

### Bee-Line Route 13-Addition of Saturday Trips (644)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** This JARC funded service provides additional
Saturday trips to increase service frequency between Tarrytown and Port
Chester in order to provide better access primarily to individuals
employed in the many shopping areas and malls in the I-287 corridor.

**Competitive selection process:** other

**Other notes:** Selection was through a competitive process conducted
by the Metropolitan Planning Organization (MPO).

**Evaluation:** Periodic monitoring of ridership.

**Accomplishments:** Ridership levels considered good.

### Bee-Line Route 45-Extension of Saturday Evening Trips (649)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Extension of the last two Saturday evening
trips from New Rochelle to Pelham Bay Park, MTA #6 subway station.

**Competitive selection process:** other

**Other notes:** Selection was through a competitive process conducted
by the Metropolitan Planning Organization (MPO).

**Evaluation:** Periodic monitoring of ridership.

**Accomplishments:** Ridership levels considered good.

### Bee-Line Route 55 -Additional Evening Trips (630)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This JARC funded service provides improved
access to evening employment at the Cross County Shopping Center,
Yonkers, for low-income individuals residing in the City of Mount Vernon
and the Bronx. Two weekday late evening round trips were added and one
evening trip on Sundays.

**Competitive selection process:** other

**Other notes:** Selection was through a competitive process conducted
by the Metropolitan Planning Organization (MPO).

**Evaluation:** - Periodic monitoring of ridership.

**Accomplishments:** Ridership levels considered good.

### Bee-Line Route 8-Additional Evening Trips (634)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This JARC funded service provides improved
access for low-income individuals residing along the route , or transit
services connecting to the Route 8, to evening retail employment in the
Central Avenue corridor and Stew Leonard\'s/Costco/Home Depot by adding
two evening round-trips on weekdays and Saturdays.

**Competitive selection process:** other

**Other notes:** Selection was through a competitive process conducted
by the Metropolitan Planning Organization (MPO).

**Evaluation:** Periodic monitoring of ridership.

**Accomplishments:** Ridership levels considered good.

### Route 78 Bee-Line Bus Service to Austin Ave.-Yonkers (628)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** JARC funds from this grant were used during FFY
2006 to support the operation of Westchester County\'s Bee-Line Bus
System\'s Route 78, providing public transportaion service between Getty
Square and the Austin Avenue Retail Cnter located in the City of Yonkers
along its northern border. During 1999 and 2000, approximately 800 jobs,
which are primarily entry-level postiions, were created by the three
major retailers at this location. The employee base for this
retail-complex is drawn largely from south Yonkers, other areas of
southern Westchester, and New York City reverse-commuters who can
connect with the Route 78 from both NYC bus lines and the Hudson Line of
the MTA metro-North Railroad.

**Competitive selection process:** other

**Other notes:** Earmark

**Evaluation:** - Periodic monitoring of ridership. - Since the Route 78
service was initiated in June, 2001, the route was surveyed in detail
during the fall of 2003. On-off passenger counts and an onboard
passenger survey was conducted as part of a sytem-wide survey that is
conducted every five years that will again occur in 2008.

**Accomplishments:** Due to the increase in ridership on the Route 78,
which was experienced after the initial months of operation, service is
now provided using a 30-ft. bus, with 29 seats, where initially service
was provided using a van.

# 1812 - IOWA DEPARTMENT OF TRANSPORTATION 

## City of Cedar Rapids (Five Seasons Transportation) (676) 

### JARC Cab Service through Century Cab (120)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The JARC Cab Service through Century Cab is
part of the City's JARC Program. The JARC Program, with cooperation of
the City of Cedar Rapids, Human Service Agencies, and area
Transportation Services, that provides reduced cost for transportation
to work, school, and lifeskill classes for low-income families. The JARC
funding has helped to offset the cost of cab rides to go to work, school
and lifeskill classes in the Cedar Rapids, Marion and Hiawatha area to
those individuals needing rides when the fixed route bus service and the
NTS do not operate. The JARC Program is referral-based. The time limit
is ten months and participants may go to and from designated locations
while using cab service including childcare stops.

**Competitive selection process:** state_prop

**Evaluation:** Surveys are sent to individuals who complete the ten
months on the JARC Fixed Route Bus Service. Numbers are tracked every
month. Monthly reporting is completed and statistics are saved for
comparison. The following numbers are tracked: number of rides, number
of riders, number of new riders, childcare stops, training/school stops,
jobs reached, number of job sites, number of new job sites, times of
rides, and number of weekend rides. FFY06' -- 45,385 total \# of jobs
accessed FFY06' -- 125,245 total \# of trips

**Accomplishments:** The number of participants grew from 3,128 to 3,848
in Federal Fiscal year 2006. The ridership numbers grow each year and
show no signs of slowing down. The Cab Service portion of Cedar Rapids'
JARC Program is definitely needed by many families. Look to the services
already offered in the area and work together with others to come up
with the most efficient way to offer transportation services to those
who most need help -- the elderly, disabled and low income families.

### JARC Fixed Route Bus Service (125)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The JARC Fixed Route Bus Service is part of the
City's JARC Program. The JARC Program, with cooperation of the City of
Cedar Rapids, Human Service Agencies, and area Transportation Services,
that provides reduced cost for transportation to work, school, and
lifeskill classes for low-income families. The JARC funding has helped
to offset the cost of route extensions in the Cedar Rapids, Marion and
Hiawatha area to provide better service to those individuals riding our
transit service. The JARC Program is referral-based. As part of the JARC
Fixed Route Bus Service, Five Seasons Transportation & Parking offers
reduced cost bus rides for individuals approved for the program. The
time limit is ten months and participants have unlimited access to all
bus routes while on the program.

**Competitive selection process:** state_prop

**Evaluation:** Surveys are sent to individuals who complete the ten
months on the JARC Fixed Route Bus Service. Numbers are tracked every
month. Monthly reporting is completed and statistics are saved for
comparison. The following numbers are tracked: number of rides, number
of riders, number of new riders, childcare stops, training/school stops,
jobs reached, number of job sites, number of new job sites, times of
rides, and number of weekend rides. FFY06' -- 45,385 total \# of jobs
accessed FFY06' -- 125,245 total \# of trips

**Accomplishments:** The number of participants grew from 3,128 to 3,848
in Federal Fiscal year 2006. The ridership numbers grow each year and
show no signs of slowing down. The Fixed Route Bus Service portion of
Cedar Rapids' JARC Program is definitely needed by many families. Look
to the services already offered in the area and work together with
others to come up with the most efficient way to offer transportation
services to those who most need help -- the elderly, disabled and low
income families.

### JARC Nighttime Transportation Service through NTS (124)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The JARC Nighttime Transportation Service
through NTS is part of the City's JARC Program. The JARC Program, with
cooperation of the City of Cedar Rapids, Human Service Agencies, and
area Transportation Services, that provides reduced cost for
transportation to work, school, and lifeskill classes for low-income
families. The JARC funding has helped to offset the cost of night time
rides to go to work, school and lifeskill classes in the Cedar Rapids,
Marion and Hiawatha area to those individuals needing rides outside of
regularly fixed route bus service hours. The JARC Program is
referral-based. The time limit is ten months and participants may go to
and from designated locations while using the NTS including childcare
stops.

**Competitive selection process:** state_prop

**Evaluation:** Surveys are sent to individuals who complete the ten
months on the JARC Fixed Route Bus Service. Numbers are tracked every
month. Monthly reporting is completed and statistics are saved for
comparison. The following numbers are tracked: number of rides, number
of riders, number of new riders, childcare stops, training/school stops,
jobs reached, number of job sites, number of new job sites, times of
rides, and number of weekend rides. FFY06' -- 45,385 total \# of jobs
accessed FFY06' -- 125,245 total \# of trips

**Accomplishments:** The number of participants grew from 3,128 to 3,848
in Federal Fiscal year 2006. The ridership numbers grow each year and
show no signs of slowing down. The Nighttime Transportation Service
portion of Cedar Rapids' JARC Program is definitely needed by many
families. Look to the services already offered in the area and work
together with others to come up with the most efficient way to offer
transportation services to those who most need help -- the elderly,
disabled and low income families.

## City of Dubuque (Keyline) (671) 

### City of Dubuque, Ia Para Transit Services (Cab) (109)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Individuals with specials needs who live in a
group home setting are transported to various work sites throughout the
City. These individuals are not high functioning, therefore they can't
use fixed route services.

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** no information provided

**Accomplishments:** This project allows individuals who have special
needs to travel to a work site to be employed and become a vital part of
the community. Individuals are taught how to use public transit and to
be responsible for getting to the bus stop on time.

## City of Muscatine (Muscabus) (675) 

### JARC Shuttle (96)

**Type**: trip_based/routedeviationflex

**Primary Goal:** extendhours

**Service description:** JARC service operates from 5:30 PM until
midnight 6 nights per week. Project service area includes all sites
within the City limits of Muscatine. Trip-based services are classified
as demand-response. Cost of a one-way trip is \$1.00 per trip.
Passengers are asked to call dispatch at least one day ahead to schedule
a ride. Same day rides will be accepted as space is available. Our
service provides opportunity for persons to work second and third shift
jobs in manufacturing, retail, and service sectors. MuscaBus also
transports persons to child care destinations and job-readiness classes.
The project targets low-income persons. No other private, human service,
or not-for-profit agencies provide local transportation that is
available to the public. Thus MuscaBus JARC Shuttle is a valuable
service for the citizens of Muscatine. All transportation provided under
this project is ADA accessible and compliant and all service is open to
the general public.

**Competitive selection process:** state_prop

**Evaluation:** The project is evaluated each year to determine the
needs for the following year. Communication with other service agencies
such as County Community Services, Lutheran Services of Iowa,
Crossroads, DHS, Domestic Abuse Shelter, Family Resources, and the
homeless shelter (MCSA) in Muscatine have been helpful in evaluating the
project. During the 06-07 fiscal year, MuscaBus JARC Shuttle carried a
total of 6550 passengers. Of those, 2610 were disabled and 577 were
elderly.

**Accomplishments:** The greatest accomplishment of this project is
getting people to work that have no other way to get there. People are
going from welfare to working jobs, now that they have transportation to
get to the jobsite. This is a wonderful service for your area. People
are very appreciative of the ride and employers are appreciative of
employees getting rides to and from work.

## Deleware, Dubuque and Jackson Counties Regional Transit Authority (674) 

### Continuation of JARC Service (95)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The Delaware, Dubuque and Jackson County
Regional Transit Authority (RTA) provides a mix of general public demand
response and subscription transportation for consumers in their 3 county
service area and to a limited extent the additional counties of Clinton,
Linn and Johnson using a combination of ADA accessible buses and a
volunteer driver service program. The transit service brought passengers
to day habilitation services, vocational services, employment enclaves,
community colleges and a variety of individual employment sites. In
2006, the project provided 7,733 hours of service, traveled 165,820
miles and provided 25,204 rides. Operating costs totaled \$312,169 and
passenger revenues were \$24,788. The RTA partners with the urban public
transit system, KeyLine Transit, the local cab company, A-OK Yellow Cab
and dozens of area human service organizations including the Scenic
Valley Area Agency on Aging, Visiting Nurses Association, Area
Residential Care, Hills and Dales Child Development, Goodwill
Industries, Unlimited Services, Department of Human Services, Iowa
Workforce Development, dozens of private businesses including Pepsi, Hy
Vee Foods, Prudential Insurance and the MPO and the RPA.

**Competitive selection process:** state_prop

**Evaluation:** Indicators that will be used to monitor project
performance and to make subsequent adjustments in project implementation
include an estimate of \$12.39 fully allocated cost per rider. Over the
past year, the Transportation Planning Department at East Central
Intergovernmental Association (MPO and RPA for Region 8) has been
compiling the Passenger Transportation Development Plan (PTDP) for the
RTA and other area public transit providers. As a requirement, the
Planning staff conducted a variety of surveys, public input meetings and
researched other transit needs study materials to identify gaps in
service and to develop ways to bridge gaps. Assessments of
transportation needs for persons with disabilities, older adults and
persons with lower incomes have been occurring within the MPO and RPA
areas for several years. In 2000 a federal grant funded a design study
by Carter Goble Associates to find ways to maximize coordination and
effectiveness between the area public and private transportation
providers. In 2004 a CTAA grant studied ways to improve fringe area
public transportation services for persons with disabilities. As a
follow up to the CTAA grant a Transit Action Group was formed consisting
of the area public and private transportation providers and human
service organizations utilizing public transportation. In 2006 the Iowa
Mobility Action Planning Workshops brought together diverse stakeholders
interested in improving transportation services. In conjunction with the
Iowa Mobility Action Planning Workshop a human service needs assessment
was taken to find particular human service transportation needs and
directly provide outcomes to the transit providers. Participants to
these planning processes included but was not limited to the following:
• Region 8 RTA • KeyLine Transit • A-OK Yellow Cab • Iowa Workforce
Development • Department of Human Service • Visiting Nurses Association
• Area Residential Care • Dubuque County Case Management • Jackson
County Case Management • Delaware County Case Management • Iowa
Department of Transportation • Tri State Dialysis • Northeast Iowa
Community College Participants in the Transit Action Group had taken
needs assessment surveys to their agencies to be completed by their
consumers. Many of these consumers were considered low income and
reliant on public transportation for education and employment
transportation. Surveys were also distributed on the public transit
systems and used to identify transportation needs. The Transit Action
Group itself consisted of community agencies that largely represented
low income consumers, many of whom were recipients of some form of
public assistance or welfare. Over the past year, the Transportation
Planning Department at East Central Intergovernmental Association has
been compiling the Passenger Transportation Development Plan (PTDP) for
the RTA and other area public transit providers. As a requirement, the
Planning staff conducted a variety of surveys and researched other
transit needs study materials including the Human Service Transit Needs
Assessment solicited shortly after the Iowa Mobility Action Planning
Workshop to identify gaps in service and to develop ways to bridge gaps.
Unmet needs included: • Lack of availability of service when needed •
Shorter headways • More transportation for summer activities for
children • Set routes and times for rural service • Sunday service •
Evening service after 6:00 pm • Lack of knowledge of who the RTA is and
what they do • Affordable fares Proposals to bridge these gaps included:
• Increased funding for public transportation • Increased number of
vehicles at peak to reduce headways • Larger buses for fieldtrips •
Brochures and website information on routes, fares and schedules •
Expanded hours for employment transportation Future evaluation
initiatives will include: Phase II deployment of ITS technology will be
introduced to the service in FY 2008 and will provide the transit system
with accurate and useful performance data to assist in the evaluation of
services. The project will be monitored to determine how the JARC
service meets the mobility needs of persons with disabilities through
continued public input meetings with the Transit Action Group and
additional consumer surveys targeting programs that represent persons
with disabilities. Goal - Increased capacity on existing routes
Objective -- Increase service employment and training transportation
availability and ridership to Region 8 consumers Goal -- Expand
regularly scheduled routes, schedules and service hours Objective --
Increase accessibility to the employment and training transportation
provided by the public transit system to Region 8 consumers Goal --
Reduce headways and create more affordable fares on short distance
routes Objective -- Increase ridership and attractiveness of the
employment and training service to the Region 8 consumers Goal --
Install GPS and Mobile Data Terminals on buses Objective -- Increase
efficiency to produce more employment and training ride opportunities
for Region 8 consumers Goal -- Secure more grant funding Objective -- To
improve employment and training service accessibility, availability and
affordability to Region 8 consumers Identify any relevant performance
statistics that have been collected. Through a combination of RTA buses
and volunteer drivers, a flexible JARC service has been providing
approximately 7,733 hours and 165,820 miles of employment and
job-readiness training transportation service for more than 25,204 rides
annually at a fully allocated cost per ride of \$12.39. The average
distance per ride was 7 miles with an average travel time of 18 minutes.
These statistics reflect a majority of service being delivered within
the urban areas where passengers reside and travel to work or training.
Rural services travel distances 3-4 times longer between home and
employment and training sites.

**Accomplishments:** The project effectively uses existing
transportation providers and integrates new services into existing
transportation system or services by regularly engaging both the public
and private providers in the Transit Action Group input meetings held
throughout the hear. Staff continue to share with eachother information
regarding other public transit services when it is determined that the
Region 8 RTA either cannot meet the consumers needs or that a more
effective service exists that better serves the consumers needs in
either, schedules, cost or ride times. Be a thorough as possible to
identify stakeholders and actively engage them in the process to guide
development of the public transit service.

## Des Moines Area Regional Transit (DART) (678) 

### Airport South Business Park Express (104)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The area south of the Des Moines International
Airport between Fleur and Hwy 28 was developed as a business park. It
includes businesses such as the Des Moines Register, IPERS, EDS and
Katecho, employing a large number of individuals within a one square
mile area. The businesses located at this park employ a large number of
entry-level service jobs that require a lower skill level, but pay above
the minimum wage rate. Jobs of this nature provide low-income and
welfare recipients the means to attain self-sufficiency. This service
matches the available workers in the central city with jobs that provide
a livable wage. A reverse-commute, express service was implemented in
2002, taking individuals from downtown to the business park. In
addition, this service functions as a traditional express on its return
leg, which would otherwise be deadhead hours and mileage. Individuals
residing in the Lakeview/Norwalk area just south of this business park
drive to a park and ride location at the southern portion of the
business park.

**Competitive selection process:** state_prop

**Evaluation:** Ridership comparisons are done on a regular basis and
all trips are checked annually on the September count. All routes are
compared to the system average in each category and evaluated
accordingly. The route is currently carrying roughly 22,000 passengers
annually. In the coming years it will be funded entirely by DART, with
no assistance from JARC funds. Ridership, mileage, hours, operating
expenses, revenues and fare methods are tracked monthly and annually.

**Accomplishments:** Providing access to a new area of town, wholly
within the city of Des Moines. This route operates in revenue service on
both legs of the route, eliminating wasteful deadhead hours and mileage.
The route operates as a traditional express and a reverse commute. For
this route to move from planning to implementation required commitments
by local businesses as well as the city and state. Arrangements were
made with employers at the park to support the transit service by
purchasing a minimum number of bus passes each month. This allowed the
route to gather critical support in the early stages and provided the
city with motivation to continue funding.

### Ankeny/WDM Paratransit Routes (103)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo 2

**Service description:** DART expanded opportunities for individuals
with disabilities to obtain and retain employment in West Des Moines and
Ankeny. At the same time, this service was opened to the general public
for access to worksites not currently served by DART fixed-route
services. DART's Paratransit division provided service on these two
routes. Although, the general public was able to use the service by
calling DART's Paratransit Department at least 30 minutes prior to
needing the trip. DART partnered with Polk County in funding this
service. The service benefited not only the low-income Paratransit
clientele, but also the transit dependent needing rides to Ankeny or
West Des Moines from the Des Moines area.

**Competitive selection process:** state_prop

**Evaluation:** Ridership comparisons are done on a regular basis. Due
to funding shortfalls and decreased interest the service was
discontinued in January 2007. Ridership, mileage, hours, operating
expenses, revenues and fare methods are tracked monthly and annually. In
addition, since this service is operated by our Para transit division,
scheduling software lists client address information and destination.

**Accomplishments:** The greatest accomplishment transit providers can
make is giving residents access to services. For the few individuals
needing this service it was a benefit to their lives. This was a good
project to test the waters as the initial cost was relatively low. The
service utilized existing paratransit routes so there was not an initial
capital outlay as with most new services.

### Job Access -- Community Based Services (102)

**Type**: trip_based/othertripbased

**Primary Goal:** improveinfo

**Other notes:** Combination of services, including van service and
employment matching assistance.

**Service description:** WAGES Program (Job Access Director and Clerical
Staff) The conduit to match low-income and welfare recipients
transportation options with jobs, job training, and childcare services
is the Work and Gain Economic Self-Sufficiency Board (WAGES), which is
comprised of individuals from the Iowa Workforce Development's Promise
Jobs Program, TANF, interested businesses, DART and Child Care
Resources. (Child Care Resources is an existing organization that
matches childcare needs with providers.) The potential employee's
transportation and childcare needs are examined to provide a total
package to ensure successful employment. Community Based Services
Collaborative efforts have identified jobs for non-traditional workers,
and locations that are not currently served by the public transit
system. DART established a community-based transportation system in
collaboration with a local non-profit agency (The Missing Link). This
non-profit agency operates a van to take persons to and from work at
times of the day or to locations that are not currently served by public
transit. Not only is this mode of transportation more efficient, it also
provided opportunity for the non-profit agency to generate additional
jobs within the community. Subscriber Services DART identified a need
for transportation to second and third-shift jobs through consultation
with local businesses and welfare recipients. On the second shift,
individuals are able to use current DART services to get to work, but
there is no service available at 11:00 p.m. to take them home. Third
shift workers are not able to get to work at 11:00 p.m., but are able to
use DART services to get home at 7:00 a.m. This transportation gap means
businesses are unable to find enough workers, and the currently
under-employed tend not to be able to accept these higher paying
manufacturing/warehousing jobs. DART works with employers who offer
these second and third-shift opportunities to develop a route that will
pick up third-shift workers close to their homes and take them to their
jobs.

**Competitive selection process:** state_prop

**Evaluation:** Ridership, efficiency and utilization comparisons were
done on a regular basis. Ridership, mileage, hours, operating expenses,
revenues and fare methods are tracked monthly and annually.

**Accomplishments:** Reducing barriers to employment for the neediest
citizens of the community. The former JA Director is still employed with
DART and continues to work with the social service agencies on
transportation issues. This type of service is a collaborative effort
between transportation and human service agencies. Organizations need to
decide the best location for housing the coordinated service, which may
or may not be with the transit agency itself.

### Night Service (105)

**Type**: trip_based/fixedroute

**Primary Goal:** improveinfo

**Service description:** Night Service - In 2000, MTA (now DART)
extended its evening hours from 6:45 p.m. until 11:00 p.m. Numerous
employers and potential workers indicated a lack of ability to travel
home from employment in the retail and service industries. It was
recommended through public meetings and surveys that the transit system
should expand service hours until at least 11:00 p.m. Monday through
Friday. The jobs provided at these times are typical entry-level work
that would be available for low-income and welfare recipients who are
returning to the work force. While there are plentiful jobs during
non-traditional times, lack of public transit service make it impossible
for people trying to re-enter the job market to access these jobs. Later
evening service allows these additional job opportunities to be within
their reach. Ridership: 130,000 boardings per year. The annual expense
of the services amount to approximately \$400,000.

**Competitive selection process:** state_prop

**Evaluation:** Ridership comparisons are done on a regular basis and
all trips are checked annually on the September count. The last line-up
was eliminated in 2003 due to funding shortfalls and low ridership.
Revenue service now ends roughly at 10:45 PM. Ridership, mileage, hours,
operating expenses, revenues and fare methods are tracked monthly and
annually.

**Accomplishments:** Providing over 130,000 annual trips to residents
who would otherwise be homebound or rely on family and friends for
access to employment and community services. Although Night Services
don't always produce the highest ridership, they are essential to
citizens in obtaining employment and access to services. Communities
should look beyond the stats to see the true benefits of off-hour
transit services.

### University Corridor (106)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** DART implemented the University Corridor
service in August 2002. As employers in the city moved west, they took
entry-level job opportunities in growing companies. The solution was to
provide better access and reduced travel times in a highly productive
and frequent service along University Avenue. This high-frequency
corridor connects with 9 other DART services, eliminating the need to
travel downtown to transfer before continuing to the western suburbs.
This service runs from downtown to Valley West Mall, passing through Des
Moines, Windsor Heights, West Des Moines and Clive. This service crosses
through the heart of the Enterprise Community, which serves the highest
population of low-income and welfare recipients in the area. Ridership:
400,000 total, 200,000 due to increase in service. The annual expense of
the service is estimated at \$600,000.

**Competitive selection process:** state_prop

**Evaluation:** Ridership comparisons are done on a regular basis and
all trips are checked annually on the September count. Overall ridership
has seen at least a 25% increase since implementation. DART has made
adjustments to the system, adding an early morning trip and eliminating
a non-productive evening trip. Ridership, mileage, hours, operating
expenses, revenues and fare methods are tracked monthly and annually.

**Accomplishments:** Ridership has increased significantly on the #3
University route since the inception of the corridor service. Passengers
are able to transfer from other bus routes along University instead of
going downtown, which decreases travel time. The 10-minute peak hour
service provides a dependable service for the passengers and projects
confidence in transit. In addition, low-income individuals have access
to jobs in the western suburbs. I would advise adequate research before
starting the project, but would recommend the concept. Although the
project was successful, it does take financial resources, including a
large local match.

### WDM Human Service Routes (101)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Both fixed route and demand response service

**Service description:** The West Des Moines Human Service Routes
include the WDM On-Call, Route #11 and the marketing component. The WDM
On-Call provides demand response service within West Des Moines (Windsor
Heights and Clive along the borders also). This service operates from
8:00 am -- 7:00 pm weekdays and 8:30 am-6:00 pm on Saturdays. The
On-Call service brides the gap occurring in the current fixed-route and
express system, especially at mid-day. DART also began operating the #11
Jordan Creek Service in August 2004 to enable the public access to the
new businesses emerging in the far western suburb. The route runs from
4th & Elm in West Des Moines to the Jordan Creek Mall along EP True
Parkway and Mills Civic Parkway. This service connects with DART's #1
and WDM On-Call at Valley Junction in West Des Moines. This service was
developed in coordination with West Des Moines Human Services.

**Competitive selection process:** state_prop

**Evaluation:** Ridership comparisons are done on a regular basis. This
route has little if any down-time, as passengers enjoys the flexibility
demand response offers. The scheduler tracks all requests, including
denials. The information is used to assess service needs for the next
budget year. Ridership, mileage, hours, operating expenses, revenues and
fare methods are tracked monthly and annually. In addition, since this
service is operated by our Para transit division, scheduling software
lists client address information and destination.

**Accomplishments:** The service quickly caught on with the public and
there was a need to add a second vehicle. In addition, starting in
August 2007 the service will begin at 6:30 AM to full-fill requests for
peak hour work trips. Demand responsive service allows resident's access
to transit when/where the fixed-route is unavailable. It is also a good
test of market demand in a particular area. It allows you to build
support and research needs before implementing regular service.

## Metropolitain Transit Authority of Black Hawk County (683) 

### Cedar Falls Route 9 Loop (158)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Provides fixed route service in an area of the
expanding industrial park in Cedar Falls. This service has allows
citizens within our community to access jobs in this growing area. This
route meets every ½ hour with a Waterloo route so that riders can
transfer from other areas in the community. Ridership has increase
yearly from 30-40%.

**Competitive selection process:** state_prop

**Evaluation:** Monthly monitoring of ridership, destinations and
performance. Ridership is calculated on a monthly basis.

**Accomplishments:** Providing transportation to an area that is growing
and adding jobs at a very rapid pace. Market the service. Meet with the
employers.

### Prime Time After Hours Service (157)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Job access to persons who need to get to work
during the hours that MET does not operate. Met estimates that
approximately 2/3 of its current Prime Time riders are low-income
persons for the purpose of job access. Many low-income persons are
located near the city's core, in turn, walking or bicycling is not
feasible to get to work at locations on the outlying areas.

**Competitive selection process:** state_prop

**Evaluation:** Monthly monitoring of ridership, destinations and
performance This service provides approximately 900 -1000 work rides per
month.

**Accomplishments:** Providing transportation to low-income citizens for
job access. Work with local transit systems who operate paratransit
service regarding the efficiency in scheduling rides.

## Northeast Iowa Community Action Transit (677) 

### Northeast Iowa Community Action Corp. - Transit (97)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Our goal for this project was to increase
access to jobs for low-income individuals and persons with disabilities
that are disproportionately represented among low income groups. The
lack of adequate transportation is a primary barrier to work for
low-income and persons with disabilities. With the above information in
mind we shared this project with our local cab company as to give the
best flexible service for the least amount of cost. At times it was
cheaper to contract with our local cab company to pick up the riders
from on the job training or work then for us to. Although we provide
service to individuals to work or job training, being a small rural
community rides that we provided was small compared to the miles that we
would have to travel to get the individuals to and from work or job
training.

**Competitive selection process:** state_prop

**Evaluation:** Identify any relevant performance statistics that have
been collected. We definitely put on more revenue miles to the rides
that are provided. For in our rural area this service is more on one or
two riders at a time then on a group and this make this service some
what more costly. We definitely put on more revenue miles to the rides
that are provided. For in our rural area this service is more on one or
two riders at a time then on a group and this make this service some
what more costly.

**Accomplishments:** Allowing an individual the opportunity to secure
gainful employment to become self sufficient. Be as open minded as
possible, and stay flexible in how you provide and perceive the service.

## Ottumwa Transit Authority (699) 

### OTA JARC Service (122)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** City bus fixed route service operates from 6 am
to 6 pm Monday -- Fridays and 10 am to 4:30 pm Saturdays. The goal of
the OTA JARC service was to provide expanded hours of service to better
serve the employees attempting to access their employment sites. With
that goal in mind, OTA established three shifts of JARC service. The
first shift operates from 3:30 am to 9:00 am. This service provides a
way home for third shift workers getting off and provides access to
first shift working going in to work. The second shift operates from 11
am to 4:30 pm. This service provides first shift workers a way home and
second shift worker a way to work. The third shift operates from 7:30 pm
to1:30 am. This service provides second shift workers a way home and
third shift workers a way to work. We provide this service on a
demand-response curb to curb service basis. We charge the same fare as
established for our fixed route bus service. Passengers may buy a
monthly bus pass and use it to access JARC or fixed route. Because of
the nature of the service, passengers may choose to use JARC one-way or
round-trip whichever best serves their transportation needs best.
Ridership has been steady. Only one bus is used on each shift.

**Competitive selection process:** state_prop

**Evaluation:** We do an on-going evaluation based on Ridership
performance. We continue to reach out to other potential employers who
may have employees needing public transportation service to improve
their attendance. We have gather Ridership data since its inception.

**Accomplishments:** We have reached a large number of low income
employees and helped them improve their employment record by regular
attendance. Further, when a passenger quits using the service, it is
generally because they have their own car -- a sign of an improved
quality of life. Be sure that you reach out to all employers. The need
is greater than one might expect and thus the response may be equally
great. We had originally thought 300 riders a month. During the last 12
months, the average has been 2,300 riders per month.

## Region 2 Transit (682) 

### Cerro Gordo Public Transit Evening/Weekend Service (147)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** County-wide demand response transit service
available during hours that other transit service do not operate.
Service requires advance reservations. Hours of operation are 6:00 pm --
10 pm Monday through Friday and 8:00 am --12 noon Saturday.

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** Ridership statistics and other required reporting

**Accomplishments:** Makes transit service available at times that
otherwise would not be available Do a detailed ride projection analysis
before beginning.

## RIDES (672) 

### Job Access Transportation (129)

**Type**: trip_based/routedeviationflex

**Primary Goal:** extendhours

**Service description:** We provide a night time dial a ride to extend
transportation service to the communities of Storm Lake, Truesdale, and
Alta in Buena Vista County, and to the communities of Spirit Lake,
Okoboji, Arnolds Park, and Milford in Dickinson County. RIDES offers
services to meet the demands of second shift operations for area
employers. We have expanded daytime services in Dickinson County which
now operates from 6:00 A.M. to 10:00 P.M. Monday through Friday, and
Saturdays from 6:00 A.M. to 5:00 P.M.

**Competitive selection process:** state_prop

**Evaluation:** no information provided

**Accomplishments:** Expanding our hours of service. We provide service
which enables our ridership to have more options, where we at RIDES can
help the customer achieve a wide variety of employment opportunities.

## River Bend Transit (669) 

### Quad Cities JARC (93)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** A fact finding committee comprised of
state/local transit professionals, local government, agency
representatives and concerned citizens met at River Bend Transit in 1998
to discuss the problems preventing low-income employees from attaining
self-sufficiency. Not surprisingly a lack of available public transit
was identified as a major barrier. With client information supplied by
members of the committee an application for a Job Access Reverse Commute
(JARC) Grant was submitted. Collaboration within the community helped
develop the JARC by providing planning, insight, expertise and an
essential framework of governance that is still used today. A JARC
transit program was created providing work shuttle, transit for school,
training, job search and child day-care facilities. The program provides
affordable curb-to-curb transportation to un-served and underserved
Welfare-To-Work (WTW) families, low income and other people having
mental or physical disabilities living within and close to the urban and
suburban communities of Davenport & Bettendorf, Iowa. Transportation
service is provided at times unmet by other public transit providers and
to destinations where service was seldom available or not available.

**Competitive selection process:** state_prop

**Evaluation:** Rider satisfaction survey Employer telephone sample RBT
driver/rider exchange All the stats are compiled ending June 30, 2006
98,606 rides from November 22, 1999 1,048 unduplicated riders 22 health
and human service agencies are referring clients to RBT JARC 2 Iowa Quad
City public transits referring clients 20% of the riders have mental or
physical disabilities 14.5% riders are single mothers who are heads of
their household 226 employment, training or school destinations 95 child
day-care destinations

**Accomplishments:** Being the first Iowa transit to bring JARC from
concept to reality Building a coordinated community planning and
governing team Sustaining a high level of ridership Continuously ranking
high on Community Development Block Grant (CDBG) annual review of the
project Build a strong body/team of collaborative partners. RBT's most
productive relationship/partner has been with Iowa Workforce
Development. It opened the doors allowing RBT JARC a ready marketplace
and acceptability from WTW families and low-income riders. The people we
wanted to contact were waiting at IWD standing in line. They were always
eager and sometimes desperate for service and information. IWD continues
to be helpful and supportive. The relationship we have enjoyed with them
can not be overemphasized. It continues to grow.

## Southwest Iowa Transit Agency (700) 

### Red Oak/Montgomery County (107)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** The JARC service is aimed at preventing a gap
in morning operation hours of 6:30 AM to 8:30 AM for the urban area of
Red Oak/Montgomery County. The main goal of the project is to provide
morning service, at a reasonable fare, and access to work. Lack of
transportation is a major roadblock, not only for the employee but also
for the employer. SWIPCO/SWITA staff collaborated with the Regional
Departments of Human Services to prepare an area-wide JARC plan. This
plan was completed and submitted to IDOT in 2003.

**Competitive selection process:** state_prop

**Evaluation:** SWIPCO/SWITA received \$12,500 in JARC funds with
Agreement Number 37-X011-130-06. SWIPCO/SWITA spent \$9,543 of that
contract through March 31, 2007. We expect this contract will be spent
by September 2007. 334 rides to work through the first three (3)
quarters of this year.

**Accomplishments:** 334 rides provided for individuals to get back and
forth to work thus far whom might not have a job and be productive
otherwise.

## Western Iowa Transit System (WITS) (680) 

### Howard Center, Inc.\_ (99)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The Howard Center is a private facility serving
the residential and vocational needs of adult clients with disabilities.
The center is Located in Sac City, Iowa. Sac City is a small community
with limited employment opportunities for the Howard Center Clients.
Therefore, it is necessary to look to larger communities in the region
for employment opportunities. The Howard center was able to secure
employment for some of their clients at the Farner-Bocken Company in
Carroll, Iowa. JARC funds are used to subsidize this service.

**Competitive selection process:** state_prop

**Evaluation:** Service is evaluated monthly based on reports turned in
by our drivers. All stats are identified on the IDOT quarterly reports.

**Accomplishments:** Providing access to meaningfull employment that
otherwise would not have been possible. Make sure there is a "real need"
for the service. Be diligent in estimating cost of any project.

### Job Corps Job Access (98)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Job Corps provides employment and vocational
training to disadvantaged and troubled youth. Training opportunities are
limited in the Dension area so JARC funds are used to provide
transportation to sites around the Region. Hospitals, Care Centers,
Construction Sites & Hotels are examples of worksites that have been
accessed with these funds.

**Competitive selection process:** state_prop

**Evaluation:** Service is evaluated monthly based on reports turned in
by our drivers. All stats are identified on the IDOT quarterly reports.

**Accomplishments:** The ability to offer a wide range of employment
training opportunities. Make sure there is a "real need" for the
service. Be diligent in estimating cost of any project.

### Partnership 4 Families (100)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** This service is provided to children of working
parents. Transportation is provided to and from pre-schools and early
learning centers. Many of these children would not be able to attend
class without the transportation provided under this program as their
parents are at work and unable to leave twice a day to get their
children to and from classes. 50% of the funding for this service is
provided by a local Empowerment group.

**Competitive selection process:** state_prop

**Evaluation:** Service is evaluated monthly based on reports turned in
by our drivers. All stats are identified on the IDOT quarterly reports.

**Accomplishments:** Providing more access to early childhood education
for lower income families. Make sure there is a "real need" for the
service. Be diligent in estimating cost of any project.

# 1814 - MISSOURI DEPARTMENT OF TRANSPORTATION 

## OATS, Inc. (778) 

### OATS, Inc. (138)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Providing demand/response and subscription
service to employment centers in the 87 counties served by OATS

**Competitive selection process:** state_prop

**Evaluation:** did not evaluate

**Accomplishments:**

## Ray County Transportation, Inc. (779) 

### Ray County Transportation, Inc. (139)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Providing employment related transportation
within Ray County and into Kansas City metro area

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** did not evaluate

**Accomplishments:**

## Workforce Investment Board of Southeast Missouri (780) 

### Workforce Investment Board of Southeast Missouri (140)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Provision of employment-related transportation
in 13 county area served by the WIB using mainly Section 5311 providers

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** did not evaluate

**Accomplishments:**

# 1823 - TOPEKA MTA 

## Topeka Metro Transit Authority (737) 

### Evening & Sunday Service (71)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Our Evening/Sunday service provides
demand-response rides to anyone who makes a request. Services are
provided during times that our fixed routes do not run.

**Competitive selection process:** state_prop

**Evaluation:** Objectively, by number of rides provided. Number of
rides has been steadily increasing since starting the service in 2002.
Subjectively, by topical data received from riders - compliments,
suggestions, complaints.

**Accomplishments:** n/a

### Lift Service - Increase Number of Rides (72)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** TMTA had been providing demand response service
for several years prior to 2002. Service was estabished to provide
transportation primarily to disabled and elderly who were unwilling or
unable to ride a fixed route bus. The purpose of the \"Lift Service -
Increase Number of Rides\" program is to use federal funding in order to
improve use of the service through better education, public knowledge,
and connections.

**Competitive selection process:** state_prop

**Evaluation:** Objectively, by comparing our 7/1/02 ridership with our
current ridership, to see how successful we have been in promoting the
service.

**Accomplishments:** n/a

# 1824 - WICHITA TRANSIT 

## Wichita Transit (740) 

### Wichita Transit (77)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** We provided demand response services 24 hours a
day, 7 days a week to low-income individuals throughout the city of
Wichita. We purchase the rides from one taxi company and 3 human
services providers.

**Competitive selection process:** urban

**Evaluation:** We evaluate our program on the number or rides per year,
average cost per ride and how quickly we resolve complaints. We try to
increase the number or rides each year while keeping the number of
complaints and the costs low.

**Accomplishments:** Our biggest accomplishment is providing 18,109 free
rides to low-income individuals at an average cost of 10.49 per ride.
Providing rides 24 hours a day 7 days a week is also a big
accomplishment for us. Our biggest challenge is that our money from FTA
keeps getting cut. We would advise others to have other funding streams
in case one gets cut.

# 1827 - KANSAS CITY AREA TRANSPORTATION AUTHORITY 

## Kansas City Area Transportation Authority (946) 

### 25-Point Plan (521)

**Type**: trip_based/reversecommute

**Primary Goal:** other

**Service description:** Operating assistance for expansion of Blue
Ridge/Cleveland service, 35th Street and Westside Metroflex On-demand
route which provides access to VA Hospital and other medical facilities
as well as shopping centers. Continuation of service to Longview
Community College,Truman Medical Center and I-29 Express Route that
services KCI airport.

**Competitive selection process:** competing

**Evaluation:** Passenger counts and surveys

**Accomplishments:** Routes continue to be successful.

*Kansas City Area Transportation Authority (946) cont\'d.*

### KCK System (306)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Job Access transportation services for the
Unified Govt located in Kansas City, Kansas service area. The service is
provided by the KCATA. This service is part of the JARC Plan submitted
to the FTA by the MPO, Mid America Regional Council. The service serves
low-income individuals in the metropolitan Kansas City urban core
(including Wyandotte County) seeking employment. Providing improved
access to jobs support services and residents.

**Competitive selection process:** competing

**Evaluation:** Passsenger Counts and surveys

**Accomplishments:** Service continues to be a success.

### Northland Service (525)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Fixed Route service from the urban core to the
KCI Airport and the Tiffany Springs employment market in North Kansas
City and Platte County.

**Competitive selection process:** competing

**Evaluation:** Passenger counts and surveys.

**Accomplishments:** Service continues to be a success.

### Swing Shift (524)

**Type**: trip_based/guarenteehome

**Primary Goal:** extendhours

**Service description:** Swing Shift uses the Share-A-Fare program and
other supported transporation as necessary to provide either the trip to
or the trip from jobs that continue past the time that fixed route line
haul service operates.

**Competitive selection process:** competing

**Other notes:**

**Evaluation:** Passenger counts and surveys.

**Accomplishments:** Service was a success.

# 1828 - City Utilities of Springfield 

## City Utilities of Springfield (712) 

### Fixed Route Bus Service for Routes 8, 10, and 11 (48)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This grant is to continue providing fixed route
bus service to areas of Springfield that currently were not served. Bus
Route 8 provides service to the northwest part of Springfield, Route 10
provides service to the northeast and southeast parts of Springfield,
and Route 11 provides service to the eastern and southern parts of
Springfield. The routes cover two industrial parks, the airport,
low-income areas of Springfield, training centers, child care centers
and thousands of entry level jobs. The JARC grant was for operating
assistance to fund all three routes at 50% federal funded and 50% local
funding.

**Competitive selection process:** other

**Evaluation:** City Utilities will compare ridership on the three fixed
routes with all the other fixed routes on the system to determine if the
routes should be continued. Ridership on all three routes have increase
over 10% from FY 2005 and the fixed route system in total has seen a 15%
increase in total ridership.

**Accomplishments:** We have been very fortunate to receive funding
since 1999 to provide JARC funding for the three fixed bus routes. All
three routes are needed to continue to get passengers to jobs, training
and child care that would not be available to them if these routes were
no longer in service. Ridership continues to increase steadily on the
fixed routes system with an overall system increase of 15% recorded in
FY 2006.

# 1830 - Bi-State Development Agency 

## Bi-State Development Agency (776) 

### Expansion of 7 Bus Routes (141)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** JARC funds were used to expand service in St.
Louis City, South St. Louis County and North St. Louis County. Bus
service was increased on 7 routes as follows: 70 Grand -- added 2 hours
of bus service between 4:40 am and 5:40 am, added 4 hours of bus service
from 8:30 pm to 12:30 pm and added 8 hours of weekday service between
8:00 am to 3:00 pm 11 Chippewa - 2 hours of bus services added on
Saturday and 6 hours of bus service added on Sunday to extend weekend
service to 11:00 pm 34 Earth City - added weekend bus service and
expanded route to serve the newly opened St. Louis Mills Mall 7 days a
week 36 Spanish Lake - expanded service to 10:00 pm on weekdays and
Saturday; provided Sunday service from 10:00 am until 7:00 pm 57
Manchester -- added 16 hours of service on Saturday and 8 hours of
service on Sunday 73 Carondelet -- added additional evening service on
weekdays, Saturday and Sunday; increased weekday frequency to 30-minute
headways from 60-minute headways between 7:00 pm and 10:00 pm, modified
late night service to provide better connectivity with MetroLink service
arriving downtown for 11:00 pm workers from outer communities 92
Lindenwood -- added late service to accommodate transit riders attending
evening classes ending at 10:00 pm

**Competitive selection process:** state_prop

**Evaluation:** Service has been evaluated using the following three
criteria: 1) Overall ridership growth - passenger boardings have
increased 2) Ridership per hour based on performance standards - all
routes meet standards for performance 3) On Time Performance - has been
met

**Accomplishments:** Ridership increased substantially on the 70 Grand,
73 Carondelet and 11 Chippewa. The changes allowed customers to work at
jobs starting at 6:00 am and jobs ending at 11:00 pm. The additional
service on 70 Grand in the peak hours reduced the number of trips where
loads exceeded our recommended load service standards.

### Expansion of Bus Routes - North County (133)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** JARC funds were used to expand service in North
St. Louis County on nights, weekends and weekdays as follows: 47 Cross
County - Weekday night service added from Clayton to Jamestown Mall,
Saturday night service added from Clayton to Jamestown Mall, and Sunday
service added from N. Hanley Station to Flower Valley Shopping Center 48
Hazelwood Ferguson - new circulator route serving industrial complex
around Boring, Ford, Phantom and Campus Parkways seven day a week from
N. Hanley MetroLink Station adds night service on weekdays and Saturday
and adds Sunday service 75 Florissant Shuttle - new circulator route
serving a new transfer point at Florissant Valley Community College with
connections to the revised 74 Florissant, adds weekday night service,
Saturday evening service and Sunday service on the Florissant line 61
Chambers - restructured to operate directly to the North Hanley
MetroLink Station, adds additional late night service and new Sunday
service 27 North County Shuttle - new route combining the south end of
the existing 22 New Halls Ferry and the 27 Ferguson Shuttle; adds an
additional night trip servicing night classes at Florissant Community
College, Saturday night service and Sunday service on the portion of the
route going to River Roads

**Competitive selection process:** state_prop

**Evaluation:** Service has been evaluated using the following three
evaluation criteria: 1) Ridership Growth overall (has increased 74 %
between Fy05 and FY06) 2) Ridership per hour (Service Standards) (All
routes meet Standards for performance) 3) On time performance (over 90 %
which meets goals) Customer Survey Ratings (Higher ratings for these
routes compared to all routes)

**Accomplishments:** The night and weekend service expansions had a
profoundly positive impact on ridership overall in the areas served by
these JARC funded routes. Usage increased by 74 % between FY05 (before
expansion) and FY06 after the service was added. Survey results on these
routes show very positive customer feedback. We have spoken to many
people who are now able to access jobs they previously were unable to
access. The result has been dramatically higher ridership for Metro.

### Trip-Finder (134)

**Type**: info_based/itinerary

**Primary Goal:** improveinfo

**Service description:** TripFinder is a web based customer service tool
that is available to customers on a 24 hour daily basis. It provides
access to bus and rail schedules and allows the user to map out a trip
itinerary from start to end inclusive of route, transfer connections and
times. Schedule information is updated as schedule changes occur.

**Competitive selection process:** state_prop

**Evaluation:** Page Views, as a % of Website Home Page Views, are used
as a benchmark for customer usage and acceptance. TripFinder did not
start until April, 2006, but during the reporting period, TripFinder
recorded a total of 2,045,660 Page Views, as compared to 2,341,604 Home
Page Views. In April, 2006, Tripfinder Page Views were 54% of the number
for the Home Page. By September, 2006 the monthly comparison changed to
123%, and 87% overall for the reporting period. Clearly, TripFinder has
become the most popular feature on the Metro website.

**Accomplishments:** Customers are now afforded 24 hour daily access to
transit information that makes access convenient and within the
customer\'s control. Customer is able to identify several options in
planning their travel itinerary using the latest available transit
information.

# 1851 - MidAmerica Regional Council 

## City of Olathe (935) 

### Project O - Olathe Taxi Coupon program (383)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** City of Olathe Representative: Kathy Rankin Phone:
913-971-5350 E-mail: krankin@olatheks.org Many low-income residents in
the region have difficulty getting dependable transportation to maintain
employment. The city of Olathe is addressing this concern through the
Taxi Coupon "Work" Program, made possible through a JARC grant from the
Kansas City Areawide Job Access Partnership. The program provides
door-to-door transportation services through third-party contracts with
two taxi companies in Olathe. Participants are able to access work, day
care and job preparation classes within the Olathe city limits between
6:00 a.m. to 7:00 p.m. six days per week. The city owns two
wheelchair-accessible vehicles that taxi companies use to accommodate
disabled citizens. Participants who work outside the city limits are
able to utilize the coupon program to connect with The JO, which
transports Olathe citizens to many parts of the metropolitan area. The
JARC grant helps offer these low-income and disabled individuals an
opportunity to enhance their skills by attending employment preparation
classes and to maintain dependable transportation to jobs. Since the
"Work" Coupon Program began in May 2004, usage has grown from nine
one-way trips in the first two weeks of operation to more than 350
one-way trips per month in November 2004. Currently there are 29
low-income Olathe individuals benefiting from the program. The JARC
grant reimburses Olathe 50 percent of the net cost to administer the
taxi coupon program. Costs include coupon usage (\$5.00 per coupon),
insurance and marketing.

**Service description:** City of Olathe Representative: Kathy Rankin
Phone: 913-971-5350 E-mail: krankin@olatheks.org Many low-income
residents in the region have difficulty getting dependable
transportation to maintain employment. The city of Olathe is addressing
this concern through the Taxi Coupon "Work" Program, made possible
through a JARC grant from the Kansas City Areawide Job Access
Partnership. The program provides door-to-door transportation services
through third-party contracts with two taxi companies in Olathe.
Participants are able to access work, day care and job preparation
classes within the Olathe city limits between 6:00 a.m. to 7:00 p.m. six
days per week. The city owns two wheelchair-accessible vehicles that
taxi companies use to accommodate disabled citizens. Participants who
work outside the city limits are able to utilize the coupon program to
connect with The JO, which transports Olathe citizens to many parts of
the metropolitan area. The JARC grant helps offer these low-income and
disabled individuals an opportunity to enhance their skills by attending
employment preparation classes and to maintain dependable transportation
to jobs. Since the "Work" Coupon Program began in May 2004, usage has
grown from nine one-way trips in the first two weeks of operation to
more than 350 one-way trips per month in November 2004. Currently there
are 29 low-income Olathe individuals benefiting from the program. The
JARC grant reimburses Olathe 50 percent of the net cost to administer
the taxi coupon program. Costs include coupon usage (\$5.00 per coupon),
insurance and marketing.

**Competitive selection process:** other

**Other notes:** pre-SAFETEA-LU, no Competitive Selection, Expanded
member of consolidated application Partnership

**Evaluation:** Project service and detailes are prescribed within a
dynamic JARC Plan as overseen by a Peer committee of providers and
stakeholders and positioned within the transportation Planning and
Programming structure of the area MPO which is MARC

**Accomplishments:** Consolidated single regionwide application Job
Access Partnership as a committee of collaborators Flexible and
participatory planning and adjustements abiity to expand and include new
Partners Profesional management by MPO staff

## Full Employment Council (927) 

### Project Q - Marketing and Promotion, transit education (379)

**Type**: info_based/other

**Primary Goal:** other

**Other notes:** combination of marketing/promotion at a one-stop
Workforce Investment Board agency

**Service description:** Full Employment Council Representative: Clyde
McQueen Phone: 816-471-2330 E-mail: pmartinez@feckc.org The Full
Employment (FEC) Transportation Partnership conducts outreach activities
and works with employers and job seekers to access transportation
resources needed to attend employment and training activities. FEC also
provides outreach to persons with disabilities, low-income individuals
and TANF recipients to ensure they are aware of available transportation
resources. The service area for the partnership includes Cass, Clay,
Jackson, Platte and Ray counties in Missouri. JARC funding from the
Kansas City Areawide Job Access Partnership supports staffing and
activities for local service marketing and mobility management (Project
Q).

**Competitive selection process:** other

**Other notes:** original member of consolidated app/plan for 5 years of
funding, not yet operational on fy2006 competitive selection

**Evaluation:** Peer group oversight supported by professional MPO
management

**Accomplishments:** MPO involvement Peer group oversight by
representaitive provider/stakeholder committee Collaborative Partnership
regional in scope

## Johnson County Transit (933) 

### Project E and Project F Suburban/rural/urban Link (382)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** Johnson County Transit Representative: Lauri
Henry Phone: 913-715-8364 E-mail: lauri.henry@jocogov.org Johnson County
Transit's The JO has been providing public transportation services to
much of Johnson County, downtown Kansas City, Mo., and Kansas City,
Kan., since 1980. The JO operates Monday through Friday, with most
routes running in the early morning and late afternoon. Approximately
100 coaches, cutaway vans and smaller vehicles travel nearly 8,300 miles
every day. Johnson County Transit also provides community service routes
like the Chiefs Express and The JO &#8722; Special Edition, which offers
curb-to-curb service for elderly, disabled and low-income residents of
Johnson County. JARC Program funding helps Johnson County Transit
provide four fixed-route services (Projects E and F). Three commuter
express routes, operating in the early morning and late afternoon, focus
on getting employees from the urban core of Kansas City, Mo., to jobs in
suburban Johnson County. The fourth route funded by JARC is a
partnership with the City of Olathe, Catholic Community Services and the
Center of Grace, offering an all-day fixed-route service that operates
two loops within Olathe. This service provides opportunities for
low-income and non-English-speaking individuals as well as persons with
disabilities and welfare recipients to access English as a Second
Language (ESL) classes, job placement centers, city and county
government offices, HUD offices, nutrition centers, childcare centers
and other potential employers. In order to make the service economical
for riders, Olathe and Johnson County have agreed to charge only a
\$1.00 per day fare.

**Competitive selection process:** other

**Other notes:** Johnson County was one of the original collaborators in
forming the JARC Partnership under a single consolidated 5-year funding
application managed by the MPO

**Evaluation:** Evaluation and oversight is conducted by a
representative committee of Peer providers and stakeholders positioned
and professionally supported within the MPO Transportation Planning and
Programming responsibilities

**Accomplishments:** Consolidated application representative oversight
by MPO committee of peers multiple year committment to core
collaborators as determined by oversight committee professional MPO
management of Partnership, process and product

## Kansas City Area Transportation Authority (923) 

### Project B-Swingshift, and Project C-Northland Routes (375)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** combination of fixed/flex route and guarenteed ride
home

**Service description:** Kansas City Job Access Partnership - Recipient
Agencies Kansas City Area Transportation Authority Representative: Mark
Swope Phone: 816-346-0349 E-mail: mswope@kcata.org The Kansas City Area
Transportation Authority (KCATA) is an interstate agency of Missouri and
Kansas. It serves Cass, Clay, Jackson and Platte counties in Missouri
and Johnson, Leavenworth and Wyandotte counties in Kansas. The KCATA's
Metro Division is responsible for providing public transit to an average
of 50,000 passengers per day, operating 70 bus routes that provide
almost 8 million miles of scheduled transit service per year. The public
transit systems in the Kansas City metropolitan area are inadequate at
providing work-related transportation during nontraditional work hours,
particularly between the hours of 10:00 p.m. and 5:00 am. Many employers
now operate 24 a day, seven days a week. Employees working for these
businesses often find themselves assigned to "graveyard shift" work
hours with job start or end times occurring when regular transit service
is unavailable. To compensate for this deficiency in the system, KCATA
developed a program called "Swing Shift" to support job-related travel
(Project B). JARC funding from the Kansas City Areawide Job Access
Partnership helps support this transportation program for individuals
with nontraditional night shifts during the hours bus routes have ceased
operation. KCATA provides these workers with a ride home using its
paratransit service. The program currently serves 91 active participants
and provides an average of 30 work-related trips per day. Lack of
transportation is a major barrier to making suburban jobs accessible to
urban core residents in Kansas City, Kan., and Kansas City, Mo. To
address this need, KCATA developed a reverse commute service (Project C)
which links the urban core to employment concentrations along the I-29
corridor, located approximately 20 miles north of downtown Kansas City,
Mo. The JARC Program helps fund increased fixed and flex-route services
in northern Platte and Clay counties to complement Kansas City
International (KCI) Airport and Tiffany Springs services. KCATA's
reverse commute service consists of two routes operated with a
combination of 40, 25 and 12-passenger buses. One route links KCATA's
downtown transit center to the Barry Road Transit Center located near
the I-29 corridor employment concentrations, and the other operates from
the Barry Road Transit Center, providing service to the Tiffany Springs
and KCl Airport employment areas. These routes operate from 5:00 a.m. to
11:00 p.m. seven days a week. The program provides approximately 460
passenger trips per day.

**Competitive selection process:** other

**Other notes:** original member of the consolidated 5 year application
and plan, not yet using SAFETEA-LU Competitive Selection

**Evaluation:** Peer Group evaluation Peer group oversight vis-a-vis KC
Job Access Partnership committee within MPO structure

**Accomplishments:** Partnership Collaborative single Recipient 5-year
plan adaptible and flexible peer oversight

## Mid-America Regional Council (921) 

### Project A - Management, Mapping, Marketing, Promotion, Oversight, Service (373)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** The Kansas City JARC Partnership of providers consists
of almost all of the list of options from fixed route to guarenteed ride
home programs.

**Service description:** Program Synopsis as presented in a prior year
funding request: Requesting Agency: (Metropolitan Planning Organization
in a bi-state area) Mid-America Regional Council on behalf of the
AreawideJob Access Partnership Suite 300 600 Broadway Kansas City,
Missouri64105 Contact: Mell Henderson/StewartNelson 816-474-4240
mellh@marc.org or snelson@marc.org Congressional District: Congressional
Districts 2,3,4,5,6 (Kansas and Missouri) Request: \$1,000,000 in
JobAccess and Reverse Commute funding for operations, marketing and
promotion of employment related transportation for persons of low income
status Total Project Cost: \$2,000,000 Prior Federal Funding for
Project: approximately\$3,955,000 Kansas City Job Access Partnership -
Recipient Agencies: Kansas City Area Transportation Authority
Representative: Mark Swope Phone: 816-346-0349 E-mail: mswope@kcata.org
The Kansas City Area Transportation Authority (KCATA) is an interstate
agency of Missouri and Kansas. It serves Cass, Clay, Jackson and Platte
counties in Missouri and Johnson, Leavenworth and Wyandotte counties in
Kansas. The KCATA's Metro Division is responsible for providing public
transit to an average of 50,000 passengers per day, operating 70 bus
routes that provide almost 8 million miles of scheduled transit service
per year. The public transit systems in the Kansas City metropolitan
area are inadequate at providing work-related transportation during
nontraditional work hours, particularly between the hours of 10:00 p.m.
and 5:00 am. Many employers now operate 24 a day, seven days a week.
Employees working for these businesses often find themselves assigned to
"graveyard shift" work hours with job start or end times occurring when
regular transit service is unavailable. To compensate for this
deficiency in the system, KCATA developed a program called "Swing Shift"
to support job-related travel (Project B). JARC funding from the Kansas
City Areawide Job Access Partnership helps support this transportation
program for individuals with nontraditional night shifts during the
hours bus routes have ceased operation. KCATA provides these workers
with a ride home using its paratransit service. The program currently
serves 91 active participants and provides an average of 30 work-related
trips per day. Lack of transportation is a major barrier to making
suburban jobs accessible to urban core residents in Kansas City, Kan.,
and Kansas City, Mo. To address this need, KCATA developed a reverse
commute service (Project C) which links the urban core to employment
concentrations along the I-29 corridor, located approximately 20 miles
north of downtown Kansas City, Mo. The JARC Program helps fund increased
fixed and flex-route services in northern Platte and Clay counties to
complement Kansas City International (KCI) Airport and Tiffany Springs
services. KCATA's reverse commute service consists of two routes
operated with a combination of 40, 25 and 12-passenger buses. One route
links KCATA's downtown transit center to the Barry Road Transit Center
located near the I-29 corridor employment concentrations, and the other
operates from the Barry Road Transit Center, providing service to the
Tiffany Springs and KCl Airport employment areas. These routes operate
from 5:00 a.m. to 11:00 p.m. seven days a week. The program provides
approximately 460 passenger trips per day. OATS Representative: Mona
Comici Phone: 816-380-7433 E-mail: mjcomici@oatstransit.org OATS is a
nonprofit transportation provider that serves 87 of Missouri's 114
counties with a fleet of more than 550 vehicles. Services are
prioritized for seniors and persons with disabilities but are also
available to the rural general public. OATS contracts with other
agencies to help pay for transportation to medical appointments, grocery
stores and education, work and senior centers. Last year OATS provided
more than 1 million one-way trips to passengers. Like most rural transit
systems, OATS faces challenges and opportunities unique to providing
passenger service in rural areas. Most rural transit systems rely on the
ability to combine funding sources, and the JARC program has contributed
to this pool of financial resources and broadened transportation
services in many rural communities. Using the Kansas City Areawide Job
Access Partnership and JARC Program funds, OATS implemented job access
service in the city of Harrisonville, Mo., (Project N). The routes were
designed to address barriers and expand opportunities for employment,
training, childcare and other services for rural residents without cars.
Existing routes have expanded their ridership. This service fills
transportation gaps and promotes the positive impact of transit in the
county. Full Employment Council Representative: Clyde McQueen Tillmon
Phone: 816-471-2330 E-mail: pmartinez@feckc.org The Full Employment
(FEC) Transportation Partnership conducts outreach activities and works
with employers and job seekers to access transportation resources needed
to attend employment and training activities. FEC also provides outreach
to persons with disabilities, low-income individuals and TANF recipients
to ensure they are aware of available transportation resources. The
service area for the partnership includes Cass, Clay, Jackson, Platte
and Ray counties in Missouri. JARC funding from the Kansas City Areawide
Job Access Partnership supports staffing and activities for local
service marketing and mobility management (Project Q). Local Investment
Commission Representative: Brenda Mitchelson, Mayor Lori Hirons Phone:
816-889-5050 913-722-2600 E-mail: bmitchel@kclinc.org
lhirons@roelandpark.org The Local Investment Commission (LINC) is a
Missouri-funded collaborative that has been a national leader in
welfare-to-work issues. While federal JARC funding provides up to 50
percent of the total cost for projects, the remaining 50 percent match
can be provided in cash or in-kind services from local agencies. LINC
provides local match funding to the Kansas City Areawide Job Access
Partnership and acts as an advisory connection between the
transportation entities and low-income neighborhoods. The Family
Conservancy Representative: Michele Rusinko Phone: 816-418-8400 E-mail:
mrusinko@hafs.org The Family Conservancy (formerly the Heart of America
Family Services) provides accessible, affordable care options and
support for individuals and families in the metropolitan area. It
developed Ways to Work, a federally funded program that helps qualified
participants obtain low-interest car loans through the Central Bank of
Kansas City. These loans help pay for cars so that individuals can
maintain reliable transportation to employment. The Ways to Work program
is a JARC Program earmark, funneled through The Family Conservancy's
national headquarters in Wisconsin and channeled to local branches. The
funding currently is limited to residents of Jackson or Cass counties in
Missouri. However, with repayment of the loan money, it is The Family
Conservancy's goal to offer these new funds to residents of Kansas or
other Missouri counties. Eligible participants are individuals who: have
children, are currently employed, earn 80 percent or less of the median
income for the area, are unable to obtain a conventional car loan, and
must be able and willing to repay the loan. The maximum loan is \$4,000
with two-year repayment period. The Ways to Work program has been active
since November 2004. The Family Conservancy has reviewed 12 applications
and closed on car loans for two participants, with four additional loans
approved at this time. Unified Government Transit Representative: Marcia
Bernard Phone: 913-573-1811 E-mail: mbernard@wycokck.org The Unified
Government of Wyandotte County's Transportation Division offers public
transportation for citizens through three programs: The Bus fixed-route
transit system; Dial-a-Ride paratransit service for persons with
disabilities; and senior group transportation. In addition, the Unified
Government contracts for additional fixed-route service with the Kansas
City Area Transportation Authority and provides Meals on Wheels and
demand response transportation (to medical appointments and grocery
shopping) for seniors. The Kansas City Areawide Job Access Partnership's
Job Access and Reverse Commute (JARC) Program helps funds the two-party
Joblinks cost sharing between the Unified Government and Johnson County
(Project D). Joblinks provides routed transportation services for
Wyandotte County residents to job markets in surrounding communities.
Established in 1997, Joblinks has provided more than 130,000 rides to
Johnson County employers, returning \$2,000,000 in buying power back to
Wyandotte County. Local Joblinks partners include Johnson County
Transit, KCATA, Citibank, Wyandotte Development, Inc., Project Eagle,
Employ Resources and Wyandotte Serves & Works. Employers served have
included Wal-Mart, McDonald's, Price Chopper, Super Target, Maids of
Johnson County, Delmar Gardens, United Parcel, A.J. Plastics, Eskridge
Manufacturing, Holiday Inn and Villa St. Francis. Johnson County Transit
Representative: Lauri Henry Phone: 913-715-8364 E-mail:
lauri.henry@jocogov.org Johnson County Transit's The JO has been
providing public transportation services to much of Johnson County,
downtown Kansas City, Mo., and Kansas City, Kan., since 1980. The JO
operates Monday through Friday, with most routes running in the early
morning and late afternoon. Approximately 100 coaches, cutaway vans and
smaller vehicles travel nearly 8,300 miles every day. Johnson County
Transit also provides community service routes like the Chiefs Express
and The JO &#8722; Special Edition, which offers curb-to-curb service
for elderly, disabled and low-income residents of Johnson County. JARC
Program funding helps Johnson County Transit provide four fixed-route
services (Projects E and F). Three commuter express routes, operating in
the early morning and late afternoon, focus on getting employees from
the urban core of Kansas City, Mo., to jobs in suburban Johnson County.
The fourth route funded by JARC is a partnership with the City of
Olathe, Catholic Community Services and the Center of Grace, offering an
all-day fixed-route service that operates two loops within Olathe. This
service provides opportunities for low-income and non-English-speaking
individuals as well as persons with disabilities and welfare recipients
to access English as a Second Language (ESL) classes, job placement
centers, city and county government offices, HUD offices, nutrition
centers, childcare centers and other potential employers. In order to
make the service economical for riders, Olathe and Johnson County have
agreed to charge only a \$1.00 per day fare. City of Olathe
Representative: Kathy Rankin Phone: 913-971-5350 E-mail:
krankin@olatheks.org Many low-income residents in the region have
difficulty getting dependable transportation to maintain employment. The
city of Olathe is addressing this concern through the Taxi Coupon "Work"
Program, made possible through a JARC grant from the Kansas City
Areawide Job Access Partnership. The program provides door-to-door
transportation services through third-party contracts with two taxi
companies in Olathe. Participants are able to access work, day care and
job preparation classes within the Olathe city limits between 6:00 a.m.
to 7:00 p.m. six days per week. The city owns two wheelchair-accessible
vehicles that taxi companies use to accommodate disabled citizens.
Participants who work outside the city limits are able to utilize the
coupon program to connect with The JO, which transports Olathe citizens
to many parts of the metropolitan area. The JARC grant helps offer these
low-income and disabled individuals an opportunity to enhance their
skills by attending employment preparation classes and to maintain
dependable transportation to jobs. Since the "Work" Coupon Program began
in May 2004, usage has grown from nine one-way trips in the first two
weeks of operation to more than 350 one-way trips per month in November
2004. Currently there are 29 low-income Olathe individuals benefiting
from the program. The JARC grant reimburses Olathe 50 percent of the net
cost to administer the taxi coupon program. Costs include coupon usage
(\$5.00 per coupon), insurance and marketing. Mid-America Regional
Council Representative: Stewart Nelson Phone: 816-474-4240 E-mail:
snelson@marc.org The Mid-America Regional Council (MARC) serves as the
association of city and county governments for the bistate Kansas City
region. As the area\'s metropolitan planning organization, MARC provides
oversight for and administration of the Kansas City Areawide Job Access
Plan and the Kansas City Areawide Job Access Partnership. MARC is the
applicant organization to the federal government for Job Access and
Reverse Commute funding on behalf of the partnership, and it facilitates
the participatory planning process conducted by stakeholders in the
bistate region. Federal Transit Administration Region 7 Representative:
Mokhtee Ahmad Phone: 816-329-3930 E-mail: mokhtee.ahmad@fta.dot.gov The
Federal Transit Administration is the government agency that provides
financial assistance to develop new transit systems and improve,
maintain, and operate existing systems. FTA oversees thousands of grants
to hundreds of state and local transit providers, primarily through its
ten regional offices. These grantees are responsible for managing their
programs in accordance with federal requirements, and FTA is responsible
for ensuring that grantees follow federal mandates along with statutory
and administrative requirements. All applications for Job Access and
Reverse Commute grants are submitted to FTA.

**Competitive selection process:** other

**Other notes:** Competitive Selection via SAFETEA-LU not yet
implemented, still using pre-fy06 funding

**Evaluation:** Evaluation, performance measures, and benchmarks are all
the product of on-going monthly Peer Group review and modification
conducted by an extensive and representative committee of peers and area
stakeholders setting priorities and adjustments.

**Accomplishments:** Greatest Accomplisments: An internal alignment with
the Metropolitan Planning Organization linking JARC with Planning and
Programming functions on a regional and professionally knowledgeable
scale A Collaborative Partnership of Provider Contractors and service
stakeholders A representative and engaged oversight committee of peers
An institutional structure that accommodates change based on peer
guidance, direction, snad input

## OATS, inc. (924) 

### Project N - Harrisonville - Rural (378)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** Subscription i.e. rotating vehicles to various
communities within a county

**Service description:** OATS Representative: Sara Davis Phone:
816-380-7433 E-mail: sdavis@oatstransit.org OATS is a nonprofit
transportation provider that serves 87 of Missouri's 114 counties with a
fleet of more than 550 vehicles. Services are prioritized for seniors
and persons with disabilities but are also available to the rural
general public. OATS contracts with other agencies to help pay for
transportation to medical appointments, grocery stores and education,
work and senior centers. Last year OATS provided more than 1 million
one-way trips to passengers. Like most rural transit systems, OATS faces
challenges and opportunities unique to providing passenger service in
rural areas. Most rural transit systems rely on the ability to combine
funding sources, and the JARC program has contributed to this pool of
financial resources and broadened transportation services in many rural
communities. Using the Kansas City Areawide Job Access Partnership and
JARC Program funds, OATS implemented job access service in the city of
Harrisonville, Mo., (Project N). The routes were designed to address
barriers and expand opportunities for employment, training, childcare
and other services for rural residents without cars. Existing routes
have expanded their ridership. This service fills transportation gaps
and promotes the positive impact of transit in the county.

**Competitive selection process:** other

**Other notes:** still using pre-2006 funding, no competitive selection
involved

**Evaluation:** Peer group of representative Job Access Partnership
providers and regionally representative stakeholders

**Accomplishments:** Collaborative Partnership Peer Oversight
Professional MPO management

## Unified Government Transit (931) 

### Project D - Urban/Suburban Link (381)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** This service is currently In Transition and will be
reported at the next cycle

**Service description:** THIS PROJECT IS IN TRANSITION (July 20, 2007
san) Unified Government Transit Representative: Marcia Bernard Phone:
913-573-1811 E-mail: mbernard@wycokck.org The Unified Government of
Wyandotte County's Transportation Division offers public transportation
for citizens through three programs: The Bus fixed-route transit system;
Dial-a-Ride paratransit service for persons with disabilities; and
senior group transportation. In addition, the Unified Government
contracts for additional fixed-route service with the Kansas City Area
Transportation Authority and provides Meals on Wheels and demand
response transportation (to medical appointments and grocery shopping)
for seniors. The Kansas City Areawide Job Access Partnership's Job
Access and Reverse Commute (JARC) Program helps funds the two-party
Joblinks cost sharing between the Unified Government and Johnson County
(Project D). Joblinks provides routed transportation services for
Wyandotte County residents to job markets in surrounding communities.
Established in 1997, Joblinks has provided more than 130,000 rides to
Johnson County employers, returning \$2,000,000 in buying power back to
Wyandotte County. Local Joblinks partners include Johnson County
Transit, KCATA, Citibank, Wyandotte Development, Inc., Project Eagle,
Employ Resources and Wyandotte Serves & Works. Employers served have
included Wal-Mart, McDonald's, Price Chopper, Super Target, Maids of
Johnson County, Delmar Gardens, United Parcel, A.J. Plastics, Eskridge
Manufacturing, Holiday Inn and Villa St. Francis.

**Competitive selection process:** other

**Other notes:** original member of consolidated regional
application/plan for 5 years of funding, fy2006 SAFETEA-LU not
operational per competitive selection

**Evaluation:** Peer evaluation by a regionally representatrive
committee of service providers and stakeholders under the auspices and
management of the MPO

**Accomplishments:** Collaborative Consolidated Job Access Partnership
as a single entity structured internally within the MPO committee
Planning and Programming processes

# 1871 - CITY OF LAFAYETTE 

## Lafayette Transit System (715) 

### Lafayette Transit System Night Owl Service (50)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** In Lafayette the JARC funding helps support a
\"Night Owl Service\". It is contracted to a third party and managed by
us. The Night Owl Service takes over at 6:30 PM when the regular day
service ends. The night service is composed of four routes that are a
compilation of the most popular day routes. They are fixed routes
originating and terminating at our main terminal with one hour headways.
The service currently ends at 11:30 PM.

**Competitive selection process:** other

**Other notes:** Designated recipient in small urbanized area
coordinated with the MPO to provide service in local coordinated plan.

**Evaluation:** The contractor reports ridership to us daily. Trends and
events are tracked. Seasonal and event trends have been identified as
well as attractor and generators. Ridership stabilized at about 100
riders per night from a high of roughly 250 per night when the service
was new. The decrease can be mostly attributed to an unfortunate fare
increase in order keep the service viable.

**Accomplishments:** The contractor is allowed to keep the fares as an
incentive to perform. They are also allowed (within limits) to do there
own marketing and promoting of the service.

# 1898 - East West Gateway Coordinating Council 

## Bi-State Development Agency (1066) 

### Chesterfield Connector Expansion (509)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Service description:** In 1999, Metro received the first Job Access
and Reverse Commute grant to operate of an innovative, flexible
paratransit service designed to provide public transit access to the
businesses and residential communities west of I-270 along I-64. Because
of the street network of one-way access routes and suburban office
parks, many of the businesses in this corridor were not accessible to
standard transit vehicles despite having significant need for transit
access to attract employees. The businesses in this corridor include
hotels, nursing homes, hospitals and restaurant and other retail
establishments that have typically benefited through access to public
transit for employees and customers. In fact the businesses in this
corridor organized an employer-based task force to try to obtain
improved public transit. In August of 2000, this new service was
initiated providing a transfer connection with the 58 Clayton Ballas
route at St. Johns Hospital, a standard transit route accessing the City
of St.Louis, Clayton and the MetroLink Light rail line at the Forest
Park Station. However ridership averaged only 1500 passengers per month
on the original Chesterfield Connector Routes. Metro conducted surveys
and focus group studies of customers using the new Ballas Center and the
original Chesterfield Connector service. These studies identified a
series of weekday schedule problems inhibiting ridership. Based upon
this analysis, Metro developed a plan for the JARC Expansion operated in
FY06 to expand the number of trips and peak vehicles on the Chesterfield
Connector, which included the following features: 1. Increased \# of
trips from 24 to 32 on weekdays and on weekends from 22 to 25 trips. 2.
Expanded route miles to include service to the Chesterfield Mall and
surrounding businesses. 3. New 30-minute frequency at peak hours rather
than hourly service. 4. Weekday, bi-directional service to St. Luke's
Hospital and surrounding businesses. 5. Weekend bi-directional service
to St. Luke's Hospital at key shift times. The expanded service hours,
ridership and peak vehicles became the basis for the JARC Grant
described here. Ridership increased from 6,000 to 7,000 monthly
passengers.

**Competitive selection process:** urban

**Evaluation:** Metro has several evaluation criteria for the
Chesterfield Connector service. Ridership: Minimum goal of 200 boardings
per day on this service. (We are over 240 boardings per day.) Cost per
Passengers: \$12.50 per boarding. (paratransit costs per boarding is
\$25 per boarding. The Connector Cost per boarding is just over \$10 per
boarding) Job Access: Provide shift specific service to the reverse flow
businesses totally over 5,000 jobs in the area. Community Acceptance.
(non-quantitative) Metro was significantly criticized for not serving
this area. We now have a higher degree of understanding that we do serve
this suburban job market.

**Accomplishments:** There are two significant accomplishments for this
project. First, Metro has successfully implemented a lower cost, van
based flexible route service to serve an area in west St.Louis County
that is extremely difficult to access due to the one way streets divided
by a major interstate making it impossible for passengers to cross from
one side of the highway to the other.

### Travel Training (503)

**Type**: info_based/travel

**Primary Goal:** improveinfo

**Service description:** The Travel Training Program is coordinated
through Metro\'s Office of ADA Services. It provides transit freedon to
individuals with disabilities wishing to use the MetroBus and MetroLink
services. Travel Training promotes independence, access to employment
opportunities and access to community activities for persons with
disabilities. Prior to starting Travel Training, individuals are
evaluated. Based on their evaluation, an instruction program is
developed to specifically meet their skill levels and needs. Through
one-on-one instruction, a qualified instructor works with the individual
on learning to ride fixed route buses and trains and additional skills
needed to travel the Metro system with confidence and safety. Specific
skills taught include: purchasing/paying fare, landmark identification,
emergency procedures, proper boarding and departure procedures,
community safety, proper street crossing, recognizing bus numbers,
appropriate social behavior and determining appropriate routes. Transit
orientation services are also available to provide information regarding
fares, routes and reading schedules. The initial start-up of the Travel
Training program occurred during this reporting period. Staff were
hired, program brochures were designed and printed, and program forms
were developed and printed. Additionally, outreach activities to market
the program and to solicit participants were conducted during this
reporting period.

**Competitive selection process:** urban

**Evaluation:** Program participants are asked to complete an evaluation
following completion of their training. Metro\'s goal is to have a 90%
satisfaction rate.

**Accomplishments:** During this reporting period, Metro\'s Travel
Training program was successfully implemented and training activities
started. Approximately 47 person, receiving training either individually
or in a group setting, completed the travel training program.

## East-West Gateway Council of Governments (738) 

### Hospital Employee Transportation Program (603)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The Hospital Employee Transportation Program
provided service from a light rail transit station to St. John\'s Mercy
Medical Center which is a high employment center. The transit service in
the area was not available at shift changes particularily for those
leaving work at the end of the shift. The service helps reduce commute
time for low income workers in the program. The employer provides match
for the program and uses the service as a recruiting tool. It gives them
access to potential employees located in the norhtern and eastern parts
of the county who would not be able to commute or who would have
exceptionally long commutes if they had to rely soley on bus and light
rail transit service. available.

**Competitive selection process:** urban

**Evaluation:** The hospital is very pleased with the program and
continues to provide the required match.

**Accomplishments:** It took several months to build the number of
employed individuals commuting from a specific transit center. The
hospital developed contacts with the community college and a few other
groups to be able to access a pool of potential employees.

### Neighborhood Based Transportation (510)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** A unique partnership of public, private and
faith-based organizations to support client's transportation needs. This
program is designed to further assist clients in transitioning from
welfare to self-sufficiency by providing transportation services to and
from faith based sites for work readiness and skill-based training
programs, job interviews and employment sites. Mobility counseling
available at each church site. The transportation program provides the
following services: Make neighborhood residents aware of the
transportation services. Schedule and oversee transportation services to
and from work, job readiness training at Better Family Life and
Employment Connection. Schedule and oversee transportation services to
and from job interviews. Coordinate other employment transportation
programs. Provide appropriate space for clients to wait for
transportation services. Provide mobility counseling services to help
clients address transportation barriers.

**Competitive selection process:** urban

**Evaluation:** The neighborhood-based transportation program and its
partners participate in an annual training session. The partners submit
monthly reports on outcomes including outreach, number transported, and
any additional services provided. Eight faith-based sites throughout the
community have participated in the transportation program and have been
instrumental in recruiting and serving customers in the St. Louis
region.

**Accomplishments:** The neighborhood-based transportation program has
provided transportation services throughout the St. Louis metropolitan
area. It has been both exciting and challenging as we continue to
service customers. By ensuring all performance results are captured in
managing and developing the neighborhood-based transportation, we
continued our efforts to enhance the quality of transportation services
provided throughout the St. Louis Metropolitan area. During the
performance period October 1, 2005 -- September 30, 2006, we have served
1,200 clients, exceeding our contractual goal of serving 300 clients
yearly. We are excited with the possibilities and opportunities our
partnership provides. Our advice to others is to always provide great
customers service with consistency. The partners have provided
transportation service to clients for last three years. We hope that the
partners continue to provide our customers with the opportunity to
benefit from the array of services that is offered within the
organizations.

# 1937 - Via Metropolitan Transit Authority 

## VIA Metropolitan Transit (727) 

### Comprehensive Service Plan (59)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Seven VIA bus routes receive JARC funding.
Frequencies on routes 28, 92, 520, and 524 were upgraded to
fifteen-minute or better service during peak hours as part of VIA's
Comprehensive Service Plan, or CSP. The CSP, which went into effect
August 2003, redirected some of VIA's bus services to provide better and
more frequent service along the more heavily traveled corridors.
Fifteen-minute or better service was given the "frequent service"
designation. One of the JARC-funded routes was the new route 20, which
connects the downtown area with several neighborhoods and commercial
centers on the near north side and the east side. Route 20 also provides
service to the Brooks City Base on the south side. To promote the new
frequent service routes, VIA produced a four-color brochure, that was
placed in VIA's information centers and on the buses that served the
routes. VIA also revamped its Web site to focus on the changes under the
CSP and to highlight the introduction of frequent service. Finally, VIA
promoted the new frequent service through a multi-faceted advertising
campaign that included billboards, television and print advertisements,
and printed materials on buses.

**Competitive selection process:** other

**Evaluation:** Not Applicable.

**Accomplishments:** VIA\'s most significant accomplishment is the
resulting increase in ridership generated through the improved headway
on the routes providing the JARC service.

# 1947 - SOUTHEASTERN PENNSYLVANIA TRANSPORTATION AUTHORITY 

## Bucks County TMA (1050) 

### Bensalem Rush (540)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** New service from the Cornwells Heights Regional
Rail Station to the Philadelphia Park Race Track and Casino. Slots
gaming began in November 2006.

**Competitive selection process:** urban

**Evaluation:** Potential entry level jobs. No existing link from the
Regional Rail lines

**Accomplishments:** Service began in September, about six weeks prior
to the start of gaming, in order that new hires could use the new
service during their training period.

### Bristol Rush (539)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Connecting service from Bristol Regional Rail
Station to the new employment areas of Island View Crossing, Riverfront
North, Canal Works and Rohm and Haas Industrial Center. Also connects to
other suburban bus routes. Peak hour service and late night service
provided. Annual miles = 14,500

**Competitive selection process:** urban

**Other notes:**

**Evaluation:** Access to new jobs, lack of adequate transit service,
proximity to Regional Rail station, estimated ridership.

**Accomplishments:** Fine tuned operating schedule to meet shift needs
of late night employees while meeting trains.

### Doylestown DART (487)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Dart is a fixed route shuttle providing local
delivery from the town train station and a line-haul transit route from
Philadelphia to the various nursing homes, a hospital and other
employers in the Borough of Doylestown, which is also the County Seat of
Bucks County. Service is provided weekdays and Saturdays.

**Competitive selection process:** urban

**Evaluation:** Average daily riders, cost per passenger.

**Accomplishments:** Modifying the service frequency to reduce the cost
per passenger to acceptable levels.

### Newtown Rush (492)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Connecting service from the Woodbourne Regional
Rail station to the Newtown Business Commons, Holy Family and LaSalle
University branch campuses, ICT Group and Lockheed Martin. AM and PM
peak hour service only, weekdays only.

**Competitive selection process:** urban

**Evaluation:** Estimated riders per day, entry level jobs available,
lack of existing public transit service

**Accomplishments:** A regular commuter ridership has been developed of
over 60 riders per day, and the average cost per rider has been reduced
to under \$9.

### Street Road Rush (491)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Street Road Rush provides a distribution
function for reverse commuters connecting from Regional Rail Stations.

**Competitive selection process:** urban

**Evaluation:** Cost per rider, average daily riders, jobs available,
employers reached.

**Accomplishments:** Service adjusted to eliminate little used trips and
reduce expenses.

### Warminster Rush (488)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** The Warminster Rush provides service from a
line-haul bus route leading from the City of Philadelphia to a
developing suburban area of retail and nursing home employment as well
as a technical training school.

**Competitive selection process:** urban

**Evaluation:** Jobs reached, average daily riders and cost per rider
are all included in project evaluation.

**Accomplishments:** Service was evaluated and trimmed slightly to
reduce expenses to acceptable levels.

## Delaware County TMA (1049) 

### Quicksilver I (482)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Quicksilver I is a fixed route bus from the low
income area of Chester, PA to the Delware County nursing home of Fair
Acres, and a private nursing home nearby. The service is provided as an
inexpensive supplement to the public bus system with the provision of
early AM, evening and weekend service. Each of the nursing homes makes a
monthly contribution to the service, and fares are collected from those
utilizing the service.

**Competitive selection process:** urban

**Evaluation:** Evaluation of projects is based on job placement, and
cost per rider.

**Accomplishments:** Cost per rider to the JARC grant was reduced during
the past year by soliciting contributions from the employers benefitting
from the service.

### Quicksilver IV (485)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Quicksilver IV is a fixed route bus service
connecting the low income area of Chester, PA to the UPS air hub near
the Philadelphia International Airport. Service is provided on evenings
and weekends at hours not provided by the local public bus system.

**Competitive selection process:** urban

**Evaluation:** Average daily riders, and cost per rider are used to
measure service performance

**Accomplishments:** This route was formerly provided by the public
transit provider, but did not meet their service standards. By reducing
expenses via an outside contractor and by using small buses, the service
is able to continue.

## Greater Valley Forge TMA (1052) 

### Suburban Link - Route 422 Van Service (589)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** The Suburban Link operates weekdays during peak
hours, connecting transit services at King of Prussia Plaz Transit
Center with two major pharmaceutical companies in the Route 422 highway
corridor. The service is time connnected to specific transit trips
coming out from Philadelphia.

**Competitive selection process:** urban

**Evaluation:** Riders per day. Cost per rider.

**Accomplishments:** No changes this year.

## Impact Services Corporation (1054) 

### Impact Services Corporation (597)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** Impact operates van shuttles, from the heart of
Philadephia\'s low income neighborhoods directly to \"better than
minimum wage\" factory employment in suburban locations. Employees are
trained and placed by Impact Services prior to interviewing and
beginning employment. The van service is revised constantly based on
employment demand.

**Competitive selection process:** urban

**Evaluation:** Jobs reached. Average daily trips. Cost per passenger.

**Accomplishments:** Impact Services has been successful in getting the
employers benefitting from their workforce training and transportation
program to contribute to the cost of transportation, making the cost per
passenger very reasonable for this type of customized service.

## Partnership TMA (1051) 

### Ambler HOP Shuttle (574)

**Type**: trip_based/shuttle

**Primary Goal:** additionalgeo

**Service description:** The Ambler HOP Shuttle connects the R5 Regional
Rail station at Ambler to the Ambramson Center, an assisted living
facility. Service operates monday through Friday meeting day and night
shift needs.

**Competitive selection process:** urban

**Evaluation:** Average Daily riders. Cost per rider.

**Accomplishments:** Service revised to reduce expenses.

## SEPTA (1048) 

### New Route 304 - Philadelphia to Bristol (548)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** New route providing hourly service, six days
per week, from City Line Loop (Philadelphia) to industrial parks along
State Road and I-95 as far as Bristol.

**Competitive selection process:** urban

**Evaluation:** Job availablity and lack of transit service.

**Accomplishments:** Schedule adjusted due to increased running time due
to traffic congestion.

### New Route 305 Darby Trans Center to Phila. Intl. Airport (542)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** New route connecting the moderate income area
of Darby to the Airport and related employers. Also connects to other
transit routes from Philadelphia at the Darby transportation center for
a quick 20 minute ride to the Airport. Service operated 7 days per week,
5 AM to 1 AM (20 hours)

**Competitive selection process:** urban

**Evaluation:** Potential low income employee pool and unfilled airport
jobs needed a connection.

**Accomplishments:** Service continues with strong ridership.

### OWL Service on City Transit Routes (553)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This project provides all night service for
several City routes, serving various neighborhoods, permitting late
night shift employees to return from work, and early morning employees
to get to employment. This is essential for many entry level employment
opportunities.

**Competitive selection process:** urban

**Evaluation:** Average daily riders. Cost per rider.

**Accomplishments:** Running time was fine-tuned on these routes using
new sattelite based recording, making more accurate schedule adherance
for customers.

### OWL Service on Suburban Transit Route 108 (555)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Provides all night service on route 108 (11 PM
to 5 AM, seven days per week) to the Philadelphia Airport, and the
nearby UPS air hub. It connects to Southwest Philadelphia trolley lines
and to the 69th Street Terminal for connections to several other all
night routes.

**Competitive selection process:** urban

**Evaluation:** Airport employee needs for early morning and late night
shift workers. Cost per passenger.

**Accomplishments:** Schedule adjusted for improved on time performance.

### R1- Airport Rail Line Early Morning Service (544)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Early morning round trip to the Airport from
Philadelphia in able for employees to arrive by 5 AM

**Competitive selection process:** urban

**Evaluation:** New jobs at the airport, and estimated ridership based
on current useage.

**Accomplishments:** A second early morning trip was added this year
reducing the gap between the first and second trips of the day.

### R5 - Early morning outbound train (550)

**Type**: trip_based/reversecommute

**Primary Goal:** extendhours

**Service description:** Reverse commuting on the R5 from Philadelphia
has been a growing market for over 20 years, but the first train
arriving in at the outer stations did not allow employees to arrive at
work in nearby office and industrial parks until after 7:30. This new
train permits work time starts by 7:00 AM even when using connecting bus
services from Paoli.

**Competitive selection process:** urban

**Evaluation:** Service jobs unmet due to inablity to commute via
transit to meet necessary morning start times

**Accomplishments:** Ridership increased from 75 to 115 per day on this
train.

### Route 1 - Expanded Service (543)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Service expanded to serve two developing
industrial/office parks within the City of Philadelphia. More frequent
peak hour service added, as well as mid-day service. This route provides
a faster trip with one less transfer than other alternatives.

**Competitive selection process:** urban

**Evaluation:** New employment sites with potential new jobs for entry
level employees.

**Accomplishments:** Service routing simplified in employment area to
avoid confusion.

### Route 1 Weekend Improvements (563)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Saturday service added to Route 1, a route
cutting diagonally through Phildelphia and connecting to numerous routes
before traversing the retail and employment areas of Northeast
Philadelphia. Many users of Route 1 weekday service were using several
transit routes to make the trip on Saturdays.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger. Direct transit service.

**Accomplishments:** Nothing new in 2006

### Route 105 Sunday service (564)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Route 105 provides access to the nearby
suburban areas from the City of Philadephia for employment and
education. Sunday service was never operated, forcing employees at
stores and and restaurants to use the R5 Regional Rail line and walk
from the nearest station. Ridership has grown quickly to the current
level of 500 per Sunday.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger. Average riders per day.

**Accomplishments:** Evening service added on Sundays.

### Route 109 OWL Service (566)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** All night service, seven days, between Chester
Transportation Center and 69th Street Terminal, serving various
employment locations en route.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger. Need for late shift and early AM
shift workers

**Accomplishments:** No changes this year.

### Route 111 Early Morning Reverse Commute Service (559)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This service provides an early AM bus trip on
Route 111 (formerly the 110 express) weekdays and Saturdays to Marple
Crossroads Center, Granite Run Mall, Penn State Del. Co. campus and Fair
Acres nursing home.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger. Number of jobs unfilled.

**Accomplishments:** Weekday rider increase.

### Route 14 Expanded Service (545)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Additional trips to serve the growing Byberry
East Industrial Park

**Competitive selection process:** urban

**Evaluation:** Linking of potential employment to labor markets.

**Accomplishments:** Some expanded service extended to Neshaminy Mall to
meet increased service demands.

### Route 14 Weekend Service Improvements (560)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** This service extended weekend trips which
previously ended at Neshaminy Mall to Oxford Valley Mall, due to
increased employment not only within this mall, but in the corridor in
between the two malls. This route connects to the Market-Frankford Line
in Philadelphia, and is heavily used for reverse commuting to entry
level and retail employment.

**Competitive selection process:** urban

**Other notes:**

**Evaluation:** Cost per rider. Lack of weekend transit service.

**Accomplishments:** No changes this year.

### Route 201 Expanded Service (552)

**Type**: trip_based/shuttle

**Primary Goal:** extendhours

**Service description:** Additonal weekday evening trip added to Route
201, a connecting route from the R5 Fort Washington Regional Rail
station to the nearby Office and Industrial park by the same name.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger, new employment served.

**Accomplishments:** Service reduced to one round trip per evening due
to low ridership.

### Route 206 Mid-Day Service to Great Valley Corp. Ctr/ (557)

**Type**: trip_based/reversecommute

**Primary Goal:** extendhours

**Service description:** This project provides mid-day Route 206
service(weekdays) to the Great Valley employment area. Route 206 is a
dedicated connecting bus from the R5 Regional Rail station to the
corporate center.

**Competitive selection process:** urban

**Evaluation:** Cost per rider. Number of mid-day riders.

**Accomplishments:** Schedule adjusted due to increased congestion.

### Route 37 - Expanded Mid-day service (541)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Added half hour mid-day service on a segment of
Route 37 connecting jobs at the Philadelphia International Airport and
the Airport Business Center to the City of Chester, a primarly low
income area.

**Competitive selection process:** urban

**Evaluation:** Job growth in the corridor. Lack of frequent transit
service to meet various shift times.

**Accomplishments:** Ridership in the corridor has continued to grow,
and now with the recent advent of slots gaming at the new Harrah\'s
Riverfront Casino and Racetrack, we are serving an even greater base of
employment.

### Route 95 Gulph Mills Shuttle Service (547)

**Type**: trip_based/shuttle

**Primary Goal:** extendhours

**Service description:** Hourly service in the area has been
supplemented with a dedicated shuttle bus from the Gulph Mills rail
station throught the Rennaissance Office and Industrial park

**Competitive selection process:** urban

**Evaluation:** Lack of frequent connecting bus service. Potential entry
level employment.

**Accomplishments:** Service frequency reduced slightly due to ridership
fluctuation in order to keep cost per passenger within acceptable levels

### Route 96 Expanded service (551)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Early morning and late evening service added to
provide service to/from Philadelphia to the Montgomery Mall employment
area. Service operates Mondays through Saturdays.

**Competitive selection process:** urban

**Evaluation:** Cost per rider.

**Accomplishments:** Ridership increased.

### STD Weekend Evening Service Improvements (568)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Modest weekend service extensions to existing
transit route service were implemented on Route 110, 111 and 113 to
negate the need for special off-hours shuttle service provided by the
Delaware County TMA. The cost per passenger for the transit extensions
in this case are much lower.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger.

**Accomplishments:** This service was new this fiscal year.

### Suburban Transit Evening Service - Route 129 (556)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This project provides evening service between 7
pm and 11 PM for employees in the corridor between Philadelphia and
Oxford Valley Mall. This is needed for employees at the mall and at area
restaurants and big box stores.

**Competitive selection process:** urban

**Evaluation:** Cost per passenger. Area employment opportunities for
entry level employees.

**Accomplishments:** Ridership increased due to increasing retail
development.

## TMA of Chester County (1053) 

### Coatesville Link (West) Bus Service (591)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Coatesville Link connects the City of
Coatesville to the newly developed office parks and a major new retail
hub to the west of the City. Service operates weekdays from 6 AM to
10:30 PM and Saturdays from 8 AM to 10:30 PM, permitting employees to
work at the Sadsbury Commons retail center (Super-Walmart plus other
stores)

**Competitive selection process:** urban

**Evaluation:** Daily riders. Cost per passenger.

**Accomplishments:** Saturday service added May 30, 2006. Timetables now
printed in English and Spanish.

### SCCOOT Bus Service - TMACC (590)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Service operates primarily from Oxford to
Longwood, transporting residents of the small towns en route to
employment and educational facilities. Saturday service re-instituted
May 2006 after being discontinued in August 2005.

**Competitive selection process:** urban

**Evaluation:** Daily riders. Cost per passenger. Lack of any other
public transit service.

**Accomplishments:** Minor schedule changes this year. Continue to
promote the service to the Hispanic community. Saturday service
reinstated in May 2006, with ridership growth from 20 to 60 trips.

# 1993 - CITY OF LUBBOCK 

## CITIBUS (750) 

### Evening Service (88)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Our evening service operates from 6:45pm to
10:30pm. Riders must fill out an application (data collection) to be
eligible to utilize the service AND call in 24 hours in advance to
reserve a ride. Point to point service within DRS service boundaries,
therefore no specific route(s).

**Competitive selection process:** urban

**Evaluation:** We have utilized Mobile Data Terminals in the Vans that
are in service, which allow dispatch to communicate more effectively and
collect data accurately for reporting purposes. The vans also have GPS
so we are able to track where along the route the vans are located. We
evaluated the project for a base period of twelve months to establish a
baseline at implementation. Actual hours of service, ridership, and cost
where established to evaluate the overall effectiveness and efficiency
of the service. As well as provide a means for annual evaluation and
comparison.

**Accomplishments:** Evening service ridership increased each year
fy04:3204,fy05:3938, and fy06:4723. Additional off-peak hours were
provided due to JARC funding fy04:1635,fy05:1935, and fy06:2973;
additional off-peak service hours = greater/more reliable service for
ridership.

### ROUTE 25 (407)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** The one JARC-funded route in our system is
route 25, which serves one of the densest business districts in Lubbock.
There are almost 500 businesses along this street, many of which
represent the types of businesses that typically employ large
percentages of entry-level positions.

**Competitive selection process:** urban

**Evaluation:** We have utilized Mobile Data Terminals in the Vans that
service the route, which allow dispatch to communicate more effectively
and collect data accurately for reporting purposes. The vans also have
GPS so we are able to track where along the route the vans are located.
We evaluated the project for a base period of twelve months to establish
a baseline at implementation. Actual hours of service, ridership, and
cost where established to evaluate the overall effectiveness and
efficiency of the service. As well as provide a means for annual
evaluation and comparison.

**Accomplishments:** Route 25 ridership increased each year
fy04:44630,fy05:55027, and fy06:62742. Additional peak hours were
provided due to JARC funding fy04:11927,fy05:11507, and fy06:11495;
additional peak service hours = greater/more reliable service for
ridership.

# 2053 - MUNCIE PTC 

## Muncie Public Transportation Corporation (684) 

### Expanded Service Area (42)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Extended existing bus route to provide transit
service to industrial park.

**Competitive selection process:** other

**Other notes:** Designated recipient applied for \"earmark\" of JARC
funds to provide services identified in local coordinated plan.

**Evaluation:** Evalution includes total ridership and riders per hour.
This route extension has been successful in attracting new riders. Since
the expansion, new job opportunities have arisen as new employers have
located in the industrial park.

**Accomplishments:** Since this service expansion was implemented,
additional employers have located in the industrial park, including
SallieMae, who said transit service was considered in their location
decision.

### JobConnection (29)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** JobConnection supplements MITS fixed route bus
service by transporting pre-registered passengers between their homes
and their places of employment when bus service is not available,
typically very early and very late. Customers are expected to use bus
service for as much of their employment transportation as possible.

**Competitive selection process:** other

**Evaluation:** Monitor total ridership, passengers per hour for
efficiency and effectiveness. JobConnection has achieved just under 2.0
passenger per hour through this period, compared to around 3.0
passengers per hour achieved on the ADA paratransit service.
Applications from new customers continue to be received. The number of
individuals served has been steady at 70-75 individuals during any given
month.

**Accomplishments:** Planning process overestimated the potential to
gain scheduling efficiencies from taking groups of riders to common
employment sites. Actual experience has been that the scheduling is less
efficient than our paratransit service.

# 2066 - CITY OF SANTA FE 

## Santa Fe Trails (981) 

### Santa Fe Trails (389)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Santa Fe Trails operates fixed route service
within the city limits Monday through Friday from 6:00 a.m. -- 11:00
p.m.; on Saturday from 8:00 a.m. -- 8:00 p.m. and limited service on
Sunday from 10:00 a.m. -- 7:00 p.m. There are 9 fixed routes within the
City.

**Competitive selection process:** other

**Other notes:** Designated recipient in small urbanized area solicited
applications from organizations to provide service(s) in local
coordinated plan.

**Evaluation:** Client base and number of trips provided. Client base
per month for SF Trails was 35 and trips were 3689. Cost per trip
averaged \$9.07.

**Accomplishments:** Our biggest accomplishment was that we were able to
partner with our local human services provider to provide TANF clients
with bus passes. We had lost our demand response contractor.

# 2107 - CITY OF DETROIT DEPARTMENT OF TRANSPORTATION 

## Detroit Workforce Development Department (825) 

### JARC Administration (204)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** The Detroit Workforce Development Department
contractors provide the following; 1.Fixed route services 2.Demand
response services 3. Mobility Management Services

**Service description:** The Detroit Workforce Development Department
(\"DWDD\")is the Direct Recipient for the JARC funds and administers the
Detroit Jarc program. The JARC funds from the FTA come through a
pass-through agency, the Detroit Department of Transpaortation
(\"DDOT\") the grantee. DDOT reimburses the Detroit Workforce
Development Department for the Detroit JARC transportation program.DWDD
in turn reimburses its transportation contractors. DWDD does not provide
direct transportation services. DWDD is in the final phases of
implementing the Ride Locator computer program that will assist low
income job seekers and JARC participants to log on the syatem to
navigate itinerarys to their various job locations.

**Competitive selection process:** other

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or conc

**Accomplishments:** The program accomplishments are discussed in the
Accomplishments columns of each of the two primary service providers.

## Eastside Community Resource and Non-profit Housing corporation (827) 

### Greater Detroit Job Access Program (254)

**Type**: trip_based/shuttle

**Primary Goal:** other

**Service description:** The Greater Detroit area JARC funded services
continues to provide a major source of transportation for low income and
disabled workers throughout the metro Detroit Region. This program has
allowed low income and disabled workers to obtain employment beyond the
limited mass transit areas. Our system has grown with the addition of
ride locator computer software that will be available in the near
future. We are continually seeking new locations where workers are
needed and mass transit is not available. The JARC program is also
working with work release programs in our prison system to provide
transportation for the rehabilitation of prisoners. Successful
communications between employers is a hallmark of this program. We work
with employers and other agencies to unlock the barriers of needed
workers. With recent cutbacks in other mass transit systems, the JARC
program has become a front runner in direct transportation to and from
employment.

**Competitive selection process:** competing

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns.

**Accomplishments:** There are two major aspects of the program that
stand out:Service and Innovation. The first is the expansion of the
Detroit Metropolitan Airport Shuttle concept. The JARC program has been
able to provide continuous transportation to this major employment area
during hours that mass transit cannot. The other is talking with
employers to find out their needs for a productive work force. This
approach has been extremely successful with at least two agencies, UPS
and The Bing Steel Group. UPS operates at off peak hours in its sorting
facility and we have been able to provide transportation for workers
during those hours. Bing Steel operates a training facility and a
manufacturing plant. We have been able to provide transportation for all
three shifts to this area that is not serviced by any mass transit
system.

### Down River Community Conference Transportation (608)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Down River Community Transportation services
provide demand response and shuttle van services in Wayne County to low
income, disabled and welfare recipient workers. All trips connect riders
to employment or employment related activities.

**Competitive selection process:** other

**River** responded to a competitive RFP issued by the grantee.

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns.

**Accomplishments:** Down River Community Transporatation is utilzing a
state of the art data base, which has been tremeendously helpful in
coordinating ridership information, thereby facilitating transpotation
activities.

### Gooden Transportation Demand Response Van Servicesa (612)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Gooden Transportation in concert with the
primary contractor (East Side Community Resource Center) continue to
provide a major source of transportation for low income and disabled
workers throughout the metro Detroit Region. This program has allowed
low income and disabled workers to obtain employment beyond the limited
mass transit areas. Our system has grown with the addition of ride
locator computer software that will be available in the near future. We
are continually seeking new locations where workers are needed and mass
transit is not available. The JARC program is also working with work
release programs in our prison system to provide transportation for the
rehabilitation of prisoners. Successful communications between employers
is a hallmark of this program. We work with employers and other agencies
to unlock the barriers of needed workers. With recent cutbacks in other
mass transit systems, the JARC program has become a front runner in
direct transportation to and from employment.

**Competitive selection process:** other

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns.

**Accomplishments:** Please see accomplishments discussed for the
primary contractor East Side Community Resource Center.

### Northville Rural Demand Response Van Service (609)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The multi County Ride Source transportation
service provides demand response van services for low income and disable
workers living in rural, semi rural and other areas of western Wayne
county, Washtenaw County, Western Oakland and South east Livingston
Counties

**Competitive selection process:** other

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns

**Accomplishments:** Northfield Human Services has seen a very
successful program evolve for people going to work and job training
through the assistance of the JARC funds. Along with growing the
employment community we are particularly happy to report that we have
been able to purchase new software for scheduling, data control and
reporting.

### SMART Fixed Route Service Expansion (256)

**Type**: trip_based/fixedroute

**Primary Goal:** other

**Service description:** SMART\'s fixed routes for Fort street and Van
Dyke provide mid-day, Saturday and Sunday trips from the City to the
job-rich sub urban areas such as the Detroit Metropolitan Airport in
Wayne county, and Shelby Township in Macomb County. Other areas served
by these routes include Utica Sterlin Heights, Warren, Centerline,
Romulus, Taylor, Southgate, Wyandotte, Lincoln Park, Ecorse and River
Rouge. In addition, SMART has added late and early morning service hours
to allows midnight workers to access transportation to work.

**Competitive selection process:** other

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns.

**Accomplishments:** The additional hours and an additional route has
tremendously assisted low income individuals working the midnight shifts
use public transportation which they wouldn\'t otherwise have had access
to, given the time of day they had to report to work or exit work.

## Office of Mobility Management II (828) 

### Office of Mobility Management (617)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** The office of Mobility Mangement cordinates the
transportation activities of three subcontractors that provide
transportation to work for low income and disabled individuals who are
receiving TANF assistance and are enrolled in the state of Michigan Work
First program for 180 days. The money for this program is being used as
a match to the JARC grant.

**Competitive selection process:** proposals

**Evaluation:** The JARC grantee and Program administrator, The Detroit
Workforce Development Department (\"DWDD\") conducts extensive quarterly
program and accounting audits to monitor the performances of all the
JARC programs. Intermittently DWDD conducts random surveys of JARC
riders to ascertain if their needs are being met and to uncover umnet
needs or concerns.

**Accomplishments:** This program has proven to effectively meet the
needs of employment for participant who do not have transportation to
jobs outside the city bus routes, additionally, the program is essential
to bridging the gap toward self sufficiency. One of the participant that
has been riding van transportation has been employed for over 6 months
and learning how to provide for her family without depending on
government assistance.

### Proud Transportation (623)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Proud Transportation is a non-profit
transportation company that provides services for the City of Detroit
WorkFirst participants for 180 days thought supportive services.
Transportation is provided outside the city limits to work, interviews
and job fairs.

**Competitive selection process:** other

**Other notes:** Responded to a competitive RFP issued by grantee

**Evaluation:** Please see Evaluation for the primary contractor

**Accomplishments:** Please see Accomplishments for the primary
contractor

### Ride Right Metro Transportation (622)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** Ride Right Metro Transportation is a non-profit
transportation company that provides services for the City of Detroit
WorkFirst participants for 180 days thought supportive services.
Transportation is provided outside the city limits to work, interviews
and job fairs.

**Competitive selection process:** other

**Other notes:** Responded to an RFP issued by the grantee.

**Evaluation:** Please see evaluation for the primary contractor

**Accomplishments:** Please see accomplishments for primary contractor

### Wrightway Transportation (620)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Wrightway Transportation is a non-profit
transportation company that provides services for the City of Detroit
WorkFirst participants for 180 days thought supportive services.
Transportation is provided outside the city limits to work, interviews
and job fairs.

**Competitive selection process:** urban

**Evaluation:** See evaluation of the primary contractor

**Accomplishments:** See accomplishments for the primary contractor

# 2301 - MTDB 

## MTS/MTDB (876) 

### Route 30 (263)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** Weekend service on Route 30 was introduced in
June, 2006 in response to the 2003 Welfare to Work Transit Study and the
2005 Comprehensive Operational Analysis. The route connects the
residential areas of downtown San Diego, Old Town/Midway, and Pacific
Beach to jobs in both University City and downtown. On weekdays, it
operates with a 15-minute frequency, and on weekends it operates with
30-minute service all day. It is a fixed-route service operated with
standard coaches. The continuation of weekend service on Route 30 helped
mitigate the following transit service deficiencies identified in the
2003 Welfare to Work Transit Study: 1) lack of direct service and long
trip times; 2) lack of express service on weekends; and 3) lack of
service in non-peak times.

**Competitive selection process:** urban

**Evaluation:** As a result of the COA, MTS is currently rewriting its
performance monitoring policy (Policy 42). The policy will ensure that
services are developed according to the four broad visions adopted by
the MTS Board: customer focused, competitive, integrated, and
sustainable. As such, performance criteria will be defined to ensure
that services are evaluated against this vision. Performance criteria
may include the following: CUSTOMER FOCUSED/COMPETITIVE Total Passengers
Passengers/Revenue Hour Passengers/Trip Passenger Load On-Time
Performance Missed Trips Passenger Pass-ups Comments INTEGRATED:
Frequency at Transfer Points Span of Service Consistency Transfer
Opportunities Missed Connections SUSTAINABLE: In-Service Miles
In-Service Hours Peak Bus In-Service Speeds In-Service Hours/Total Hours
In-Service Miles/Total Miles Farebox Recovery Subsidy/Passenger A route
profile for each route will be updated and maintained and quarterly
operations reports with be developed to analyze all MTS services using
adopted criteria. In addition, an annual route monitoring reports will
be created to provide detailed analysis of what is working, and what is
not. This information will be used to develop service adjustments, if
necessary.

**Accomplishments:** In its first year of service Route 30 has averaged
more than 5,000 passengers per weekend. Consequently residents in
downtown San Diego, Old Town/Midway, and Pacific Beach are able to reach
the abundance of jobs in downtown San Diego and UTC/Sorrento Valley on
weekends, as well as weekdays.

### Route 905 (261)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Route 905 operates between the Otay Mesa Border
Crossing and the Iris Avenue Trolley station, connecting South Bay
residential communities with the emerging job center of Otay Mesa. It is
a fixed-route service operating with standard coaches. On weekdays, it
operates with a base 30-minute frequency and improves to 15-minute
frequencies in the AM and PM peak periods and on weekends, it operates
with 30-minute service all day. This project was identified as an unmet
need in both the 2003 Welfare to Work Transit Study and the 1999 San
Diego Regional Welfare to Work Transportation Plan.

**Competitive selection process:** urban

**Evaluation:** As a result of the COA, MTS is currently rewriting its
performance monitoring policy (Policy 42). The policy will ensure that
services are developed according to the four broad visions adopted by
the MTS Board: customer focused, competitive, integrated, and
sustainable. As such, performance criteria will be defined to ensure
that services are evaluated against this vision. Performance criteria
may include the following: CUSTOMER FOCUSED/COMPETITIVE Total Passengers
Passengers/Revenue Hour Passengers/Trip Passenger Load On-Time
Performance Missed Trips Passenger Pass-ups Comments INTEGRATED:
Frequency at Transfer Points Span of Service Consistency Transfer
Opportunities Missed Connections SUSTAINABLE: In-Service Miles
In-Service Hours Peak Bus In-Service Speeds In-Service Hours/Total Hours
In-Service Miles/Total Miles Farebox Recovery Subsidy/Passenger A route
profile for each route will be updated and maintained and quarterly
operations reports with be developed to analyze all MTS services using
adopted criteria. In addition, an annual route monitoring reports will
be created to provide detailed analysis of what is working, and what is
not. This information will be used to develop service adjustments, if
necessary.

**Accomplishments:** Additional service was provided on the route
between Iris Avenue Trolley and Otay Mesa. According to SANDAG daily
passenger counts, ridership on that segment increased 58% between FY
2006 & FY 2007. This was despite only a 18% increase in revenue hours
and 35% increase in revenue miles. People are now able to reach the
15,000-16,000 jobs in Otay Mesa much more conveniently.

### Route 960 (262)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** Route 960 operates between the residential
areas of Southeastern San Diego and Mid-City and the employment areas of
University Towne City and Kearny Mesa. It is a fixed-route express
service operated with standard coaches and it operates only on weekdays
and only in the peak hours. Overall, 11 weekday one-way trips are
operated. This project was identified as an unmet need in both the 2003
Welfare to Work Transit Study and the 1999 San Diego Regional Welfare to
Work Transportation Plan. JARC funding for Route 960 will continue the
regular stream of JARC funding used to sustain the existing service. The
continuation of Route 960 helps mitigate the following transit service
deficiencies identified in the 2003 Welfare to Work Study: 1) lack of
direct service and long trip times; and 2) lack of coverage in Kearny
Mesa.

**Competitive selection process:** urban

**Evaluation:** As a result of the COA, MTS is currently rewriting its
performance monitoring policy (Policy 42). The policy will ensure that
services are developed according to the four broad visions adopted by
the MTS Board: customer focused, competitive, integrated, and
sustainable. As such, performance criteria will be defined to ensure
that services are evaluated against this vision. Performance criteria
may include the following: CUSTOMER FOCUSED/COMPETITIVE Total Passengers
Passengers/Revenue Hour Passengers/Trip Passenger Load On-Time
Performance Missed Trips Passenger Pass-ups Comments INTEGRATED:
Frequency at Transfer Points Span of Service Consistency Transfer
Opportunities Missed Connections SUSTAINABLE: In-Service Miles
In-Service Hours Peak Bus In-Service Speeds In-Service Hours/Total Hours
In-Service Miles/Total Miles Farebox Recovery Subsidy/Passenger A route
profile for each route will be updated and maintained and quarterly
operations reports with be developed to analyze all MTS services using
adopted criteria. In addition, an annual route monitoring reports will
be created to provide detailed analysis of what is working, and what is
not. This information will be used to develop service adjustments, if
necessary.

**Accomplishments:** Route 960 has continually gained ridership. In FY
05, ridership was 0.9 passengers per mile and 18.7 per hour. In FY 06 it
was 0.9 passengers per mile and 20.0 per hour. In 2007, it increased to
1.4 per mile and 25 per hour, a 25% improvement. South and mid-city
residents are now able to reach the emerging job centers of UTC and
Kearny Mesa much more conveniently. It is anticipated by SANDAG that
there will be over 95,000 jobs in Kearny Mesa and 80,000 jobs in UTC by
2010.

# 2578 - SNOHOMISH COUNTY PUBLIC TRANS. BENEFIT AREA CORP. 

## Snohomish County Public Trans. Benefit Area Corp. (1113) 

### Late-night Demand Response Service for Route 101 (615)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** This service provides late night weekday and
weekend paratransit service along the SR99 corridor from the Aurora
Village Transit Center in King County to the Mariner Park and Ride in
Snohomish County. This service complements the fixed-route service
provided by Route 101. Expanded hours are approximately from 9:00 p.m to
1:00 a.m. weeknights and appsoximately 9:00 p.m. to 12:00 a.m. on
weekends.

**Competitive selection process:** state_prop

**Evaluation:** Ridership data is gathered and reported each quarter.

**Accomplishments:** The late-night paratransit service is helping
people with disabilities obtain and retain employment and businesses.
For example, the late-night paratransit service has made it possible for
a non-ambulatory 29-year-old to hold evenig employment with a
telemarketing firm. An autombile accident victim with severe motor skill
limitations continues to work full-time with the support of the
late-night paratransit services. And, a 52-year-old woman who was left
with significant motor limitations due to a severe accident has been
able to maintain her small business.

### Late-night weekday/weekend service on fixed-route Route 101 (611)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** This service provided late night weekday and
weekend service along the SR-99 corridor from the Aurora Village Transit
Center in King County to the Mariner Park and Ride in Snohomish County.
Expanded service hours are approximately from 9:00 p.m to 1:00 a.m
weeknights and approximately 9:00 p.m. to 12:00 a.m. on weekends.
Expanded service hours apply to both fixed route service and paratransit
service.

**Competitive selection process:** state_prop

**Evaluation:** Each quarter ridership is tracked for both the
fixed-route and paratransit service.

**Accomplishments:** Over the 29 quarters that we have been utilizing
JARC grant funds, Community Transit has provided 608,825 trips during
the late night weekday and weekend expanded service program. Of the
cumulative total, approximately 50%, or 304,413 are work trips. Of
these, it is estimated that 92%, or 280,060 have been taken by
low-income persons.

# 2850 - KEY WEST CITY 

## City of Key West (834) 

### Keys Shuttle Route / City of Key West (216)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Other notes:** The Keys Shuttle is a shuttle / commute service but
based on fixed times to allow for planned travel and destination
options. That was a critical component of the Keys shuttle and its\'
successs due to the limited and remote access road associated with U.S
Highway 1 in the Keys. Other types of service would not work as there is
very limited space or places that are safe for persons who wait on any
type of transportation service if available. By implementing a demand
and fixed route shuttle with reverse commute we accomplished the goal of
providing service with buses to individual who otherwise would have no
opportunity or option to travel outside the immediate neighborhood for
employment and other life-sustaining trips.

**Service description:** The city of Key West, city of Marathon and
Monroe County all agreed that a public transit service was long overdue
in our communities to provide for a decrease of vehicle volumes on US #1
and eliminate lock in of residents who had no alternate mode of travel
to and from work, shopping, social functions, etc. JARC funding award
providing us the ability to implement these services and it has proven
successful by the fare box data submitted in this report. The service is
used for commuters as well as visitors at this point in time and for
social travel which provides an alternative to drinking and driving on
U.S. Highway #1, which is a single highway that all of the residents of
the Florida Keys are dependent upon for services and goods deliverables.

**Competitive selection process:** other

**Evaluation:** Our ability to bring forth a cross sector of government
entities to a point of three boards commitment of an Interlocal
Agreement for a five (5) year term in and of itself makes this a
fabulous success story; not to mention a very needed service and
project. It is not often that cities and county governments agree on
projects for their communities. As to statistics, the following are
provided: Passenger trips: 84,605 Miles: 446,628 Hours: 14,560 Expenses:
\$ 460,961.

**Accomplishments:** Please refer to item c., above for a part of this
response. Also I would note that by providing a service that is the
first ever in the lower Keys and that offers options to adding vehicles
to limited road space which dimishes road safety is our primary focus
and goal long-term. U.S. #1 is a well-traveled and totally dependent
roadway but also a grade C or D roadway. All of this considered we need
to provide more bus service and less automobile use in the Keys as a
whole.

# 2874 - COBB COMMUNITY TRANSIT 

## Cobb County Government (701) 

### Job Access / Reverse Commute Route 30 (340)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** During Fiscal Year 2006, Cobb County provided
JARC service with CCT Routes #30 and #70, throughout South Cobb. In FY
2006, approximately 777,392 passengers utilized the Route 30 (a 17%
increase from the previous fiscal year). On October 9, 2006, CCT
restructured the transit routes, in order to fulfill the study goals
recommended by the Transit Planning Study. The Route 30 was re-routed
along Blair Bridge Road and Six Flags Drive in order to benefit patrons
who use the South Cobb Recreation Center and headways were reduced to 15
minutes to accommodate increasing demand.

**Competitive selection process:** other

**Evaluation:** Project was evaluated based on ridership.

**Accomplishments:** Headways were reduced and service was extended to
improve service availability. Ridership increased by 17% from the
previous year. The advice is to properly plan, monitor and evaluate
service delivery.

# 3214 - FACT 

## Fayette Area Coordinated Transportation (719) 

### Fixed Route nontraditional working hours (54)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** JARC funding has been used for extended weekday
hours on fixed route service and weekend service. The targeted JARC
areas include the three major towns in Fayette County including
Uniontown, Brownsville and Connellsville as well as one of the major
employers in Fayette Couty, Nemacolin Woodlands. These JARC funding
fixed routes service the counties\' mall, hospital, resort/tourist area
and restaurants where employees are most likely to work nontraditional
days and hours.

**Competitive selection process:** other

**Evaluation:** We have developed a spreadsheet to track ridership on
all of our fixed routes including those days and times funded by JARC.
If those spreadsheets show that a particular time or route is not
working, we develop new routes and times as needed.

**Accomplishments:** We have enabled clients to obtain and maintain jobs
that require working nontraditional days and times. Without the JARC
funding, these clients would not be able to hold such jobs. We developed
our fixed route service to reach out to nearly all the rural communities
within the county and enable our clients to obtain jobs in areas that
would otherwise not be possible.

# 5005 - METRA 

## Metra (963) 

### Metra-JARC Outreach Campaign (408)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** This grant funded outreach initiatives to raise
awareness about reverse commute job markets accessible via public
transit, especially those communities served by JARC funded connecting
shuttle buses. This informational/promotional campaign targeted four
primary audiences: 1. Social Service Agencies that offered job
development assistance to their clients; 2. residents of the City of
Chicago who might benefit from public transit connections to entry level
jobs in more robust suburban job markets; 3. suburban employers who
wished to fill entry-level and low-skilled postions by recruiting from a
diverse labor market in Chicago; and 4. existing employees at these
suburban employers who could benefit from an economical and efficient
alternative to owning a private auto. Specific activities included
letter writing campaigns and formal presentations to businesses and job
developers, as well as numerous Transit Awareness Events for the general
public.

**Competitive selection process:** other

**Evaluation:** 1. Development of database of 125+ job developers for
on-going activity even after JARC funding exhausted. 2. Identification
of key Reverse Commuting markets and identification of employers within
these markets for on-going outreach even after JARC funding exhausted.
3. Interest among the general public in information provided at Transit
Awareness events. 4. Sustainability of transit routes promoted thorugh
this initiative.

**Accomplishments:** 1. While it didn\'t seem workable to provide 125+
job developers with individual contacts at suburban employers, we
instead offered to include literature from the job developers in
mailings to these employers. This matching service went well beyond any
expectations and was a successful project. Even after the JARC funding
has been exhausted, we maintain on-going dialog with job developers and
employers and make introductions when appropriate. 2. The Transit Events
were broadened to include all public transit providers in the region as
well as Carsharing & bicycling organizations, and in some cases included
the Illinois Toll Road to promote its I-Pass system. Our goal was to
create a one-stop-shop type of arena where people could learn about all
their transportation alternatives throughout the region in order to
broaden potention employment opportunities for all.

## Pace (1061) 

### TMA Shuttle Buses (493)

**Type**: trip_based/shuttle

**Primary Goal:** improveacc

**Service description:** The shuttle buses funded through this JARC
grant provide connecting services between three Metra stations on two
different rail lines and a cluster of employers in adjacent communities.
Many of these employers provided matching funds through the
Transportation Management Association of Lake-Cook.

**Competitive selection process:** other

**Evaluation:** 1. Ridership objectives met. The Benchmark of 50
passenger trips per day per routes was established as a minimum
performance measure. 2. Passenger satisfaction surveys. A comprehensive
passenger survey is conducted periodically to asertain quality and
relevance of service. The 2005 survey revealed that 22.4% of passengers
were completely transit dependent in their ability to access work; and
that nearly 17% would have to quit their jobs if these routes were
discontinued. 3. Willingness of funding partners to continue financial
support.

**Accomplishments:** The greates goal/accomplishment of these routes was
to create links between suburban rail stations and robust employment
markets where no linking routes/services previously existed. The main
thing that has been learned in all of these projects is that the best
opportunity for success will be those routes that have private partners
providing matching funds and that serve a critical mass of employment.
Moreover, the routes that are best received by passengers are those that
offer the quickest connection with a minimal of wait time.

# 5118 - PACE 

## Pace Suburban Bus (711) 

### Route 511 reverse commute service (346)

**Type**: trip_based/reversecommute

**Primary Goal:** additionalgeo

**Service description:** Route provides fixed route services from the
Joliet Metra Station to the Center Point Intermodal Center in Elwood to
enable low income residents to access growing number of jobs in the
industrial park. Industrial Park industries are focused on warehousing
and intermodal rail transfer operations.

**Competitive selection process:** competing

**Evaluation:** Service is evaluated on quarterly basis. The route\'s
performance is reviewed for ridership, productivity and recovery ratio.
Consideration of expanded markets based on growth in the intermodal
center is a factor in forecasting future performance.

**Accomplishments:** Route was designed to provide full access to the
developing business/intermodal facility. Original plan was to provide a
3 shift/7 day operation increasing service as development increased.
However, the growth rate in the business park occured at a slower pace
than predicted. Warehouse/intermodal facilities are more difficult to
serve than expected with unique hours of operation and minimal staffing
requirements due to improvements in warehousing logistics. In addition,
sufficient connecting services must be provided to ensure potential
passengers can utilize this route for their work commutes.

### Route 781 reverse commute service (312)

**Type**: trip_based/reversecommute

**Primary Goal:** extendhours

**Service description:** Route 781 service was expanded to improve
reverse commuter connections with the Metra BNSF commuter rail service
from Downtown Chicago. Several companies including Office Max and
ConAgra relocated to the Naperville I-88 business corridor. Employees of
both companies lived in Chicago requiring an improved service and
connections from Metra for them to retain their employment. Two
additional round trips were added to allow better connections from Metra
express trains.

**Competitive selection process:** urban

**Evaluation:** Service is evaluated on quarterly basis. The route\'s
performance is reviewed for ridership, productivity and recovery ratio.
Discussions occure with funding partners to evaluate service performance
and review recommendations for improvement.

**Accomplishments:** This project brought various stakeholders together
discussing a specific transportation issue. Representatives from
municipal, economic development, chamber of commerce and the private
sector worked together to improve transportation to the business
corridor. Bring all parties together early in the process, review all
options, consider non-traditional approaches.

# 5143 - CMTA 

## Capital Metro (919) 

### Job Access Reverse Commute Services (481)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** Capital Metro provides reverse commute and
extended late night fixed route services targeting welfare and/or
low-income individuals residing in the highest low income zip codes,
addressing the transporation needs of those employed during second and
third shifts when Capital Metro\'s Fixed Route services are not in
operation and for employers and employees of suburban job sites such as
North East Austin at Tech Ridge.

**Competitive selection process:** other

**Other notes:** Designated recipient submitted proposal to obligate
allocated funding through TEA-21, Section 3037 - Job Access Reverse
Commute Program.

**Evaluation:** Ridership information for our reverse commute route 135,
and job access routes 484/485/486 per mark-up continues to be steady.
Since initiation we have received requests to expand service throughout
additional corridors which is being evaluated ccordingly.

**Accomplishments:** By providing the JARC services we have enhanced the
transportation needs of welfare/low income recipients and reduced
transportation gaps in the Capital Metro service area.

# 5349 - FAIRFAX COUNTY 

## County of Fairfax, Virginia (1110) 

### Richmond Highway Bus Shelters and Access Improvements (595)

**Type**: cap_based/amenities

**Primary Goal:** improvecap

**Service description:** This project involves improvements at bus stops
throughout the U.S Route 1 (Richmond Highway) corridor in Fairfax
County. These improvements include: Bus shelters with benches and trash
receptacles; street lighting; and sidewalks and pedestrian improvements
such as crosswalks, countdown signal heads, pavement markings, signage,
median refuges and pedestrian channeling. The benefits of this project
will be improved access to employment, pedestrian safety, more
attractive bus services and projects that will complement development in
the surrounding transit friendly communities. The shelters will be
located near the types of development that support employment and the
use of public transportation including high density residential areas,
employment centers, social service agencies, libraries, affordable
apartment complexes, community shopping centers, and recreation centers.
Also, most of these bus stops are served by multiple bus routes, many of
which provide both peak and non peak service. Each of these bus stops
have 100 or more weekday passenger boardings. The majority of passenger
shelters will be located within the state's right-of-way. A few shelters
will be on or partially on private property and easements will be
required. The new shelters will provide transit dependent employees with
safe, easily accessible, clean and comfortable places to wait for buses
which will help to achieve the region\'s goals of encouraging transit
ridership, improving environmental quality, and reducing traffic
congestion. In all cases, minor improvements to accessibility to the bus
stop will be evaluated and provided if needed.

**Competitive selection process:** other

**Evaluation:** Upon completion of the transit access network
improvements, ridership numbers will be compiled and evaluated to
measure the increased number of transit passengers now utilizing the
improved facilities.

**Accomplishments:** Please see Part C.

## Virginia Department of Transportation (1103) 

### Tysons Corner Transit Access Improvements (584)

**Type**: cap_based/amenities

**Primary Goal:** improveacc

**Service description:** While transit service in the Tysons Corner area
of Fairfax County is abundant, a recent field study divulged a number of
barriers in the transit system. There are only two bus shelters in
Tysons Corner, transit signs are inconsistent and difficult to read, and
the existing signs are not displayed in a uniform pattern and pedestrian
facilities are inadequate. In order to provide safe and continuous
access to and from transportation facilities, the county will work to
develop an internal circulation design to maximize access for
pedestrians to jobs and services. As a part of this effort to provide
improved access to the existing Tysons transit system, critical gaps in
the pedestrian network will be eliminated, improved signage will be
provided, crosswalks will be upgraded, and bus shelters and pads will be
installed. See 9 sites listed in 12 B for details.

**Competitive selection process:** other

**Evaluation:** Upon completion of the transit access network
improvements, ridership numbers will be compiled and evaluated to
measure the increased number of transit passengers now utilizing the
improved facilities.

**Accomplishments:** Please see part C.

# 5475 - TOMPKINS COUNTY 

## Tioga Transport, Inc. (664) 

### Rural Weekend Service (236)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** This service provides 3 round trips to all
rural towns in the Towns of Caroline, Danby and Lansing in Tompkins
County on weekends. The service operated for three years under JARC and
was continued in Tioga Transport\'s fixed-route operator) regular
service on Saturday. Sunday service was discontinued in June 2006 and
afterwards.

**Competitive selection process:** other

**Other notes:** Project prioritized by participants as a JARC Summit in
2002.

**Evaluation:** Benchmark is 4 passerger trips per hour.

**Accomplishments:** Saturday service continued after first three years
of weekend service.

## Tompkins Consolidated Area Transit (661) 

### TCAT Rural Weekend Service (28)

**Type**: trip_based/fixedroute

**Primary Goal:** extenddays

**Service description:** This service provides 3 round trips to all
rural towns in the Towns of Ulysses, Groton, Dryden, Ithaca, Newfied and
Enfield in Tompkins County on weekends. The service operated for three
years under JARC and was continued in TCAT\'s (fixed-route operator)
regular service afterwards.

**Competitive selection process:** other

**Other notes:** Project prioritized by participants as a JARC Summit in
2002.

**Evaluation:** The target benchmark was an average of 4 passengers per
hour.

**Accomplishments:** Of note, is that the rural fare was reduced 50% to
\$1.50 for the weekend service. In 2006, the rural zone fare was
eliminated. The adult cash fare for all trips is \$1.50.

# 5488 - COMMUNITY TRANSPORTATION ASSO OF AMERICA 

## CTS (1133) 

### Community Transportation (688)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Community Transit Services (CTS), Inc., a
non-profit public transportation provider based in Athol, provides
transit services to residents in the North Quabbin region to access
employment, job training, education, medical care, and other quality of
life services, as well as late night, early morning, and weekend service
for work trips. CTS\'s service area includes the rural communities along
Route 2 commonly referred to as the Northern Tier and its ridership has
continued to increase each year. The CTS Dial-A-Ride program provides
feeder service to the G-Link system operated in the Northern Tier as a
fixed-route scheduled transportation service connecting Greenfield and
Gardner.

**Competitive selection process:** other

**Other notes:** A congressionally designated project.

**Evaluation:** The average costs for a CTS trip is \$10.00, the
national average for public transit bus or paratransit based on the
latest National Transit Database numbers is \$23.90. CTS's primary
ridership is employment transportation 60%, followed by medical
transportation at 12%, educational services 9%, with the balance devoted
to general service trips. CTS enjoys a very good relationship within the
community and with all those it serves.

**Accomplishments:** The key to success is fostering a climate of
cooperation and coordinationat the local level. This is CTS\'s basis for
sucess.

## NCDOT/Cape Fear Public Transportation Authority (915) 

### Columbus Connector (297)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The JARC planning process was a collaborative
effort between the Cape Fear Public Transportation Authority, the Cape
Fear Rural Planning Organization, Columbus County Transportation, and
the Wilmington Urban Area Metropolitan Planning Organization. The goal
of the program was to find a way to bring perspective construction
employees to the City of Wilmington from Columbus County. A decision was
made to coordinate with construction companies and other businesses in
the area to help lower the unemployment levels of Columbus County and
give the businesses the skilled workers that they desperately need. The
existing transportation network is comprised of three transportation
systems spread over three counties. The JARC grant will give the systems
an opportunity to begin coordinating their services, which should
benefit all of the systems involved and the public as well. This project
exemplifies a regional approach to public transportation. Coordination
between the above public transportation providers to minimize the gaps
between services and employment opportunities will be an asset to an
area that is unaccustomed to this availability of service. 2. The
proposed transportation service will be a fixed route service that will
provide two round trips per day, possibly more depending on demand. The
route will pass through and stop at pre-designated locations in
Brunswick, Columbus and New Hanover Counties. Columbus County
Transportation will use their existing demand response service to
shuttle passengers to a centralized location the County. Wave Transit
will utilize its fixed route service to shuttle passengers within
Wilmington. The times for the services will be posted and advertised, so
coordinating pickups and drop-offs for the demand response service
should not put any undue strain upon Wave Transit or the Columbus
Transportation System. The centralized bus stops in each county will
also be located near parking areas that would allow passengers to park
their cars and ride the shuttle service into Wilmington.

**Competitive selection process:** state_prop

**Other notes:**

**Evaluation:** The program will be evaluated on a monthly basis through
the ridership data, and by the use of public surveys about the service.
Monthly ridership statistics are the best measurement of service's
success. A gradual monthly increase in the ridership numbers and
positive public response is the goal of the service.

**Accomplishments:** 1. Regional collaboration between transportation
systems 2. Access to jobs for individuals in high unemployment county

## NCDOT/Chatham Transit Network (908) 

### Chatham County JARC (289)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The defined service area is Chatham County with
special emphasis on the western part of the county. All transportation
services operated by Chatham Transit Network are accessible to persons
with disabilities. The JARC project consist of three parts. The first
part of the project is for employment transportation service between
Siler City in Chatham County and Asheboro in Randolph County. The route
brings individuals to work in Siler City by 7:00 AM. Also on this route
are persons who transfer to the Chapel Hill route. The vehicle returns
to Asheboro with Chatham County workers with employment in Randolph
County. The afternoon return trip starts from Siler City at 3:15 PM to
return workers to Asheboro and bring back the Chatham County residents
working in Randolph County. All routes access the transportation hub at
the Western Chatham Senior Center. The second aspect to our JARC project
is the evening routes in Siler City. While persons going to work on
second shift can ride transit in the afternoon to work using our general
public service, the worker had no way home at 11:00 PM or midnight when
he gets off from work. Also the third shift worker had no way to work
even though CTN may take them home each morning when they get off from
work. The various poultry plants in Siler City operate three shifts each
twenty-four hour period. Most of the employees are Hispanic and Chatham
Transit Network can offer the safest transportation option to the
community and the individual worker. The third part of our multifaceted
approach to employment transportation is to expand our general public
service. We were limited to offering general public service in Siler
City only between the hours of 9:00 AM and 4:00 PM. The infusion of JARC
funding into the funding mix allowed us to extend the service hours. We
combined our contractual service routes, general public service and JARC
service into one system of travel within the Siler City area utilizing
the transportation hub at the senior center.

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached

**Accomplishments:** Accomplishments: 1. Meeting needs of large hispanic
population 2. Providing employment options for disabled individuals 3.
Development of third shift transportation Advice: 1. Have long term
financial committments 2. Understand components of late night
transportation

## NCDOT/City of Charlotte (907) 

### Paw Creek Shuttle (429)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** This shuttle service provided access to major
employment centers including warehouse, light industrial and service
positions. Paw Creek was identified as an area where significant
employment opportunities existed without fixed route transit
connections. The transit service provided improved access to job and
training opportunities for low-income individuals. The transit service
originated at the Rosa Parks Community Transit Center where individuals
were able to connect to a number of local routes and neighborhood
shuttle services traveling from many areas within Charlotte.
Furthermore, the shuttle service also provided individuals with access
to warehouse, light industrial and service positions in the Paw Creek
Area.

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached

**Accomplishments:** The Paw Creek Shuttle provided over 27,500 rides in
FY07, and ridership continues to improve. The highest ridership month as
of June 2007 was, in fact, June 2007 with 2812 rides. The service
continues to operate with City of Charlotte funding even though the JARC
funding has run out for this project, an indication that the service has
been a success. Advice: Consider needs in your area that have not
gathered the critical mass or the attention to bring them to the
surface, and yet the needs are real. Consider projects that meet needs
in your community, needs that would remain unmet were it not for the
JARC opportunity. Identify ways to continue the service after JARC
funding has run out.

## NCDOT/Gates County (909) 

### Gates County JARC (434)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** Gates County's proposed project provides
supportive transportation services for low- income persons and the
general public that enhances an employee's ability to attain and
maintain work and financial independence and will enhance area
employers' ability to recruit and maintain an adequate work force to
support operational needs. The project will supported the expansion of
existing deviated fixed route transportation service to targeted
employment centers in each geographical area of the adjoining counties
and Virginia and/or to job training centers. Additional service are
provided to employment centers in close proximity to Gates, Chowan, and
Perquimans County. Virginia Route - Supplemental routes were added to
GITS deviated fixed route service to Southern Virginia area. The routes
serve early-morning transportation needs and reverse commute needs
to/from Virginia. Previous route times did not accommodate employment
transportation services for persons who needed to travel to pick-up for
second shift and delivery for third shift for employment opportunities.
Route times are designed to ensure passengers arrive in Virginia for
shifts beginning at 4-5 p.m., or travel from Virginia to
Chowan/Gates/Perquimans Counties. Hertford County Route - Deviated fixed
route service is provided in the Hertford County area, particularly
serving employment centers at/near Ahoskie, and Winton areas. Limited
service was extended to targeted industrial centers in the Murfreesboro
area.

**Competitive selection process:** state_prop

**Evaluation:** 1. Number of riders 2. Number of referrals from
partnering human service agencies 3. Number of jobs accessed and
retained by Workforce Transportation Program clients 4. Number of job
training opportunities accessed

**Accomplishments:** Accomplishments 1. Integration into existing
service 2. Providing service into other counties/state 3. Coordination
with multi-county agencies Advice: 1. Secure financial committments 2.
Budget wisely

## NCDOT/Guilford County (910) 

### Guilford County JARC (427)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Guilford County Transportation (GCT) provided
transportation services to assist in improving mobility and economic
opportunities for residents of the county. Improved access to employment
sites, employment support services (e.g., training and child care, etc.)
and low income residential areas. The program provided the missing
transportation link in assisting low-income and disabled citizens in
their efforts toward independence, by increasing access to jobs,
training, and childcare. The transportation program extended the hours
and service area of available transportation, to provide access to jobs
in outlying areas and during night and weekend hours. A major goal of
the program was to create a seamless transportation network, in
cooperation with regional and local systems, to provide the most
efficient means of traveling to and from work. &#61485; Another goal was
to increase cooperation with other human service agencies working to
assist low-income and disabled job seekers in Guilford County.

**Competitive selection process:** state_prop

**Evaluation:** 1. Number of riders 2. Number of referrals from
partnering human service agencies 3. Number of jobs accessed and
retained by Workforce Transportation Program clients 4. Number of job
training opportunities accessed

**Accomplishments:** Accomplishments: We provided more employment trips
than projected during the grant period. I would say the service was well
used with little promotion. Another was the ability to effectively use
multiple private providers. Advice: Continue to monitor service to
determine any inefficiencies. Make adjustments as needed to service
delivery method.

## NCDOT/Iredell County (911) 

### Iredell County JARC (426)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The objectives of this project are as follows:
to increase the number of vehicles in the remote service areas, to
increase the service hours of operation, to insure that passenger's
childcare needs are being adequately met, to work with agencies serving
the disabled in order to identify transit needs. 1. Number of vehicles:
in remote areas: Because of adding more vehicles in the remote areas, it
is recognized that the vehicles will be coming into areas there are
currently being accessed, thus we can add service to these areas as well
as the remote areas. 2. Number of Service hours: Operate between the
hours of 5:30 a.m. and 11:00 p.m 3. Childcare Transportation: As we look
at employment options, we consider the quality of daycare, the location
of childcare centers, the hours of a childcare center's operation, and
the cost of childcare. 4. Service to the Disabled population: The system
works with agencies such as Vocational Rehabilitation and the vocational
training facility to identify persons with transit needs, and make
whatever accommodations are necessary to provide service where needed.

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached

**Accomplishments:** Accomplishments: 1. Before JARC was available we
were providing employment transportation using only ROAP/RGP funds. The
hours of service were restricted to 7:00 a.m.- 7:00 p.m., Monday through
Friday, and the service was restricted due to fund limitations. JARC has
enabled us to provide service starting at 5:00 a.m.- 8:00 a.m. and 5:00
p.m. until at least 9:00 p.m., as well as offer some employment service
on Saturday. 2. JARC has helped us provide emphasis to employment
transportation in our community. For our FY 06-07 year-end, 15.06% of
all passenger trips were provided for our employment transportation
service. Employment transportation has helped us to market our service
as not just human service. 3. In a shifting economy from manufacturing
to service, a growing number of persons are seeing a significant
decrease in their earning ability. The JARC service has provided many
lower income workers a reliable and cost effective solution to meeting
their transportation needs. Advice: 1. Because we are providing service
to lower income workers, there is more instability in their employment,
thus higher turnover in passengers. JARC must be continually marketed.
2. Consider ways to not limit the service. Because we used time frames
(5:00 a.m.- 8:00 a.m. and 5:00 p.m.+) to determine eligibility for JARC,
we have found that there are often shifts in needs that fall outside the
JARC service window. For instance, during the last two reporting
periods, we have found that there is more need for employment
transportation between the hours of 8:00 a.m. and 5:00 p.m. that is
being provided with RGP. 3. Prioritize service so that employment
transportation is on equal footing with medical transportation. When it
comes to employment, anything less than reliable is not acceptable. 4.
During the planning process, our JARC committee made assumptions that
were based upon experience and available data. In our case we felt as
though childcare, out-of-county, and late evening service were
significant issues. While these did prove to be issues, they were
certainly not major obstacles to service. Because our county is very
long, north to south, and nine counties border us, geography can
certainly be a barrier to meeting some service requests.

## NCDOT/Lee County (912) 

### Lee County JARC (432)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The County of Lee Transit System operatesd from
7:00 A.M. to 5:00 P.M. Effectively this means that we could not
guarantee a client a delivery time for work before 7:30 A.M. and must
pick up everyone for delivery home by 4:30 P.M. We expanded our hours of
service from 6:00 A.M. to 6:00 P.M. This enabled us to transport clients
to and from work who were unable to secure employment due to either
prohibitive transportation costs or a lack of transportation. The
purpose of this program expansion is to allow those qualified
individuals without transportation the ability to get to and from work
without causing undue hardship on them or members of their families. The
goal of this project is to provide transportation to those who otherwise
would be without ability to go to and from work, possibly putting
additional hardship on the economy and even crime rate due to
unemployment status. This project opened the doors for many employment
opportunities in local industries and businesses that have a start or
ending time before and after the existing system is able to provide
transportation. We wereable to serve a segment of the community often
overlooked or neglected by existing programs and allow clients to become
more self sufficient.

**Competitive selection process:** state_prop

**Evaluation:** We will monitor the program by verifying the number of
clients utilizing the system during the expanded hours of operation and
taking surveys of said clients and employers to get their feedback
regarding the usefulness of the program. Quarterly meetings of community
partners were held to discuss success and recommend changes.

**Accomplishments:** Accomplishments: 1. Met huge need for early morning
and late evening employment transportation service 2. Lot of
coordination with local agencies 3. Service became natural part of
larger set of services Advice: 1. Work to integrate JARC into existing
service to share cost 2. Look at using private providers for service

## NCDOT/Rutherford County (916) 

### Rutherford County JARC (300)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** The proposed project service areas includes
some of the outlying areas of Rutherford County. The current employment
trend is moving towards tourism and service related areas. The service
allows for child-care services to be provided to newly established
workers and for those requiring training to access transportation to the
college. The program goals include the following items: extending the
established Rutherford County Transit routes to include the lower and
upper ends of the county, to extend to low-income workers and trainees
the service of reliable and affordable transportation and to assist
employers in obtaining qualified and reliable employees to fill
positions in the newly developed tourism and services industry. The
expected outcomes of these goals are as follows: increase accessibility
of public transportation at the lower and upper ends of the county to
those individuals who require this service; to allow gainfully employed
workers to utilize public transportation for work, child-care, and
possible training needs needed to gain employment, and to increase
employment rates among established employers; and attract new employers
to the area with the promise of qualified workers with reliable
transportation options. The long range goal and outcome of this program
would be to increase employment among the identified population so that
they may become more self-sufficient and obtain their own private
transportation

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached

**Accomplishments:** This effort was well planned and organized. Our
intention was to provide Chimney Rock/Lake Lure with
restaurant/hotel/tourism employees. The location is a 45 minute drive
one way, we found it very difficult to get people to take the jobs.
Local Work First did not participate. Project was not as successful as
hoped. Advice: Make sure you get participation from local employment
services.

## NCDOT/Swain Focal Point on Aging, Inc. (913) 

### Swain County JARC Project (296)

**Type**: trip_based/demandresponse

**Primary Goal:** additionalgeo

**Service description:** The goal of Swain County Job Access is to
encourage and promote the development of a balanced, efficient, and
affordable regional employment transportation system that meets the
mobility needs of the working citizens of Swain and Jackson County. The
objective of this service is to make free or affordable transportation
available to the community's most economically vulnerable citizens as
they seek to achieve welfare to work, job training and childcare. The
proposed extension of service improved access to the major employment
sites, all of which are in Jackson County. It also improved access to
Southwestern Community College, Western Carolina University, Webster
Enterprises Sheltered Workshop and child care facilities for those
persons who are training for work. The service area is Swain County and
northern Jackson County. An existing route, Swain/Jackson County was
built upon to increase availability. Hours of availability increased
from 5:00 PM to 9:00 PM Monday through Friday. Saturday services are
available from 7:00 AM until 6:00 PM.

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached

**Accomplishments:** 1. To be able to provide transportation to
employment opportunities where there were none before. 2. To make day
care available to the children (most of whom are classified \"at risk\")
of those riders who otherwise would not have gone to work Advice: 1. Be
patient, it doesn\'t happen over night 2. MARKET THE SERVICE,MARKET THE
SERVICE, MARKET THE SERVICE

## NCDOT/Triangle Transit Authority (914) 

### Briar Creek Shuttle (431)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Through this process we identified an excellent
opportunity to link welfare recipients, low-income persons, the
unemployed and underemployed of the cities of Raleigh and Durham with
employment at a major retail employment center that lies between the two
city centers. The center has approximately one million square feet of
retail and restaurant businesses, employing over 1000 people. The
project service areas are the older, poorer urban neighborhoods of
central Durham and central Raleigh, and a suburban retail employment
center located between them. Since these services now connect the fixed
route bus networks of both Raleigh and Durham with a new suburban
location, residents from large areas of both cities have access to these
jobs. The areas that have the most direct service are northeast central
Durham and northwest Raleigh. The entire service areas of CAT and DATA
are connected to this new location with one or two transfers. The
service extended Durham Area Transit Authority (DATA) services from
Durham and Capital Area Transit (CAT) services from Raleigh to the
retail employment center. TTA re-routed current services to the mini-hub
created there. Service schedules and stops were coordinated to make the
connections seamless and tailored to the needs of employers and
prospective employees. Service from DATA and CAT areprovided for nine
trips each weekday and Saturday, timed to meet most employees work
schedules -- with three trips at the start of the workday, three trips
during mid-afternoon at common shift change times, and three trips at
night to return employees working until the end of the second shift. The
agencies are coordinating with the property management firms at the
retail centers to identify the optimum trip times, and will remain
flexible after the start of operation to adjust schedules as needed.

**Competitive selection process:** state_prop

**Evaluation:** Performance Measures: 1. Number of low income
individuals served 2. Number of trips during non-traiditional days/times
3. Cost per mile 4. Cost per hour 5. Cost per trip 6. Number of
employers reached The Departments of Social Services keeps records of
client placements in new jobs, and provide TTA with monthly figures on
placements to these employers. The transit agencies track daily
boardings by route and trip through the fareboxes. As DATA and CAT are
providing service to this retail employment center through new routes,
it is straightforward to provide monthly reports on the ridership.
Evaluating the change in the percentage of job vacancies will be more
difficult. We work through the property management firms to survey the
largest employers to make a determination.

**Accomplishments:** Accomplishments: 1. Coordination of multiple urban
transportation systems 2. Regional provision of service 3. Access to
large number of job in one employment center Advice: Work with employers
to develop optimal time for service. Have close coordination to
integrate with and provide access to existing service.

## TANB (1156) 

### JARC Services (709)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** The Transportation Association of Northern
Berkshire (TANB) is a non-profit organization that works to improve
public transportation access for residents in the towns of Florida,
Clarksburg, Savoy, Cheshire, North Adams, Adams and Williamstown.
Started in 2002, in recognition of the special need for transportation
to work-related activities the effort has grown considerably over the
last several years. TAMB also works with the Berkshire Regional Transit
Administration (BRTA) to coordinate rides through a call center in North
Adams, which also serves as a clearinghouse for local transportation
information.

**Competitive selection process:** other

**Other notes:** Congressionally Designated

**Evaluation:** • TAMB, North Berkshires: TAMB in North Adams has had an
excellent record of success much like Athol. Over the last four years,
ridership has grown to 41,000 trips per year from 28,000. This
represents a 46% increase in overall ridership while operating funding
has remained the same. The average cost per service is \$11.00 a trip,
which also compares most favorably with the national average of \$23.90.

**Accomplishments:** TAMB brings together a large group of local service
providers to work to close the mobility gap for those who need
employment transportation. This great community support and networking
are the most important accomplishments of the project.

# 5566 - Los Angeles County Metropolitan Transportation Authority 

## City of Calabasas (1092) 

### Line 1 (536)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Fixed route with flexible stops shuttle

**Service description:** Calabasas transit enables riders to reach their
destinations of employment within our city and provide transportation
back to the location where Los Angeles County Metro route picks up
passengers. Calabasas is served by Metro Route 161 and Los Angeles City
Department of Transportation Route 423. JARC has enabled a flexible
drop-off shuttle service that bridged the service gaps between Routes
161 and 423.

**Competitive selection process:** urban

**Evaluation:** The City transit operates in coordination with Metro bus
stops to enable riders to utilize our transit services to their final
destination of employment. City transit has also provided riders with
electronic displays for better viewing of route numbers and additional
maps with stops and times. The city is looking into improving the
transit experience by installing installing ITS technologies, including
Geographic Information Systems guided locations to give riders more
precise shuttle arrival.

**Accomplishments:** Our greatest accomplishment is our reliable service
to our riders. Our riders depend on our transit for their livelyhood and
we deliver by providing helpful schedule displays at every stop, prompt
service, stops at areas with high ridership demand, transportation
technologies, 24-hour (7 day) customer service, bus shelters, and
internet services for transit information. Our advice is to provide
exceptional service to transit riders by recognizing and identifying
their needs and delivering everytime on that promise.

## City of Santa Clarita (1091) 

### Route 8 (535)

**Type**: trip_based/othertripbased

**Primary Goal:** improveacc

**Other notes:** Fixed route service connecting two employment centers

**Service description:** Route 8 is a local fixed route connecting the
Santa Clarita Valley and the San Fernando Valley

**Competitive selection process:** urban

**Evaluation:** Ridership

**Accomplishments:** Ridership on the route continues to grow from 3629
per month to an average of 9500 per month.

## Long Beach Transit (1093) 

### Villages at Cabrillo (537)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Long Beach Transit provides direct service to
the Villages at Cabrillo, a facility offering job employment, training
programs, and transitional housing for approximately 500 low income
residents.

**Competitive selection process:** urban

**Evaluation:** We are in contact at the Villages, and have been asked
to continue to provide this service as the Villages at Cabrillo is
currently expanding at great rates, to include additional residential
units, and soon family facilities. The demonstrated need is still there,
and we have been approached by Congressional offices, Council Offices,
and other agencies operating within the Villages at Cabrillo to continue
to provide this important service.

**Accomplishments:** Long Beach Transit is proud to support residents at
Cabrillo by continuing to provide this important service. Advice to
someone starting similar service would be to identify the needs of its
customers and to seek funding opportunities through various grants such
as JARC.

## Los Angeles County Department of Public Works (1094) 

### South Whittier Shuttle Expansion (538)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** The South Whittier Shuttle serves the
unincorporated area of South Whittier. The two-way, fixed-route system
is approximately 12 miles, and operates between 6:00 AM to 8:00 PM on
weekdays and 8:00 AM to 6:00 PM on Saturdays. The shuttle connects to
the Whittwood Town Center, Presbyterian Hospital, and Sorensen Park in
the Los Nietos area. This service enables residents to travel to
training and employment locations. The shuttle travels to destinations
of interest to Cal-WORKS recipients, including a local business
district, shopping centers, and schools and promotes self-sufficiency by
givng the recipients access to these locations.

**Competitive selection process:** urban

**Evaluation:** Surveys were mailed to residents of South Whittier to
evaluate the service. Surveys were also placed at various locations and
on shuttles to obtain publicinput and comments. The surveys and
community feedback helped determine additional destinations of interest
and more shared municipal transit agencies stops. The service is
monitored monthly to ensure on-time performance.

**Accomplishments:** A South Whittier Shuttle Transit Fair was held in
the unincorporated Whittier area to announce the new service to the
community. An identity program was established to design a service name,
theme, and logo for use on brochures, street pennants, bus stop signs,
and the bus exteriors. The new, brightly colored buses and reflective
bus stop signs have created positive attention from the community
resulting in media attention, increased ridership, and community
identity.

# 5656 - SOUND TRANSIT 

## Sound Transit (696) 

### ST Express bus service and capital improvements for reverse commute (35)

**Type**: cap_based/other

**Primary Goal:** other

**Other notes:** Vehicle acquisition, outreach campaigns and facility
improvements to support reverse commute.

**Service description:** Construction of capital improvements at the SR
512 Park and Ride / Lakewood Station and the Federal Way Transit Center
parking facility to accommodate ST Express reverse commute route 574
service. Procurement of approximately 2 diesel-electric hybrid buses for
reverse commute service on ST Express Route 550 (completed 2005) and for
a regional marketing / outreach campaign to promote reverse commute
service.

**Competitive selection process:** other

**Evaluation:** Sound Transit conducts a Comprehensive Operational
Analysis (COA) of the ST Express system. This involves a detailed
analysis of ridership patterns and system operations. It includes on/off
passenger counts of every trip on each route separately for weekdays,
Saturdays, and Sundays. A running time analysis and schedule adherence
check is also performed. Five-year ridership trends will be reviewed on
a systemwide and individual route basis. The COA may include other
market research activities as appropriate such as on-board passenger
surveys, telephone household surveys, and demographic analysis. In
addition to the COA process, an ongoing analysis of schedule efficiency
and ridership will be conducted. This evaluation may result in minor
adjustments to schedules, elimination or addition of individual trips
based on demand, schedule interlining changes, and other minor changes
identified by drivers, schedulers and other operations personnel.

**Accomplishments:** Procured and took delivery of vehicles and
completed the Federal Way Transit Center project including construction
of additional parking stalls to accommodate reverse commuters.

# 5689 - GULF COAST CNTR. 

## The Gulf Coast Center (705) 

### Connect Transit (43)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Connect Transit provided trips for trainings,
job access and child care, interviews and job fairs.

**Competitive selection process:** state_app

**Evaluation:** Eligible trips have been tracked. No eligible trips that
meet the criteria have been turned down.

**Accomplishments:** The Gulf Coast Works client was taken to interviews
and child care facility. Person got the job and was taken to and from
work and child care on a daily basis for six months.

# 5723 - MENDOCINO TRANSIT AUTHORITY 

## Mendocino Transit Authority (1107) 

### Laytonville Service - Capital Based - Replacement Vehicle (587)

**Type**: cap_based/individuals

**Primary Goal:** additionalgeo

**Service description:** In Oct 1998, MTA began operating a new fixed
route linking Laytonville to Willits. The route and schedule were
designed to connect the residents of Laytonville and intervening rural
area along Hwy 101 with education, training and job opportunities in
Willits. The bus conveniently connects with MTA buses to and from Ukiah,
where most jobs are located as well as the main campus of Mendocino
Community College. The replacement bus for this project was acquired in
Dec 06.

**Competitive selection process:** proposals

**Evaluation:** MTA was facing budget constraints with the downturn in
the economy, and was forced to reduce some of the initial service
offered to and from Laytonville. Currently, the route collects a little
over 13% in farebox recovery, which is not unreasonable for what we
consider a \"lifeline\" service.

**Accomplishments:** Initially, MTA partnered with Mendocino Private
Industry Council that provided Dept of Labor funding in order to start
this service. The cooperative funding allowed MTA to satisfy the unmet
transportation needs of a small rural community. Currently, the service
is primarily funded with local TDA funds.

# 5776 - NECALG 

## County Express (722) 

### County Express (57)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** In FY 2006, NECALG provided a fixed route
service in the City of Sterling. The fixed route provided 8,128 one way
trips for employment, education, shopping, and non-emergent medical
transportation for low income residents. The demonstration project will
conclude in August 2007. The Logan County Commissioners have been asked
to place the creation of Rural Transit Autority on the November ballot.
If the increased sales tax is approved, the Rural Transit Authority
would fund continuation of the fixed route service.

**Competitive selection process:** proposals

**Evaluation:** The performance measure for the JARC Program was a 10%
increase in ridership. From January to December 2006, County Express
provided 113,363 trips for the residents of Northeastern Colorado This
is an increase of 8,232 trips over the 105,131 trips reported from
Janaury to December 2005. In 2006, the JARC Program provideed 8,128
trips on the fixed route within the city of Sterling.

**Accomplishments:** In addition to the increase in ridership, the
greatest accomplishment was the development of an integrated human
serivce network to dicuss the future transit needs of Sterling and Logan
County. Community leaders have recommended the creation of a Rural
Transit Authority to fund continuation of the fixed route. A ballot
issue creating the RTA and increasing the sales tax to fund the Rural
Trasnsit Authority is planned for the November election. The best advise
is increased communication and coordination with stakeholders in the
Community. Decison-makers need to understand that transit is an ongoing
issue that will require an expanded commitment of resoureces. Since
there can be a turnover in elected officials, insure that commitments
are written and finalized before the start of a new transit service.

# 5834 - KI BOIS COMMUNITY ACTION 

## Call A Ride Public Transit (1025) 

### Call A Ride Public Transit (435)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Call A Ride Public Transit is part of a 19
rural transit system collaborative that covers 75 counties in Oklahoma.
Road To Work Oklahoma provided rides to and from work for over 5,000
people during FY 06.

**Competitive selection process:** competing

**Other notes:**

**Evaluation:** The Grantee KI BOIS Community Action Foundation held
quarterly meetings to evaluate and disguss and improvements that may
need to be made.

**Accomplishments:** We were able to provide transportaion for over
1,000 low income peoples.

## Central Oklahoma Transit System (1026) 

### Central Oklahoma Transit System (436)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Central Oklahoma Transit is part of a 19 rural
transit system collaborative that covers 75 counties in Oklahoma and
provided rides to work for over 5,000 people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation held
quarterly meetings to evaluate and discuss any changes that may need to
be made.

**Accomplishments:** We were able to provide transportaion to 100 low
income people.

## Cherokee Strip Transit (1027) 

### Cherokee Strip Transit (452)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Cherokee Strip Transit is part of a 19 rural
transit collaborative that covers 75 counties in Oklahoma. Road To Work
Oklahoma provided rides to work for over 5,000 people during FY 06

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and disguss any changes that may need to
be made to the program.

**Accomplishments:** We were able to provide transportation for 48 low
income people in our area

## Cimarron Public Transit System (1028) 

### Cimarron Public Transit (454)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Cimarron Public Transit is part of a 19 rural
transit collaborative that covers 75 counties in Oklahoma. ROad To Work
Oklahoma provided rides to and from work for over 5,000 low income
people in FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evalute and disguss improvements that need to be
made.

**Accomplishments:** We were able to provide transportation for over 400
low income people.

## Delta Public Transit (1029) 

### Delta Public Transit (455)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Delta Public Transit is part of a 19 rural
transit system collaborative that covers 75 counties in Oklahoma. Road
to Work Oklahoma provided rides to and from work for over 5,000 people
during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for 39
low-income people.

## First Capital Trolley (1031) 

### First Capital Trolley (457)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** First Capital Trolley is part of a 19 rural
transit system collaborative that covers 75 counties in Oklahoma. Road
to Work Oklahoma provided rides to and from work for over 5,000 people
during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over
150low-income people.

## Great Plains Transportation (1045) 

### Great Plains Transportation (459)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Great Plains Transportation is part of a 19
rural transit system collaborative that covers 75 counties in Oklahoma.
Road to Work Oklahoma provided rides to and from work for over 5,000
people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 240
low-income people.

## JAMM Transit (1032) 

### JAMM Transit (458)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** JAMM Transit is part of a 19 rural transit
system collaborative that covers 75 counties in Oklahoma. Road to Work
Oklahoma provided rides to and from work for over 5,000 people during FY
06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 120
low-income people.

## KIBOIS Area Transit System (1034) 

### KI BOIS Area Transit System (460)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** KI BOIS Area Transit System is part of a 19
rural transit system collaborative that covers 75 counties in Oklahoma.
Road to Work Oklahoma provided rides to and from work for over 5,000
people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 525
low-income people.

## Little Dixie Transit (1035) 

### Little Dixe Transit (461)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Little Dixie Transit is part of a 19 rural
transit system collaborative that covers 75 counties in Oklahoma. Road
to Work Oklahoma provided rides to and from work for over 5,000 people
during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 100
low-income people.

## Muskogee County Transit Authority (1036) 

### Muskogee County Transit Authority (462)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Muskogee County Transit Authority is part of a
19 rural transit system collaborative that covers 75 counties in
Oklahoma. Road to Work Oklahoma provided rides to and from work for over
5,000 people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 115
low-income people.

## Pelivan Transit (1038) 

### Pelivan Transit (464)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Pelivan Transitis part of a 19 rural transit
system collaborative that covers 75 counties in Oklahoma. Road to Work
Oklahoma provided rides to and from work for over 5,000 people during FY
06.

**Competitive selection process:** competing

**Other notes:**

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 100
low-income people.

## Red River Public Transportation Service (1039) 

### Red River Transportation Service (465)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Red River Transportation is part of a 19 rural
transit system collaborative that covers 75 counties in Oklahoma. Road
to Work Oklahoma provided rides to and from work for over 5,000 people
during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 200
low-income people.

## Southern Oklahoma Rural Transportation System (1040) 

### Southern Oklahoma Ruraul Transportation System (467)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Southern Oklahoma Rural Transportation System
is part of a 19 rural transit system collaborative that covers 75
counties in Oklahoma. Road to Work Oklahoma provided rides to and from
work for over 5,000 people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 240
low-income people.

## Southwest Transit (1041) 

### Southwest Transit (469)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Southwest Transit is part of a 19 rural transit
system collaborative that covers 75 counties in Oklahoma. Road to Work
Oklahoma provided rides to and from work for over 5,000 people during FY
06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 100
low-income people.

## The Ride (1042) 

### The Ride (471)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** The Ride is part of a 19 rural transit system
collaborative that covers 75 counties in Oklahoma. Road to Work Oklahoma
provided rides to and from work for over 5,000 people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 350
low-income people.

## The Transit (1043) 

### The Transit (472)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** The Transit is part of a 19 rural transit
system collaborative that covers 75 counties in Oklahoma. Road to Work
Oklahoma provided rides to and from work for over 5,000 people during FY
06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 65
low-income people.

## Washita Valley Transit System (1044) 

### Washita Valley Transit System (473)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** Washita Valley Public Transit is part of a 19
rural transit system collaborative that covers 75 counties in Oklahoma.
Road to Work Oklahoma provided rides to and from work for over 5,000
people during FY 06.

**Competitive selection process:** competing

**Evaluation:** The grantee KI BOIS Community Action Foundation holds
quarterly meetings to evaluate and discuss any improvements that may
need to be made.

**Accomplishments:** We were able to provide transportation for over 100
low-income people.

# 5839 - Archuleta County Department of Social Services 

## Archuleta County Transportation (939) 

### Archuleta County - Mountain Express Public Transit (299)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Mountain Express in the only affordable
transportation available in Pagosa Springs and is the only means of
transportation for low-income to get to and from Pagosa and the downtown
historical Pagosa Springs. It was identified that the majority of
affordable housing in our area is fifteen miles west of Pagosa and the
downtown historical Pagosa Springs where the majority of employment is
located as well as other services and childcare.

**Competitive selection process:** proposals

**Evaluation:** We issue a monthly ridership break down report to the
Archuleta County Human Services Dept. as well as the Colorado Work Force
Center where The Training Advantage Employment office is located.

**Accomplishments:** Since the beginning our ridership has increased
every year.We have input from on board surveys as well as interested
stakeholders that serve on a Transit Advisory Board. Important board
members include the County Human Services Director and The Training
Advantage Coordinator identfing the needs of service and transportation
for the low-income, elderly and disabled.

# 5847 - Change Inc 

## CHANGE, Inc. (906) 

### CHANGE, Inc. (562)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** In the Hancock / Brooke County area,
Mountaineer Gaming Resort is our largest employer, from which our
schedule revolves around the 8am, 4pm and 12am shifts. In Marshall
County, an appointment based system is in effect catering to job access
clientelle. Without a major employer, transportation is scheduled on a
\"first come, first served\" basis.

**Competitive selection process:** state_prop

**Evaluation:** Evaluations are compiled from three sources. 1. Customer
Service surveys 2. Ridership totals 3. Local agency feedback

**Accomplishments:** With the economy of our area on a down swing,
coordination of services with other transportation entities is an
on-going project. The 50/50 match has always been the major hurdle for
all concerned. With this in mind, for someone to start a new
transportation service with FTA funding, have outside contracts in place
to help reach the 50% obligation.

# 5848 - Wayne County Community Services Organization Inc 

## WCCSO/Wayne X-Press (950) 

### Wayne County Community Service org., Inc. (314)

**Type**: trip_based/routedeviationflex

**Primary Goal:** improveacc

**Service description:** Provided rides to indivduals to employment, job
training, education, day care and other services. The program help
coordinate services to unemployed and uderemploted individuals in
targeted populations.

**Competitive selection process:** proposals

**Evaluation:** Increased ridership to and from employment, job
training, education, day care and other locations.

**Accomplishments:** Coordinated services with Ashland Bus System,
Ashland, KY and TTA, Huntington, WV.

# 5899 - Matanuska Susitna Coordinated Transportation 

## MASCOT (1189) 

### Mat Su Community Transit (745)

**Type**: trip_based/othertripbased

**Primary Goal:** improvecap

**Other notes:** Service includes Deviated fix route, Demand response,
Reverse commute, commuter and paratransit.

**Service description:** MASCOT currently operates the following
transportation programs: A) Fixed Route System -- point to point service
throughout the core area of Wasilla and Palmer, with a direct service
three times daily straight into Anchorage to meet with their PeopleMover
system. B) Demand Response -- For lower density population areas (Knik,
Fairview, Big Lake, Houston, and the Butte) MASCOT operates a demand
response system that will link up with the Fixed Route System. The fares
are the same as the FR system. Client base is the same as Fixed Route C)
Door to Door Paratransit -- For seniors and disabled persons who live
beyond the ¾ deviation point or who need extra assistance in boarding or
exiting the bus, MASCOT provides door to door service. This system also
incorporates the local taxi company into the process for those areas
that it is not economical to send a bus or for those who need 24/7
service. D) Social Service Contracts -- MASCOT provides low cost or
shared resource transportation to non-profit agencies. These
arrangements vary significantly depending on individual agency needs. E)
Non-emergency, Non-medical Transportation -- This is a brand new project
in the works that is coming out of a collaboration with the Mat-Su
Borough. Though still in the planning stages, this program will offer
24/7 service to persons needing to go to the hospital but are not in an
emergency. Examples of this are those needing to get to or from dialysis
or chemotherapy.

**Competitive selection process:** state_app

**Evaluation:** Our agency has conducted random sampling to through out
the year to track ridership. This information is compared to know
funding programs at our agency.

**Accomplishments:** The greatest accomplishment was the revision of our
route system. The outer area which had fewer passangers was develped
into a Demand response route. This has helped us be more efficent with
our costs, provide needed rides which bring passangers into the fixed
route system. Our advice is that low ridership routes be reevaluated for
a differnt service until it develops into a primary ridership route.

# 5903 - CARTS INC 

## Central Area Rural Transit System, Inc. (CARTS) (739) 

### Central Area Rural Transit System, Inc. (CARTS) (74)

**Type**: trip_based/demandresponse

**Primary Goal:** extenddays

**Service description:** Central Area Rural Transit System, Inc.
provides a coordinated brokerage and dispatch, demand response system to
provide rides to residents and visitors to the Central Kenai Peninsula.
Prior to this project, there were numerous independent providers of
transit services for their clients. No system existed for coordinating
rides, or for providing general public rides and assisting people in
getting to employment. CARTS takes calls during regular weekday hours
and guarantees rides between the hours of 7 am and 11 pm five days a
week, except for work trips. Work trips are provided twenty-four hours a
day, seven days a week. CARTS operates on pre-purchased punchcards, and
passengers must schedule their rides the day before. CARTS gives the
most cost-effective, appropriate ride for that passenger, including
those who have disabilities, and all rides are door-to-door. This
project is implemented by agreements with existing providers ensuring
regular maintenance, driver standards, pricing and availability (times,
days and seats).

**Competitive selection process:** other

**Evaluation:** PERFORMANCE MEASURES FOR CARTS Overall Performance
Cost/Trip -- reduce over time Cost/Hour -- maintain reasonable level
Miles/Dollar -- maximize efficiencies Trips/Person -- maximize usage
Reduced travel times On-time deliveries -- hours of delay/1000 miles
traveled Safety Training classes offered Driver Certifications acquired
Compliance with Drug Testing Requirements Condition of fleet Accidents
per 10,000 miles traveled Mobility Zero turndowns No-shows -- enforced
policy to reduce number Economic Impact Number of passengers / Number
paying own way Total Ridership / Rides to work Daycare trips Vehicle
revenue hours Grants submitted and approved NEED: Dollar savings data
Jobsite locations Human Environment Feedback and rider testimonials
Reduced complaints Public opinion surveys Quality Organization /
Community Coordination Professional capacity -- training courses
completed Responsiveness: Problems identified / Solutions found /
Corrective actions taken Regular newsletters and public presentations
Number of Community PARTNERS coordinating / MOAs signed Effective Staff
Meetings / Level of Job Satisfaction

**Accomplishments:** Our greatest accomplishment continues to be our day
to day service, and our continued growth and acceptance. Agencies in
this community tried no less than five times to get transportation
services set up and were finally successful with the implementation of
CARTS. Although we have succeeded above initial expectations it is a
constant process of recruiting community partners, educating the public
and community leaders about the benefits of public transportation.

# 5982 - Knoxville Knox County Community Action Committee 

## Knoxville-Knox County Community Action Committee (979) 

### Job-Ride Transportation (374)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Knox County CAC Transit provided employment and
training related transportation to the residents of Knox County 7 days a
week, 24 hours a day. During this period, 659 individuals were served.

**Competitive selection process:** other

**Other notes:** Earmark

**Evaluation:** Knox County CAC Transit monitors and evaulates the
Job-Ride Program on a regular basis. First, we have always had a waiting
list and new requests for service are received daily. We send out annual
surveys to all passengers to make sure we are meeting the needs of them.

**Accomplishments:** Knox County CAC Transit has successfully provided
employement related transportation 7 days a week, 24 hours a day. This
is difficult to manage and an accomplishment that it has been
successful. We are also extremely proud that we able to see disabled,
elderly, and low-income individuals obtain employment.

# 5992 - Seedco 

## Seedco (1002) 

### Job Access and Reverse Commute: EarnFair Ride to Work (406)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** The EarnFair Ride-to-Work program was a
comprehensive program which integrated employment services for
disadvantaged job seekers and low-wage workers living in low-income
residential areas with services for employers that face challenges in
retaining their entry-level workforce. For job seekers and workers, the
goals of the program were to improve the rate of job placement and
retention with the ultimate objective of helping low-wage working
families achieve economic self-sufficiency.

**Competitive selection process:** state_prop

**Evaluation:** Seedco-NPAC provides central coordination of both the
Westchester Shuttle Service program and the Sunset Park shuttle service.
We regularly communicate with our operating partners, community partners
and the Career Center through our online community, SeedCommunity. Site
visits are conducted by our staff regularly and partner meetings are
held monthly. We have a developed Continuous Performance Improvement
tool which assesses how our Community based organization partners are
performing and reaching their targets. Seedco-NPAC also uses a
centralized information management system which is accessible by all
partners and helps us to store relevant data. We also use grant funds to
support our partner management activities. This includes training and
supporting Seedco program associates who are assigned to small groups of
CBO partners and are responsible for contract management, provision of
technical assistance, and outcomes tracking and reporting. Typically, we
hold monthly program design meetings with our partners. On a quarterly
basis we perform SmartStat sessions at these meetings where we
critically review outputs and outcomes for a handful of partners. These
meetings require intensive planning and follow-up and are a critical
component of our peer learning strategy, which has proven to be
extremely effective throughout the history of EarnFair in creating a
healthy, competitive environment for our CBO partners to perform.

**Accomplishments:** 1. Through this program, we provided access to
approximately 1000 employment sites in Sunset Park and Westchester
County. 2. In Westchester County, employers ranged from small to large
companies, such as Costco. Over 600 jobs were reached in this area. In
Sunset Park, the area consisted mainly of factories and industrial
businesses, over 400 jobs were reached in this area.

# 5994 - YWCA OF MCLEAN COUNTY 

## YWCA McLean County (1164) 

### Wheels to Work (717)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** YWCA Wheels to Work transportation program
provides work related transportation for low-income and/or disabled
individuals on Sundays. Passengers may request rides from work to home
and/or from home to work. YWCA McLean transportation program operates
from 6 a.m. to midnight on Sundays. There is no low cost transportation
available in Bloomington or Normal on Sundays.

**Competitive selection process:** other

**Other notes:** City transportation does not offer Sunday
services;designated recipient provides reverse commute to residents on
Sundays only

**Evaluation:** Outcome measures were used as an evaluation tool.
Measures of \# of trips provided, \# of businesses that had workers
using transportation to/from work. FY06 showed 82 unduplicated clients
and 54 unduplicated businesses received services from the Wheels to Work
program. 1893 one-way trips were provided.

**Accomplishments:** The ability to provide low-cost transportation to
individuals on Sundays has kept many workers able to add extra shifts to
their current employment and to assist individuals in getting to work on
time when they had difficulty paying for cab fares in the past.

# 6075 - Easter Seals Western Alabama 

## Easter Seals West Alabama (831) 

### Easter Seals West Alabama JARC Transportation (208)

**Type**: trip_based/demandresponse

**Primary Goal:** extenddays

**Service description:** Easter Seals West Alabama provides Job
Access/Reverse Commute service coordination in Tuscaloosa, Hale and
Greene County, Alabama. The trips are predominantly from the small
urbanized area of Tuscaloosa, Alabama. Office hours are 7:30 a.m. to
4:30 p.m. Monday through Friday. Transportation service is offered 7
days a week 24 hours a day. This is provided by utilizing the existing
public transit system, 2 Easter Seals vans and contracts with private
for profit cab companies.

**Competitive selection process:** competing

**Evaluation:** Easter Seals track the number of passengers, the number
of trips and the number of employers reached through the JARC
transportation service. Customers served are tracked by walk-ins, and
social service agency referrals.

**Accomplishments:** The greatest accomplishment is pulling together a
one stop call service for low-income individuals to participate in the
workforce. All social service agencies utilize our service through
referrals. Prior to the formation of this system everyone was scheduling
their own trips and there was no coordination between resources are
customers. We think it is essential to coordinate with social service
agencies in order to provide match money and assisting their efforts to
place individuals in jobs.

# 6079 - RCCAA 

## Raleigh County Community Action Association, Inc. (764) 

### JARC Transportation (123)

**Type**: trip_based/demandresponse

**Primary Goal:** improvecap

**Service description:** RCCAA provides curb to curb job access and
reverse commute services. Clients must submit work schedules weekly and
they are then placed on the schedule. Service is also available to drop
children at school or day care. The hours of operation are from 6:00AM
to midnight Monday through Saterday.

**Competitive selection process:** state_prop

**Evaluation:** RCCAA utilizes the Federal Results Oriented Management
and Accountability Model to track the outcomes of all programs. The
national employement indicator is used to measure the successfulness of
the JARC program. The national indicator that is used is \"unemployed
and found employment\" and \"obtained access to reliable/affordable
transportation in order to Acquire or maintain employment.

**Accomplishments:** We have been able to successfully expand
transporatation services to the weekend and extend operating hours to a
time when most needed by low income workers. The RCCAA JARC program
continues to grow each year.

# 6097 - Center for Community Inc 

## Center for Community, Inc. (965) 

### Community Rides (354)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** During FY 2006, The Center for Community, Inc.
continued operation of Community Rides. Community Rides is the public
transportation system that operates in the City and Borough of Sitka.
This system was created by a coordinated transportation effort made up
of human service agencies and the Sitka Tribe. The Center for Community,
Inc. agreed to act as a Brokerage and contract for both the fixed route
service and paratransit services. The Sitka Tribe operates the fixed
route system (2 routes), and Catholic Community Services operates the
paratransit service along with the Senior Center. Service is provided
Monday thru Friday.

**Competitive selection process:** other

**Evaluation:** The Community Transit Association of America (CTAA)
contracted with LSC Transportation Consultants, Inc. to perform an
analysis of the Community Ride Transit System of Alaska for the Center
for Community, Inc. Their recommendations and findings were published in
a document titled "Sitka, Alaska, Technical Assistance Phase II." This
study makes several recommendations that include performance monitoring
(which had not been done in the past). Community Rides is in the process
of reviewing and implementing recommendations in the report.

**Accomplishments:** Community Rides has provided 253 days of service
within Sitka during 2006. The system operates from 6:30 am to 6:30 pm.
The success of the system to date is largely due to the continued
support of the Sitka Tribe of Alaska. The Tribe has been instrumental in
using its limited resources to help the Center for Community keep the
system operating. What advice would you give to someone else starting a
service like yours? Make sure adequate and multiple funding streams are
in place prior to startup.

# 6105 - MONONGALIA COUNTY URBAN MASS TRANSIT AUTHORITY 

## Monongalia County Urban Mass Transit Authority (1056) 

### Blue Line (498)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation to
downtown Morgantown, WV, Saberton retail sites and Glenmark where there
are several businesses.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, revenue per passenger and passegners
per mile are compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Downtonw Mall/PM (500)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation to the
downtown area of Morgantown, WV. It also provides transportation to a
local retail mall and to the Evansdale area of our city.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, revenue per passenger and passegners
per mile are compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Orange Line (495)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation between
four primary job centers and retail sites.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, revenue per passenger, and passengers
per mile are all benchmarks compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Purple Line (499)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation to
downtown Morgantown, WV, where there are several businesses and to a
Medical facility, and also to a local retail center.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, revenue per passenger and passegners
per mile are compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Red Line (496)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation to Medical
facilities, retail sites, and job centers.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, revenue per passenger and passengers
per mile are benchmarks that are compared with past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Tyrone (497)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** This service provides transportation to the
downtown area of Morgantown, WV, to two retail sites and to a resort
area that has several employees.

**Competitive selection process:** state_app

**Evaluation:** Passengers per mile, revenue per passengers and
passenger counts are compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

### Worker Mat (476)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** This service provides demand response
transportation for individual workers to a shelter workshop.

**Competitive selection process:** state_app

**Evaluation:** Passenger counts, average passenger trips and revenue
per passenger are compared to past performance.

**Accomplishments:** Serving the community, providing additional
transportation to meet the needs of workers and businesses.

# 6147 - SUFFOLK COUNTY UNITED VETERANS PROJECT INC 

## Suffolk County United Veterans (1172) 

### East End JARC Route (725)

**Type**: trip_based/demandresponse

**Primary Goal:** extendhours

**Service description:** Demand response service transporting
low-income/entry level workers from north fork area to Tanger Mall after
bus service hours and on Sundays. Tickets were sold at local churches
and the Tanger Mall office and cost \$3.00 r/t and service was door to
door since most of these entry level jobs were stock or cleaning jobs
that were late at night.

**Competitive selection process:** other

**Other notes:** Earmark grant for local human service agency.

**Evaluation:** The project, in addition to transporting workers to job
sites in Tanger Mall in Riverhead, also provided jobs to drivers who
were part of a homeless veteran job training program run by Suffolk
County United Veterans. Program was evaluated in conjunction with
Peconic Connections who acted as the transportation broker who
pre-screened clients and networked with employers, and with local
government officals in the Riverhead and North Fork areas. Clients were
satisfied with service as were employers since there was no lateness and
few absences. Suffolk County United Veterans however found that to
continue the service after the grant period would not be cost efficient
in light of increasing fuel prices and vehicle maintenance. The program
did however serve as a viable demonstration project and both employers
and workers have consulted with county officials who now have plans to
both increase bus service hours and to provide a shuttle service.

**Accomplishments:** The greatest accomplishment was to present a
convincing arguement for increased public transportation service in the
eastern Suffolk area, and to bring employers on board as advocates.

# 6171 - MRTI 

## Monroe Randolph Transit District (703) 

### Monroe Randolph Transit District (716)

**Type**: trip_based/demandresponse

**Primary Goal:** other

**Service description:** December 15, 2005 was our first day of
operations as a Mass Transit District. We serve Monroe and Radolph
Counties in Illinois, covering 940 square miles, and serving
approximately 64,000 population. The JARC grant allowed MRT to become an
operational mass transit district, as it was one of our first grants.
This funding provided the essential start-up funds to get the service
started. We were able to provide over 700 one-way trips during FFY 06.
We are a demand-response service, and operate Monday through Friday,
from 7:00 am to 5:00 pm.

**Competitive selection process:** state_prop

**Evaluation:** Because we were starting a new service, the initial goal
was to have an operational mass transit district in an unserved
bi-county region. This was realized by December 2005. We also aimed to
provide as many trips as possible with the JARC and other grants. In FFY
06 alone, we served over 700 job-related trips.

**Accomplishments:** The greatest accomplishment for MRT was becoming an
operational mass transit district.

# 6174 - University of Alabama 

## Ability Alliance of West Alabama (1178) 

### Transportation Services (731)

**Type**: trip_based/routedeviationflex

**Primary Goal:** additionalgeo

**Other notes:**

**Service description:** The goal of this grant for Ability Alliance of
West Alabama is to provide transportation opportunities to individuals
with cognitive and developmental disabilities within a three county
area. Services would include transportation to medical appointments,
business, community events and work.

**Competitive selection process:** state_prop

**Evaluation:** Data was collected and maintained by Ability Alliance of
West Alabama.

**Accomplishments:** This transportation project for Ability Alliance of
West Alabama has enriched the lives of individuals with disabilities by
allowing them an opportunity to be independent citizens in the
community. This project gives caregivers a break from their
responsibilities as a driver and provides individuals with the freedom,
control and dignity they desire.

## CrossingPoints (1171) 

### Transition Services (724)

**Type**: trip_based/fixedroute

**Primary Goal:** improveacc

**Service description:** CrossingPoints is an adult transition program
that provides services for students with disabilities, ages 18-21, that
will help them move from school to adult life. The purpose of this grant
was to secure funds to purchase a vehicle to transport students to
employment and community-based learning sites.

**Competitive selection process:** state_prop

**Evaluation:** CrossingPoints maintains logs each time a student
participates in employment development and community-based learning
opportunities. Each student has an Individualized Education Plan that
includes measurable goals and objectives.

**Accomplishments:** CrossingPoints was able to provide regular and
frequent transportation to students with developmental disabilities to
allow for opportunities to participate in a variety of work experiences.

## 

## Kid One Transport (1161) 

### Transportation Services (715)

**Type**: trip_based/demandresponse

**Primary Goal:** improveacc

**Service description:** Kid One Transport is a highly successful
statewide non-profit agency which provides transportation services to
women and children. Transportation is provided for medical care and
social services, thus, enabling individuals to access these services
without interrupting their employment.

**Competitive selection process:** state_prop

**Evaluation:** Kid One Transport maintains records of individuals
served and the number of rides provided.

**Accomplishments:** Kid One Transport services were expanded to
additional locations within the state which in turn provided services to
more individuals.

## Lakeshore Foundation (1181) 

### Transportation Services (735)

**Type**: trip_based/demandresponse

**Primary Goal:** improveinfo

**Service description:** The Lakeshore Foundation promotes independence
for persons with physically disabling conditions and opportunities to
pursue active and healthy lifestyles. The Lakeshore Foundation purchased
a bus to provide transportation services to people with disabilities to
enable them to go to work, medical appointments, community programs,
etc.

**Competitive selection process:** state_prop

**Evaluation:** The Lakeshore Foundation maintains detailed records of
each individual transport.

**Accomplishments:** The Lakeshore Foundation has been successful in
providing transportation to people with disabilities including injured
military personnel. Lakeshore offers transportation to over 60
activities and classes each week for children and adults.

# 

## Tuscaloosa Family Resource Center (1176) 

### Transportation Services (729)

**Type**: trip_based/demandresponse

**Primary Goal:** improveinfo

**Other notes:**

**Service description:** The Tuscaloosa Family Resource Center provides
transportation services to families most in need of job training, GED
and ESL classes and/or after-school programs for their children so they
can be provided these services.

**Competitive selection process:** state_prop

**Evaluation:** This grant has been a valuable suppportive service for
the Tuscaloosa Family Resource Center. They have been able to provide
transportation to after-school programs to allow for parents to attend
classes, job training, and the Job Readiness Program.

**Accomplishments:** Because of the ability for children to attend
after-school programs, the Tuscaloosa Family Resource Center has been
able to instill in each child and their caregivers the idea that
graduating from high school, and even obtaining additional education is
a possiblity.

# 6177 - Ways to Work Inc 

## Alliance for Children and Families of the Lehigh Valley (943) 

### Ways to Work (302)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Alliance for Families and Children (960) 

### Ways to Work (344)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Bethany for Children and Families (987) 

### Ways to Work (392)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Child & Family Services of Eastern Virginia, Inc. (991) 

### Ways to Work (396)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Childserv (954) 

### Ways to Work (332)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Communities Investing In Families (994) 

### Ways to Work (399)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Community Action Council (959) 

### Ways to Work (343)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Community Action Partnership of Ramsey & Washington Counties (1010) 

### Ways to Work (419)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Community Emergency Assistance Program (945) 

### Ways to Work (305)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Enterprise for Progress in the Community (EPIC) (1012) 

### Ways to Work (420)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Episcopal Community Services (984) 

### Ways to Work (390)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family and Children Services (1003) 

### Ways to Work (403)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Service Agency of San Mateo County (1004) 

### Ways to Work (405)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Service Agency of the Central Coast (1006) 

### Ways to Work (409)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Service Association of Bucks County (866) 

### Ways to Work (252)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the program include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Service Centers, Inc. (955) 

### Ways to Work (335)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Service of Greater Baton Rouge (944) 

### Ways to Work (304)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Family Services of Montgomery County (989) 

### Ways to Work (394)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

# 

## Family Services of Western Pennsylvania (1000) 

### Ways to Work (401)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Greenleaf Family Center (942) 

### Ways to Work (301)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Metropolitan Family Service (1001) 

### Ways to Work (402)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Economic Self-Sufficiency

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Northern Virginia Family Service (992) 

### Ways to Work (398)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## People Responding in Social Ministry (PRISM) (956) 

### Ways to Work (336)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Pillsbury United Communities (962) 

### Ways to Work (345)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Provident, Inc. (1009) 

### Ways to Work (417)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## Scott Carver Dakota CAP Agency, Inc. (1008) 

### Ways to Work (415)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## The Family Conservancy (957) 

### Ways to Work (341)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## The Family Tree (958) 

### Ways to Work (342)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## The Florida Center for Child & Family Development (1007) 

### Ways to Work (411)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

## The Urban League of Champaign County (953) 

### Ways to Work (326)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** The Ways to Work program provides small loans
to low-income families for the purchase, repair, and maintenance of a
car to use for transportation to work and child care facilities. The
maximum loan size is \$4,000, at no greater than eight percent interest.
Qualified individuals must be employed a minimum of 20 hours/week and
have been employed for at least three consecutive months. Loan
applicants must have exhausted other sources of loans, and household
income cannot exceed 80 percent of the area\'s median income. Applicants
must be an involved parent of a dependent child(ren). If a rideshare
program exists in the community, all borrowers are required to register
in order to promote the importance and benefits of carpooling.

**Competitive selection process:** other

**Evaluation:** The Ways to Work program is evaluated by the non-profit
agency providing the service and Ways to Work, Inc. Specific performance
measures used to evaluate the success of the project include loan
production, default rate, total inquiries, and overall loan portfolio
quality.

**Accomplishments:** In addition to stabilization or improvement in
participants employment situations, Ways to Work clients also report
that the program has caused an increase in their financial literacy,
raised their credit rating, heightened their sense of self-esteem, and
brought about a significant improvement in their family's quality of
life. The success of Ways to Work is due to a combination of an
effective program model and over two decades of experience and
refinement. Although Ways to Work is a social service program, the
consumer lending element requires substantial business expertise.
Therefore, organizations should only contemplate starting a similar
service if they have prior experience, or have partnered with an
organization that specializes in replicating this type of service.
Without experience, organizations attempting to start a low-income loan
program face a steep learning curve, poor results and considerable loan
losses.

# 6184 - RFTA 

## Roaring Fork Transportation Authority (720) 

### I-70 Corridor Transit Service (56)

**Type**: trip_based/fixedroute

**Primary Goal:** extendhours

**Service description:** RFTA provided 7 1/2 round-trips per day between
the bedroom communities of Rifle, Silt, and New Castle, in the I-70
corridor, and one of the region\'s economic/job centers, Glenwood
Springs. The routes are largely targeted to commuters, a significant
number of whom are low-income persons. 2006 passenger survey information
for this route indicates that 81.6% of the trips were for employment
purposes. Approximately 18% of passengers surveyed indicated that they
had gross annual incomes of less than \$20,000.

**Competitive selection process:** other

**Other notes:** RFTA received a Congressional earmark for \$100,000 for
FY 2002. The funds could not be used, however, until RFTA prepared a
Area Wide Job Access Plan. The plan was completed and approved by CDOT
in 2005, and the JARC funds were applied to the I-70

**Evaluation:** In calendar year 2005, ridership on the I-70 Corridor
increased by 15.5%. In calendar year 2006, ridership increased by 18.4%.
The rate of ridership increase is the most relevant performance measure
that RFTA uses to determine whether a newer route merits continuation.
If there is demand, it will be demonstrated by continual growth in
ridership. This route has been growing by double digit percentages since
its inception, which indicates there is strong demand and, if funding
allows, service frequency and hours of operation should be enhanced.

**Accomplishments:** Because of this new I-70 Corridor Transit Service,
residents of New Castle voted to join the Roaring Fork Transportation
Authority and to contribute dedicated sales taxes to support transit.
Other jurisdictions have also considered joining RFTA in the future, and
Garfield County is contributing \$248,000 from its General Fund in 2007
to support it. While it would be ideal to have adequate resources prior
to initiation of of transit services, sometimes you must demonstrate
that there is a demand for service before communities will agree to
provide support for them.

# 6193 - DUPAGE COUNTY DEPARTMENT OF HUMAN RESOURCES 

## Pace (847) 

### Ride DuPage (244)

**Type**: info_based/broker

**Primary Goal:** improvecap

**Service description:** Ride Dupage is a coordinated transportation
offering service 24/7/364. The centralized call center accepts trip
requests on behalf of 10 different sponsored programs and assigns the
trips to one of 3 different transportation providers.

**Competitive selection process:** urban

**Evaluation:** Ride DuPage maintains a 95% on-time performance
standard, essential for work-related trips. The service has managed
approximately 10% annual ridership growth since its inception in 2004.
the cost per trip has been lowered approximately 20% from traditional
dial-a-ride service due to the introduction of taxis into the service.
Finally, approximately 25% of the trips under Ride DuPage occur during
evening and weekend hours. Those trips would not have been possible
under the traditional dial-a-ride hours that existed before Ride DuPage.

**Accomplishments:** From the rider perspective, the most significant
accomplishment has been the elimination of restrictions on service hours
or geographic boundaries. Ride DuPage riders may travel 24/7/365,
allowing them to participate fully in community life. Administratively,
the greatest accomplishment of Ride DuPage has been the coordination of
funding sources representing all levels of government, including
municipal, township, county, regional, state, and federal.

# 6201 - City of Bend, Bend Extended Area Transit 

## City of Bend, Bend Area Transit (1064) 

### Bend Area Transit fixed route service (505)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** The City of Bend, Bend Area Transit used JARC
funds to implement a new fixed route service. The funds were used to
launch the system planning, with the purchase of bus stop signs and
rider guides. An outreach program and a group pass program were also
started as a way of increasing public awareness, driver training and
supplies, one week of service hours and fuel, and ridership.

**Competitive selection process:** other

**Other notes:** Recipient solicited proposal for a fixed route
implementation plan and began service utilizing an existing contracted
service provider.

**Evaluation:** Ridership and revenue data

**Accomplishments:** The fixed route system is successful, and ridership
numbers continue to grow. The same hours of general public Dial-A-Ride
provided an average of 7,300 rides per route, which now are used to
deliver 35,000 fixed and paratransit rides monthly. Fixed route
implementation is a huge undertaking and broad based public input at
every step will avoid many legal and operational pitfalls.

## Commute Options (940) 

### Outreach Coordination (388)

**Type**: info_based/marketing

**Primary Goal:** improveinfo

**Service description:** Commute Options produced and distributed
informational brochures concerning all TDM activities and coordinated
and organized subsidized vanpool operations for major employers. Commute
Options also promoted and educated major welfare to work employers.
Commute Options facilitated and established agreements with major
employers for TDM programs and vanpools. Commute Options worked with the
Department of Human Services, The City of Bend and Vocational
Rehabilitation to identify employers with welfare to work populations in
need of transportation services, and if necessary trained the worker on
access to services.

**Competitive selection process:** state_prop

**Evaluation:** Marketing material was produced and distributed, and
business contacts were made monthly.

**Accomplishments:** Commute Options developed and distributed new
rideshare brochures, and made personal visits to the business community
to educate the workforce on the value of vanpooling, carpooling and
ridesharing.

### Ride Share Project (387)

**Type**: info_based/ridematch

**Primary Goal:** improveinfo

**Service description:** Commute Options helps people share commutes.
Commute Options manages a Website with online capabilities for potential
carpoolers and ride share that allow the participant to submit
information or a form for trip matching. Commute Options also updated
the active database that can be used to search for and set up area
carpools using a GIS based system to provide better logical trip
matches.

**Competitive selection process:** state_prop

**Evaluation:** Clients are being matched by way of the web, phone and
paper registration.

**Accomplishments:** Commute Options implemented a new database system
that allows a match of carpool participants. As of September 30, 2006,
there were 223 individuals participating in rideshare, and 87 business
that had 1,236 employees involved in ridesharing and/or vanpooling.

### Vanpool (294)

**Type**: trip_based/rideshare

**Primary Goal:** other

**Service description:** This service provides vanpool or shuttle
service opportunities to major employers and their employees. Commute
Options helped business start employee vanpools, with the advantage of
costs savings, parking space savings, less traffic congestion, cleaner
air, and a more relaxed commute. Commute Options has established a
contract with a vanpool provider that manages all vehicle maintenance
and upkeep of vans suitable to meet the needs of the employer. This
program allows employees living in more affordable, outlying towns to
access jobs in Bend and Sunriver, which have a much higher cost of
living.

**Competitive selection process:** state_prop

**Evaluation:** Goals/Benchmarks for vanpool starts were established,
and to date five vanpools have been started.

**Accomplishments:** Started vanpools which enable people to get to work
inexpensively and to continue to be a part of the workforce.

# 6259 - KINGS COUNTY AREA PUBLIC TRANSIT AGENCY 

## Kings County Area Public Transit Agency (724) 

### KART (Kings Area Rural Transit) (58)

**Type**: trip_based/othertripbased

**Primary Goal:** additionalgeo

**Other notes:** Service provides Vanpool vehicles to farmworkers
employes in the fields.

**Service description:** Service provides vanpools to farmworkers living
in the San Joaquin Valley who ride with at least 8 other riders to and
from home to the fields. Drivers must have a Class \"C\" license and a
Class \"B\" physical. The JARC fund provided for the purchase of the
15-passenger vans. Revenue from the riders covers all other 100% of all
other expenses. These include fuel, insurance administration and
Maintenance.

**Competitive selection process:** other

**Evaluation:** The biggest test is if the program is able to recover
all of its operating costs. It does. We presently have 112 vanpool,
traveling an average of 60 miles per day, 6 day per week, carrying an
average of 11 riders each.

**Accomplishments:** The biggest highlight is taking a concept and
developing it into a program that is now being expanded and replicated
in other parts of the State. Never give up and challenge all
regulations.

# 6310 - DANVILLE MASS TRANSIT 

## Danville Mass Transit/City of Danville (702) 

### Danville - Champaign (38)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** Service connects the Danville UZA with the
Champaign UZA. Danville has a significant proportion of low income
residents, while Champaign, due to the University of Illinois, has more
employment (especially lower skilled jobs)available. Service is provided
by six round trips on weekdays and five on Saturdays.

**Competitive selection process:** state_app

**Evaluation:** Since the service has only operated 6 months, little
evaluation has occurred. Ridership continues to grow. Trip purposes are
very diverse.

**Accomplishments:** The service is integrated with transit services in
both UZA\'s. Transfers are accepted between the systems; a premium fare
is charged for the trip between the two cities.

# 6382 - Oklahoma Transit Association 

## Central Oklahoma Transportation and Parking Authority (1111) 

### COTPA Fixed Route Expansion (602)

**Type**: trip_based/fixedroute

**Primary Goal:** additionalgeo

**Service description:** COTPA provides expanded fixed routes service to
the citizens of OKC to assist them to work and home.

**Competitive selection process:** other

**Evaluation:** We utilize TDP\'s. If the criteria is met and the
project has successfully benefited participants and there is overall
growth, we look at continuing the project.

**Accomplishments:** The greatest accomplishment of providing extended
services is within the increased ridership. The best advice is the make
sure the public is continually educated.

### Vehicles for Families (604)

**Type**: cap_based/individuals

**Primary Goal:** other

**Service description:** This program plans to assist low-income
eligible individuals with families overcome transportation barriers who
can not realistically use other forms of public transportation. It will
assist low income individuals with families by 1) selling them a
reliable automobile at a minimal price; 2) identifying resources to pay
for insurance, title, tag and service; and 3) providing case management,
counseling and support services related to paying for and maintaining an
automobile. The vehicle would be reliable and come with a substantial
guarantee from the dealer.

**Competitive selection process:** other

**Evaluation:** The reporting and tracking from the local agency
administering the program. The success of the vehicle placement and
impact on the families.

**Accomplishments:** Providing reliable transportation to families to
get to work and altering their overall quality of life.

# 6461 - SPNEC 

## St. Paul Neighborhood Energy Consortium (NKA Neighborhood Energy Connection) (718) 

### HOURCAR Car-sharing (53)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** car-sharing service, vehicles driven from fixed hubs

**Service description:** During FY 2006, HOURCAR continued to provide
car-sharing service to its members. By the end of the fiscal year, 14
hubs were in service, along with 15 cars, serving 282 drivers.

**Competitive selection process:** other

**Other notes:** Congressional earmark

**Evaluation:** HOURCAR administers an annual survey of its membership
to determine effectiveness, outcomes, and participant satisfaction.
Results from HOURCAR\'s second annual survey (administered June, 2007,
and covering portions of FY 2006) showed the following: 1. HOURCAR Users
are 49% male; 51% female. 2. 50% of users earn less than \$50,000/yr
household income. 3. 111 vehicles were discarded from HOURCAR
households; replaced by car-sharing. 4. After joining HOURCAR, users
increased bus use 41%; used LRT 32% more; biked 44% more, and walked 44%
more. 5. 90.3% of HOURCAR members are satisfied with the service; 7.1%
\"neutral;\" 2.6% \"dissatisfied.\"

**Accomplishments:** HOURCAR made a conscious effort to use
fuel-efficient vehicles. This has been very important to early users.
The HOURCAR fleet at the end of FY 2006 included 14 hybrid vehicles, one
plug-in hybrid vehicle, and one fuel-efficient subcompact car.

# 6477 - WEST CAP 

## West Central Wisconsin Community Action Agency, Inc. (897) 

### Rural Transportation Program for low-income workers (259)

**Type**: trip_based/othertripbased

**Primary Goal:** other

**Other notes:** Facilitated car purchase program

**Service description:** West CAP\'s JumpStart program provides
transporation assistance to low-income, TANF eligible familes in rural
areas where no public transit is available. JumpStart provides a
facilitated vehicle purchasing program that focuses on good quality,
fuel-efficient and reliable vehicles for work and family needs.
JumpStart provides an evaluation of transportation needs and options,
and training on maintenance and opertations. Jumpstart provides
downpayment assistance and access to financing through partnering banks
and credit unions. The program maintains a pooled fund to help cover the
costs of major repairs, and clients are required to make a monthly
deposit into their own repair fund for regular maintenance.

**Competitive selection process:** other

**Other notes:** Congressional Earmark

**Evaluation:** West CAP uses benchmarks to evaluate both program
operations and service impacts on client\'s lives. Program operations
benchmarks include: applications for service, clients served, financing
accessed, repossessions, major repair costs. Service impact benchmarks
are measured by regular client surveys, and identify impacts that
include: employment, wages and income, education, housing and
homeownership, miles traveled, quality of life, reduction in need for
public services.

**Accomplishments:** Unlike most low-income car programs that focus on
low-cost, unreliable vehicles, JumpStart focuses on good quality,
fuel-efficient vehicles - using only models that have a proven record of
reliability. This focus allows the program to meet the transportation
needs of our clients for five years - enough time to make the changes
and improvements needed in the their work and life situations. Client
surveys show a dramatic inprovement in client\'s income, education,
quality of life, and a marked reduction in the use of public services
and savings in public benefits costs. We believe that the focus on a
good quality vehicle, with a five year timeline, is an essential aspect
of the programs success.

# 6497 - The Arc of Madision County Inc. 

## The Arc of Madison County, Inc. (917) 

### Transportation for Individuals with Disabilities (295)

**Type**: trip_based/fixedroute

**Primary Goal:** improvecap

**Service description:** Using 15 newly purchased vehicles, the Arc of
Madison County, Incorporated provided transportation services for
individuals with intellectual and physical disabilities. These services
included daily routes to and from day habilitation programs, residential
homes, community outings, job interviews, and residential homes for
therapy visits. Registered Nurses are now using the vehicles during
\"down time\" to monitor medication administration and to access clients
needs.

**Competitive selection process:** other

**Evaluation:** The Arc of Madison County has evaluated the success of
the program by the number of trips completed for client use. These trips
are documented by staff. The trip information includes the number of
individuals with a disability on the route, mileage of the trip, and
where the trip was made. For those staff not transporting an individual
with a disability, there was documentation of where the staff went, and
how their time benefited an individual with a disability. The goal of
the grant is to make sure that all transportation needs are met for
individuals with intellectual disabilities so that they may function as
independent in life as possible. Based upon this goal, we have met the
the need that we have established for these individuals. Each visit,
whether to a day program or on a community outing, allows these
individuals the opportunity to be included as an independent person in
their own community.

**Accomplishments:** The Arc has been able to drastically grow because
of the funds we received through this grant. The State of Alabama
Department of Mental Health/Mental Retardation is working to avoid a
Waiting List Lawsuit that has been filed by individuals with a
disability and their families. To avoid this lawsuit, money has been
allocated for new services. In the Madison County area, we have served
over 45 new individuals in our day program over the last two years, and
10 new individuals in our residential program. Clients had been turned
away in the past because there were no vehicles in order to transport.
This program has allowed our organization to serve new clients, and
provided us with the ability to replace old vehicles so that current
transportation is more reliable. The Arc of Madison County has been able
to not only work to meet the needs of the individuals we serve, but have
opened up our services to other disability organizations so that they
may have use of our vehicles for their clients. We coordinate with
self-advocacy groups such as people first so that may be able to attend
monthly meetings and local events.

# 6511 - PHILADELPHIA UNEMPLOYMENT PROJECT 

## Philadelphia Unemployment Project (698) 

### Reverse Commute Services (36)

**Type**: trip_based/reversecommute

**Primary Goal:** improveacc

**Service description:** The Commuter Options program provides services
to inner city workers traveling to suburban jobs. A project of the
Philadelphia Unemployment Project, Commuter Options has reached its
target of 20 minivans in service by the end of its first year of
operation. City workers are traveling to companies all over the
Philadelphia area in PUPCO minivans, making it possible for them to
arrive at good paying jobs that are difficult or impossible to reach by
public transportation.

**Competitive selection process:** other

**Other notes:** Earmark

**Evaluation:** Commuter Options is a major component of our agency's
overall work. Therefore, throughout the past year, our program staff met
intensively at a minimum of once per week to discuss the status of the
program, the projected growth and needs, as well as the challenges that
are imminent. Our Director provides monthly updates to our Board of
Directors. Staff and Board feedback assists us in keeping the program
focused and vibrant. 2006 Performance Measures: Program participation
per Quarter 20% increase per quarter Matching funding for program:
Secured funding from Pennsylvania Department of Public Welfare and
Department of Labor and Industry Expand fleet of vans 20 vans in
operation at end of year Provide quarterly updates on program: Quarterly
updates (June 2006, October 2006, December 2006, February 2007) are
posted on our website (www.philaup.org) Effective outreach: Created and
distributed thousands of 'Commuter Options' pamphlets throughout the
region

**Accomplishments:** Through our outreach and collaborative efforts with
other job placement agencies and companies we have reached our target of
20 vanpools serving nearly 100 commuters for 2006. Philadelphia
Unemployment Project\'s Communter Options Program is reaching out to
Philadelphia's welfare-to-work population by working with the city's
EARN Centers - the new welfare-to-work programs designed to place
welfare recipients into employment. A good recent example is found in
the three minivan pools from the Ridge District EARN Center in North
Philadelphia which have just begun taking people to Brooks
Pharmaceuticals in Fairless Hills, where they fill orders for Eckerd
Drug at \$9.50 per hour. Without the vans these workers would not be
able to get to these decent paying, entry level jobs.