Region V illinois, Indiana, Michigan, Minnesota

Indiana

Bloomington Public Transportation Corporation (1909)

Bloomington Public Transportation Corporation (32)

Late Weeknight Fixed Route Service (6)

Location: City of Bloomington (IN)

Type: Trip-Based Services/Fixed route

Goal: Extended hours/ days of service

Service description: The JARC-funded service provided by the Bloomington Public Transportation Corporation in 2009 included extended late weeknight hours on five different routes including the 1 Fee Lane/S. Walnut; 2 S. Rogers/W. 11th Street; 3 Highland Village/College Mall; 4 Bloomfield Road/Sherwood Oaks; and 5 Sare Road. Hours were extended on routes 1 through 4 to operate from 9 PM to 11:35 PM and on Route 5 to operate from 8 PM to 11:05 PM. These routes are all downtown-oriented radial routes that arrive and depart from downtown Bloomington at the same time so as to enable easy and convenient transfers between routes.

Evaluation: Performance measures used include ridership by route, ridership per revenue hour, ridership by day and hour of the day, and ridership by month. This data is used to identify productivity and performance compared to the system as a whole.

Accomplishments: Ridership in 2009 was 45,063, which represented 1.5% of total system ridership for the entire year. Especially significant was the fact that an average of 175 passenger trips were made per day as a result of the JARC-funded service expansion. The provision of late weeknight transit service has enabled people in the community to access jobs, education, entertainment, health care, and recreation after the 8-9 PM hour.

Lessons learned: Some interesting lessons were learned in negotiating with our union local, relative to the development of late night runs and how they necessitated going to many 4-day shifts for drivers, rather than 5-day shifts. This necessitated negotiations with our union to waive a contract-mandated lunch break and pay for when such a lunch break was not provided.

Fort Wayne Public Transportation Corporation (1191)

Fort Wayne Public Transportation Corporation (836)

Route 7/7a (1136)

Location: Fort Wayne (IN)

Type: Trip-Based Services/Fixed route

Goal: Extended hours/ days of service

Service description: The JARC-funded service provided during FFY 2009 was increased service frequency (1/2 hour service) on Route 7/7a. One of the goals of the project is to improve low-income individuals' access to employment and related activities and to transport residents of targeted urban areas to employment and services outside of their residential area. Route 7 is designated by the JARC plan as a disadvantaged area requiring residents to commute outside of the area to access jobs. Increasing frequency of service from areas where people live but do not have jobs available to areas where jobs are developing will strengthen the economic picture of the entire community.

Another goal for this service is to inform the public about transportation services available in the community and to train the public to use the services to get to work, job training, child care, and other services as effectively as possible.

Evaluation: This project was evaluated by measuring the year over year increase in ridership on Route 7/7a, with the increased service frequency in place. We also documented the number and type of presentations that staff made at community events to share information about the benefits of using public transit to access jobs and education. Opportunities to provide specialized travel training for human service agency job coaches and people with disabilities were also documented.

Accomplishments: Ridership on Route 7/7a continues to increase since the 1/2 hour service was implemented. There were an additional 5,304 riders on the route in 2009 compared to 2008; a 3% increase.
FWPTC has been very active over the past two years informing the public about the benefits of using public transit to access jobs and education. Specific JARC-related activity includes outreach to Ivy Tech, IPFW, Indiana Institute of Technology, and University of Saint Francis.
FWPTC also produced a video and held live presentations regarding travel training to Hispanic and Burmese groups in Fort Wayne in an effort to help these groups assimilate into the local community. The training will assist these new groups in getting to educational facilities, jobs, social service agencies, medical appointments, and shopping.
A new transit center, Hanna Creighton, was established in 2005 to serve as a hub and transfer point for three FWPTC routes (5,6,7). This neighborhood transit center serves an underprivileged area and coordinates with Fort Wayne Urban League programs, Brown Mackie College classes, and Hanna Creighton Neighborhood activities.
Route 7 was also extended to serve the revitalized Southtown Center commercial district. This service change 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.

Lessons learned: It is always important to coordinate efforts with other agencies, governmental and social services, in the community when determining goals and prioritizing projects. Cooperation is also key to accomplishing these goals and implementing the projects.

Greater Lafayette Public Transportation Corporation (1194)

Greater Lafayette Public Transportation Corporation (848)

(2) Route Extensions - Wal-Mart and Clarian Arnett Hospital (1413)

Location: Lafayette (IN)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: The targeted service area is 1) a Wal-Mart store on the south side of Lafayette and 2) a hospital on the east side of Lafayette.

Route 6B extended existing service to S. 18th Street and County Road 350 South. Buses operate every 30 minutes on weekdays, from 6:15 AM to 6:40 PM. Saturday service improved from every 60 minutes to every 30 minutes, from 7:15 AM to 6:10 PM.
Route 7 State Road 26 E. provides service to the new hospital every 30 minutes during the daytime, Monday through Saturday, once per hour on weeknights, and once per hour on Sundays. Also, after running every 30 minutes until 7:15 PM, it operates once per hour with trips departing downtown from 7:45 PM until 11:45 PM, Monday through Friday.

Evaluation: Since the 2003 land use survey three new retail areas have developed, all three of which are located in the suburban areas of the communities. The Citizen Participation Committee identified this area as one in need of bus service. A windshield business survey conducted on November 2, 2007, located 77 employers in this specific area. Since the survey, two new businesses have opened: a bank and Good Will store. One of the restaurants has also expanded. A 2007 survey using the Polk directory accounted for 947 jobs in this retail strip area. For those business not listed in the directory, direct phone calls were made requesting employment numbers. Approximately twenty five new jobs were added with the new and expanded businesses. This brings the total up to 972 jobs.
A measure of low-income is a federal program more commonly referred to as Section 8 housing. Several maps show where the Section 8 participants live. Throughout the communities, there are specific areas that typically have higher concentrations of low-income residents. In West Lafayette they include the Purdue University area and an area located in northern West Lafayette. In Lafayette, the areas are located just north of downtown, in the Wabash Avenue/Elston Area, and the area located near the Tippecanoe Mall. While these Section 8 participants have access to GLPTC, they previously had no access to the new jobs located along CR 350S.
A transit needs study compiled by First Transit identified an initial ridership of 151 passengers per weekday and 195 on Saturday for the extension of the 6B route to Wal-Mart. They estimated twelve hours of service per weekday and fifteen and a half on Saturday. GLPTC staff estimated that 90% of that ridership would be employment related. Thus, the initial estimated number of low-income persons served is 68 per day. The initial estimate is most likely low. GLPTC also received a petition from Wal-Mart employees requesting bus service.

Accomplishments: Based on the fact that both the Wal-Mart and Clarian Arnett employees received access to their jobs (with a petition in the case of the Wal-Mart employees), and employment was increased for both riders and GLPTC employees, the program was successful.

Lessons learned: GLPTC continues to find new ways to service community needs in cooperation with FTA and the local Area Plan Commission (MPO). Initial research is critical to the program's success.

(2) Route Extensions - Wal-Mart and Clarian Arnett Hospital (1416)

Location: Lafayette (IN)

Type: Trip-Based Services/Fixed route

Goal: Improved access/connections

Service description: The targeted service area is 1) a Wal-Mart store on the south side of Lafayette and 2) a hospital on the east side of Lafayette.

Route 6B extended existing service to S. 18th Street and County Road 350 South. Buses operate every 30 minutes on weekdays, from 6:15 AM to 6:40 PM. Saturday service improved from every 60 minutes to every 30 minutes, from 7:15 AM to 6:10 PM.
Route 7 State Road 26 E. provides service to the new hospital every 30 minutes during the daytime, Monday through Saturday, once per hour on weeknights, and once per hour on Sundays. Also, after running every 30 minutes until 7:15 PM, it operates once per hour with trips departing downtown from 7:45 PM until 11:45 PM, Monday through Friday.

Evaluation: Since the 2003 land use survey three new retail areas have developed, all three of which are located in the suburban areas of the communities. The Citizen Participation Committee identified this area as one in need of bus service. A windshield business survey conducted on November 2, 2007, located 77 employers in this specific area. Since the survey, two new businesses have opened: a bank and Good Will store. One of the restaurants has also expanded. A 2007 survey using the Polk directory accounted for 947 jobs in this retail strip area. For those business not listed in the directory, direct phone calls were made requesting employment numbers. Approximately twenty five new jobs were added with the new and expanded businesses. This brings the total up to 972 jobs.
A measure of low-income is a federal program more commonly referred to as Section 8 housing. Several maps show where the Section 8 participants live. Throughout the communities, there are specific areas that typically have higher concentrations of low-income residents. In West Lafayette they include the Purdue University area and an area located in northern West Lafayette. In Lafayette, the areas are located just north of downtown, in the Wabash Avenue/Elston Area, and the area located near the Tippecanoe Mall. While these Section 8 participants have access to GLPTC, they previously had no access to the new jobs located along CR 350S.
A transit needs study compiled by First Transit identified an initial ridership of 151 passengers per weekday and 195 on Saturday for the extension of the 6B route to Wal-Mart. They estimated twelve hours of service per weekday and fifteen and a half on Saturday. GLPTC staff estimated that 90% of that ridership would be employment related. Thus, the initial estimated number of low-income persons served is 68 per day. The initial estimate is most likely low. GLPTC also received a petition from Wal-Mart employees requesting bus service.

Accomplishments: Based on the fact that both the Wal-Mart and Clarian Arnett employees received access to their jobs (with a petition in the case of the Wal-Mart employees), and employment was increased for both riders and GLPTC employees, the program was successful.

Lessons learned: GLPTC continues to find new ways to service community needs in cooperation with FTA and the local Area Plan Commission (MPO). Initial research is critical to the program's success.

Indianapolis Public Transportation Corporation (1202)

Family Service of Central Indiana (684)

Ways to Work Car Loan Program (801)

Location: Indianapolis and adjacent counties (IN)

Type: Information-Based Services/Mobility manager

Goal: Improved access/connections

Service description: The Ways to Work car loan program is operated by Family Service of Central Indiana and provides low-interest loans to low-income individuals (18 years or older) to help them repair our purchase modest automobile transportation allowing for access to employment opportunities. The program has an ultimate goal of helping families become self-sufficient and credit worthy members of the community. The JARC grant supports the coordination of the loan program, which is funded through a revolving loan pool provided through the National Bank of Indianapolis. Recipients of loans are required to participate in the local ride share program and provide transportation support for others seeking access to employment.

Evaluation: The loan program coordinator completes monthly reports documenting inquiries and loan service data which is reviewed by the loan committee, Senior Vice President, and Services Planning Committee. This information is also relayed to the Board of Directors and is further evaluated on a quarterly basis as a part of an agency-wide Quality Improvement Program. Applicants were required to complete a Money Management workshop to improve overall financial literacy skill as a consideration for loan approval. All loan recipients were required to sign an agreement to participate in a ride sharing program. To date, 21 jobs have been accessed as a result of our loan recipient's ride sharing activities.

Accomplishments: Family Service was pleased that despite the economic downturn and high unemployment rate, they were still able to qualify 29 people for loans and keep the default rate below the 15% targeted maximum level. In addition, they had three loans that were paid off early. One of the loan participants was featured in the local United Way television simulcast demonstrating the impact of our loan program in helping her achieve financial stability.

Lessons learned: We have learned that you cannot accurately predict whether a borrower will repay their loan. Frequent contact with borrowers has proven to be helpful in encouraging repayment and also in identifying those who are experiencing crisis that could lead to payment problems. Family Service also found that the program was negatively impacted by the recession: First, people who inquired about loans later developed "cold feet" and did not follow through on the loan request due to anxiety about taking on debt; Second, loan defaults increased over the past year as borrowers lost jobs or experienced reduced hours; Third, the supply of used cars in the marketplace was reduced as people held onto their cars longer making it more difficult for clients to find affordable, reliable vehicles to purchase with their loans.

Indianapolis Public Transportation Corporation (687)

Fixed Route Extension - Route 8 Airport (814)

Location: Indianapolis (IN)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: A service extension was made to the Route 8 Washington Street service utilizing JARC funding support. This route serves many destinations, including the Indianapolis Airport, which is a destination and a major employer. A new terminal opened in November 2008. Access to the new terminal meant that service had to be extended seven miles (one way) to be able to serve this important destination and provide access to jobs. This expansion not only provided service to the new terminal, but allowed for more service further west on Washington Street to the county line. Many people live and work in this area. There are a number of folks who get off the bus near the county line and walk into the next county for job access.

Evaluation: Evaluation of this service is based on usage. There are a high number of boardings and alightings at the airport terminal, as well as other points along this extended portion of the route. Service information relative to performance and ridership are acquired through the use of automatic vehicle locator (AVL) software and fare box revenue and is monitored daily. Statistical reports are generated for management, Service Committee, and Board review. Service is ranked and critiqued using IPTC adopted service standards.

Accomplishments: As a result of funding of this project, IPTC has been able to not only expand the Route 8 service, but also continue service to the new passenger terminal and airport area. Yearly boardings on the extension of the route for 2009 totaled approximately 79,912 and alightings totaled 85,668 for a total of 165,580 passenger trips. Overall, Route 8 ridership was 1,017,167. As a result of expanding coverage of the Route 8, access to employment opportunities in adjacent Hendricks County is closer and more accessible.

Lessons learned: Expanding the Route 8 service was an easy decision for IPTC, as the alternative would have resulted in no public transit access to the Indianapolis International Airport passenger terminal and one of the city's major employment hubs.

John H. Boner Community Center (509)

Near Eastside Orbiter (NEO) Circulator (459)

Location: Indianapolis (IN)

Type: Trip-Based Services/Fixed route

Goal: Improved access/connections

Service description: The Near Eastside Orbiter (NEO) is a public transportation community circulator service that was implemented by the John H. Boner Community Center to primarily provide job access for residents on the near eastside community of Indianapolis. The NEO circulator provides hourly, fixed route, scheduled service during peak morning and evening hours, along a 15-mile route through the near eastside community and provides connections to several of the city's IndyGo (public transit) bus routes. The circulator has eleven bus stops along its route that provide access to employment, retail, and healthcare centers.

Evaluation: A small planning committee consisting of Boner Center employees as well as individuals from other community organizations would meet on a regular basis to monitor and evaluate the route and service delivery. Review of ridership numbers, service demands (time of day), and origin and destination trends relative to route structure are a major focus of review. In addition, a larger group of community stakeholders also meet to offer broader community based input.

Accomplishments: As a result of the NEO project, two residents from the community were hired as drivers for the NEO bus service, which has allowed them to become contributing members in the community. The service has also been accident free and has also allowed the Boner Center to link men from a "work release" re-entry program to their place(s) of employment or employment training sites.

Lessons learned: Would encourage others to gather the input from the community and approach businesses in the community for partnership opportunities. Having a back-up vehicle and driver are also important to insure continuity during break downs, routine preventive maintenance, and driver absences.