Region V illinois, Indiana, Michigan, Minnesota

Ohio

Central Ohio Transit Authority (1228)

Franklin County Board of Developmental Disabilities (737)

FCBDD (1151)

Location: Franklin County (OH)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: Persons with developmental disabilities desire to work and to be productive members of their society. FCBDD provides assistance with jobs and job placements in a number of settings such as sheltered workshops, supported employment, enclaves, and community settings. Transportation is an essential component for these individuals ability to retain their community based jobs and income. Practically all of the persons eligible for services by FCBDD are unable to obtain drivers licenses and therefore cannot drive themselves. They are low-income and Medicaid eligible, most of their job opportunities require a type of transportation that is often unavailable, inaccessible, not timely and reliable, unavailable at the required times, unsuitable for their disability, located off the normal public transit routes, or other barriers to their employment. Without the transportation supports available from FCBDD, many potential employment opportunities would be unreachable and unsustainable.

The following work locations are served by FCBDD Transportation and are affected by JARC funding:
1. Downtown Columbus Supported Employment Janitorial Work sites at four state office buildings located in downtown Columbus, requiring transporting 135 persons daily on two work shifts.
- Low-income, SSA eligible individuals
- Late night job assignments requiring returns to home after the cessation of other transportation
- Delivery to work downtown at peak rush hour times when transportation services are designed to exit the DT area
2. Young Adult Services (YAS) operated by Goodwill Industries, on the grounds of FCBDD’s West Sheltered Workshop, is a training program to develop young adults to access the community. This program transports 32 persons daily.
- Low-income, SSA eligible individuals
- There are a high number of people using wheelchairs for mobility participating in the program.
- Require curb-to-curb service, scheduled at the fixed training hours of 9:30 AM to 3:30 PM
3. Thirteen (13) smaller Supported Employment Janitorial Work sites operated by ARC Industries, each requiring the transportation of five or more employees. These work sites support various evening work schedules
- Low-income, SSA eligible individuals
- Late night job assignments requiring returns to home after the cessation of other transportation
4. Parker Hannifin is a light manufacturing enclave employing 60+ people with developmental disabilities. This is a 2-shift operation with ARC Industries supervision. FCBDD has been in collaborative support with Parker Hannifin for the last decade.
5. Work and Behavioral Services (WBS), previously known as Uniworks, is a facility affiliated with Goodwill Industries. The program provides training and other day-hab activities for approximately 30 individuals afflicted with significant emotional or behavioral disabilities. The WBS second shift program ends at 7:30 daily. These individuals require transportation back to their homes in a controlled environment.

Evaluation: Franklin County Board has a proven track record of identifying and meeting the changing and ongoing needs of our county’s DD target population, acting singly or in close collaboration with other service providers. We are conscious of the changing demographics in our Franklin County service area and are committed to growing and adapting our services to meet those emerging needs.

The JARC program funding will support the efforts of our Alternative Transportation Department, which is responsible for the planning, coordinating, contracting, and monitoring of all transportation provided by the County Board in other than our fleet of 200 school buses. This department has been in place for almost six years and provides support and monitoring of all transportation provided to our participants. This department also contracts with our contract providers and monitors their performance through daily on time reports, ridership input, on site vendor audits, and open dialog on the overall satisfaction of the riders, families, and care givers supported by this program.

Franklin County Board of Developmental Disabilities has a long history of successfully meeting and overcoming the transportation issues confronting FCBDD consumers and their caregivers, since 1967 when SB 169 created our agency. Today we are approaching 20,000 individuals being served in some capacity by FCBDD. FCB Transportation services have kept pace with these changing developments over the years. In 2009, FCB Transportation safely arranged, routed, and accomplished over 600,000 trips. Our mission is to help our FCBDD population live learn and work in the community.
We have had success in monitoring/managing contracted transportation services by asking for immediate feedback from our transportation customers, including building management, supervision, case workers, FCB consumers, and their caregivers and maintaining a database of customer concerns and complaints. We will continue this practice to assure our services are kept at a high level. In monitoring contractor billing, FCB transportation will continue to oversee Attendance Sheets for billing accuracy. FCB Transportation will continue to keep good communication with Mobility Management and react to any requests as needed.

Accomplishments: FCBDD collaborated with and reached out to our area transportation community in a number of significant ways:
1. Competitive bidding is used to select qualified vendors, allowing all suppliers an equal opportunity to obtain contracted work.
2. Training of current and prospective providers. Scheduled for four days, FCBDD transportation provides regularly scheduled training classes for new transportation vendor-providers to the standards set by the NTSB, American Red Cross, ADA, Ohio Department of Education, Ohio Department of Developmental Disabilities, and the Ohio Revised Code. These classes also include Defensive Driving from the National Safety Council, Crisis Intervention, and Incident Reporting. Exposure to this material ensures each training participant has been given the best opportunity to further the overall goals of both this agency and to meet JARC criteria
3. Scheduled and random vendor audits are performed to insure compliance and understanding of vendor expectations and to insure safe transport of our riders.

Lessons learned: My advice to someone wishing to start a similar service would be to learn to deal with multiple and changing situations, people. and cultures.

City of Niles - Trumbull Transit Service (6176)

City of Niles - Trumbull Transit Service (813)

Niles Trumbull Transit System (NITTS) - TCESC (1031)

Location: Trumbull County (OH)

Type: Trip-Based Services/Demand response

Goal: Improved access/connections

Service description: The service provided was to Trumbull County Educational Services Center clients by the City of Niles using our Niles-Trumbull Transit System (NITTS) demand response service for young adults up to the age of 22, who were transported to and from on-the-job training sites and to employment locations at which they had been hired through the efforts of TCESC. The service provided operated as NITTS public transit demand response service does, countywide, and during the same hours that NITTS normally operates. NITTS is a system that operates an entirely demand response service, operating no fixed route service.

Evaluation: We benchmarked the service against the same service standards we use for our regular transit service, using the same performance measures, and found the service we provide under JARC was somewhat more efficient and productive in terms of trips per hour and cost per trip. We anticipated our cost at $30 and realized a cost per trip as low as $25.75. We anticipated 1.6 trips per hour and realized as high as 1.85. We also achieved serving the maximum number of young people we hoped to of 74.

Accomplishments: The service was able to keep pace with demand and operate within budget from the inception of the service in August 2007 through September, 2008, successfully providing transportation for 74 young adults to and from their employment, all of whom otherwise may have not been able to be transported. Enough funding remained to continue the service during the first two months of FFY 2009.

Lessons learned: Set clear expectations at the outset so that there is clarity as to what the aims of the JARC program are and what the service is designed to provide.

Clermont County Commissioners (6278)

Clermont County Commissioners/Clermont County Connection (164)

Route 3 Milford to Goshen via Miami Twp (1146)

Location: Clermont County (OH)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: We started a bus route which provides service to the City of Milford, Miami Township, and Goshen Township, Ohio. The route is named "Route 3 Milford to Goshen via Miami Twp" and follows major roads in the area and connects several mobile home parks in the Goshen area with several job centers in the Milford/Miami Township area.

Evaluation: We have monitored ridership and compared it to the efficiency of our demand response service. Through the evaluation of demand response data we determined this to be a high demand corridor. We continuously compare it to other services we provide, mostly through the use of passenger trips and number of passengers per revenue hour.

Accomplishments: The route has proved that there is significant public support for the type of service.

Lessons learned: We do not feel the service has been as successful as it could be. We would suggest that relying on data too much can actually work to your disadvantage. Our data indicated we would have higher ridership than we do.

Greater Cleveland Regional Transit Authority (1237)

Greater Cleveland Regional Transit Authority (968)

Work Access Bus Service (1545)

Location: Cuyahoga County (OH)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: Route 15 extension to job-rich suburban area near Richmond and Emery roads. Route 19 extension to job-rich suburban area near Richmond and Miles roads. Route 27F freeway flier early morning; weekday route to job-rich area in Solon, Ohio. Route 81, route deviation to serve major new shopping mall located outside walking distance of any RTA route. Route 94 extension to job-rich suburban area in Beachwood, Ohio.

Evaluation: Evaluation is conducted quarterly. We consider ridership, rides per vehicle hour, cost, and cost per ride.

Accomplishments: Expanding the number of jobs that can be accessed by regular route service

Lessons learned: Build service incrementally

Work Access Mobility Specialist Services (1594)

Location: Cuyahoga County (OH)

Type: Information-Based Services/Trip/itinerary planning

Goal: Improved customer knowledge

Service description: Clients contact a Mobility Specialist by phone or in person at the Cuyahoga County Neighborhood Family Service Centers. The Mobility Specialist helps plan trips using regular routes. In cases where the whole trip cannot be done on regular service, the Mobility Specialist arranges for van service to supplement or link with regular routes.

Evaluation: Quarterly evaluation based on number of customer contacts and program expenses. We also consider that the Mobility Specialists help manage the van service.

Accomplishments: The Mobility Specialists successfully contains the cost of the van service. This has enabled RTA to expand eligibility for the van service. As a result, every county resident with a regular work schedule can access every job in the county.

Lessons learned: Empower the Mobility Specialist to run the program within general guidelines.

Work Access Van Service (1587)

Location: Cuyahoga County (OH)

Type: Trip-Based Services/Demand response

Goal: Expanded geographic coverage

Service description: Reserved ride van service links jobs to the transit network. In a few instances, service to and from a residence is provided when transit is not available. Clients must have a predictable work schedule and must work a full shift.

Evaluation: Evaluation is conducted quarterly. We consider ridership, rides per vehicle hour, cost, and cost per ride.

Accomplishments: We have accomplished universal access to jobs throughout our service area on a 24/7 basis.

Lessons learned: Start a van service with eligibility restrictions and relax or tighten the restrictions based on funding availability.

Greene County Transit Board (6281)

Greene County Transit Board (686)

Mobility Manager (806)

Location: Greene County (OH)

Type: Information-Based Services/Mobility manager

Goal: Improved access/connections

Service description: In October 2008, Greene CATS hired a Mobility Manager. The goals of the Mobility Manager are, through the implementation of trip information and referral system, trip brokerage, and non-service coordination, to:

- Maintain and expand the transportation services network available to seniors, people with disabilities, and people with low-incomes
- Make information about that system available easily at both the county and regional level so that the public and advocates have a customer-friendly resource(s) to match travel needs with available options
- Actively coordinate among and between transit, human service agencies, and private providers to reduce gaps and overlaps in service
- Actively coordinate among and between transit, human services agencies, and private providers to reduce the costs involved in providing specialized transportation and reinvest savings in providing more service to seniors, people with disabilities, low-income individuals and the general public
The objectives of the project are to:
- Have a steadily increasing number of trip information and referral requests and matches, including transportation to work for persons with low-income, and new transportation for persons with disabilities
- Have a steadily increasing number of trip brokerage agreements in place
- Have a steadily increasing number of trips that are attempted to be brokered and that are actually brokered, including transportation to work for persons with low-income, and new transportation for persons with disabilities
- Have a steadily increasing number of non-service coordination agreements in place
- Have a steadily increasing number of non-service coordination projects and resulting improvements in efficiencies
- Have a steadily increasing amount of resources (freed up from these efforts) to be plowed back into additional trips, including transportation to work for persons with low-income, and new transportation for persons with disabilities

Evaluation: The mobility management efforts are supervised by the Greene CATS Executive Director, and monitored by the Greene County Transportation Coordinating Council.

Accomplishments: Working with Greene CATS and the Greene County Coordination Council, a token program was developed and implemented for the public transit provider. Travel Training was provided to two classes (22 students) at a local high school who are transitioning into the workforce. Helped two human service agencies apply for state vehicles for their agencies. Identified a grant opportunity for local agencies and an agency applied and received a grant for $2,500 to take individuals to and from cancer treatments.

Lessons learned: When funding the local match for the Mobility Manager position, it is important to have multiple agencies come up with the local match. This coordination of funds provides more value to each agency and the utilization of that Mobility Manager within the funding organizations. In addition, it is important to house your Mobility Manager within a human service organization or better yet have them work outside of their home and not within the public transit office. This will help the Mobility Manager not to be seen as an employee of a particular agency, but of the community as a whole.

Metro RTA (1235)

Metro RTA (670)

Demand Response (722)

Location: Summit County (OH)

Type: Trip-Based Services/Demand response

Goal: Extended hours/ days of service

Service description: Demand response service from home to work and back

Evaluation: By riders 

Accomplishments: 373 riders in FY 2009 

Lessons learned: A clear understanding of deliverables with the local TANF agency is critical for success.

North Coast Express Reverse Commute (723)

Location: Summit County (OH)

Type: Trip-Based Services/Fixed route

Goal: Improved system capacity

Service description: The JARC-funded North Coast Express provides commuter service to Cleveland from Akron.

Evaluation: The service has provided revenue for what were formerly deadhead miles, allowing extended service into Cleveland and back.

Accomplishments: Extended service for METRO and improved job possibilities for regional residents.

Lessons learned: There are riders for the service.

Special Pack (721)

Location: Summit County (OH)

Type: Trip-Based Services/Fixed route

Goal: Extended hours/ days of service

Service description: Special Pack employs minimum wage labor to package consumer commodities for distribution to retail outlets. The owners lease factory space, administrative personnel, and labor staffing services.

- 29 A&B- Morning service from downtown Akron to Special Pack in Green, Ohio
- 33 A&B- Afternoon service from downtown Akron to Special Pack in Green, Ohio and return to Akron
- 34 A&B- Evening service from Special Pack to downtown Akron
Evaluation: Project is evaluated by the number of passengers transported to work.

Accomplishments: FY 2009: 23,191 passengers 

Lessons learned: Passengers are very unruly and present staffing problems for transit agency.

Southwest Ohio Regional Transit Authority (2020)

Everybody Rides Metro (506)

Voucher Reimbursement Program (448)

Location: Hamilton County, Cincinnati (OH)

Type: Trip-Based Services/User-side subsidies/vouchers

Goal: Improved access/connections

Service description: This program provides transportation vouchers for work-related purposes to low- and very low-income individuals in Cincinnati and the surrounding area. These vouchers are distributed to individuals through a network of 80 non-profit and governmental social service organizations. These entities screen clients to ensure that they fall within the required income guidelines, and distribute the vouchers. This enables the distribution of the vouchers to occur with very minimal overhead as no social service functions are duplicated.

In FFY 2009, Everybody Rides Metro distributed 511,926 vouchers to 66,376 clients. All of these vouchers were used for work-related purposes on public transportation.

Evaluation: Everybody Rides Metro evaluates the success of its work based on a number of measures, including the following:

1) Number of rides provided; Everybody Rides Metro tracks the number of rides provided each month. The monthly number of vouchers distributed is assessed by agency. These monthly numbers are also assessed on a cumulative basis each quarter and at the end of the year. Everybody Rides Metro bases its success on the ability to provide vouchers at the level needed, and on the ability to serve more people each month/quarter/year.

2) Number of clients served; Everybody Rides Metro tracks the number of clients served. Agencies that distribute the vouchers utilize them in slightly different ways. Some, for example, will only distribute one or two vouchers at a time. Others will distribute two weeks of vouchers for the first two weeks of new employment to provide an individual with reliable transportation until they receive their first pay check. Everybody Rides Metro is learning more from agencies about how distribution impacts individuals long term and is seeking ways to maximize the sustained social impact in the clients served through this program.

3) Number of partner agencies; The ability of Everybody Rides Metro to meet diverse and geographically spread needs is dependent upon the partnerships with agencies. A primary measure of success for Everybody Rides Metro is to increase the number of partner agencies in order to increase the number of vouchers distributed. This number continues to steadily increase.

Accomplishments: As the first entity of its kind, Everybody Rides Metro continues to learn and innovate as it evolves and grows. One of the most significant accomplishments of the organization is that the existence of Everybody Rides Metro is calling attention to the specific need many low- and very low-income individuals have for reliable transportation. While transportation is nationally recognized as a significant barrier to employment and self-sufficiency, Everybody Rides Metro is one of the few strategic initiatives designed to address this barrier.
Second, Everybody Rides Metro's unique partnership with local, non-profit and governmental social service agencies facilitates community conversation and coordinated efforts in developing strategies to address transportation needs and to improve access to public transit. This ultimately will result in stronger transportation and more opportunities for low- and very low-income individuals to get where they need to go in order to achieve self-sufficiency.

Lessons learned: One of the most difficult challenges for Everybody Rides Metro has been to continually find and access funding for program operations and vouchers. With the significant decline in private foundation giving in 2009, resulting from the economic issues that manifested in 2008, it is increasingly difficult to secure private funds to match the public dollars invested in this program. We would recommend that entities looking at this type of service fully assess funding sources and strategies before launching, and know that funding strategies may need to change in response to the market and changes in giving patterns.

Southwest Ohio Regional Transit Authority (734)

Youths to Jobs (905)

Location: Greater Cincinnati, including Hamilton and Warren counties (OH)

Type: Trip-Based Services/Fixed route

Goal: Improved access/connections

Service description: Youths to Jobs is a reverse commute route that provides transportation from the City of Cincinnati to Kings Island Amusement Park in southwestern Warren County. Kings Island employs thousands of summer workers each year in a wide range of positions, but without transportation, these employment opportunities are not accessible to youth living in Cincinnati. The Youth to Jobs route provides inner city youth with a reduced fare to access employment at Kings Island via public transit. This reduced fare allows youth to get to and from work at Kings Island for a cost of $2.50 per day as opposed to the $8.50 that would be required without the reduced fare. The service is provided via routes 71x and 72. There are three outbound trips from Cincinnati to Kings Island and five inbound trips to Cincinnati from Kings Island between the two routes. These routes are seven days a week through mid August then these trips are weekends only through November 1.

Evaluation: The project is evaluated based on the number of rides provided, as route usage informs us of both demand for and benefit of this service. With 11,585 rides this year, this reverse commute clearly is meeting the employer's need to fill numerous positions and providing opportunities for inner city youth to access these positions.

Accomplishments: This service fills a major gap for both the employer and for youth seeking employment by connecting youth with employment opportunities and Kings Island with employees. The route connects central city, low-income, environmental justice populations with one of the area’s largest seasonal employers.

Lessons learned: There are two lessons that we have learned in this process: 1) to make sure that fares for non-JARC trips are clearly communicated to riders; and 2) to disseminate information about this opportunity to as many youth as possible in the city by working with Kings Island and with community resources.

Stark Area Regional Transit Authority (1226)

ABCD, Inc. (510)

Transportation to Enable Reentry (553)

Location: Canton (OH)

Type: Trip-Based Services/Demand response

Goal: Extended hours/ days of service

Service description: ABCD provided transportation services for those recently released from incarceration. The trips were all job related with referrals coming from probation officers, judges, and staff of halfway houses. The major purpose is to enable a successful re-entry into society through employment. The service was provided for 30 days at no charge, after which the person must obtain his or her own transportation or pay for the service.

Evaluation: We receive feedback from referring agencies, probation officers, halfway houses, employers, and others. A sampling showed a 96.5% success rate in avoiding recidivism.

Accomplishments: We enabled ex-offenders to obtain jobs. The transportation services provided additional job opportunities which were not accessible by public transportation. Our service increases the chances for a successful re-entry for ex-offenders. Our service is also making the jobs easier for staff at halfway houses, probation offices, etc.

Lessons learned: Most of the jobs are during odd hours and located outside the main cities in the county. For someone else starting a similar service, I would recommend that they attempt to get employers to schedule group shifts thus enabling the transport of multiple employees for the same shift.

Trillium Family Solutions (511)

Ways to Work Loan Program (554)

Location: Stark County (OH)

Type: Capital Investment Projects/Vehicle for individual

Goal: Improved access/connections

Service description: Ways to Work is a proven, innovative program that provides small loans to hard working parents who cannot get loans elsewhere. The purpose of the loan is to help family members eliminate their transportation barrier surrounding employment. Many people take reliable transportation for granted. But to some, owning a car means the difference between getting or keeping a decent job. Dependable transportation is associated with decreased absenteeism, shorter time in transit, and being able to meet employer shift requirements. The vehicle loans are provided for up to $6,000 for a term of no more than 30 months at an 8% interest rate.

All Ways to Work loans are used to help individuals remain in or move forward in their job. Besides stabilization or improvement in their employment situations: “Ways to Work clients are provided financial education and coaching. They find that involvement in the program results in a better understanding of their finances, increases to their credit rating, increases in their annual household income, improves their sense of self esteem, and enhances their family’s quality of life”.

Evaluation: The Ways to Work Loan Program gathers information at the time of loan approval that focuses on the households current situation, we gather information six months in to the program, at loan payoff, and six months after the loan has been paid in full. Please see our most recent reported outcomes.
54.2% of individuals have seen an increase in their credit ratings
63.2% have decreased their time spent in transit
32.1% of the individuals that reported days missed due to transportation have reduced their absenteeism
95% have reduced their need for cash assistance
91.5% have reduced their childcare subsidy
71.2% have reduced their need for food stamps
81.4% have reduced their housing subsidy
68.2% have seen an increase in their monthly household income 

Accomplishments: The outcomes- performance measures listed above clearly speaks to the benefits to the client and their households as a result of receiving a small, low interest loan for a used vehicle. Many of the households we serve our households that have worked their way off of the public assistance rolls - Welfare to Work. Of the households we serve, most are underemployed and have a household income equal to or less than 150% of the FPG. Last June we were able to increase our loan limit from $4,000 to $6,000, which makes it possible for a household to obtain a newer, more dependable form of transportation. This has resulted in less break downs.
We are also happy to report that one of our families receipt of a vehicle loan resulted in improved household income, the ability to start saving money, the ability to purchase their first home, the ability to receive an $8,000 tax credit and now the household has established their own small business. This service while small in comparison to other services, has broader effects for the households served.

Lessons learned: We need to put more dollars towards marketing the services. We have served a lower than anticipated number of households. We have started reaching out to the larger area business to promote through payroll stuffers the Ways to Work Program.

With the poor economic situation in Stark County we have seen some household struggle to make the auto loan payments- this has resulted in household that receive a loan having an involved financial coach.

It is a challenge to work with households that are often times second-generation poverty. Values, behaviors, and attitudes are learned. This program takes a lot of one on one contact time, phone calls, encouragement, and coaching in order to see positive outcomes. We hope to see that with a financial coach attached to every client that behaviors, values, and attitudes through this relationship and other relationships will assist the household in ongoing change and financial and employment success.

Toledo Area Regional Transit Authority (1243)

Toledo Metropolitan Area Council of Governments (724)

TMACOG Local Car Buy Program (895)

Location: Lucas County (OH)

Type: Capital Investment Projects/Vehicle for individual

Goal: Improved access/connections

Service description: The Local Car Buy Program helps low-income, working families obtain mechanically sound, used vehicles. The applicants must be a parent of a minor child, at least 21 years old, work at least 30 hours per week, reside in Lucas County, and have a good driving record. The approved applicants pay $150 per month, which includes insurance, for a 12-month period. The participant receives the title once the vehicle is paid in full. Qualified applicants are also required to attend three car care classes, a budgeting class, and a defensive driving class. The JARC funds pay for the cost of vehicles only; all other costs is paid for by Lucas County Department of Job & Family Services.

Evaluation: This program is implemented by current TMACOG staff under the guidance of the Car Buy Committee and the Commuter Services Council. The program follows the Car Buy policies and procedures as established by TMACOG and the Commuter Services Council. The staff interviews applicants that meet Prevention, Retention, Contingency (PRC) requirements and ensure that they meet the Car Buy eligibility guidelines. The applicants that qualify will be reviewed by the Car Buy Committee for their approval. The applicants receiving the approval will then begin the program and have to attend the required classes before they receive a vehicle.
The effectiveness of the program has been determined through surveys that are sent in by clients after they complete the program. After receiving their vehicle title, each clients receives a survey gauge their level of satisfaction with the program. As an incentive to return the surveys, they are sent a voucher for a free oil change after TMACOG receives the completed form. The survey asks qualitative questions such as how the program has improved their life, what they learned from the budget, car care, and defensive driving classes, if they are carpooling or are interested in it and other general thoughts or comments they would like to offer about the program.

Accomplishments: Since the Car Buy program was established in 2001, as of March 8, 2010 there have been 562 clients whom have received vehicles and 414 clients have paid off their vehicles. It has been reported that 20 vehicles have been delivered and 20 vehicles have been paid off this fiscal year. Twelve applicants are on the waiting list to receive vehicles and three applicants were approved for the program at in March 2010. There are currently 58 active clients.

Lessons learned: The staff has learned the success of the program is through coordination and outreach with multiple partners. The Car Buy program is coordinated by TMACOG in cooperation with Lucas County Job & Family Services, the Commuter Services Council, and the Car Buy Committee, as well as with Owens State Community College (car care classes), Huntington Bank (budget class), and the Safety Council of Northwest Ohio (defensive driving class); without the coordination this program would not be a reality.

TMACOG Share-A-Ride (898)

Location: Lucas, Wood, Seneca, Erie, Ottawa, Huron, and Sandusky counties (OH)

Type: Information-Based Services/One-stop center/referral

Goal: Improved customer knowledge

Service description: Share-A-Ride is a computerized service that matches car and vanpool partners for the daily commute to work or school. The participants are to be matched with other people who share common neighborhoods, work locations, and work hours.

TMACOG utilizes this Share-A-Ride software component through a contract with the Mid Ohio Regional Planning Commission (MORPC) that allows TMACOG staff to enter participants into the computer system and perform ride matching. TMACOG staff then mails the results to the participants. In general, it takes a few days from the time a participant's information is received until they have contact other participants.
The recent upgrade to the Share-A-Ride system provided an enhancement to the existing system, allowing participants to register themselves online and receive matching automatically. This eliminates waiting time and offers the public a more responsive system to assist in their transportation needs.

Evaluation: The Share-A-Ride computerized system project effectiveness is measured by the number of hits the website receives and through surveys that are distributed to partisans via email. Each of the participants who registers the program also qualifies for the guaranteed ride home program. Participants that utilize the guaranteed ride home program are an indicator of the number of people that actively rideshare. The performance has shown that the website has more than 500 hits per month and that 5% of registered participants will seek reimbursement through the ride guaranteed home program each year.

Accomplishments: The program has garnered over 1,000 clients in the database with FREE assistance; the response time for participants to get rides matched had dramatically improved.
Carpooling helps reduce:
- Gas and oil expenses
- Maintenance and repair costs
- Wear and tear on your vehicle
- Pooling on a regular basis can save you $1,000 or more each year!
Besides the benefits of saving money through car or vanpools, individuals help the environment. Ohio Environmental Protection Agency states that vehicle emissions account for 45% of ground-level ozone. Ground-level ozone forms when pollutants react with sunlight and heat. When we prevent pollution by making slight changes in our driving, refueling, and household maintenance activities, we significantly reduce ozone-forming pollution.

Lessons learned: By utilizing in a collaborative approach with other agencies to promote and market the ridesharing program through awareness and word-of-mouth. The imperativeness of the outreach is conducted on an ongoing-basis, staff disseminates information at job fairs, community festivals, local businesses and colleges, and a variety of other venues to educate the public and sign up participants.

Western Reserve Transit Authority (1234)

Western Reserve Transit Authority (332)

Boardman Loop (836)

Location: Youngstown (OH)

Type: Trip-Based Services/Fixed route

Goal: Expanded geographic coverage

Service description: The Boardman Loop provides transportation to a high employment area south of the existing WRTA service area and is a feeder service to WRTA's fixed route system. The service runs from the Southern Park Mall (where it connects with WRTA's fixed route system) south to Western Reserve Road in a loop providing service to a hospital and other medical facilities, nursing homes, call centers, restaurants, shopping plazas, and other places of employment. Service runs from 6 AM to 9 PM on weekdays and 7 AM to 7 PM on Saturdays.

Evaluation: This project is evaluated using the number of jobs accessed, the number of rides, cost of services per ride, and cost per vehicle mile and hour. Since this service only began on September 14, 2009, it's too early to evaluate.

Accomplishments: The service provided 208 one way trips in a two week period, which means that it is necessary to have transportation available to areas of high employment.

Lessons learned: The service began on September 14, 2009 and the reporting period ends September 30, 2009. It's too early to comment on this section.

Saturday Service (299)

Location: Youngstown (OH)

Type: Trip-Based Services/Fixed route

Goal: Extended hours/ days of service

Service description: Saturday service is provided with 15 fixed routes throughout the Youngstown urbanized area from 7 AM to 7 PM, covering approximately 1,816 miles each Saturday. This Saturday service is a scaled down version of WRTA's weekday service in terms of frequency, however the total area covered matches that which is covered on weekdays.

The service provides extensive coverage to WRTA's service area and transportation to OWF clients and other low-income persons to reach jobs and look for job opportunities at numerous shopping centers, restaurants, medical facilities, etc.

Evaluation: This project was evaluated based on the number of rides accessed, cost per mile, and hour of service operated as well as number of jobs accessed. It was estimated that this project would provide access to 24,450 jobs and provide approximately 150,100 one way trips.

Accomplishments: While average ridership started out slow, it is gradually increasing.

Lessons learned: None