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Home My WebLink AboutMINUTES - 05041999 - SD5 TO: Board of Supervisors Contra FROM: Transportation, Water and Infrastructure „ , Costa Committee County DATE: April 19, 1999 SUBJECT: Report on the Contra Costa County Welfare to Work Transportation Action Pian SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION REC MMENDATIQNS 1. Adopt the Contra Costa County Welfare to Work Transportation Action Plan (see Exhibit A); and 2. Consider the related actions described on Exhibit B and adopt those actions as appropriate. FISCAL IMP CT Yes, the related actions described on Exhibit B have a financial impact on the Social Service Department (Department). The Plan recommends that the Department hire a Coordinator for activities such as providing technical support to the Workforce Development Transportation Advisory Council,.grant administration and project management, monitoring and updating the Plan. The Plan recommends that the Department implement previsions of the Pian where it is designated as "lead agency". Some of these recommendations would be implemented as grant funds become available. Other recommendations would require funds from the General Fund. CONTINUED ON T�4DHMET:1 I-1L YES SIGNATURE Su ervisor D n Garber Supervisor Mark DeSaulnier ACTION OF BOARD ON fE APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE AND UNANIMOUS (ABSENT CORRECT COPY OF AN ACTION TAKEN AND AYES: NOES: ENTERED ON THE MINUTES OF THE BOARD OF ABSENT: ABSTAIN: SUPERVISOR ON THE DATE SHOWN. Contact: Steven Goetz(925/335-1240) ATTESTED cc: Community Development Department (CDD) 641L B CHELOR, CLERK OF THE Social Service Director BOARD OF SUPERVISORS AND County Administrator's Office, S. Hoffman COUNTY ADMINISTRATOR Transportation Alliance (via CIT) Workforce Development Advisory Board Contra Costa Private Industry County Richmond Private Industry Council DMB\:gs \ba\ BY DEPUTY Contra uosia (r`ounty vvelTare 10 VVOr'K 1 ranspuriation mcttui} rise April 19, 1999 Page 2 BAQKQRQUNQLREA5QNS EQR RECOMMENDATIQNS On February 10, 1998, the Board of Supervisors requested the Transportation Alliance of the Contra Costa Children and Families Policy Forum to provide recommendations to include in the County's CalWORKS Plan for a system of transportation services for low- income households that improves their access to jobs and related activities. The Board also requested that the Transportation Alliance provide periodic reports to the Transportation Committee regarding progress in implementing the Board's actions of February 10, 1998. On March 24, 1998, the Board of Supervisors authorized the Social Service Department to initiate the Welfare to Work Transportation Planning Facilitation Project which provided consultant support to the Transportation Alliance as they prepared their recommendations to the Board of Supervisors. The Board also received contributions of funds from the Metropolitan Transportation Commission and the Contra Costa Transportation Authority for this project. Progress reports on this project were made to the Transportation Committee throughout 1998. Significant achievements have been made: - CCTA has allocated funds for transit services that support access to jobs; - AC Transit has continued funding the Route 878 Demonstration Project serving the North Richmond/Parkchester Village/San Pablo area; - The Private Industry Councils and the Social Service Department have been awarded nearly $1 million in state and federal funds for transportation services in support of welfare reform in Contra Costa County; - MTC completed countywide mapping of the locations of CalWORKS households, bus routes, employment opportunities, and work-related activities; and - MTC published a Contra Costa transportation resources guide for use by case managers in referring CalWORKS participants to available transportation services in Contra Costa. Can April 19, 1999 the Transportation, Water, and Infrastructure Committee received the final recommendations from the Transportation Alliance. Their recommendations involve establishing a countywide mobility support system for CalWORKS participants and at-risk households to improve their access to employment and related activities. These recommendations are described in the Contra Costa County Welfare to Work Transportation Action Plan (see Exhibit A). The Transportation Alliance circulated a draft Plan in January 1999 to interested agencies and organizations, the cities, and local Chambers of Commerce. Comments on the draft Plan were addressed in the final report received by the Committee. The Committee also received comments from County staff regarding actions to consider that are related to the Plan's adoption. however, the Better Government Ordinance prevented the Committee from accepting staff comments since their report was not available 98 hours in advance of our meeting. The Committee is forwarding these comments on related actions to the Board for its consideration (see Exhibit B). r "EXHIBIT $n CONTRA COSTA COUNTY COMMUNITY DEVELOPMENT DEPARTMENT . r 651 Pine Street, N. Wing - 4th Floor Martinez, CA 94553 Telephone. 335-1290 Fax: 335-1299 TO: Transportation, Water and Infrastructure Committee FROM: Steven L. Goetz, Transportation Planning Division DATE: April 16, 1999 SUBJECT: Contra. Costa County Welfare-to-Work Transportation Action Plan Adoption of the Contra Costa County Welfare-to-Work Transportation Action Plan (Plan) by the Board of Supervisors would imply proceeding with the following actions. The Committee may wish to consider incorporating these actions into their recommendation to the Board of Supervisors. A. Creation of the Mrkfor e Development Transportation AdvisQrr runcil.- The Flan recommends creation of the Council as a successor to the Contra Costa Transportation Alliance. Sixteen organizations listed in the Plan were identified as being directly involved in the Plan's implementation or critical to the Council's success. The remaining organizations listed were considered optional. The Transportation Alliance did not provide specific direction on whether to pursue representation from these latter groups, or to designate a sunset date for the Council. The timing for establishing the Council should be coordinated with creation of the Workforce Investment Board(currently underway as a joint project of the Workforce Development Advisory Panel, the Private Industry Council, and the Social Service Department) which will be addressing other issues related to welfare.reform. Potential wording for an action is as follows: Request that representatives of the Transportation Alliance, Social Service Department, Community Development, and County Administrator's Office meet with representatives of the .Private Industry Council and the Workforce Development Advisory ,Board to develop a recommendation on how to implement creation of the Workforce Development Transportation Advisory Council and report their recommendation to the Board of Supervisors. B. Implemen a 'on A :tiv' i s of the Social mice o rtm _n The Plan identifies specific responsibilities of the Social Service Department related to staff support for the Workforce Development Transportation Advisory Committee, revisions to certain policies and statutes, overseeing implementation of specific projects, programs and services contained in Section 5 of the Plan. This recommendation has fiscal impacts to the County that need to be incorporated into the budget of the Social Service Department. Potential warding for the action is as follows: Authorize the Social Service Director to create the position of Workforce Development . Transportation Coordinator, and to proceed with implementation of other aspects of the Plan attributed to the Department. 2 C. 11pdates for thePlan' The Plan .recommends that the Workforce Development Transportation Advisory Committee oversee implementation of the Plan and provide annul reports to the Board of Supervisors concerning progress made in establishing a mobility support system for CaIWORKS participants and at-risk households. The following action establishes a monitoring and update process for the Plan that is consistent with existing procedures for maintaining the County's CaIWORKS Plan. Direct the Social Service Director, in consultation with the Workforce Development Transportation Advisory Committee, to report to the Board of Supervisors on implementation of the recommendations in the Transportation Action Plan and include this report in the annual addendum to the Contra Costa County CaIWORKS Plan. D. JMDJ mt on Activities of Transit C -ra ors: The Plan identifies transit operators as lead agencies for various projects, programs and services. The annual budget process of transit operators provides the best opportunity for implementing changes in transit service. Potential wording for the action is as follows: Authorize the Chair of the Board of Supervisors to sign letters to AC Transit, WestCAT, County Connection and 7W Delta, requesting that they consider the recommendations of the Plan in their annual operating budgets, their Short Range Transit Plans, and their ongoing service development and coordination activities. E. State andFederal Policy and Leg.sl iv "imp rpt° The Plan includes recommendations on changes to state and federal statute to improve the delivery of transportation services and to increase funding levels. Authorize the Chair of the Board of Supervisors to sign letters to our state legislative delegation requesting that they support legislation to help implement the Plan's recommendations, such as SB 65. Authorize the Chair of the Board of Supervisors to sign letters to our federal legislative delegation requesting that they support efforts to increase funding levels to the authorized amount for the ,Federal Transit Administration's Job Access and Reverse Commute .Programs. F. Commendation to the Contra Costa Transportation Alliance: Authorize the Chair of the Board of Supervisors to sign certificates of appreciation to the Chair of the Transportation Alliance and the agencies that helped fund the Plan, and to sign a letter of appreciation to the participants on the Transportation Alliance. v„A fes. f A� Contra Cosh County WELFARE—TO—WORK Transportation action Plan "EXT-IMIT Arg �#It ♦` �w�/ col } April 19, 1999 This Plan represents the recommendations of the Contra Costa Transportation Alliance Preparation of the plan was funded by the following agencies: Contra Costa County Social Service Department Metropolitan Transportation Commission Contra Costa Transportation Authority Staff support for preparation of the plan was provided by the Contra Costa County Community Development Department ................................ ................................................................................................. ..............I......................................................................................... .................................... ................................................... ..... ................................................................................... .................................................................................... .............................. .......... CONTRA COSTA COUNTY WELFARE-TO-WORK TRANSPORTATION ACTION PLAN Final Report Prepared by: Contra Costa Transportation Alliance Consultant: Crain& Associates Menlo Park, California April 1999 . ` ^ . . . TABLE CONTENTS OF Section FU' EXECUTIVESUMMARY................................',^.,,^^^^.^^'`~..-`.^.,.^,.,..,.,'.,^`.,. . }. INTRODUCTION -~...~-^ .................................................................... Data Collection Methodology--~^'--~--~~-^'---^~-^^'~-^^^'^''^'-^^-^Findings ..'^`^'^ ....^``..^''^.....~^^''....``-^'^..^^^^^'^``^^..`^..^^^..^'^'^'^~~..``..^^^ 1-2 1 RECOMMENDED MOBILITY SUPPORT SYSTEM-.-~..~..--....-- 2~1 3. POLICY, OVERSIGHT, AND IMPLEMENTATION RESPONSIBILITIES FOR THE PLANT................................................. 3_1 Workforce Development Transportation Advisory Council-,. ............... 3~1 Workforce Development Transportation Coordinator............................. 3-3 Countvwide Coordination^-....^-,-.^^_...._,._^.-_^..,^...^.~ ............... 3-4 4. FUNDING.^._....,..~...`..-....-.,^~......~..~.^-,...,.,.-...._...~.....~ 4~1 Local and Regional Policy Changes ............................... 4-1 State and Federal Legislation ,..,_^^_~____.,...,.-..-..-..-.-.-..-....,-' 4-4 Grants and Foundations,.,_._.,._,,,.,..____._,._-,.-.--..-...-.-..... 4~5 5. MOBILITY SUPPORT SYSTEM IMPLEMENTATION STRATEGY.. 5~1 Iraplementation of-Fier 1 Mobility Support System Projects .................. 5-1 Tier I Projects with Funding or Partial Funding ................................ 5-1 Tier 1 Projects Not Yet Funded ......................................................... 5-14 Implementation nfTier 2 Mobility Support System Projects .................. 5-21 Near-term(0-1 year).......................................................................... 5-21 /1-2 ,.-^,-.^-,.....^-.'.^..~^.,.^,....^,-...,^-~^-..`.--'...~ 5~26 (2QImore ..... ........................................ ............... 5-28 FOOTNOTES APPENDIX A: Contra Costa Transportation Alliance Members ` TABLE OF CONTENTS (Continued) List of Figures Eigul—re Pa 1. Comparison of Residences for CalWORKS Recipients with Potential Employment Locations........................................................ 1-3 2. Regional Comparison of Per Capita Operating Revenue......................... 1-7 3. Evaluation Criteria for Projects in Transportation Action Plan............... 2-2 4, Recommended Mobility Support System................................................ 2- 5. Welfare to Work Transportation Project Organization Chart.................. 3-6 6. Summary of Funds Received or Awarded for Welfare to Work Transportation Services................................................. .................... 4-2 EXECUTIVE SUMMARY The Contra Costa County Welfare-to-Work Transportation Action Plan is the culmination of a nine-month planning process to develop a mobility support system for current and former CalWORKS* participants and at risk households to improve their access to employment and related activities. The intention is to create a system of transportation services that is flexible and responsive, —which means one that will change as participants move in or out of the CalWORKS program. For example, the mobility support system may include a van to take participants to job interviews, evolving into a vanpool when a cluster of individuals find work in a particular geographic area. The vanpool could eventually be transformed into a new bus route, if demand warrants. The Transportation Alliance understands that job retention is as important as pre- employment assistance, and intends to support the provision of transportation services accordingly. Thus, the mobility support system ideally will offer a continuum of services, educating participants about their transportation options and responding to their changing needs and employment patterns. The Transportation Alliance, an outgrowth of the County's Children and Families Policy Forum, recommends this Plan to the Board of Supervisors to address the transportation barriers which are impeding successful implementation of the County's CalWORKS plan. Alliance members include County staff from the County Administrator's Office and the Social Service and Community Development Departments; faith-based and community-based organizations, training and job development agencies; staff of elected representatives; child care advocates; transit operators; the Metropolitan Transportation Commission (MTC), private taxi and shuttle owners; and members of the public. (See Appendix A.) Profile of a CaIWWORKS Recipient As of February, 1999, the Social Service Department's caseload consisted of 11,340 families. These numbers do not include families who have recently left CalWORKS due to employment and/or those who may be at risk of entering the welfare system. Of these CalWORKS families, 89.4%were single parents. The typical profile of a CalWORKS recipient is a single mother, 26- 40 years old with two children: one preschool age child and one school age child. Her average CalWORKS grant is $425 a month. A 1997 survey of CalWORKS families by the Social Service Department found that half the respondents cited lack of a car as a reason for not working. Over 32% did not have a driver's license. Gaps and Identified Needs There are serious deficiencies in transportation services which currently constitute a significant barrier to accessing pre-employment and placement services, as well as limiting access to job sites themselves. This finding was verified through analysis of housing and job opportunities and in i interviews and focus groups with employers, CalWORKS participants, community-based organization representatives, transportation providers and others. Their input can be summarized by the following list of 12 identified needs. The Transportation Alliance rated the first four as the top priorities to be addressed during the planning process. • Transportation on nights and weekends; • Reduced travel time for bus trips, especially those combining child care drop-offs and work; Penetration by public transportation into low income neighborhoods and job sites; • Centralized information about and assistance with all types of trip needs and all modes; • Seamless system among operators in connections and fares; • Frequent public transportation during the day; • Transportation before and after school; • Lower transportation costs for low income workers; • Reliable private cars and the means to maintain them; • Better matching of land uses with jobs and housing, • Improved safety in accessing bus stops; and • Elimination of or assistance with policies that limit mobility including DMV fines and insurance, funding priorities and flexibility, use of pool vehicles, and performance standards for transit. Recommended Mobility Support System At the end of this Executive Summary is a brief description of the recommended 25 projects identified by the Transportation Alliance to meet the needs listed above. The projects are accompanied by a proposed lead agency and an initial evaluation of the cost, funding capability, and level of effort to implement them. A more developed description of each project is provided in the Implementation Strategy, which is in Section 5 of the Plan. The lead agency described in the table will be responsible for sponsoring the implementation of the project, program or service as well as ensuring that any new service or project is implemented safely and efficiently. Some of these agencies are participating in the operation of the One-Stop Career Centers which offer a range of employment services to the general public and to employers. Consequently, implementation of some of these recommendations may occur through the One-Stop Career Centers. All lead agencies are encouraged to participate on the Transportation Alliance and to use the planning process established through this Plan to monitor the effectiveness of their projects. Tier I projects were identified as the top priority projects for the upcoming year. The Transportation Alliance recognized that we could not effectively work on all 25 projects simultaneously. In addition, funding constraints dictate the efforts to fund the projects need to be ii ..................... ............................................................................................. ......... ......... ......... ......... ......... ......... .........._......... ..... ......... ......... ......... ......... ......... _......._... _... ........ ......... ........... focused. Therefore, Tier 2 contains worthy projects that will be considered for implementation in subsequent years or will be moved into Tier I if a funding source becomes available. Projects are also organized according to the length of time needed for full implementation: • near-term (0-1 year); • mid-term (1-2 years); and, long-term(2 or more years). The 25 recommendations cover a broad range of projects, programs, and services. Their variety is dictated by the nature of the gaps in existing services and the unmet needs of low-income residents. Due to the lack of significant amounts of new revenue, the Transportation Alliance focused its efforts on improving existing services and programs for the following areas: a information dissemination; 41 transportation subsidies; extension or enhancement of fixed route public transit, • new demand-response/paratransit services; • employer-based programs; child-based programs; and vehicle programs. Policy, Oversight, And Implementation Responsibilities for the Plan The Board of Supervisors has the ultimate responsibility for the CalWORKS program in Contra Costa County. To assist the Board in ensuring that the transportation support services necessary for the success of the CalWORKS program are put in place, the Transportation Alliance recommends: • formalizing the membership and composition of the Transportation Alliance as an advisory board; • renaming the Transportation Alliance as the Workforce Development Transportation Advisory Council and continuing it as a forum for discussion of transportation needed for CalWORKS participants and other low income people; • creating a Coordinator position to staff the Workforce Development Transportation Advisory Council, coordinate implementation of the Transportation Action Plan among the various stakeholder agencies, and provide oversight and monitoring of the Plan's results; and • designating the Workforce Development Transportation Advisory Council as an advisory body to the future Workforce Investment Board. Responsibilities of the Transportation Advisory Council would include recommendations on: • refining and updating the Transportation Action Plan; • setting priorities for implementation of the proposed projects; • proposing strategies and projects for grant applications; • continuing or deleting projects based on an evaluation process; strengthening linkages between the County's workforce development efforts and transportation providers; and • strengthening linkages between transportation services and the other systems and services utilized by CalWORKS participants. To create an additional opportunity for input by CalWORKS participants into the agenda of the Workforce Development'Transportation Advisory Council, Tier i contains a project for increased community input into the transportation planning process. Forums should be scheduled for CalWORKS participants,whose primary focus must be job searches and employment. Through these forums in the neighborhoods, the Workforce Development Transportation Advisory Council can incorporate feedback from the end users, for whom this Action Plan was developed. These forums should be scheduled in consultation with the Social Service Department, the case managers, and the EASTBAY Works' One-Stop Centers to choose a meeting length, time and place most convenient to CalWORKS participants. The federal government passed legislation in 1998 requiring the creation of Workforce Investment Boards by July 2000. The Workforce Investment Board would serve as a focal point where all County employment services, including those associated with welfare reform, are discussed and integrated to assure efficiency and avoid redundancy. The Workforce Development Transportation Advisory Council would report to the Workforce Investment Board under this future reorganization of how employment services are delivered to CalWORKS recipients. Other recommendations to increase communication and leverage resources are to: • Hold roundtables to share information among various agencies working on welfare reform. • Post activities and meeting dates on the County's Web site. Funding Creation of the Transportation Alliance and its task of developing this Plan has put Contra Costa County ahead of the curve in obtaining funding for new transportation options for welfare-to- work participants. Because of the County's proactive approach, over $1.3 million has been received by various agencies in the county to implement Welfare-to-Work transportation services. In addition, the Social Service Department spends approximately $460,000 a year on transportation reimbursements to clients from its CalWORKS support services funds. iv ................... ..................................................................................... ...... ......... ......... ......... ......... ......... ........ ..... _.. ......... ......... ................ ......... ....................... ..................................................... ......... . ... .... ......................................................................................... .........................................................................................._____.. ................................ Despite these current funding sources, clearly this Plan cannot be implemented without new or redirected dollars. The following discussion outlines potential resources, including(1)local and regional policy changes, (2) state and federal legislation, and (3) grants and foundations. Local and Regional Policy Changes The Contra Costa Transportation Authority(OCTA)could redirect more of its sales tax funds to public transit projects, assisting four of the Plan's top priority projects. The Countv Social Service Department could change its policy emphasizing reimbursement of expenses in order to permit advance purchases of subsidized, discounted transit passes. The Metropolitan Transportation Commission (MTC) could revise its guidelines for discretionary funds to allow welfare-to-work transportation projects. In addition, MTC will be developing a list of projects for a regional gas tax to put before the voters in 2000, a measure requiring a 2/3 vote to pass. Strong advocacy would be needed to convince policy-makers at OCTA and MTC to make these policy changes. State and Federal legislation A well-defined advocacy effort is needed to tie welfare reform needs to transportation issues. Below are advocacy opportunities for consideration: • State funding earmarked for transportation programs aimed at the working poor; • A change in State policy dedicating a portion of child care funds for transportation; = Tax incentives for employers who assist CalWORKS participants through additional transportation initiatives, such as subsidized bus routes or shuttles from BART stations and transit hubs; • More flexibility in how the Department of Labor(DOL) funds can be used; and • Federal legislation to enhance coordination by Federal Transit Administration(FTA) and the U.S. Department of Health and Human Services (HHS),thereby opening up the HHS funding stream to transportation projects that aid welfare reform. Grants and Foundations The funding sources listed below are good sources for pilot programs. With grant funding, projects in this Plan can be implemented and evaluated as to their effectiveness in providing enhanced access to jobs. The drawback is the lack of an identified source of funds to continue the projects after the grant expires, if they prove successful. v The U.S. Department of Labor (DQL) Employment and Training Administration grants (EASTBAY Works has received approximately $130,000 in transportation funding from this source.) Governor's 15% Special Project Funds(The Social Service Department has received $784,000 in transportation funds from this source.) The Federal Transit Administration (FTA), Job Access/Reverse Commute funds The Federal Highway Administration (FHWA), Transportation and Community and System Preservation Pilot Program The Metropolitan Transportation Commission (MTC), Transportation for Livable Communities The Zellerbach Family Fund (The County's Service Integration Program was awarded a $201,000 grant in 1997 to support Bay Point Works and the North Richmond Employment Collaborative.) Implementation Strategy The Plan contains an implementation strategy describing the steps and agreement or contracts needed to implement the welfare-to-work mobility support system in Contra Costa County. Descriptions of the 25 projects include the current status of each project and the likely lead agencies. Steps required to implement each project are detailed along with a description of interagency agreements, memos of understanding, and/or contracts that may be needed to implement the project. Criteria and procedures for evaluating each project are also included. Conclusion CalWORKS participants themselves, as well as the professionals who work with them, have identified significant transportation deficiencies that are addressed by this Plan. Goals for this target population are to establish work as the norm within their lives by assisting them in obtaining employment, helping them stay employed and supporting their efforts to develop skills which will answer long-term economic success. The transportation projects in this Plan developed by the Transportation Alliance are the critical links to connect the participants with services to meet these goals. Adequate transportation is key to success in implementing Contra Costa County's CaIWORKS Plan- -it's the to in welfare-to-work. vi 00 4) 00cn 41 S C's ca a t6.. ° o „ -zs c �n A ? ° 4) u) s. 4 '+ raj "i7. a 3 � 41 r� c� � 's., •a v �, � � a as ? >, a b C) tip �n ✓ w t�. cd C6a a arA 5 t� .os ani ci 3 a 2 0 I a � o a 'y G. a = f4 av , � �s 0-4 od CA C3 b '� �, cd to a C 0 a. ami a " W " a a 0 —1 COO U a �11H rnQ v� L� toCdCld 44- 41 CE cz � � a a o a -=s .o a a � •- v P art a � bQ �, fl Off, � � �' +'' � 43 •� � � .� Cl � It tA in 00 O cd - .« v oj tj ca ' chi ° . .ems 4i'a � w un a> d1 A r v a � O C7 end ti 4C s-+ rA r- 0-4 t C4 �• 43 � U ...., ►. U H H H C4-. r Co ' r -o euc, �u,� d .SL a+ 61 FL .y di o o C 'C3 7�, Cep b w L 8. t13 0 0ren O 4. cn N tY+ +J "C3 U t :3 'in -0 r� 'A w C w L CV' d a 78 tn En CA CA O 40, c rA flad ' a� tn• ro 41 0 un 44 CA E A vc� t� � FA 00 El C C 41 C) v z� ..+ = .°? vi v G Q cL i a� yv v v v cd c CAut �s 41 v � o 3 ' a.wl v a v ,v cd c> v m a v .fl zs tut cn rA C3 Cd Q o ° rz W C.> W '" a v � 0 � -Iscri v a cid CA to: v o W a w cn td lu a� v G 4m ep u cu .� , d y rr' cl C a. y vi cn + .+ 0.3 Q) .sem z, + c s . CM CJ U w CK E + CJ 4 uu Ct � ut cs 0 ` y ca � a>N a) ,,� 4iw 14 cn to C 0 cn 0 G3 cS3 t� f 0 U tn c 41_ ► +- U C� CJ G; F ►w r+► W E- SECTION 1: INTRODUCTION The Contra Costa County Welfare-to-Work Transportation Action Flan is the culmination of nine-month planning process to develop a mobility support system for CalWORKS participants who are moving from welfare to work. The Transportation Alliance, an outgrowth of the County's Children and Families Policy Forum, recommends this Plan to the Board of Supervisors to address the transportation barriers which are impeding successful implementation of the County's CalWORKS Plan. The adopted mission of the Transportation Alliance is to "develop a mobility support system for current and former CaIWORKS participants and at risk households to improve their access to employment and related activities." The intention is to create a system of transportation services that is flexible and responsive, which means, one that will change as participants move in or out of the CalWORKS program. For example, the mobility support system may include a van to take participants to job interviews, evolving into a vanpool when a cluster of individuals find work in a particular geographic area. The vanpool could eventually be transformed into a new bus route, if demand warrants. The Transportation Alliance understands that job retention is as important as pre-employment assistance, and intends to support the provision of transportation services accordingly. Thus, the mobility support system ideally will offer a continuum of services, educating participants about their transportation options and responding to their changing needs and employment patterns. Members of the Transportation. Alliance include County staff from the County Administrator's Office, the Social Service Department, and the Community Development Department; faith-based and community-based organizations; training and job development agencies; staff of elected representatives; child care advocates; transit operators; the Metropolitan Transportation Commission (MTC), private taxi and shuttle owners; and members of the public. (See Attachment A for a list of Transportation Alliance members.) In March, 1995, the Contra Costa County Social Service Department (SSD) hired Crain& Associates, a transportation consulting firm, to conduct a Transportation Planning Facilitation Project. The objective of the project was "to ,guide the staff'of the County, transportation agencies, community organizations, employers and former welfare recipients in a collaborative planning and problem salving process leading to the development of cost-effective transportation options for former welfare recipients and at risk households." (1) Data Collection Methodology To identify existing resources and the gaps in service, Crain & Associates conducted extensive data gathering, including interviews with stakeholders and two focus groups with welfare recipients attending Job Clubs in Hercules and Antioch. The sources for the information about existing transportation resources were the MTC social services transportation inventory prepared in 1997; current public transit schedules and snaps; and telephone interviews with taxi companies, school districts, BART, and the Contra Costa Child Care Council. 1-1 The following organizations were either interviewed in person or participated in focus group discussions about gaps, needs, barriers, and possible solutions. • Central Contra Costa Transit Authority (OCTA) • Tri-Delta Transit AC Transit Contra Costa Transportation Authority (CCTA) Citizens' Advisory Committee • WestCAT • Paratransit Coordinating Council • County Child Development Site Managers • Contra Costa Transportation Demand Management (TDM) Program Managers • Richmond WORKS • Richmond Office of the Employment Development Department • Department of Social Service Case Managers • West County Collaborative One Stop Management Team • East County Collaborative One Stop Management Team • Shelter, Inc * Rubicon • Goodwill Industries * Family Stress Center St.Vincent de Paul • Battered Women's Alternative • Contra Costa Interfaith Sponsoring Committee • Greater Richmond Interfaith Program In addition, a focus group with employers was held at the offices of the Contra Costa Economic Partnership. Participating employers included Bank of America with over 4,000 employees at four sites in Concord and Pleasant Hill; John Muir Hospital with 2,000 employees in three shifts in Walnut Creek; Kaiser Hospital with 2,000 employees in Walnut Creek and Pleasanton and with additional sites in Martinez, Antioch, and Richmond; and United Parcel Service with 4,700 employees at sites in Richmond, Concord and San Rat-non and at other sites in Napa, Cordelia, and Oakland. Simultaneously, the MTC produced seven Geographic Information System (GIS) maps of Contra Costa County. The purpose of the maps is to illustrate the accessibility of jobs and services for CaIWORKS participants and to assist in planning transportation improvements. The maps include residential locations of CalWORKS participants, likely employers, transit lines, licensed childcare providers, subsidized family housing, healthcare providers, employment training providers. Additional maps were prepared to show locations of likely employers or CalWORKS residences that are more than 1/4 mile from bus stops. Findings As of February, 1999, Contra Costa County had 11,340 CalWORKS families. Of these, 89.4% were single parents. The typical profile of a CalWORKS participant is a single mother, 26-40 1-2 years old with one preschool age child and one school age child . Her average CalWORKS grant is $425 a month. In a 1997 survey conducted by SSD found that half of the respondnets cited lack of car as a reason for not working. Over 32% said that they had no driver's license. (2) Jobs/Housing,Mismatch Another major barrier to employment identified by the GIS maps is the significant mismatch between the residential locations of most CaIWORKS participants and employment sites with entry-level jobs. ( See Figure 1). Be aware that the employer information is less precise than the CalWORKS information. The employer database consisted of employers with addresses in Contra Costa and the number of employees tied to each address. These employers and the number of employees associated with them may actually be located at a site (or sites) remote from the address. This database, however, was the best available and it does provide a reasonably good profile of where entry level jobs are located in Contra Costa. The five cities with the most CaIWORKS participants are ranked as follows: Richmond, Antioch, Pittsburg, Concord, and San Pablo. Similarly, cafes with the most employment opportunities and the most employers are also ranked 1-5: Walnut Creep, Concord, San Ramon, Antioch, and Richmond. Comparison of these rankings indicate where the mismatch between jobs and the concentration of CalWORKS participants is disproportionate. Antioch, Pittsburg, Richmond, and San Pablo have a high number of CalWORKS residents but a low number of jobs. The worst case is Richmond, where 30% of the CaIWORKS households reside, but where only 7% of the County's entry-level employers are located. Conversely, San Ramon and Walnut Creek have 1% or fewer of the county's CalWORKS participants but 7% and 16%, respectively, of the county's entry-level employers. Concord is one case where the percentage of recipients and the percentage of potential employers appears to be in balance. Gaps and Identified Needs Participants in the interviews and focus groups pointed out significant gaps in existing resources that act as barriers to employment. Their input can be summarized by the following list of 12 identified needs. The Transportation Alliance rated the first four as the top priorities to be addressed during the planning process. 1. Transportation on nights acid weekends; 2. Reduced travel tune for bits trips, especially those combining child care drop-offs and work; 3. Penetration by public transportation into low income neighborhoods and job sites; 4. Centralized n formation about acid assistance with all types of trip needs and all modes; 5. Seamless system among operators in connections and fares; 6. Frequent public transportation during the day; Figure 1 LOCATIONS OF LOW INCOME HOUSEHOLDS AND POTENTIAL EMPLOYMENT OPPORTUNITIES IN CONTRA COSTA COUNTY Employers with Potential Low income Percent Employment Percent Sum of Percent Area Househotds(1) of Total flank Opportunttles(2) of Total flank Employees of Total flank West County Crockettlflodeo 273 2% 48 f l 354 0% El Cerrito 103 f% 156 3% 2,954 314 Ei Sobrante 265 2% 117 21/. 747 1% Hercufes 221 2% 32 11/ 654 1% Pinole 187 1% 169 3% 2,197 2% flicfursond 3,976 301% 1 372 7% 4 4,983 5% 5 San Pablo 1,395 10% 5 151 3% 1,322 t J Subtotal 6,420 "A 1,045 1914 13,211 141% Central County Clayton 34 01/. 38 1% 1,270 1% Concord 1,488 11% 4 804 15'% 2 11,740 13'J 2 Martinez 515 4% 303 6% 2,921 31/. Pleasant"M 135 1% 242 4% 2,952 3% Walnut creek 131 114 843 16°4 1 30,151 32% 1 Subtotal 2,303 17% 2,230 41% 49,034 53% Southwest Area Alamo 5 fl% 74 1% 854 1% Danville 26 01% 291 5% 3,694 4% Lafayette 18 fl% 225 41/. 2,438 314 moraga fl% 80 1% 850 1% Okinda - 0% 146 31% 1,442 21% San Ramon 46 fl% 365 7% 5 10,043 111/ 3 Subtotal 95 1% 1,181 22% 19,321 21% East County Antioch 1,900 14% 2 444 81% 3 5,840 6% 4 Bay Pant 570 4% 4 0% 20 01/ Brentwood 214 21% 114 21/1 1,303 1% Oakley 289 2% 64 1% 736 1% Pittsburg 1,556 121% 3 259 5% 3,098 Sal (lural East 90 11! 59 ill. 510 1% Subtotal 4,619 34% 944 1714 11,507 121/. Grand Total 13,437 5,400 93,073 DATA SOURCE_ MTC Notes (1)Reckeats of Temporary Assistance to Needy Families((ANF)grants. (2)Contra Costa industries which constitute 601.of aft projected new entry level job growth, MTC obtained location and number of employees from American Business information(A61). Number of employees was estimated using the midpoint -of-the AS(size codes(e.g.,size E is 50-99;midpoint is 75). 1-4 ............................... _. ............................... ..... ......... ......... ......... .. .......... . ..... ................... _ _. ......... ......... ......... .......... ............ .... _ ......... ......... .......... ..... ....... ........................ .. .... ........ _ _ ..............................................................._...... _ _ _ _........ ..... ...... ....._ __ 7. Transportation before and after school; 8. Lower transportation costs for low income workers, 9. Reliable private cars and the means to maintain them; 10. Better matching of land uses with jabs and housing; 11. Improved safety in accessing bus stops; and 12. Elimination of or assistance with policies that inhibit mobility including DMV fines and insurance, funding priorities and flexibility, use of pool vehicles, and performance standards for transit. As evidenced by the above list of identified needs, there are serious deficiencies in the transportation infrastructure, which currently constitute a significant barrier to accessing pre- employment and placement services, as well as limiting access to job sites themselves. Like most suburban areas in the US., Contra Costa County was developed around the automobile as the predominant mode of transportation. The household auto ownership countywide is 1.9, or almost two vehicles per household. In San Ramon, a city of 12,845 households where the Bishop Ranch Business Park is located, with its thousands of jobs, the vehicles per household is 2.2. In contrast, an average of 293/o of the 8,051 households in three low-income census tracts of Richmond own no autos. The table below shows the percent of households without autos in the three areas of the county with a high incidence of CalW0RK5 households. California's laws requiring proof of insurance, paid-up traffic tickets, and payment of child support before a person can receive a driver's license prevent many CalWORKS participants from owning or using an automobile. According to case managers and participants themselves, many others who are driving are doing so illegally. Households Without Vehicles Average % iC.ts ati��t Area _ _Cemus Tract WithautAulo&s Richmond Area 3550.02; 3790; 380013750; 29% .Bay Point 3141.01 (partial); 11.13% Monument Corridor, 3361; 3362 12.06% Public transportation is currently an inadequate solution for individuals without access to an automobile. Each section of the county is served by a different public bus operator. In much of the county, bus routes are skeletal, with half-hour or hourly service. Most bus systems stop running around 8 p.m. on weekdays and have infrequent or reduced weekend service. Only two bus lines, each operated by a different transit agency, cross the county east to west. One line operates only in the pear commute periods and the other operates hourly. In addition, BART requires passengers traveling from west county to ride into the transfer hub in adjacent Alameda County and out again to reach employment in job-rich central and south Contra Costa County. Thus, the public transportation system can require multiple, time-consuming and expensive transfers among systems, pares are not consistent and a different multiple-ride ticket is used by each of the five operators. The inadequacy of public transportation presents serious obstacles to persons seeking self- sufficiency elfsufficiency through employment. CalWORK.S participants without automobiles are typically 1-5 µ•Q. unable to accept jobs that do not have traditional 8-5 schedules which can be served by transit. This inhibits obtaining many entry-level positions and shift work. Even those jobs with traditional hours are difficult to access, due to the lack of a coordinated, seamless transportation system among the five transit operators in the county. A trip to work can take upwards of two hours on public transit, particularly if a parent must first exit the bus to take children to school or child care and then reboard the next bus, 30 minutes later, to go to work. In many neighborhoods, parents have concern for their children's safety as well as their own when they must wait for a considerable time at a bus stop. Parents also worry about their children's safety walking to and from the bus stop. Because of budgetary problems, many school districts have cut back or eliminated school busing. In the West Contra Costa unified School District, which serves Richmond and surrounding cities, there is no busing except for children in special education classes. A District representative reports that the District identifies about six children a month who do not attend school for lack of transportation. In the Pittsburg Unified School District, elementary students who live less than 1.3 miles and middle school students who live less than 2 miles from school must walk, sometimes in dark and risky areas. This absence of transportation for their children can limit CalWORKS participants' ability to keep a job when they are beset by such basic problems in their family life. Lack of available funding for public transit improvements, particularly operating revenue, is also an obstacle to improving the bus systems in the county. Figure 2 is a regional comparison of per capita transit operating revenue. The transit operating revenue of$73.85 per capita in Contra Costa County, while comparable to San Mateo County, is substantially below the other suburban counties of Santa Clara($94.04) and Marin ($167.14). Contra Costa's per capita operating revenue is only a fraction of that available to neighboring counties of Alameda($138.80) and San Francisco ($302.99). In addition, Contra Costa County spends significantly less per capita in transit operating revenue from local funds than any of its neighboring five counties. Besides funding, an additional constraint faced by transit operators is the lack of buses to expand service. Often all buses are in service during the peak hours and, even if more funds were forthcoming, the vehicles would not be available to start the new service. The Metropolitan Transportation Commission, which allocates regional transit funds, has emphasized maintenance of existing fleets as a first priority before awarding funds for new vehicles. When expansion vehicles are authorized, transit agencies must first demonstrate to MTC that they have the additional funds to operate the new buses. CalWORKS participants, as well as the professionals who work with them, have identified significant transportation deficiencies that are addressed by this Plan. Goals for this target population are to establish work as the norm within their lives by assisting them in obtaining employment, helping them stay employed and supporting their efforts to develop skills which will answer long-term economic success. The transportation projects in this Plan developed by the Transportation Alliance are the critical links to connect the participants with services to meet these goals. Adequate transportation is key to success in implementing Contra Costa County's CalWORKS Plan—it's the to in welfare-to-work. 1-6 ............................................................................................................. __... ......... ......... .............. .... ............. .. ................ ... ......... ...._.. ......... ................ . . ... ......... ......... .......... ......... ............ ...... ...._.. ... ..................................................... ......_.. ............. ..... ..... r av m CL' g„ v t2 cb w1 �p V�•eh i`y Y`"s tiJ wt wt s✓�'t t`�- i"� � �Q C:5 tv CI --� �t rh ao rJ v4 y ev r� N tw � u '0 wi r• r-` t^ 0, wi e� 0, qy cn C� 00 0ti as ap as v n p Cr wa a v r ew ^i r r� r- a I all* N as +n sv c'9 t Cl lc � n ® GL' a`f4 -4 =0� a zt r x +ti 0, °° Ci (71 `"t r i tri (D +3 W o c+t r— Com, C,` Q'� M i'1 P't r.,y GD •Cr `G v^i ae'> ....i w4 W ao r^ els er N .t n rs ar is rti aw s 3 �� Ci c �y .`.. et r+'t 401, wt 03 f4 li ra i"'t N G40 V7 O es fn vi Cr C> 00 b �`.� ,, t`` � " 1"• +'y K7 e2' tV N Ch ol N 2h to cT C3 awn Cr � is � *0 an f— „y m0 o C+ �NO C, czs p 01 0 � � r. 95 .0 �T d 0 C2 v1 CSV -°� -4 ar3 a40 ^7 � -^ rd Q\ «i zV- -= od rix i 'er rs` psi + ,� C •.- .ri f-n +w rry o C 01 10 0 0 0 v^� C+ 6 Cl 'D " vIn ii ' r",t Cr C) q s y, o r� ey < cl § ;i +aan `v c� ad 10 h rd Cr` rye "" �" r �' o rte, a o ew ac vy sr a� v n ra w w ark r? e4 ert c u u u u �r vr- Q ri (D , 4 aC` C�+ ux a �� E ? .+� ' c er e w cr r cr 10 �, r i ro % 10 Cl.. a. ry F .n K c E ca ooi oa op wx o r+ I .vG�=tap.. 0 ho a4+S r i �v ` CCvNr+ itv xr a« + ra0 =; r „� r , `0 00 . O ? -1 r € o .c_ 2$ vn < C'6 V chi Ct% rK r`! t`H +n 0 ^� V is U "0 cn Y-W C G'3 CY v"1 try^ eh ..,,� N r.y tT tJ '^ u u �s wa �.' v' •,a to cr �' is Cri m > .n tr v n c" "_es C4 =° c u tir C 3 " 2 3 � `> v " � --s 3 g@ m <CQ u CJ u ra rs `ra a ao '04 -1 C t v w t7 oz v y on C u L r3 i4is L > 3 ck ey v i v mi v er o a r? u n CJ CJ c 0 o c ty es cs ' ca CJ q J ts. a t n <C cl : � cn 1-7 SECTION 2: RECOMMENDED MOBILITY SUPPORT SYSTEM Based on the needs identified during the data collection process in interviews and focus,groups, a list of 26 possible programs and projects was developed. Best practices identified through research about programs in other parts of the country contributed to the list. Each project was then evaluated according to criteria about service delivery, organizational issues, resources needed, and public policy issues. Figure 3 describes the evaluation criteria in detail. The Transportation Alliance then held a workshop to discuss the 26 projects and to add to and combine several projects. At the conclusion of the workshop, the Alliance ranked the top eight projects on which to concentrate in the upcoming year. A second workshop was held a month later to develop implementation strategies for the top-ranked projects. These implementation strategies are contained in Section 5 of this Plan. Figure 4 is a brief description of the final 25 projects and a condensed version of their evaluation. A more developed description of each project is included in Section 5 of this Plan. Projects are divided into Tier 1, which contains the top priority projects for the upcoming year, and Tier 2. The Transportation Alliance recognized that they could not effectively work on all 25 projects simultaneously. In addition, funding constraints dictate that efforts to fund the projects be focused. Therefore, Tier 2 contains worthy projects that will be considered for implementation in subsequent years or will be moved into Tier I if a funding source becomes available. Projects are also organized according to the length of time needed for full implementation. * near-term.(0-1 year); mid-term(1-2 years); and, * long-term, (2 or more years). Some of these projects could be implemented more easily if additional transportation providers were available in the non-profit, community-based, and private sectors. For example, the Children's'Transportation Program, the Loaner Cars project, and the Neighborhood Mobility Centers are good candidates for non-governmental organizations to undertake. Therefore, the Transportation Alliance and the proposed Coordinator should consider initiating or participating in efforts to develop resources and capacity for non-governmental organizations to deliver transportation services in Contra Costa. One idea might be sponsorship cif staff at community- based organizations to attend transportation training programs. Because the CalWORKS population is fluid, changing as new people enter the program and others leave after finding employment and achieving economic self-sufficiency, it is important that this plan be updated on a regular basis. The following section describes a recommended structure for doing so. 2-1. *1 For the full evaluation of each project,consult Memo#3,Preliminary Evaluation of Options That Address Transportation Barriers,"on file with the Contra Costa County Community Development Department. Also,on file is Memo#l,"Existing Resources,Gaps between Services and Needs,and Key Transportation Barriers,"and Memo#2 "Suggested Solutions,Current Initiatives and Best Practices". Figure 3: Evaluation Criteria for Projects in Transportation Action Plan Service Delivery Responsive to one of the top four priority needs of low incorne households. See pages 1-3 and 1--1 for the 12 needs identified irr foots groups and irrtervieivs. The Transportation Alliance identified the first four cis top priorities. Useable by the general population. (yes or no) Service projects ivould not be limited to the Cal WORKSpopulation. Responsive to needs as they change. (yes or no) Project allows participants flexibilit)>to use serhice f n-a Variety of their needs. Ability to isolate results in order to measure effectiveness. (yes or no) Success or failrtre of the project cern be evaluated. Organizational Issues Ability to be integrated into current programs and services (yes or no). The project doesn't requireformation of a neii, organization. Extent of institutional changes required (None, or a brief description) A project that fits into the mission oJ'an existing public agenc})and can be implemented unilaterally ivould require no nrstitrttional changes. Potential for supportive partnerships across organizational boundaries (None, or a brief description of some possibilities). Opportunities exist for unlike agencies to coordinate and collaborate in order to streamline service delivery for clients and betier use existing resources. Level of coordination needed (high, medium or low). Projects ranked ` mi,"do not require coordil?atiorl among agencies and will be easiest to implement. Resources Needed Cost level (high, mediurn, or low). Projects rising existing resources erre lotiv cost. High cost projects require capital expenditures or marry more hours of staff curd operating expenses. Availability of current or future funding (unknown, or source is stated). A potential source of funding can he identified Public Policy Issues Need for legislation (yes or no). Implementation may require a charge ill state or federal lasses. Systemic public policy changes required (yes or no). An organization's a drrrinistrative staff tray riot be able to implement a project without a change in policy by their Board or liy a state or regional agency. Level of leadership needed (hi(-lyh, medium, low). ,Some person or agency rimy creed to champion the project irr order to overcome barriers to implenrerrtatiorr. _ ....... .................................. _ ......... ......... ................... ....... ........ _ _ _ ...... .......... ........ ......... ...... ........... . __ _ _ ... .......... ......... .. ........... ......_._. _. _ ......................................................... ......... _ ..................... .............. __ �n t ,. CO .a 13 > C-4 o s ' 1 Y v a� cd a� - fid, . rd cd m y tr1 t7 y y tl . IOL .-s et is LA y bn 3 r- O0 " -�s c7, m t vl � c� y its Es 4) ,- v a� " .� 0 y U v 0 C7 t> 0 %:,- E iA v � y C z y u o o c° o v Cd `d fl co Cz . t� -j P14 oz 03 Q Cd F) W ch CflW > q) Ln � — till O sz:cd 03 c Ln .y _ CC 0 -C o N q dt y �r, tt c o 964 U ,Z Sy c� n on J cd o 6 ° �s v * v . O O d� 1m On t7 4.0 ca W a cr v f— C.. bl) E � ' i o CJ -> o r� C � i CA cz Q LI Cti s_ ca -a Rs ccz E� r s cs! d '. a O c" ff.'s:.. � � � 'c7 C �-• .-. � i:.], CO 4 C C C Ca C cri va 0 :n 4? `" ICA bq y C "CS i N b) n oh oti br) o W � �_ btu ' o •^ � cry _ fy crt W �_ c u bl1 c sn c, C�: LT. a� d � fis ot Ln s � � U til til Le) tA t � fl- S s V- 4) ) ; t� t v d7 TJX ' ° ren C's 00 • +� t fA O taP. by C c/3 rjj S. '� dd C: Gi i I � � s � v i N s 0 t3 s✓ t� I E > a> I v on I c J > � I > o � co Il) cn + cY N s� 4. t� y w tc3 p t1 t> cn aj C37 ted Lei -0 E 'Jn f+ cn tti v_ 3 O A-- cd.7O r: cLd s (J CO r) cci O (1 U CL tea Lo C7 y Ri cd ct ►-Z Oa J ts, �, ..� Ln C7 fl LL w tn s v A v k�l "Q � Cd r-' lz- � •'� �. 43 � ✓ � " t v caw-- i to s+ e Some of these projects could be implemented more easily if additional transportation providers were available in the non-profit, community-based, and private sectors. For example, the Children's Transportation Program, the Loaner Cars project, and the Neighborhood Mobility Centers are good candidates for non-governmental organizations to undertake. Therefore, the Transportation Alliance and the proposed Coordinator should consider initiating or participating in efforts to develop resources and capacity for non-governmental organizations to deliver transportation services in Contra Costa. One idea might be sponsorship of staff at community- based organizations to attend transportation training programs. Because the CalWORKS population is fluid, changing as new people enter the program and others leave after finding employment and achieving economic self-sufficiency, it is important that this Plan be updated on a regular basis. The following section describes a recommended structure for doing so. 2-]0 .............................................. ................................................................................................................ ....... ......... ......... ............... .. . .. ....... . ................... ....... ......... ......... ......... .... .............................. .... ......... ......... ......... ....... ........ ...... ............... ........ ......... ................................................................ . .............................................. SECTION 3: POLICY, OVERSIGHT, AND IMPLEMENTATION RESPONSIBILITIES FOR THE PLAN The Board of Supervisors has the ultimate responsibility for the Workforce Development program in Contra Costa County. To assist the Board in ensuring that the transportation support services necessary for the success of the Workforce Development program are put in place, the Transportation Alliance recommends: • formalizing the membership and composition of the Transportation Alliance as an advisory board; • renaming the Transportation Alliance as the Workforce Development Transportation Advisory Council • continuing it as a forum for discussion of transportation needed for Workforce Development other low income people • creating a Coordinator position to staff the Transportation Advisory Council, • coordinate implementation of the flan arnong the various stakeholder • agencies • provide oversight and monitoring of the c'lan's results, and designating the workforce Development Transportation Advisory Council as an advisory body to the future Workforce Investment Board. Workforce Development Transportation Advisory Council The Transportation Alliance, an outgrowth of the County's Children and Families Policy Forum, has been operating as a voluntary group to examine transportation harriers which are impeding successful implementation of the County's CalWORKS Plan. Its adopted mission is to "Develop a mobility support system for current and former CalWORKS participants and at risk households to improve their access to employment and related activities." That system is embodied in this Plan. Membership in the Transportation Alliance has been fluid. Over 60 names are on the mailing list. (See Appendix A). Attendance ranges from 10-15 at a meeting to over 30, depending on the topic. Members include Private Industry Councils, community-based organizations, training and job development agencies, staff of elected officials, child care advocates, transit operators, private taxi and shuttle owners, faith-based organizations, and mernbers of the public. Now that the flan has been developed, Alliance members have expressed a need for increased continuity and commitment from the membership as its activities move from planning to implementation. Because the transportation support projects in the flan are often dependent on an agency external to the County for implementation, it is important to provide a body where the various stakeholders can directly influence the flan and take ownership of its results. Duties and Comoosition The Transportation Alliance recommends that the Board of Supervisors formally create an advisory group that reports to the Workforce Investment Board. Furthermore, the Alliance recommends that the name of the Transportation Alliance be changed to the Workforce 3 - I `4 Development Transportation Advisory Council to indicate more specifically the group's mission. The Transportation Advisory Council would continue the Transportation Alliance's function as a forum for the countywide community on the transportation issues of welfare reform. It would also be a focal point for data collection and information on how successfully the transportation barriers are being overcome. Additionally, it would meet the requirements of TEA-21 and state grant awards for coordination between transportation providers and welfare agencies. Responsibilities of the Transportation Advisory Council would include recommendations to the Workforce Investment Board on: • refining and updating the Plan; • setting priorities for implementation of the proposed projects; • proposing strategies and projects for grant applications; • continuing or deleting projects based on an evaluation process; • strengthening linkages between the County's Workforce Development efforts and transportation providers; and • track the availability of grants and, as opportunities become available to implement the recommendations of this Plan, prepare or participate in developing grant proposals. It is recommended that key stakeholders be invited to participate in the Workforce Development Transportation Advisory Council with suggested terms of office. At a minimum, the following agencies, directly involved in implementation of the Plan, should be invited: • the four public transit bus operators and BART; • the Social Service Department; • the two Private Industry Councils or their successors; RIDES for Bay Area Commuters; • the Contra Costa Transportation Authority; • Contra Costa Transportation Demand Management (TDM) manager(s) representing the county's four regional transportation committees; • employer representatives, such as members of the Contra Costa Economic Partnership For manageability and effectiveness, the optimum number of members would be 15. However, a member from each of the following categories could also be considered: • Head Start; • Local Planning Council for Childcare and Development • private for-profit transportation companies; • private non-profit organizations providing transportation services (e.g., - community-based and faith-based organizations); • school districts willing to share transportation resources; • neighborhood organizations in low-income areas of the county; and • Workforce Development participants.* **A stipend for transportation meetings may be necessary to allow attendance by CalWORKS participants. 3 - 2 Under this structure, the 61 members on the current mailing list, as well as any new interested parties, would continue to be invited to the meetings of the Workforce Development Transportation Advisory Council. The appointment of a formal advisory board, however, would foster the continuity necessary to ensure that an informed and committed body would be making recommendations for action by the County. Input from Workforce Development Participants As an additional forum for effective and widespread community input into the agenda of the Workforce Development Transportation Advisory Council, it is recommended that a Tier 2 project, "Community Input into Transportation Planning Process,"be moved to Tier 1 and implemented during the upcoming year. The Implementation Strategy in Section. 5 of this Plan reflects this change. Community meetings could be expanded beyond just public transit route changes to include public comment on implementation of any or all of the transportation projects in this Plan. Meetings might even be broader, to include other aspects of Workforce Development programs. Therefore, these forums should be scheduled in consultation with the Social Service Department, the case managers and the EASTBAY Works' One-Stop Career Centers to choose a meeting length, time and place most convenient for Workforce Development participants, whose primary focus must be job searches and employment. In this way, the Workforce Development Transportation Advisory Council can incorporate feedback from the end users, for whom this Plan was developed. 'W'orkforce Development Transportation Coordinator Because the solution to overcoming transportation barriers involves the resources of many different agencies, there is a need for a Coordinator to integrate the projects and activities called for in this Plan. Since the Social Service Department is charged with implementing the Workforce Development program, it is preferable to house a Coordinator within the Department. The Coordinator could then link programs provided by external agencies, such as the transit operators or the Contra Costa TDM managers, with the internal support services offered by the Department. The Coordinator could help ensure that the case workers and the One-Stop Centers connected Workforce Development participants with the transportation services. As a transportation specialist, the Coordinator would also enhance the Department's expertise in a field in which current staff is not trained. The Coordinator would have the lead responsibility for successful implementation of this Plan. In this way, there would be clear accountability for the Plan and its results. Programs would be centralized for easier coordination. Through the Coordinator's knowledge of transportation services and of networks within the county, the potential to maximize existing,resources would be increased. 3 - 3 f� 4 W' Duties of the Coordinator would include: • provide technical support to the Workforce Development Transportation Advisory Council; * evaluate the Plan's projects and monitor the results; * initiate new projects and identify a lead agency; • update information about the employment and residential locations of CalWORKS participants for transportation planning purposes; • serve as liaison to the transportation providers, providing them with current information about the needs of CalWORKS participants; • trach the availability of grants, and as opportunities become available to implement the recommendations of this Plan, prepare or participate in developing grant proposals. • manage the Governor's 15% Special Project Funds grant; • serve as liaison with EASTBAY Works on the transportation element of its Department of Labor grant; * represent the County at MTC meetings to develop criteria for the federal Jobs Access/Reverse Commute program; • act as a resource to community groups; and • serve as a liaison to other organizations responsible for the services used by CalWORKS participants. Countywide Coordination The federal government passed legislation in 1998 requiring the creation of Workforce Investment Boards by July 2000. This legislation will reorganize the way employment services are delivered to Workforce Development recipients across the state. The Workforce Investment Board will be responsible for workforce system planning and policy, One Stop Center certification, and links with economic strategic planning. The Board of Supervisors will appoint the membership, at least 51% of whom must be private sector employers. Other members would include representatives from the social services;training institutions, such as colleges and adult schools; and various agencies which now participate in Private Industry Councils. The current Contra Costa Private Industry Council (PIC) and the Workforce Development Advisory Panel would be dissolved, with the PIC and the Social Service Department merged into an Employment and Human Services Department. The Workforce Investment Board would serve as a focal point where all County employment services, including those associated with welfare reform, are discussed and integrated to assure efficiency and avoid redundancy. Under this reorganization in Contra Costa County, a proposed Workforce Development Transportation Coordinator would be responsible for management and implementation of this Action Plan. The Coordinator would report to the Workforce Services Director of the newly formed Employment and Human Services Department. Figure 5, the organization chart on the following page, illustrates this proposed reorganization. 3 . 4 statutory oversight. The WIB Executive Director would provide administrative support to the Workforce Development Transportation Advisory Council, such as taking minutes and preparing agenda materials, while the Coordinator would provide technical support. The Local.Planning Council for Childcare and Development would also give input to the Coordinator, both as an organization and as a member of the Workforce Development Transportation Advisory Council. undated by the Legislature, this body provides a forum for identifying local child care priorities and developing policies to meet those identified needs. Its 34 members, half appointed by the Board of Supervisors and half by the County Superintendent of Schools, are comprised of consumers, community agency representatives, public agency representatives, and child care providers. As discussed in the previous section, the Coordinator's primary role is to assure that the Plan is implemented. Thus, the Coordinator could also be a liaison to other agencies involved in implementation of the Plan, such as the Boards of the transit operators and community-based organizations, and to various County departments. Forums to Enhance Coordination and Communication In order to farther improve coordination among the many organizations outside the County government structure which are also involved in welfare reform, the Transportation Alliance recommends that two new communication forums be initiated Either the Workforce Investment Board or a member organization of the Workforce Development Transportation Advisory Council could be asked to hold a roundtable twice a year among various agencies. In an information exchange, each organization would report on its mission, projects, funding, and results. g The County could add a page to its Web site where agencies could beep abreast of each other's activities on an ongoing basis. Meeting dates, minutes, grant applications, implementation dates for new projects, and evaluation results could all be posted on the site. Update Procedure for the Plan The Plan recommends that the Workforce Development Transportation Advisory Council oversee implementation of the Plan and provide annual reports to the Board of Supervisors concerning progress made in establishing a mobility support system for CalWDRKS participants and at-risk households. The Workforce Development Transportation Coordinator would provide staff for this effort. The Social Service Director should incorporate this update in a manner consistent with the procedures for maintaining the County's overall CalWORKS Plan. State. law requires that each county submit to the State an annual addendum to their CalWORK.S Plan. The update to the Welfare-to-Work Transportation Action Plan can be incorporated into that addendum. 3 - 5 as � u� ---- ------------------- 0 C: Z is 0 c CLca c [L C >to 0 (-- C: 4a) c G�2 If as - U �U Mat `- (13t7 > 0 � _� _0 tn D d C) i- < C7 0wCL �7 V) CY > C t7 ? C7 O CL (31 C ¢r 4D a > _... a � .............. m .. L ca 0 U t� tai CL ctix - :I H _______________________________ low u . - 40 ceas o Zu ur a' © m -'a7 S" t c' 441 U �' t3 pec Ern v c t L CL o �= oCL o a C) C) C� � f� 3 - 6 ............................... ....... ......... ......... ......... ............... .... . ...................... ........ ......... .. ......... ......... ......... ....... ..... ......... ................ . .. ......... _ ..... ......... ......... ................................................................ ......._. _ _ __ _ _ ................................................................................ .... . __ _ _ _ .................................. ... ....... _ _ ........ __ SECTION 4. FUNDING- The lead agencies listed in Figure 4 have the primary responsibility for implementation of the project, programs and services recommended in this Plan. Some of these agencies and organizations may discover obstacles to implementation that may be difficult to overcome. They may find it difficult to integrate some recommendations into their existing programs and services, or that they may need to develop new working relationships with other agencies or organizations. Some recommendations may require changes to policies, regulations, or statutes. Leadership may be as important and funding in order to overcome these obstacles and remove the transportation harriers facing CalWORKS participants. This section of the Plan provides recommendations on how to provide this leadership through specific policy, oversight and implementation responsibilities. Creation of the Transportation Alliance and its task of developing a Transportation Action Plan has put Contra Costa County ahead of the curve in obtaining funding for new transportation options for CalWORKS participants. Because of the County's proactive approach, over $1.3 million has been received by various agencies in the county to implement welfare-to-wort{ services. Figure 6 on the next page summarizes the specific services and supporting fund sources to date. In addition, the Social Service Department spends approximately $460,000 a year(3) on transportation reimbursements to clients from its CalWORKS support services fiends. As shown in Figure 2, an additional $64.3 million is spent annually on the five public transit systems which operate in Contra Costa County. Despite these current funding sources, the Plan cannot be implemented without new or redirected dollars. The following discussion outlines potential resources, 'including (1) local and regional policy changes, (2) state and federal legislation, and (3) grants and foundations. Local and Regional Policy Changes The Contra Costa Transportation Authority (CCTAcould redirect more of its sales tax funds to public transit projects. Such redirection would benefit four of the top priority projects in this Plan. (1) late night/weekend demand response transit; (2) increased frequencies and weekend transit, (3) express bus from East County to BART; and (4) expansion of AC Transit's Route 376. Currently, OCTA allocates 3.01% of its total funds to bus transit, or about $2.2 million out of a budget of over $73.4 million. When paratransit, carpools>vanpools and TDM programs are added in, the total is about $5.5 million. (4)As can be seen from Figure 2 on page 1-8 of the Introduction, Contra Costa County spends significantly less per capita in transit operating revenue from local funds than any of its neighboring five counties. however, most of CCTA's current revenue is already allocated. Changing the county's priorities for unallocated local sales tax dollars would take a well-planned advocacy effort directed at elected officials representing the cities and the county on the OCTA Board. The County Social_Service_QUg,;-trnent could change its policy emphasizing reimbursement of expenses in order to permit purchases of subsidized transit passes. Currently, clients are 4-1 o 0 u C) c7 o c� E �-, cv •r> •, � w c v ts. c> c� c� c> co co f C CVS C> G7 C> t7 L L c!1 110 « N S 14 + 00 M t— 'ct' t— 00 "C CD C` o 0 03 L � G+ � d 3 t ' t o O fA : ercu ca a t2 O cn i�?p C3 v U oLA b 0 v N C i fix. iq �jy C.} y 6+ m ccs •--• C7 GJ �4U.+ f-" ~✓' C/'� Ga =3 © ,i3., f3. y .moi 4-2 reimbursed at the rate that public transit would cost to make an authorized trip. If the round trip takes more than two hours, clients can be reimbursed at 31 cents a mile for use of their vehicle or for the actual cost to take public transit. Only in individual circumstances can clients receive money in advance to make a trip. Since most CalWORKS participants cannot afford the up-front outlay for a discounted monthly pass, they now usually buy single-ride tickets, which are more expensive than a pass. Because a monthly pass allows unlimited rides, it could also be used for other than employment and job searches, providing access to all types of services and shopping, and for transporting children to childcare. In this way, it would increase the mobility needed to conduct all aspects of CalWORKS participants' and their families' lives. If Commuter Checks or BART Plus passes were issued, usage for employment-related trips, as restricted by CalWORKS funding requirements, could be regulated by the dollar value issued. Advancing the cost of passes or Commuter Checks could significantly increase the costs over what the Department now spends on reimbursement. The MetrUolitan Transportation Commission(MTC) makes policy on regional transportation priorities. There are two areas which could influence the funding for the public transit projects in this Plan. First, MTC could revise its guidelines for discretionary funds to include Welfare-to- Work transportation projects as eligible recipients. Secondly, the State Legislature passed a bill allowing citizens in the Bay Area to vote to tax themselves up to 10 cents in new gas taxes for transportation projects. MTC is considering developing a list of projects to put before the voters, a measure requiring a 2f3 vote to pass. Strong advocacy would be needed to convince policy- makers to include projects on the list benefiting CalWORKS participants. Expanding Loral Expertise in Transportation Services During preparation of this flan, the need for additional businesses and organizations providing transportation services became evident. Many of the recommendations of this flan call for specialized transportation services that may be difficult for public transit operators to implement cost-effectively. However, aside from transit operators, there are very few transportation providers doing business in Contra Costa. Taxi service is minimal. The United Council for Spanish Spearing Organizations, which had the most expertise amount of non-profit agencies in the provision of transportation services, went out of business, as did Kid Shuttle in Walnut Creek. The Social Service Department received only one qualified response to its request for proposal for its Children's Transportation Services project. The Contra Costa Children and Families Policy Forum has established a task force of County agencies and community-based organizations to address the need to increase the capacity of community-based organizations to deliver needed services in an effective, efficient and sustained manner. The task force is evaluating methods for community-based organizations to improve their management of budget and personnel resources, and to utilize strategic planning techniques to develop and achieve goals that are important to these organizations. As a result, community- based organizations interested in helping low-income residents meet their transportation needs will be better equipped to do so. 4-3 State and Federal Legislation A well-defined advocacy effort is needed to tie welfare reform needs to transportation issues. in bath the federal and state legislation instituting welfare reform, transportation was largely ignored. Since the Iegislation's implementation, decision-makers have become more aware of deficiencies in the transportation network that impede employment opportunities for the poor and, ultimately, undermine the success of welfare reform. An example of effective advocacy was the effort by residents in North Richmond to have AC Transit extend the hours of buses in their neighborhood from 8 p.m. to 1 a.m. Because more than half of the 3,000 people living in this unincorporated area of the county are on public assistance and do not have access to a car, night service was needed so that people could get jobs outside the traditional 8-5 workday. As shown on Figure 6, their advocacy resulted in $350,000 from four funding sources to create the new bus service, Route 376. Below are other opportunities that have emerged during this planning process, where advocacy could result in a better link between welfare issues and improved transportation options. These ideas would also enlarge the funding available for welfare-to-work transportation. Seek new State funds for transportation aimed at job retention for the working poor. Senate Bill(SB) 65 was introduced in the 1999 State of California legislative session to appropriate $20 million in General Fund revenues to regional transportation planning agencies, (e.g. Metropolitan Transportation Commission)which would, in turn, make grants to transit operators and nonprofit entities. The purpose of the grants would be to provide transportation to job sites, education facilities and childcare facilities for CalWORKS participants. The state funds could also be used to match grant funds available through the federal Access to Jobs and Reverse Commute Programs. For the Bay Area, funds would be allocated to MTC based on the Bay Area's pro-rata share of the CalWORKS population compared to the CalWORKS population residing elsewhere. Funds would be awarded to operators and entities through a competitive process determined in collaboration with interested agencies and organizations. Caltrans will prepare a report regarding the effectiveness of this demonstration project to the Legislature by December 31, 2002. There are a number of recommended projects, programs and services that could utilize funds provided through SB 65. County Connection, the Contra Costa Transportation Authority, the Metropolitan Transportation Commission, and the Board of Supervisors have adopted positions in support of SB 65. Seek new state childcare legislation. CalWORKS currently offers flexible funding for childcare that could include transportation, but, in most cases, all funds are used to provide care and none remains for transportation. The County could add transportation to and from licebsed childcare centers as a line item in its childcare budget. However, this would require authorizing state legislation. The County could find a local legislator to sponsor a bill allowing childcare funds to 4-4 be used for transportation. Although such legislation would not create new dollars, it would allow the flexibility to address this need with an existing funding stream. Seek new private sector tax credits. Current legislation allows employers to take a tax deduction when they pay up to $65 a month per employee in subsidized transit passes or vanpool fares. The County could find a legislator to sponsor a bill offering tax incentives for employers who assist CaIWORKS participants through additional transportation initiatives, such as subsidized bus routes or shuttles from BART stations and transit hubs. The legislation could create a stimulus for new; private sector funds to implement CalWO KS projects or to serve as local match for grants. However, the impact on the State budget has been a past problem for passage of such legislation. Propose legislation to allow more flexibility with DOL funds. Current DOL funds must be used for the hard-to-serve, defined as follows. (1) currently a TANF recipient on aid for 30 months; (2) with a history of substance abuse, (3) with poor math skills; or(4) with poor reading skills (generally, equivalent to an eighth grade math or reading level). These restrictions require certain TAhrF recipients to be separated out from other users. On the other hand, FTA funds, a major source of capital funds for transit agencies, require that service be open to the general public. Thus, for example, if DOL funds were to be used as a match for FTA funds, an on-board survey or special tickets might be required to identify TANT riders from other riders. Furthermore, the transit agency could not be assured in advance of full reimbursement for services that had been provided. DOL regulations restrict the use of funds and thereby limit the County's solutions. More flexibility in their use would permit a more efficient sharing of existing resources. The U.S. Department of Health and Human Services (HHS) funds Medicaid non-emergency transportation, which, at $1.5 billion a year, is second only to FTA.as the largest federal expenditure for public transportation. Congress ' has required the Department of Transportation to develop joint planning guidelines with HHS on ways to provide transportation under welfare reform. So far, no policy changes have resulted from this effort. Legislation may be necessary to mandate more coordination. Such legislation could enhance the use of existing resources controlled by these two different federal agencies and open up the HHS funding stream to welfare reform transportation projects. Grants and Foundations The funding sources described below are good sources for pilot programs. With grant funding, projects in this Plan can be implemented and evaluated as to their effectiveness in providing enhanced access to jobs. There will be a need to track the availability of grants, and as opportunities become available to implement the recommendations of this flan staff time should be devoted to develop and submit grant proposals. The drawback is the lack of an identified source of funds to continue the projects after the grant expires, if they prove successful. In addition, cumbersome and restrictive regulations limit the usefulness of certain grants funds. The U.S. Department of Labor(DOL), Employment and Training Administration, has had two rounds of competitive grants nationwide to assist communities in providing transitional 4-5 employment assistance to welfare recipients. As noted earlier, Contra Costa County received $130,000 for transportation alternatives as part of an EASTBAY Works grant for Alameda and Contra Costa Counties. Applications by the Social Service Department and AC Transit for transportation projects, submitted in July, were not funded. A third round of DOL competitive grants was announced this spring. In addition, California receives a set amount of DOL funds, which are distributed to the states by the federal government through a formula that takes into account the number of people on TANF. The State, in turn, distributes these formula funds to the counties. Contra Costa County, in conjunction with the Private Industry Council, could allocate a portion of its formula funds to transportation support services. Use of these federal funds is limited to the"hard-to-serve" CalWORKS population. Funds must be tracked by each individual served. There is little information on the extent of this population in Contra Costa. Furthermore, the definition of hard-to-serve can prevent providing aid where it is needed. For example, one criterion for a hard-to-serve individual is their inability to read at the seventh grade level. However, even if an individual is tested to read below the seventh grade level, they could not be considered hard-to-serve if they had a high school diploma. Governor's 15% Special Project Funds are DOL funds that are distributed at the discretion of the State through the Employment Development Department. Contra Costa County received $784,000 for the Owner/Operator Shuttles and the Countywide Centralized Information Project as well as for Subsidized Vouchers for Children's Transportation, (and grant administration) as a result of the July 1998 solicitation. Additional funding may be available in forthcoming years through these special funds. The Federal Transit Administration FTA) announced its first round of nationwide competitive grants, dubbed the Job Access/Reverse Commute Program, in November 1998. Project sponsors must partner with their local transit operator in order to comply with the terms and conditions of FTA funding. Many of the projects in the Plan are specifically called out in the guidelines as eligible, such as adding late night and weekend services, extending fixed route transit, providing demand responsive and guaranteed ride home services, sponsoring employer shuttles, and ridesharing and carpooling activities. Whereas applications under the Job Access funds must target TANF recipients, Reverse Commute funds can be used to transport any riders to suburban job sites. The average grant to a Metropolitan Planning Organization, such as MTC, is anticipated to be $1 million. A 50% match of local funds is required. The Social Service Department and AC Transit have submitted applications for these grant funds. Recently the federal government initiated a pilot project to test how federal agencies can reduce red tape and increase program effectiveness within current regulatory and legal parameters. This pilot project is being implemented in partnership with local agencies for two low-income neighborhoods in the Bay Area where residents have high-risk on becoming dependent on public assistance. North Richmond is one of these neighborhoods. Hopefully, positive outcomes from the pilot will be applicable to the larger system. As with the DOL funds, FTA's Job Access grants can only benefit the"hard to serve" population. The Reverse Commute Program does not have this limitation. The Federal Highway Administration (FHWA) has announced the availability of funds through the 4-6 Transportation and Community and System Preservation Pilot Program (TCSP). Proposed activities must indicate how they will improve the efficiency of the transportation system; reduce the impact of transportation on the environment; reduce the need for costly future public infrastructure investments; ensure efficient access to jobs, services, and centers of trade; and encourage private sector development to achieve these goals. Two planning projects from the Plan that appear to fit these priorities include (1)Develop a Process for Ensuring Safe Access to Transit, and (2)Locate Jobs and Child Care Near BART Stations. The guidelines imply that the latter would be particularly attractive if a Transit Village included a TeleVillage, using technology to obviate the need to travel. Letters of intent will be due in May 1999. The Metropolitan Transportation Commission(MTC)-has created the Transportation for Livable Communities(TLC) fund to strengthen the links between transportation investments and community needs. Some projects that have been funded include the Fruitvale BART Transit Village and the West Oakland Neighborhood Plan. A total of$9 million has been allocated for the region. Requests can be made to MTC by submitting a Letter of Interest for Technical Planning Assistance with urban design, architecture and transportation planning (up to $10,000) and for Community-based Planning Support (between $5-50,000). Capital projects totaling $9 million will be selected in April 1999 through a competitive solicitation process. Potential projects from the Action Plan could be(1)Develop a Process for Ensuring Safe Access to Transit, (2) Locate Jobs and Child Care Near BART Stations, and (3)Neighborhood Mobility Centers. The Zellerbach Family Fund awarded the County's Service Integration Program a$201,000 grant in 1997 to support the goals of Bay Point Works and the North Richmond Employment Collaborative in helping residents find jobs. This foundation could be approached to assist in establishing the Neighborhood Mobility Centers or to fund a study on how to form more permanent institutional ties between the county's multiplicity of organizations involved in providing welfare reform services. 4-7 ,'" SECTION S: MOBILITY SUPPORT SYSTEM IMPLEMENTATION STRATEGY This implementation strategy describes the steps and agreement or contracts needed to implement the Welfare-to-Work(WtW) mobility support system in Contra Costa County. 'There are 25 projects in the support system, and each one is briefly described below. The descriptions include the current status of each project and the likely lead agency(ies). Steps required to implement each project are detailed along with a description of interagency agreements„memos of understanding, and/or contracts that may be needed to implement the project. Criteria and procedures for evaluating each project are also included. Projects are divided into two tiers. The first tier represents those projects identified as top priority for implementation during the upcoming year by the members of the Transportation ,Alliance at its planning workshop held on September 9, 1998. The second tier represents projects that Transportation.Alliance members also believe deserve inclusion in the mobility support system. However, because of constraints on time, energy, and funding, Tier 2 projects cannot be undertaken at this time. It will be the responsibility of the Workforce Development Transportation Advisory Council to evaluate and modify the Tier 1 and 2 designations each year. In addition, should a funding source be identified for a Tier 2 project, it will be moved into Tier 1. References made to the Transportation Alliance may be superceded by its successor organization, the Workforce Development Transportation Advisory Council, once it is established. IMPLEMENTATION OF TIER 1 MOBILITY SUPPORT SYSTEM PROJECTS Tier 1 projects are divided into those that are currently funded and those that do not yet have a funding source. Tier 1 Projects with Funding or Partial Funding Proiect Enhanced Commute Alternatives_ Pros ram This program will be implemented with the East Bay WORKS grant, which has been awarded $130,000 for that purpose. It includes added benefits and enhancements to C;alWO KS participants who choose carpools, vanpools, or bicycles to ,get to or from work or work-related activities. It also includes incentive payments to those participants who offer access to their cars for other CalWORKS ORKS participants. Based on the results of the evaluation, decide on appropriate actions, which could include phasing out the incentives, increasing them, or continuing the program unchanged. Elements of the program are described below: • The Contra Costa Transit Incentive Program currently provides 20 free round-trip rides on participating bus lines and a commuter rail line. This program would offer 60 round trips. The Contra.Costa Vanpool Incentive Program currently subsidizes 50% of the service cost of participants of new vanpools for three months. This program would subsidize 100% of the service for six months. 5-1 • The Contra Costa Carpool Incentive Program pays $40 to participants who donate access to their cars. This program would provide CalWORKS participants with $100 a month for three months to pay carpool drivers in new carpools. • The Guaranteed Ride Home Program provides users of the above programs with six free taxi rides a year for emergencies such as illness, family crisis, or unscheduled overtime. This program will offer 12 free taxi rides per year, per participant. • The Contra Costa School Pool will provide anyone approved by participants with $25 per month for three months to drive participants children to school, childcare, or after-school activities. • The Contra Costa Bicycling Incentive Program will provide free adult and youth bikes, safety equipment, and training to participants who can ride to work or work-related activities. ,Status: new program elements to be added to existing countywide program; will be implemented under recently funded grant. Lead Agencies: Contra Costa Transportation Demand Management(TDM)Managers, potentially the Centra Costa Transportation Authority. Implementation Steps: L Set up system to track usage of incentives and benefits in grant by CalWORKS participants. 2. Arrange with SSD case managers to track individual CalWORKS participants' usage of incentive along with other aspects of their progress in moving from welfare to work. 3. Survey those who use the enhanced commute alternatives in order to measure the impacts and whether the incentives made a difference in mobility and access to jobs. 4. Analyze results from usage trends, SSD case managers, and surveys in order to recommend continuation, enhancement, or phasing out of the program. Agreements needed for Implementation: No formal agreements needed, but Contra Costa TDM Managers would report regularly on their progress and evaluations to the Transportation Alliance. Evaluation and Monitoring Criteria/Procedures: See Implementation Steps above for evaluation procedures. Evaluation criteria would include CalWORKS participants' assessment of whether the existence of the program made a difference in their mobility and ability to get to job training, interviews, and jobs. Project: Owner/Operator Shuttles The Owner/Operator Shuttle project will create jobs for CalWORKS participants as operators of shuttle buses providing transportation to children. Under a State grant, the County will lease minivans and hold a competitive bidding process for a contractor. The private contractor selected will provide qualified TANF recipients with scheduled routes and dispatching service; vehicle maintenance; advertising and marketing; bookkeeping and administration; and, training. 5-2 The contractor will receive a percentage of operating profits for providing established routes, clients, and a "turn key" operation for the Owner/Operators. The Owner/Operators' responsibilities will be to drive a predetermined route and maintain records of transportation provided and of vehicle repair. Benefits to the Owner/Operator include: • availability of the vehicle for business and personal use; • the opportunity for women to break into a non-traditional field (although program would be open to all CalWORKS participants) and the future opportunity to transition into the transit industry; and, • elimination of day care expense, since it is acceptable for a child to remain with the parent (in the vehicle)before and after school if necessary- The design of this project is based on a program formerly operated by Kids on Wheels, a local private transportation company. In 1935, the Social Service Department received a State grant to test this concept in Contra Costa County. The grants funds will be used to hire a contractor to provide mini-vans, training, route scheduling and dispatching services, vehicle maintenance, advertising and marketing. The contractor may provide a"turn key" operation or franchises, The Owner/Operator's responsibility will be to drive a predetermined route, and maintain records of transportation provided and of vehicle repair. Negotiations are currently underway with a qualified contractor. Status: new program with approved funding under Governor s Welfare-to-Work 154 ,special .Project Funds. Lead Agency. Social Service Department Implementation Steps: 1. Determine the County administrative structure to provide administrative oversight and evaluation, lease vehicles with option to purchase, and screen applicants.. 2. The County will establish a competitive bidding process for the contractor who will provide the vehicles(on a lease with option to purchase basis) and operate the Owner/Operator program. Of importance in choosing the contractor will be the company's successful track record in providing transportation services and the quality of the maintenance, marketing, training, and administrative support services to be provided to the Owner/Operators. 3. Work with the selected contractor to determine the minimum qualifications for Owner/Operators, establish an application and screening process for interested CalWORKS participants, and develop a standard contract between an Owner/Operator and the contractor. 4. Develop a contract between the Owner/Operator and the County relative to repayment of vehicle lease cost and adherence to the program objectives and stipulations. 5. Establish County fund accounting for repayment costs by Owner/Operators and leasing of additional vans. 6. Market the program through the caseworkers. 5-3 f:. t. Agreements Needed for Implementation: Contracts will be required between the County and the contractor, the contractor and each of the Owner/Operators, and the County and each of the Owner/Operators. Evaluation and Monitoring Criteria/Procedures: Records of the contractor and the Owner/Operators will provide the County with the following information to evaluate the success of the program: the average cost of vehicles leased or purchased by the County; the number of Owner/Operators; income earned by Owner/Operators; return to the contractor; vehicle repayment status for each Owner/Operators; and duration of Owner/Operator participation in the program. Owner/Operators will be requested to complete an annual evaluation of the program. Project: Children's Transportation Program The Children's Transportation Clearinghouse will extend the one-stop concept to transportation options for children, recognizing that both cost and accessibility are significant barriers for parents returning to work. A Clearinghouse Coordinator will oversee and coordinate a school-based carpooling program, vouchers for private transportation providers, transit subsidies, special school bus service, a free bicycle program, and education workshops. Only the voucher program is funded. Implementation of the remainder of this project is reliant on other, unidentified funds. Status: new program; vouchers funded through Governor's Welfare-to-Work IS/ Special Projects Fund Lead Agencies: Social Service Department through hiring a Children's Transportation Clearinghouse Coordinator with assistance from Child Care Councils, County Health Services Community Wellness Program, school districts, Child Care Planning and Development Council, and transit agencies. Clearinghouse Coordinator Implementation Steps: 1. Determine if the Coordinator will be hired through the Social Service Department or whether the entire Children's Transportation Project, including the Coordinator, will be contracted out. 2. Write the job description and, if an in-house position, set the wages. 3. Advertise and hire or issue a Request for Proposals. Agreements needed for implementation: None Transit Subsidies Subsidizing transit fares can be a viable transportation option for children over age-10 who can ride the bus on their own, if it is within a safe and reasonable walking distance. It is also a suitable option for small children over five years old who must pay fares but can be accompanied by their parents. The monthly subsidy limit, based on a youth fare of 75 cents, will depend on 5-4 by their parents. The monthly subsidy limit, based on a youth fare of 75 cents, will depend on required number of trips per student. Case managers would refer parents to the Coordinator, who would determine if transit was available for the child. This would be the first choice among the various programs described here, since it is the least expensive. Implementation Steps: I. Decide whether subsidies will be provided using Commuter Checks or an SSD-developed children's transit voucher. The Coordinator could then issue a Commuter Check or a SSD voucher redeemable for one or more transit systems, depending on this trips needed. Commuter Checks are an already established voucher, which comes in several values($20, $30, $35, or$45)and are available from the Commuter Check Services Corporation, which charges a 3%processing fee plus shipping. The Checks are valid for any transit passes or tickets and expire after 1.3 months. Checks can be ordered via their Web site (commutercheck.com) and can be printed with an identifier such as "Contra Costa County." The Checks can be used only to purchase transit passes and tickets and cannot be redeemed for cash. Commuter Checks are already widely accepted by existing outlets that sell transit tickets and passes(e.g., Safeway, Lucky, Long's Drugs), If SSD wanted to create a children's transit voucher, the value of the voucher would vary for each child and would be determined by the cost to ride the chosen transit systems for a certain length of time(e.g. weekly, monthly, a set number of rides). 2. If SSL} chose to implement this component of the project using a children's transportation voucher, a system for redeeming the vouchers would need to be created. Options could include: • At transit agencies ticket distribution sites:Negotiations would be necessary with each of the five transit operators to accept the vouchers. However, the distribution sites are not necessarily convenient to all CalWORKS residences. Another possibility would be to work with the transit operators to establish the One-Stop Centers as vendors of transit tickets and passes. • At schools:Negotiations would be necessary with each of the school districts. Although this would involve additional work for the schools, an incentive might be the reduction in absenteeism and the corresponding increase in Average Daily Attendance payments from the state. If schools do not already sell transit tickets to the student body, a system to distribute the fare instruments to the school willneed to be set up. e Yhrough the Coordinator or a contractor to the Coordinator: This would add administrative details to the Coordinator's job functions. Substantial volume of sales would be required to justify this as a single task for a contractor, but the sales night be added to other CalWORKS tasks that are contracted out. Obtaining the bus tickets might be inconvenient for the CalWORKS participant if there are not multiple sites. • By mail. The transit operators currently sell their tickets and passes through the mail. CalWORKS participants could send in their vouchers with an order form and receive their tickets in a few days through the mail. There may be some concern about tickets being stolen from mailboxes, however. 5-5 m,. Agreements Needed for Implementation: The County will need to sign agreements with the Commuter Check Services Corporation or with the appropriate agency to allow redemption of transit subsidy vouchers. If the One-Stop Centers or schools or Coordinator/contractor offer transit tickets and passes for sale at their sites, they will need to sign consignment ticket sales agreements with the transit operators. School Fool School Pool is a successful program currently funded by the Contra Costa Transportation Authority through a grant from the Bay Area Air Quality Management District. It provides ride matching services for parents at individual school sites throughout the county. This project would include a monetary incentive to market the program to school districts in areas with high concentrations of CalWORKS households. Carpool subsidy vouchers for $40 per month would be issued to CalWORKS participants, who would provide them to drivers willing to take their children in a carpool to and from school. In order to begin receiving payment the "carpool driver" would need to submit a form showing insurance coverage, listing a driver's license number, and attesting the vehicle is safe and has seat belts for all riders. Implementation Steps: 1. Identify lead agency to coordinate the program with the Social Service Department, such as RIDES or the Contra Costa TDM Program Managers. 2. Determine what changes in liability insurance would occur if carpool drivers were paid to transport others children. If individual insurance would be negatively affected, determine if the liability for this program could be covered under the County's self-insured policy. 3. Determine the length of time a CalWORKS participant can be issued the carpool vouchers. Develop an application form that can be transmitted to the lead agency. 4. Establish a reimbursement method for the carpool vouchers through the lead agency, as a contractor to the County, or through the County directly. 5. Referrals of parents needing carpools for their children would be directed to the lead agency from case managers, PTAs and school districts. Develop a campaign to publicize the carpool program among the referring agencies and the CalWORKS population. 6. The lead agency would find carpool drivers among registered parents at each school site, or, alternatively, among its lists of registered regional or countywide carpool applicants. A form, similar to those used for field trips, would be filled out by each participating driver showing insurance coverage, listing a driver's license number, and attesting the vehicle is safe and has seat belts for all riders. The Child Care Council would use its existing Trust Line to run a police check on each participant, screening out convicted child molesters or other persons with criminal records. 7. Establish rules to give each parent that describes their respective responsibilities as a participant and/or driver, covering such issues as notifying each other of absences, no- shows, etc. Determine what role, if any, the lead agency will take in mediating any conflicts. Agreements Needed for Implementation: If the lead agency disburses the voucher reimbursements, a contract with the County will be 5-6 ............................... ...... ......... ......... ........................ ...... _..... .......... ....... ......... ......... .......... .... .... .. ...................... .... _...... ......... ......... ......... ........................................................... .... ......... .............................................................................. ......... ............................................................... ... ......... ......... ........ needed to transfer the funds for the program. If the County provides liability coverage, written documentation and a hold harmless clause should be provided to the lead agency. Vouchers4 for.Private Transportation Providers Providing vouchers for private transportation services would be an option for preschoolers and for those elementary and middle school children who could not be accommodated in the less- expensive School fool program. CalWORKS recipients would use vouchers redeemable with contracted local taxi companies and private shuttle operators. In order to maximize grant dollars, the Clearinghouse Coordinator would group trips based on the origin and destination of the clients referred by SSD case managers. Providers willing to group trips would be given preference in the selection of contractors. Trip vouchers would be valued at a flat rate of$5 per trip, with any difference made up by the parent to encourage grouping of trips by both consumers and providers. Implementation Steps: 1. Determine the availability and interest of providers by advertising the program to all public and private transportation providers in the county, including taxi companies, children's shuttles, public and private bus operators, and child care and community-based organizations with vehicles. Develop minimum requirements for the safety of the vehicles and drivers. Interested companies would submit documentation attesting that they meet these requirements, which would include such documentation as driver and vehicle safety records, certifications from the Department of Motor Vehicles and insurance companies, driver checks from police records, licensing from oversight agencies, and recommendations from other clients. The Clearinghouse Coordinator would then check these references and compile a list of qualified companies. 2. Establish a reimbursement method for the vouchers through the Clearinghouse Coordinator or through the County directly. 3. Determine what criteria will be used to decide which CalWORKS participants will be eligible for the program (e.g., age of child, unavailability of public transportation or carpools, etc.) Decide upon the length of time a CalWORKS participant can be issued the vouchers. 4. Develop a referral form that can be transmitted to the Clearinghouse Coordinator from the case managers. If Clearinghouse Coordinator is not funded, determine among the case managers how vouchers would be issued internally through SSD. Publicize the voucher program among the case managers, who will screen eligible CalWORKS participants. S. Meet with those providers who qualify and are interested in participating. Outline the program and the billing methods. Finalize the pool of available providers. 6. Establish rules to give each parent on their responsibilities as a participant, covering such issues as notifying the provider when the child will not ride. 7. .Develop a feedback mechanism from the users on the quality of service by each provider. Incorporate this mechanism into the causes for termination of non-perforining provider. Agreements Needed for Implementation. Purchase of service agreements should be signed by the County with each provider who will receive reimbursement for the vouchers. 5-7 Expanded.School Busing Although most school districts in the county no longer provide general school busing, the law requires transportation for special education students. Therefore, children could be added to existing routes with capacity, or more efficient routes might be created which would benefit both existing and new riders. The Child Care Council confirms that parents prefer to have their children ride in school buses rather than private cabs or shuttles. From the parents point of view, this would be the simplest of the alternatives, since it involves no vouchers or reimbursements. The program will provide an annual stipend for each pupil accepted, as an incentive for the school districts to remove any bureaucratic obstacles to adding children who are not special education students to these buses. The Clearinghouse Coordinator will determine if the logistics work for both the family and the school district. Implementation Steps: 1. Contact all school districts in the county to determine their willingness to participate in the program. Z. Confirm the steps each willing district will need to take internally to implement this program and the price they will charge for the service. 3. Negotiate final arrangements with willing districts whose prices are also affordable under the funding for this program. Establish a payment method and time frame(e.g., monthly, quarterly, etc.). Also establish a time frame and procedures for implementation, addressing how the Clearinghouse Coordinator will be notified of openings on buses and from what geographic radius the Coordinator may draw to place children in the openings. Obtain procedures for parents from the school district. 4. Develop a referral form that can be transmitted to the Clearinghouse Coordinator from the case managers. Publicize the program among the case managers, who will screen eligible CalWORKS participants. Agreements Needed for Implementation: Agreements should be signed by the County with the participating school districts, documenting the final arrangements developed in step 3 above. Free Bicycle Program The Free Bicycle Program builds on an existing Community Wellness and Prevention program operated by the County's Health Services Department. It will provide bicycles with all required safety equipment, helmets, reflective bikewear, locks and training in urban bicycle safety skills to youth aged 14-14 and their parents. High school students of CalWOR.KS recipients will be employed as peer educators, with a goal of breaking the welfare dependency cycle by providing children the empowerment that comes from employment. Assistance with maintenance and repairs will also be available. The program will be integrated with the State's Safe`Routes to School Program and with the County's bicycle reclamation program, which recycles lost and stolen bicycles donated by law enforcement agencies. 5-S Implementation Steps: 1. As this is an established program, implementation procedures have already been developed. However, the Health Services Department will need to establish a restricted fund to serve CalWORKS participants only, if this enhanced program is grant funded. It will also need to develop reporting procedures in compliance with the funding source, 2. Develop a referral farm that can be transmitted to the Clearinghouse Coordinator from the case managers. Publicize the program among the case managers, who will screen eligible CalWORKS participants. 3. Contact schools of participants to ensure that there is a safe place to parr the bikes. Agreements Needed for Implementation: No formal agreements will be needed. Evaluation and Monitoring Criteria/Procedures for Above Programs Records of the Clearinghouse Coordinator will show which children have received vouchers and for which providers and which children have been placed with which school district. Records of the lead agency will show which children have been placed into carpools and with whom. All these records can be cross-referenced with the requests for reimbursement to document how long a child uses the programs. In addition, the Health Services:Department can track the number of participants assisted with bicycles records from each of the programs can be,given to the case workers for the CalWORKS participants as part of the client's profile documenting the need for children's transportation in order to retain a job. It may be desirable to contact the schools or childcare centers in order to track the impact of the program on absenteeism. ucation Workshops Education workshops for drivers in the voucher and transit programs will be conducted by the Child Care Council, a leading resource and referral agency in the county with a long history of conducting workshops dealing with issues surrounding children. Recognizing that welfare-to- work will mean that many more children will be riding in public and private mass transportation, the Child Care Council will conduct sensitivity training workshops. Participation would be mandatory for drivers of companies under contract to accept vouchers, plus all public transit operators. Implementation Steps: 1. Develop curriculum. 2. Establish training site locations and times. Workshops for private providers would be conducted four times per year at four locations in different parts of the County to ensure that a convenient location is provided once annually for all drivers. The Childcare Council will coordinate their workshop with each of the public transit operator training programs. 3. Consider developing a curriculum for the users on bus riding,etiquette, the importance of being on time, etc. Determine a venue for presenting the curriculum to users. Some of the operators, such as AC Transit, already have programs in the schools to teach children bus riding skills and etiquette. 5-9 Agreements Needed for Implementation: The County will need to contract with the Child Care Council for the Education Workshops. Evaluation and Monitoring Criteria/Procedures: Incorporate feedback from the drivers during the training sessions into the curriculum and into the transit operators' school programs. Survey the transit agencies and private providers on the effectiveness of the training. Project: Centralized Information Proiect The Centralized Information Project will extend the one-stop concept to the provision of information about transportation options and hands-on assistance with trip planning. Key components of this project include: interactive kiosks at six locations; trip planning assistance provided by three CalWORKS participants at One-Stop Centers, and, ongoing updating and maintenance of the Geographic Information System(GIS) map for Contra Costa County. This project was included in the Governor's 15% grant. Thus, funding is now available to implement this project. Status: new program Lead Agency: SSD Interactive Kiosks An existing Countywide Commuter Program (referred to as Transpac) is installing interactive electronic kiosks in four Social Services offices and at major employer sites in the county, funded by the regional air duality district. The kiosks allow people to touch a screen and access information about the 27 transit operators in the San Francisco Bay Area, and about carpooling and vanpooling, bicycling, ferries, airport shuttles and highway congestion. This project would place monitors, printers, and computers with the necessary software in six locations, some in One- Stop Centers and some in community-based organizations serving the CalWORKS target group. CalWORKS participants would learn to use technology in a controlled environment in order to help themselves with travel questions. The budget is for lease costs, which include marketing, necessary upgrades in year two, and a monthly Internet fee. SSD plans to contract with Transpac to implement this component. Development costs and maintenance of the system would be in- kind contributions from Transpac. Implementation Steps: 1. Work out details of agreement with Transpac to lease the kiosk equipment and to install and maintain the kiosks. 2. Install interactive kiosks and provide ongoing maintenance. 3. Track and report on usage of kiosks. 7rip Planning Assistance Joie Creation Program A job creation component will complement the Interactive Kiosks project_ The pilot program will employ three Ca1WORKS participants as Trip Planners at locations to be determined. Trip Planners will assist the staff in the One-Stop Centers and SSD offices by helping clients map out 5-10 their transportation options to job interviews and employment sites. Consequently, ease managers will be freed up to focus on employment placement and retention services. Staff`of the Transpac agency, who operate the kiosks and other countywide commuter programs, will work with other Contra Costa TIM Managers to bold training sessions for these positions. Their time to prepare and present the sessions will be an in-bind contribution to the Centralized Information System. Trip Planners will teach clients how to navigate the Internet sites on the kiosks; will help plan out trips by public transit and give out reaps and fare schedules to accompany the trip plan; will work with clients on setting up carpools; and will suggest safe bike routes for appropriate trips. Trip Planners will also be"Bus Buddies," who may accompany CalWORKS clients on their first trip to teach them how to make the necessary transfers and connections to a job location. The Bus Buddy is modeled after existing programs at the transit agencies to train persons who are elderly or disabled to use fixed-route transit. This pilot program will assess by geographic area the extent to which individualized trip planning assistance is needed by CalWORKS participants, their ability to understand and use technology provided by the Interactive Kiosks, the contribution such personal assistance makes to removing transportation as a barrier, and whether this level of assistance is needed on an on-going basis or whether a lower level of service provided by other resources would be adequate. The grant's budget envisions that the Trip Planners will be hired under contract by one of the transportation agencies, such as Transpac, the regional ridesharing agency, or a transit operator. Implementation Steps: 1. Develop and issue RFP for organization to hire, train, and manage trip planners. 2. Negotiate contract with successful bidder with the understanding that the Contra Costa TDM Managers will train the Trip Planners as an in-kind donation. 3. Implement program and track progress through contractor reports. Dynamic GIS"Wapping- System A Geographic Information System(GIS) reap was prepared for the Transportation Alliance by MTC. This map shows the relationship between the residential locations of CalWORKS participants and the training, employment, and child care sites in the county. The current public transportation system was then overlaid onto the CIS map. However, this map is a static "snapshot in time" and, thus, will become less useful as locations of clients and their destinations change. The County has received Governor's 15% Special Projects Funds to track utilization of transportation support services and to identify opportunities for service improvements. The budget includes hardware and software funds to create a dynamic map. As people enter or leave CalWORKS, the household locations on the reap will be modified. Job placements of participants will be mapped, enabling the Trip Planners to assist potential carpools. As concentrations of employees from specific geographic areas are mapped, Contra Costa TDM Managers and RIDES staff'can work with employers to form vanpools or subscription buses. Transit operators can develop bus routes that will better link CalWORKS job-seekers and employment sites. The SSD and One-Stop staff can plan more effectively through visualization of connections among the support services. Thus, the map will be used in creating a more efficient, responsive mobility system to support welfare-to-work. 5-11 Status:New Program Lead Agencies: Social Service Department with assistance from the Contra Costa Transportation Authority, IiIDESfor Bay Area Commuters, and the transit operators. Implementation Steps 1. Determine the type of hardware and software to lease. Qualities should include ease of use, ability to upgrade, and a fast start-up time which will require only a modest amount of training. Because the grant would require purchased equipment to be returned at the end of the grant, the County will instead lease the equipment, with an option to purchase required in the specifications sent to prospective bidders. 2. Explore the alternative of using or upgrading existing GIS equipment as an option to acquiring new equipment. Grant funds might be redirected to staff time to maintain the database and train a County employee. 3. Expand the type of information collected by SSD to include start and end time for clients' jobs and the locations and start/end time of their children's schools. Determine how this and other databases, such as the bus operators' schedules and stop locations, can be transmitted electronically to update the GIS system. 4. Decide where the equipment will be housed and who will maintain it. Possibilities include SSD, OCTA or the Community Development Department as locations. A contractor or interns could maintain the equipment, but designating a permanent employee would ensure that a trained individual could incorporate the functions into his/her job after the grant funds expire. 5. Determine how the Trip Planners as well as other users, such as the transit operators, RIDES and children's shuttles, can access the GIS information and whether that will require a dedicated computer. Agreements needed for Implementation: SSD will negotiate an agreement with Transpac to provide interactive kiosk equipment, installation, and maintenance and to train trip planners. SSD will negotiate a contract with the successful bidder for the Trip Planner component. For the GIS component, contracts with the State for the grant funds and with the equipment vendor will be needed. If the option to use existing equipment is chosen, an agreement should be signed between the Social Service Department and the associated agency. Informal letters outlining how and when data will be transmitted should be negotiated between the County and the transit operators and other data sources, such as MTC or the State Employment Development Department for employer information. If direct access to the GIS system is permitted by other agencies, agreements outlining the rules for usage should be development. Evaluation and Monitoring Criteria/Procedures: Trip Planners will collect data on the usage of the kiosks by CalWOR.KS participants as they assist them with identifying transportation resources. The SSD case managers and One-Stop Center Vocational Counselors will track individual CaIWORKS participants on their ability to get and keep a job, which will include data collection on what role the centralized transportation information project played in job placement and retention and whether (and at what level) 5-13, ongoing assistance with identification of transportation resources is needed. Users of the GIS system can be surveyed to assess the relevance of the CBIS system for their respective functions and to determine any additions or deletions to the system that would improve its utility. Nate: Besides the above 8 projects selected by the Transportation Alliance as top priority for implementation, Tier 1 also contains the following additionalproject, moved up from Tier 2. This project is recommended in Section 3 as part of the ongoing structure for the C41WOM Transportation Advisory Council's activities. because it requires only minimalfinding,for meeting notifications and space y from existing agencies, it has been placed in this section of .Projects with Funding: `ect: CommuLfiAy In ut into Transportation Plannin Proc ss This project would provide for more effective and widespread community input into the transportation planning process. This could be implemented via sponsorship of quarterly workshops on transportation needs in different geographic areas of Contra Costa County. This input could be forwarded to the public transit providers for inclusion in their processes for consideration of schedule/routing changes and their short and long term transit plans. This is a little or no cast project because it is a process that can be incorporated in current planning activities. Status: new process Lead Agencies: Community-based organizations in various geographic areas of County, Transportation Alliance, Public Transit Operators Implementation Steps: 1. Identify lead faith-based or community-based organizations (CBO) involved in CalWORKS issues in each geographic area of County(east, central/south, and west). CBCs involved in the development of this action plan would likely be interested in participating in this planning process. They are: Shelter, Inc., Rubicon, Goodwill Industries, Family Stress Center, St. Vincent de Paul, Battered Women's Alternative, Contra Costa Interfaith sponsoring Committee, and Greater Richmond Interfaith Program. 2. Organize meeting between lead CBO representatives and public transit operator staff to agree on timing and frequency of community meetings, methods for encouraging public participation, communicating suggestions to public transit operators, providing feedback to public from public transit staff. process will ideally establish a dialogue between the public and transit operators and will be coordinated so that the public input can be incorporated into the transit operators' annual updates of their five-yeas transit plans. 3. Establish a process to incorporate this community feedback into an annual review of the "transportation Action Plan and the establishment of priorities by the Workforce Development"Transportation Advisory Council. 4. Set the first meeting date, time, and place. 5. Fine-tune process and continue implementation. 5-13 Agreements needed for Implementation: No formal agreements will be needed; however, this enhancement to the collaborative planning process should be documented in a memo or letter from the CEOs and public transit operators to the Transportation Alliance. Also, the results of the public meetings could be distributed to the Transportation Alliance to indicate ongoing implementation. Evaluation and Monitoring Criteria/Procedures: Transit operators will periodically evaluate any new or restructured services that are implemented as a result of this community input process. Passenger surveys on these services will be used to identify CalWORKS participants and describe how the service is meeting their transportation needs. This survey data can then be used to make further service changes to improve mobility and/or to establish the effect that the changes have had on CalWORKS participants' mobility. Other monitoring methods may include: feedback from the public at community meetings organized as part of this process and input from members of the Transportation Alliance. Tier 1 Projects Not Yet Funded Project: Vehicle Programs The Vehicle Programs will provide resources to help CalWORKS participants locate affordable, reliable car repair and automobile insurance; to make reliable cars available for purchase, lease, or rent through a vehicle clearinghouse; and, to provide training and jobs in car repair. Status: new program Lead Agency. SSD Low Cost Car.Repair and.Insurance Resources Develop a program with local high school and college auto shops to offer CalWORKS participants reduced rates on car repair and maintenance. Also work with insurance agents, insurance pools (such as those available for public agencies), or insurance companies to obtain insurance coverage at reduced-rates, or eligible CalWORKS participants. This would require the Workforce Development Transportation Coordinator to identify participating schools and business and to develop a referral system. Implementation Steps: 1. Contact local school, college, and Regional Occupational Programs(ROP) auto shops and work with them to offer reasonable and/or discounted rates on car diagnostic services, repair, and maintenance to CalWORKS participants. Contact insurance companies and insurance pools(such as those for municipalities and transit providers) to obtain the lowest possible rates for CalWORKS participants. 2. Continually update and publish these resources, making the information available to all CalWORKS participants, case managers, One--Stop Centers, and other interested parties. This information could also be included on the recommended County CalWORKS transportation resources Web site. Vehicle Clearinghouse Supply of affordable and reliable vehicles to sell, lease; or rent to CalWORKS participants. The 5-14 program could be coordinated with solicitation of vehicle donations from;public agencies or private parties, and with the low-cost car repair component of this project. Implementation Steps: 1. Identify and obtain funding(through grants, foundations, or other sources)for establishing a Vehicle Clearinghouse for CalWORKS participants. 2. Develop a Request for Proposals for organizations to provide reliable, affordable, used cars for sale, lease with option to purchase, or rental to CalWORKS participants. Proposers could bid on any or all clearinghouse services(e.g., selling cars, leasing, or renting therm). The successful bidders could work with local organizations, public agencies, and individuals to take donations of used cars(such as those that had been part of a public agency's vehicle pool)and with organizations providing low cost car repair and diagnostic services(to ready cars for sale, lease, or rental). Car Repair Training and,Tabs Train CalWORKS participants to work in the auto repair and maintenance industry. This program would be coordinated with the low-cost car repair component of this project to benefit CalWORKS participants in need of car repair or maintenance. Implementation Steps: 1. Contact East Bay WORKS about setting up a car repair job training program for Contra Costa County CalWORKS participants. 1 Working with local auto shops, schools, colleges, and ROP programs, identify labor/skills/expertise needs in the car repair industry. 3. Coordinate training and job placement components with the low cost car repair component of this project(see above). New trainees could get their first experience doing car repair for other CalWORKS participants. Agreements Needed for Implementation: SSD would need agreements with low cost car repair and insurance providers and with East Bay WORKS to provide car repair job training. Some liability issues might need to be worked out so that SSD would not be held liable if a car repair were done incorrectly resulting in an accident or injury. SSD would also negotiate contracts with the successful proposers for the vehicle clearinghouse component. Evaluation and Monitoring Criteria/Procedures: Records of CalWORKS participants accessing low cost car repair and insurance resources and those purchasing, leasing, or renting cars from the clearinghouse could be cross-referenced with case worker records of success in the job market. Telephone surveys could be conducted periodically to ascertain satisfaction with vehicles and car repair or diagnosticservices. Project: Transit Subsidy Prggrani Using a non-transit funding source, the transit subsidy program will modify the existing SSI) program of transportation reimbursement and instead implement a program to provide transit subsidies or vouchers to CaIWORKS participants. Currently, Transportation Supportive Services, within the Social Service Department, can reimburse an amount up to the cost of public 5-15 transit or, if public transit would take more than two hours round trip, can reimburse for mileage at a rate consistent with County practice ($.31 in Contra Costa). The current program pays for CalWORKS-related trips only(e.g., Job Club,job training,job interviews), and a transitional program to offer transportation support for twelve months after initiation of employment is under development. A subsidy program could provide CalWORKS participants with vouchers valid towards purchase of a transit pass or the actual pass itself This approach would provide them with a means to buy one transit pass valid on numerous systems (e.g., a BART Plus Pass is valid on BART, CCCTA, Tri-Delta, AC Transit, and WestCAT in Contra Costa County), saving money over the regular cash fare, and providing them with transportation to meet work and daily living travel needs. This project would involve a change in policy at the County level to allow sales of vouchers or transit passes to CalWORKS participants. State policies already allow provision of transportation in advance of use(rather than reimbursement)via issuance of a pass or voucher as long as the pass or voucher would cost less than paying for each CalWORKS related trip (which is the case with the BART Plus Pass). If additional funds were available(such as through a grant), those funds could be used to expand the subsidy program to include trips needed for daily living in addition to CalWORKS-specific needs. Status. modification needed to the existing program of transportation supportive services within SSD Lead Agency. SSD Implementation Steps: I. Establish funding for program by one or both of two avenues: Accomplish process to change County policies to allow subsidies(rather than reimbursement) for CalWORKS related transit use by CalWORKS participants. Pursue and secure grant funds to supplement the subsidy program so that it provides support for all trip needs, not just for CalWORKS related trips. (A DOL grant was submitted in July 1998 but was not successful). 2. Determine whether subsidies will be provided via Commuter Checks, new vouchers that may be redeemed at convenient locations, or via direct sales of transit passes by SSD. Commuter Checks are an already established voucher, which comes in several values ($20, $30, $35, or $45) and are available from the Commuter Check Services Corporation, which charges a 3% processing fee plus shipping. The Checks are valid for 13 months. Checks can be ordered via their Web site (commutercheck.com) and can be printed with an identifier such as "Contra Costa County." The Checks can be used only to purchase transit passes and tickets and cannot be redeemed for cash. Commuter Checks are already widely accepted by existing outlets that sell transit tickets and passes (e.g., Safeway, Lucky, Long's Drugs). If SSD wishes to create its own vouchers, they could be distributed by caseworkers, and SSD would need to establish agreements for acceptance and locations where the new vouchers could be redeemed. For Commuter Checks: Decide on value of Commuter Check to be provided by SSD, order Commuter Checks, and arrange with caseworkers to distribute them. Caseworkers could provide a list of ticket 5-16 ............................... __._............................................................................................................... ....... ......... ......... ............... ................_.................................... ....._.. ......... ........ ......... ......... .................... ........ 11....11............. ......... ......... ......... 1 .......1 ...11 ................................. ....... ................................................................ ................................ 1111_ outlets, where Commuter Checks could be redeemed, to each CalWORKS participant receiving a Commuter Check. For new SSD adult transit voucher. SDD will need to determine the value of the voucher. It could be a set amount or could vary depending on the needs of individual CalWORKS participants. SSD would need to set up a system to redeem the vouchers. This could be coordinated with the children's transportation voucher system so that the following locations could redeem both children and adult transportation vouchers. Options include: • At transit agencies'ticket distribution sites:Negotiations would be necessary with each of the five transit operators to accept vouchers. However, the distribution sites are not necessarily convenient to all CalWORKS residences. Another possibility would be to work with the transit operators to establish the One-Stop Centers as vendors of transit tickets and passes. • -Through the Children's Transportation Clearinghouse Coordinator or a contractor to the Coordinator: This would add administrative details to the Coordinator's job functions. Substantial volume of sales would be required to justify this as a single task for a contractor, but the sales might be added to other CalWORKS tasks that are contracted out. Obtaining the bus tickets might be inconvenient for the CalWORKS participants if there are not multiple sites. • By mail: The transit operators currently sell their tickets and passes through the mail. CalWORKS participants could send in their vouchers with an order form and receive their tickets in a few days through the mail. There may be some concern about tickets being stolen from mailboxes, however. Agreements needed for Implementation.: If Commuter Checks are chosen as the method to subsidize transit, SSD will only need to sign an agreement with MTC. If SSD transportation vouchers or direct ticket sales by SSD are implemented, the County will need to sign agreements with transit operators in order to sell tickets or to allow redemption of vouchers. Evaluation and Monitoring Criteria/Procedures: Records will be kept indicating who received transit subsidies and for how long. This information may be cross-referenced with caseworker files on CalWORKS participants to document the impact on job retention and mobility. Project: Pilot Late-night/weekend Demand Response Transit This project would implement demand response transit service as a pilot project during late nights and on weekends between the homes of CalWORKS participants and BART stations, other transit hubs, or a large employer/business park. Service could be provided via public or private operators using taxis, dedicated dial-a®ride vans, or vehicles operating on a route that could deviate on request. The lead agency could be social service agencies, community-based organizations, or transit operators. The public transit operators all have available vehicle capacity during nights and weekends. The OCTA and employers could also be partners in the project. 5-17 x=;`4 Status: new service Lead Agencies. Public Transit Operators or contracts by other lead agency with public or private operators. Implementation Steps: I. Identify a lead agency to coordinate, organize, manage, oversee, and evaluate the pilot- 2. Identify target areas based on home locations and likely employment locations for CalWORKS participants. As in the AC Transit Route 376 implementation, it would be useful to survey potential participants as to their need and likely use of the service. 3. Identify and obtain funding and involvement of partner organizations such as CBCs, CCTA, employers. 4. Based on the information gathered in step #2, determine who and how many CalWORKS participants need transit service and what level of service is affordable. 5. Service design would then be matched to the level of funding. 6. Prepare and issue a Request for Proposals(RFP)to market and provide the pilot service. 7. Select contractor, market and implement service, monitor, and evaluate. Agreements needed for Implementation: The lead agency may need to negotiate and sign a contract with another organization to provide the service. Agreements might be necessary with partnership organizations, especially if they were providing some funds or in-kind contributions for the pilot. Evaluation and Monitoring Criteria/Procedures: Records would be kept and reviewed on ridership, costs, and service level trends. Performance trends such as cost per rider could be evaluated as the project progresses. In addition, riders could be surveyed as to the impact of the service on their mobility, ability to obtain and retain a job, and access to services. Project Increase Frequency and Add Weekend Service to Existing Bus Routes Serving Low Income Neighborhoods WestCAT, CCCTA, AC Transit, and Tri-Delta would work with Contra Costa County GIS maps to identify target areas for increasing bus service, revise schedules and routing as needed, assess feasibility of implementation(given equipment demands), and implement as funding allows. CCCTA already has some ideas about improvements to routes serving the Monument Boulevard area in Concord. The transit operators could involve local community-based organizations in planning the new schedules and/or routes_ Status: builds on existing senice Lead Agencies: Public Transit Operators with involvement of local community-based organizations Implementation Steps: 5-18 1. Convene meeting of transit operators to review IMS maps and identify potential target areas for service improvements. 2. Transit operators and CBOs in target areas meet to discuss and refine desired service changes within constraints of equipment availability. 3. Pursue and obtain funding for service improvements. 4. Market and implement the changes to existing routes, track progress, and evaluate results. Agreements needed for Implementation: Since the transit operators would implement the service improvements, the only agreements might be those involving sharing of revenues and costs if the service crosses the jurisdictional boundaries of the transit operators. Evaluation and Monitoring Criteria/Procedures: Records would be kept and reviewed on ridership, costs, and service level trends. Performance trends such as cost per rider could be evaluated as the project progresses. In addition, riders could be surveyed as to the impact of the service on their mobility, ability to obtain and retain a job, and access to services. The impact on riders lives could then be used, in conjunction with traditional transit performance indicators(e.g., cost per rider, riders per hour of service), to assess performance and determine whether to continue, reduce, eliminate, or expand the service improvements. Pr ' - Eres B s Servi a etween East o n and he Ba Point BART ation. This project would involve implementation of express bus service linking East County communities with the Bay Point BART station. Current service operates at either 30 minute or 60 minute frequencies and involves a trip on the bus of over one-hour and an additional wait of 10 minutes or more at the BART station. Tri-Delta Transit has plans to implement more frequent and direct service during weekday peak periods, effective in January 2000, between Brentwood and Antioch and the Bay Point BART Station. Additional service improvements (such as extension of the service further east or off-peak weekday and weekend express service) could be explored with input from local communities and community-based organizations. Status: might build on existing bus routes or create new ones Lead agencies. Tri Delta Transit Implementation Steps: 1. Pursue and obtain funding for additional service improvements in the corridor. 2. Convene meetings involving Tri-Delta, riders, and CROs to identify target areas, desired service frequencies, and available equipment. 3. Develop a service improvement plan within funding and equipment capabilities. 4. Implement additional service, monitor, and evaluate. Agreements needed for Implementation: No formal agreements would be needed since Tri-Delta Transit would be leading the planning effort and implementing the service. 5-19 r�{ Evaluation and Monitoring Criteria/Procedures: Records would be kept and reviewed on ridership, costs, and service level trends. Performance trends such as cost per rider could be evaluated as the project progresses. In addition, riders could be surveyed as to the impact of the service on their mobility, ability to obtain and retain a job, and access to services. The impact on riders lives could then be used, in conjunction with traditional transit performance indicators(e.g., cost per rider, riders per hour of service), to assess performance and determine whether to continue, reduce, eliminate, or expand the service improvements. Project: Expand and Offer Free Fare Late Night Deviated Fixed Route Service on AC Transit Route 376 in North Richmond Route 376 links residents of the North Richmond,Parkehester Village and San Pablo to employment opportunities, services, shopping, and the Richmond BART station. Operating between 7:30 p.m. and 2:30 a.m., it provides necessary transportation for those taking evening classes or going to late-shift and weekend jobs. AC Transit plans to continue to fund the service at its existing hourly frequencies and fares. Included in the July 1998 IDOL grant application was funding to increase frequencies from hourly to 30 minutes and to offer free-fare service. This application was not funded. A similar application is pending with the Federal Transit Administration. Status. enhances existing service Lead Agency.AC Transit Implementation Steps: 1. Pursue and obtain funding for improving frequency and offering free-fare service on Route 376. 2. Market(through SSI) case managers, One-Stop Centers, and PICs) and implement increased frequency and free fares. 3. Monitor and evaluate performance. Agreements needed for Implementation: No formal agreements would be needed since AC Transit would be leading the planning effort and implementing the improvements. Evaluation and Monitoring Criteria/Procedures: Records would be kept and reviewed on ridership, costs, and service level trends. Performance trends such as cost per rider could be evaluated as the project progresses. In addition, riders could be surveyed as to the impact of the service on their mobility, ability to obtain and retain a job, and access to services. The impact on riders lives could there be used, in conjunction with traditional transit performance indicators(e.g., cost per rider, riders per hour of service), to assess performance and determine whether to continue, reduce, eliminate, or expand the service improvements. 5-20 IMPLEMENTATION OF TIER 2 MOBILITY SUPPORT SYSTEM PROJECTS Near-terra (0-1 year) Project: Employer Marketing Program This project involves development of a monitoring system and employer marketing package that does the following: • Tracks where CalWORKS participants find jobs, plot the job locations on GIS maps, and flags those employers that have concentrations of employees who are CalWORKS participants. S Targets these employers with a personal approach and a tailored marketing package that may include promotion of: employer-sponsored vanpools, subscription bus service, flexible working hours and/or telecommuting, subsidies for transit vouchers(via Commuter Check or annual transit pass). Status: builds on existing programs Lead Agencies: Contra Costa TDMManagers, Contra Costa.Economic Partnership, Workforce Investment Board, and possibly Public Transit Operators Implementation Steps: I. Identify lead agency to work directly with employers (e.g., Workforce Investment Board). 2. Establish process whereby lead agency receives updated information from GIS regarding CalWORKS participant job locations. 3. With the assistance of the Workforce Development Advisory Board and Chambers of Commerce, meet with employers who have identified transit needs late at night and on weekends and ensure their participation in service planning. 4. Develop "menu" of commute assistance options for employer support/participation and associated marketing strategy for each option. S. Get list of first employers to target and arrange to meet with representatives to discuss issues, transportation barriers, needs. 6. Develop targeted marketing package for each employer and present to them. 7. Assist employers with implementation and monitor results. g. On a parallel track, the County may wish to pursue State legislation that would provide tax incentives to employers offering commute assistance programs. Agreements needed for Implementation: N- o formal agreements needed. However, Contra Costa TDM Managers would periodically provide a status report of participation and results to the Transportation Alliance. Evaluation and Monitoring Criteria/Procedures: The Workforce Investment Board would periodically contact employers to gauge the level of participation and interest in their commute assistance programs on the part of employees. Contra Costa TDM Managers could also conduct surveys of CalWORKS participants at selected employers to gauge what impact the employer-sponsored commute assistance programs have made on their mobility. 5-21 Project: Regional Transit Guide Update MTC is currently updating its Regional Transit Guide, a comprehensive publication about all public transit systems in the Bay Area. This project would involve the Transportation Alliance providing input to MTC about the update of this guide so that it can be used by CalWORKS participants to learn about public transit options throughout the region. The Transportation Alliance would provide input to MTC about the format, content, cost, availability in languages other than English, and distribution in Contra Costa County. Status: builds on an existing program Dead Agencies: Transportation Alliance and MTC Implementation Steps: 1. The Transportation Alliance would inform MTC of its interest in providing input about the Regional Transit Guide and about making it available at no cost to CalWORKS participants. 2. MTC and the Transportation Alliance would work together as needed to update, fund, and distribute the Guide on an ongoing basis. Agreements needed for Implementation: No formal agreements would be needed. MTC and the Transportation Alliance could sign a joint letter or memo establishing their collaborative effort with regard to the updating and distribution of the Guide in Contra Costa County. Evaluation and Monitoring Criteria/Procedures: The Transportation Alliance could evaluate and provide input on the Guide at regular meetings. This input would be communicated to MTC. Project: Bus Signage As transit providers plan and implement bus signage changes and improvements, this project would establish a consistent, easily understood method of displaying rider information at key bus stops throughout Contra Costa County, particularly those served by more than one operator. This would be an interim step in the development of real-time transit information availability. (See long-term projects.) Status: builds on an existing program Lead Agencies: Public Transit Operators in Contra Costa County Implementation Steps: 1. Public transit operators would meet to decide on a consistent, easily-understood display style, which would be presented to the Transportation Alliance for review. 2. The transit operators would identify key bus stops for installation of new signage, and this 5-22 would also be presented to the Alliance for review. 3. The transit operators would report to the Transportation Alliance periodically on progress in installing the new signage at key stops. Agreements needed for Implementation: No formal agreements would be needed. The Transportation Alliance and the public transit operators would work cooperatively, and the public transit operators would report regularly to the Transportation Alliance on progress in implementation. Evaluation and Monitoring Criteria/Procedures: The effectiveness of the new signage could be included in the community planning process. (See "Tier I) Input from local communities could be sought at the various meetings and communicated to the operators. Pro,ect: Develon Process for Ensurin .Safe Access to Transit This project would establish and implement a process to ensure that there is safe access via sidewalks, crosswalks, and railroad crossings to transit stops/hubs. This would involve communication from transit riders and CalWORKS participants to cities and public transit operators about needed safety improvements, identification of funding, prioritization of projects, development of plans/specifications and engineering, and, finally, construction. Status: new process .Least Agencies:Public Transit Operators, city staffs, Transportation Alliance Implementation steps: I. The Transportation Alliance would draft an outline of the process, from gathering rider and neighborhood input to construction or installation of safety features. The process could be incorporated in or coordinated with the community transit planning process outlined in Tier I. The process would be distributed to public transit operators, cities in Contra Costa County, and neighborhood/community organizations in Contra Costa County for review and comment. 2. A-fter receiving comments from these organizations, the'Transportation Alliance would finalize the process and designate organizations to implement it and communicate safety improvement needs to the appropriate organizations. The logical lead agencies may be the same ones that are responsible for implementing the community transit planning process. (See Tier 1) 3. As safety improvement projects were identified, responsible organizations would be identified to locate funding, draw up plans, and implement construction, as needed. Agreements needed for Implementation: Implementation of this process would require development of agreements among cities and public transit operators regarding division of responsibilities for funding, constructing, and maintaining safety improvements. On an informal basis, the lead agencies would agree to report to the Transportation Alliance periodically on progress and activity. 5-33 Evaluation and Monitoring Criteria/Procedures: Public transit operators monitor passengers incidents/accidents. This information could be used to conduct a "before and after" comparison. Also, evaluation and monitoring of improvements could be coordinated with the community transit planning process. (See Tier 1) Project: Loans or Grants to Remove Barriers to Driving To enable CalWORKS participants, or those at risk of needing to apply for CaIWORKS, to obtain a drivers license and/or legally operate a car they own, this project would utilize CalWORKS diversion funds(for new applicants) or Transportation Supportive Services funds(for CalWORKS participants) as follows: Loan or grant funds to absent parents to pay child support payments that are in arrears; loan funds to participants so that they may pay off outstanding tickets; and, provide funds for emergency car repairs needed to get a vehicle in running condition. Status: new program Lead Agency: Social Service Department Implementation Steps: I. SSD would develop a proposal fora loan or grant program designed to remove these barriers. Comments would be requested of the Transportation Alliance. 2. If SSI) determined that a grant program was most appropriate, additional funds would need to be raised. If a loan program were chosen, SSD would establish loan administration staff and procedures. 3. The program would be offered to CalWORKS participants through the case management process as needed to remove barriers to driving. Agreements needed for Implementation: No agreements would be needed. SSD would implement the program, monitor the results for each individual, and periodically report on progress to the Transportation Alliance. Evaluation and Monitoring Criteria/Procedures: Case managers would track individuals who received grants or loans and monitor the effect on their mobility and ability to access jobs and child care. Project: Loaner Cars This project would make loaner cars available for CalWORKS participants to use for transportation to interviews, to agencies such as the DMV to get necessary licenses, etc. Public agencies vehicles or community-based organizations with a pool of vehicles might be tapped for this purpose. Status_ new program using existing vehicles Lead Agencies: Public agencies with vehicle pools and/or community-based organizations 5-24 Implementation Steps: 1. Transportation Alliance would approach agencies with vehicles to discuss loaner program ideas, vehicle availability, and liability issues in order to determine feasibility. 1 If feasible, the Alliance would work with agencies to develop necessary guidelines, agreements. 3. SSD case managers would be informed of leaner car availability so they could refer CalWORKS participants needing short-term, reliable transportation to CalWORKS related activities, Agreements needed for Implementation: Agencies loaning vehicles would sign agreements specifying vehicle availability and rules for use by CalWORKS participants. Special arrangements may need to be made relating to liability; and this would be worked out during the planning/feasibility determination phase of the project, Evaluation and Monitoring Criteria/Procedures: CalWORKS participants using the loaner car program would be surveyed or tracked individually by case managers (depending on the level of participation) to determine the impact of the availability of loaner cars on mobility and on access to job training, interviews, and other necessary appointments. Project: Subsidize Emer encv Roadside Service Membem gr"bi This program would subsidize CalWORKS participants membership in roadside service provider clubs or organizations in order to obtain emergency roadside assistance and other benefits such as vehicle diagnostic services. CalWORKS funds could be used for this purpose. Stags: Subsidy portion cif program is new Lead Agency: Social Service Department Implementation Steps: 1. SSD would approach roadside service clubs about membership options, discounts, and coverages. 2. SSD would identify funds for and amount of subsidy and establish eligibility guidelines. 3. SSD case managers would recommend particular CalWORKS participants for membership subsidies. Agreements needed for Implementation Agreements would be needed between roadside service clubs and SSD. Evaluation and Monitoring Criteria/Procedures: Data on frequency of usage of'roadside services by CalWORKS participants could be obtained from service clubs. In addition, case managers could trach individual cases, or SSD could conduct survey, depending on volume. Monitoring could include: usage frequency, reason, purpose of that particular trip, CalWORKS participants perceptions of impact on mobility and safety. 5-25 i Mid-term (1-2 years) Proms Tax Incentives for„Ern lover-Sponsored Transportation Initiatives This project would seek and pass legislation that will offer tax incentives for employer-sponsored transportation initiatives that assist CalWORKS participants with transportation to work (e.g., employer shuttles to/from BART stations or transit hubs, subsidized bus services from residential areas to employment). Status: new program Lead Agencies: County Board of Supervisors, Workforcelnvestment Board, Contra Costa Economic Partnership, CCTA, MTC, Public Transit Operators, Transportation Alliance Implementation Steps 1. Identify lead agency(ies) to develop and advocate for tax incentives. 2. Coordinate meeting to work out details of incentives, eligibility for incentives, types of projects that would be appropriate, etc. 3. Locate sponsor and write legislation. 4. Advocate for passage by building a statewide coalition. Enlist the advocacy support of statewide business groups, such as the California Roundtable; statewide professional transportation organizations, such as the California Transit Association; and similar membership organizations in the social service profession. Agreements needed for Implementation: This project requires employers and government to work together to pass new legislation. If legislation passes, employers may work with transportation providers to develop agreements to provide specialized or dedicated service to employees. Evaluation and Monitoring Criteria/Procedures: The lead agency(ies)would be responsible for following up with employers once tax incentive programs were in place, monitoring the employer-sponsored transportation initiatives that were implemented, and surveying employees who use them to identify those who are CalWORKS participants and what impact the new service has on their ability to get and keep a job. Project: Improve Public Bus Transit Links between West and Central County and East and Central County This project would create more direct, convenient, and less expensive public transit bus connections between residential areas in West and East County communities where concentrations of CalWORKS households reside and Central County, where there are concentrations of likely employers. Status: creates new transit routes or improves existing ones Lead Agencies: WestCAT, CCCTA, Tri-Delta Transit, CCTA 5-26 Implementation Steps: 1. Organize local planning meetings between bus operators employers and members of low- income communities in West County and East County. 2. Bus operators draft up proposed service improvements and estimate costs/equipment needs, review with key community stakeholders, and revise as needed. 3. Bus operators would develop an updated set of goals and objectives for transit service incorporating CalWORKS participants success in getting and maintaining a job as a measure of success. 4. Identify funding sources for service improvements(FTA Access to Jobs, Reverse commute or other TEA-21 programs, may be a source) and submit grant proposals or claims. 5. After funding is obtained, implement services and monitor. Agreements needed for Implementation: Some agreements may be needed between bus operators to allow service provision by one operator in another's service area and to allocate fare revenue. Evaluation and Monitoring Criteria/Procedures: Bus operators would monitor ridership trends, cost effectiveness, and impact on riders' ability to get and keep a job using operating data and rider survey results. Caseworkers would also monitor the effect of public transit service improvements on clients' mobility. This data would be compared to the operators goals and objectives periodically in order to develop any modifications needed to improve performance and meet adopted goals. Project: BART Rental Cars BART plans to place rental cars at key stations where riders can use them to travel directly from the station to suburban job sites. Eligibility requirements include valid drivers license, proof of insurance, and a clean driving record. A fee will be charged. The Transportation Alliance could develop a pilot program to subsidize the fee for CalWORKS participants, assist them with purchasing the necessary insurance, and match eligible CalWORKS drivers with those wishing to carpool from the BART station to a job. Employers of CalWORKS participants could be approached for financial support. Status: Currently being developed by BART Lead Agency. .BART and Social Service Department Implementation Steps: L Transportation Coordinator should work with BART on identifying stations where rental cars will be located (using GIS system to identify stations with most likelihood of CalWORKS participant use for access to jobs). 2. Identify location for subsidized/assisted rental car pilot. 3. Identify potential CalWORKS participants who would be eligible drivers (e.g., clean driving record) and possible carpool partners. 5-27 t 4. Pursue and obtain funding for subsidy- employers, grants, SSD, BART, etc. 5. Implement pilot and evaluate. Agreements needed for Implementation: Depending on funding arrangements, formal agreements may be needed between employers, BART, and SSD to implement the pilot project. The Transportation Alliance could be kept apprised of progress through quarterly reports at meetings. Evaluation and Monitoring Criteria/Procedures: SSD case workers would follow individual cases of Ca1WORK.S participants driving or riding in BART rental cars and would periodically interview them to obtain information about the need for the subsidy, the effect it has had on their mobility, and what suggestions they may have for continuing and/or modifying the program. Lang-term (2 or more years) Project: Locate Jobs and Childcare near BART Stations This long-lead project involves working with local businesses and community-based organizations to locate more jobs, childcare centers, and services near BART stations. Status: new initiative Lead Agencies: County Beard of Supervisors, BART, Contra Costa Economic Partnership, Workforce Investment Board, Local Planning Council and Childcare Development. Implementation Steps: 1. Identify particular BART stations on which to focus efforts. 2. Identify lead agency (ies). 3. Meet with representatives ofFruitvale BART redevelopment project to discuss approach, game plan for encouraging development at identified stations. 4. Meet with key community stakeholders, local businesses, child care councils, BART representatives, and elected officials in selected cities to begin planning process and identify potential zoning changes and needs for tax incentives, community education, etc. Agreements needed for Implementation.- There mplementation:There are potentially many agreements needed for implementation, including zoning changes, tax incentives, density increases. Many organizations will have to cooperate to make the land use changes. Specific agreements needed will depend on local circumstances and issues. Evaluation and Monitoring Criteria/Procedures: The lead agency(ies) will monitor progress in locating more jobs and childcare services adjacent to BART stations. Employees and parents who have jobs and/or have children receiving care in these locations will be surveyed to identify the impact on travel time to/from work, ability to get and keep a job. 5-28 Prosct• Neighborhood Mobility Centers This project would organize neighborhood mobility centers for coordination of transportation resources including information sharing, formation of carpools(informal and formal), operation of neighborhood shuttles. Would involve identifying a candidate neighborhood, organizing within the neighborhood, identification of needed resources, and obtaining funding for items such as vehicles, computers, etc. Status: new program Lead Agencies: Community-based,faith-based, or neighborhood organizations;public agencies Implementation Steps: 1. Identify a candidate grassroots neighborhood organization willing to organize within a pilot community. 1 Organize a local community meeting to receive input about transportation needs and desired service of a neighborhood mobility center. 3. Based on community input, identify the services that the organization is willing and capable of providing (e.g., information-sharing, carpool-matching, neighborhood shuttles, etc.) and prepare a timeline and budget for capital and operating needs. 4, SSD staff could assist the identified organization with developing resources such as a location, volunteer labor, funding for vehicles, computers, etc. 5. Apply for grants, pursue other potential funding sources. 6, When funding has been obtained, begin providing services according to timeline established in Step ##3 and within budget capabilities. Agreements needed for Implementation: Agreements would be needed, if space or equipment was loaned or grant-funded from SSD or other agencies. Evaluation and Monitoring Criteria/Procedures: The pilot neighborhood mobility center will be responsible for monitoring each user of its services to obtain feedback about service quality, frequency of usage, type of services used, and impact on general mobility and on ability to get and keep a job. The center might choose to maintain a file on each user and follow-up with in-person or phone interviews or conduct a survey of users. The center would report results at least annually to the Transportation Alliance, and the Alliance would evaluate whether or not to assist other neighborhoods with start-up of mobility centers. Prosect. Real-Time Transit Information System The public transit operators in the Bay Area are currently individually working on implementing a real-time transit information system for riders so that, at key points in the Bay Area transit system, riders can ascertain when, why, and how long there may be system delays and what alternative possibilities are available to them. The different operators are at various stages of developing this real-time information system. AC Transit is currently focusing its efforts on aproject in the San Pablo corridor. The Transportation Alliance could monitor progress and advocate that stops 5-29 serving concentrations of CalWORKS participants receive priority. This model could be used in working with other operators as they make progress on developing a real-time system Status: builds on program currently underdevelopment Lead Agencies:Public Transit Operators with Transportation Alliance Implementation Steps: 1. The Transportation Alliance would request updates from the public transit operators on their implementation of real-time transit information systems. 2. The Alliance would provide input to operators at key points as they implement their real- time systems in order to advocate for installation of equipment at stops/stations serving concentrations of CalWORKS participants. Agreements needed for Implementation: The public transit operators will agree to keep the Alliance informed of progress and to solicit Alliance members feedback on selecting locations where real-time information systems are installed. Evaluation and Monitoring Criteria/Procedures: The Transportation Alliance will be involved in ongoing monitoring of the progress of installation of real-tithe transit information systems as they are developed by the different public transit operators. Surveys of CalWORKS participants could be conducted to assess the impact of this information on their ability to get to work on time. Project Earmark Funds for Childcare Transportation Add transportation to/from childcare as a line item in the County's childcare budget. This would enable specific funds to be earmarked for children's transportation, however, State legislation may be required. CalWORKS currently offers flexible funding for childcare that could include transportation, but, in actuality, all funds are used to provide care and none remains for transportation. Status: new budget item Lead Agencies:Local Child Care Planning and Development Council, Transportation Alliance, Children and Families Policy Forum, SSD, Community Services Department Implementation Steps: 1. The Transportation Alliance would approach the Local Planning Council and Childcare Council with a proposal for earmarking funds and modifying State legislation. 2. Key Transportation Alliance members (SSD, County Community Services, etc.)would meet with representatives of the Council to work out a"game plan": details of the proposal, the proper approach, other like-minded advocacy groups, next steps, and responsible parties. 3. Implement collaborative "game plan". Agreements needed for Implementation: 5-30 Agreements needed for Implementation: Those organizations involved in lobbying for changes in State legislation would need to agree on the uses of children's transportation funds, the amount to be available, and on the responsibilities of various parties(e.g., SSD, County Board of Supervisors, children's transportation providers, etc.). Evaluation and Monitoring Criteria/Procedures: If specific funds were successfully earmarked for children's transportation, mechanisms could be put in place to track individuals and/or organizations using the funds and the impact on the availability of transportation for children of CalWORKS participants. 5--31 FOOTNOTES (1) Request for Interest, Contra Costa Social Service Department, February 24, 1998. (2) CalWORKS Program Participant Survey,November 1997, Contra Costa County, CA. (3) Based on March, 1995 data from the Social Service Department. (4) "Looking Forward: Challenges& Solutions," Contra Costa Transportation Authority, April 1998. (5) Community Transportation Association of America, "Medicaid Transportation and Managed Care: An Overview,"Washington, D.C., May 8, 1997. APPENDIX A TRANSPORTATION ALLIANCE MEMBERS Transportation Alliance Mailing List(61 total) Rev: October 29, 1998 Joseph Ali Pittsburg Kids on Wheels Walnut Creek Catherine Ertz Berger Child Care Council Charles Anderson Concord WestCat Pinole Ann Flemer MTC Lynn Baskett Oakland Hospital Council Berkeley Candy Gayles Ban Pablo Sharon Bemhus Amedcorps Vista Ferst Program Jinn Gleich Concord AC Transit Oakland Summer Brenner WCCTAC Sandy Hathaway San Pablo St. Vincent de Paul Pittsburg Child Development Site Managers ATTN: Wilda Davisson Deidre Heitman Richmond MTC Oakland Nancy Corinblit, Chair Citizens'Advisory Committee, OCTA Kathy Hoffman Walnut Creek George Miller's Office Concord Jeff Davis CC Trans. Authority Kathleen Kelly Walnut Creek AC Transit Oakland Obra Day Bank of America Carolyn Krantz Concord Federation of Interfaith Collaltions St. Peter Matyr Church Debra Diaz Pittsburg Richmond PIC Richmond June Garrett Gov't& Comm. Relations Ernestine DeFalco BART League of Women Voters Diablo Valley Oakland Lafayette Peggy Goularte East County Collaborative Mechanics Bank (One Strap Management Team) Richmond ATTN. Bob What€ord A-1 Stuart Lichler Contra Costa College Kathy Renfrow Richmond Americorps Vista Developer Concord Leila Marsh Community Health Partnerships Carolyn Helmke Kaiser Permanente RICES Walnut Creek San Francisco Ardarius McDonald Mary J. Roberts Aroner's Richmond District Office BART Richmond Oakland Rachelle Metcalf Allan Shore Concord Yellow Cab Family Stress Center Pacheco Concord Jeanette Miller Larry Sly EDD- LMI Contra Costa Food Bank Pleasant Hill Concord Gail Murray George Tate Consultant Workforce Planning Manager Walnut Creek East Bay District, UPS Oakland Gloria Omania Assemblyman Torlakson Mary Rocha Martinez Antioch Lynn Osborn The following are all interoffice TRANSPAC mail recipients at the County. Pleasant Hill JOE CANCIAIUI€LLA John Perdomo SUPERVISOR DISTRICT 5 Ferst Program Coordinator ***"***INTEROFFICE****"`* Concord Darrell Perry Linda Chandler .John Muir Medical CCC- PIC Walnut Creek "***INTEROFFICE'`**" Stave Ponte CLERK OF THE BOARD Tri Delta Transit *******INTEROFFICE****** Antioch MARK DeSAULNIER Rick Ramacier SUPERVISOR DISTRICT 4 CCC'T'A *******INTEROFFICE****** Concord DONNA GERBER A-2 . ................. SUPERVISOR DISTRICT 3 Bill Forrest Comm. Services Admin Office *******INTEROFFICE****** ****INTEROFFICE"" Steven Goetz ****INTEROFFICE**** Sara Hoffman CCC-CAO ****INTEROFFICE**** Caroline Kelley CCG -CAO ****INTEROFFICE**** Kerry Welch CCC Social Service Dept 40 Douglas Drive ****INTEROFFICE**** Arthur C. Miner CCC -PIC *****INTEROFFICE**** Jill Ray Supervisor Uilkema ****INTEROFFICE**** John Gioia SUPERVISOR DISTRICT I *******INTEROFFICE****** Maurice Shiu CCC Public Works Dept ****INTEROFFICE**" GAYLE B. UILKEMA SUPERVISOR DISTRICT 2 *******INTEROFFICE****** Paul Ward CCC Social Service Dept ****INTEROFFICE**** A-3 m e - rA rra � t Ampto OAS f rot "Pow r f r•w t NA ` lot t 3 i �i t1 s" " .