Senior Transportation Connection

Navigating the Plan
Plan Overview
Phase I
Phase II
Phase III
Phase IV
Phase V
Appendices & PDFs

This phase of work will focus on the development of short, intermediate, and long-range options for improving the organization, management, and administration of senior transportation services in Cuyahoga County.

Section 8 : : Section 9 : : Section 10

Section 8 Overview
Basis of Organization Model Development
The development of management or organizational alternatives included in this report have been developed specifically for Cuyahoga County based on four primary factors:

• Study scope
• Community standards
• Inventory and analysis results
• Best practices

> download section 8 in pdf format

Introduction

Review of Key Elements

Structure of Organizational Alternatives

Proposed Evaluation Criteria for Management and Organizational Alternatives

Section 9 Overview
Organizational Alternatives to Improve and Expand the Delivery of Senior Transportation Services in Cuyahoga County
Six (6) different organizational alternatives were developed. Based on a preliminary review of Alternatives 1 – 6 at a meeting of the Senior Transportation Working Group on December 4, 2002, two additional alternatives were developed. These two (2) alternatives are hybrids of previously developed options, combining features deemed most capable of meeting project objectives by the Working Group.

> download section 9 in pdf format

Alternative 1: Consolidate the Provision of Senior Paratransit Services Under the Auspices of a Single, Countywide Organization

Alternative 2: Establish a Brokerage/Mobility Manager for Senior Adult Public Transportation

Alternative 3: Establish a Public Transit/Nonprofit Agency Service Collaborative

Alternative 4: Establish Independent Regional Paratransit Collaboratives Throughout Cuyahoga County

Alternative 5: Establish Integrated Regional Paratransit Collaboratives Throughout Cuyahoga County

Alternative 6: Establish a Voluntary Association of Paratransit Providers in Cuyahoga County

Other Organizational Alternatives

Alternative 7: Establish a Nonprofit Agency to Manage and Coordinate Regional Service Delivery Collaboratives

Alternative 8: Establish a Nonprofit Agency to Manage and Coordinate Regional Service Delivery Collaboratives with Plans for Long-Range Service Consolidation

Evaluation Charts

Section 10 Overview
Description of the Selected Organizational Model to Improve Senior Transportation in Cuyahoga County
The selected management option incorporates the concepts of central management of paratransit services, close coordination with GCRTA, and a regional service delivery model. In this scenario, the existing public transportation provider, key leaders in the aging network, other advocates of senior mobility, and existing transportation providers would establish a new nonprofit corporation (STO) to directly manage senior transportation services. The STO would depend on GCRTA for many support services in its initial development. It is envisioned that GCRTA would provide business “incubator” services on behalf of the STO.

While the organizational structure adopted by the Senior Transportation Working Group is based primarily on the need to coordinate, manage, and operate existing paratransit services, the organization’s mission will be more broadly stated in order to address the range of transit mobility needs of Cuyahoga County’s senior citizens. The primary mission of the STO will be to:• Manage a network of coordinated service providers dedicated to providing senior paratransit services
• Act as an advocate for senior mobility
Serve as the focal point for information about transit and paratransit resources in Cuyahoga County
• Serve as the agent for coordination in and among the designated service regions
• Serve as the central point for paratransit reservations throughout the County
• Act as a liaison to GCRTA providing planning assistance on system design and implementation to facilitate use by older adults
• Coordinate grant funding and capital needs planning to ensure systematic and needs appropriate vehicle acquisition and replacement
• Implement uniform driver qualifications and training with special focus on working with the needs of older adults

> download section 10 in pdf format

The Selected Alternative: Establish a Nonprofit Agency to Manage and Coordinate Regional Service Delivery Collaboratives