Introduction

Discover the creative and innovative approaches adapted by direct recipients or subrecipients of FTA Section 5310 funding, known as Enhanced Mobility of Seniors and Individuals with Disabilities. The transportation programs showcased in this resource will feature the non-traditional uses of 5310, thinking beyond the bus, and how their programs can improve the lives of older adults, people with disabilities and the communities where they live. NADTC’s 5310 Profiles will highlight volunteer transportation programs, mobility management, multisector coordination, outreach or partnership strategies, improved accessibility, and more.

FTA 5310 Direct/Designated Recipients

Photo courtesy Hearts and Hands Faith in Action

• Chicago Regional Transit Authority
• Massachusetts Department of Transportation
• Metropolitan Washington Council of Governments
• Oklahoma Department of Transportation (ODOT)
• Washington DOT & Whatcom Transportation Authority

FTA 5310 Subrecipients

• Bosma Center for Visionary Solutions
• Hearts and Hands Faith in Action
• Jackson Medical Mall Foundation
• Ride Connection
• Central Plains Area Agency on Aging (AAA)

5310 Direct/Designated Recipients

Chicago Regional Transportation Authority

BEST PRACTICES

The Chicago Regional Transportation Authority (RTA) is one of the two designated recipients in Northeastern Illinois for the Section 5310 Program. The Illinois Department of Transportation (IDOT) is the other. The Illinois State Legislature created the RTA in 1974 to provide public transportation in the six counties of Cook, DuPage, Kane, Lake, McHenry, and Will Counties. The RTA, governed by a 16-member Board, is responsible for fiscal planning and policy oversight of public transportation in the six county RTA region. The actual operation of transit services is the responsibility of the RTA’s service boards: the Chicago Transit Authority (CTA), the Commuter Rail Division (Metra), and the Suburban Bus Division (Pace). The RTA has been a designated recipient in IL since 2013, and in this capacity administers the Federal Transit Administration’s (FTA) Enhanced Mobility of Seniors and Individuals with Disabilities Formula (Section 5310) Program in the Chicagoland region every two years. IDOT, handles vehicle purchases with Section 5310, while RTA handles operating, capital and mobility management applications.

Division Manager, Local Planning and Program Management, Heather Mullins, described RTA’s Section 5310 practices using a sequential phased framework including, pre-award phase, application phase, and post award phase. The entire process is documented in the Chicago RTA Program Management Plan that describes the Chicago RTA’s policies and procedures for administering FTA’s Section 5310 Program.

Pre-Award Phase

The RTA uses a comprehensive approach to inform and educate potential applicants about the Section 5310 Program and available funding. They use data about the current performance of grantees to identify need areas, reach broad audiences, and ensure that all applicants are aware of the Section 5310 Program opportunity to determine their eligibility. The following RTA practices result in applicants whose applications are better aligned with the requirements of the program:

• Collaborate with its Section 5310 Program Advisory Committee (PAC) to develop an explicit and easy to understand call for proposal process. The PAC includes governmental officials, transportation planning professionals, human services organizations, advocates and internal RTA staff.
• Educate applicants. The RTA produces varying types of instructional materials to appeal to the diverse learning styles of potential applicants. These materials include a description of eligible activities, samples of previous grantees, and information about the administrative requirements of the Section 5310 Program, including the match requirements.
• Provide resources and learning material. The RTA Section 5310 application includes resources for applicants to support their application. For instance, to address the match requirement, the RTA offers examples of other potential federal sources of local match, please view the CCAM Federal Fund Braiding Guide.
• Determine the needs of the region. RTA uses the local Coordinated Public Transit Human Services Transportation (HST) Plan to determine what needs to be addressed through the Section 5310 Program.
• Share information about past project grantees as a way for new and prospective grantees to learn about the scope of the work.
• Orient the field. Chicago RTA offers a comprehensive orientation regarding the Section5310 application process. The multiple ways that potential applicants can learn about this funding opportunity and gain support for completing applications helps new and different organizations consider applying to the Section 5310 Program.

Application Process

The RTA application phase of the Section 5310 Program includes announcing the call for projects, providing orientation to potential applicants, developing scoring and review materials, and administering the solicitation process. RTA considers the following in the application phase:

• Include a mobility management component in the application requirements to support staff time. The RTA learned that to facilitate coordination in Chicagoland counties, grantees need dedicated staff. Therefore, they encourage, by awarding additional points, the use of mobility management to support the staff time necessary for coordination and clearly describe this need in the application review process.
• Use a rigorous, practical based application review process. The RTA uses a Project Selection Team (PST) representing multiple disciplines to ensure that there are a variety of perspectives that contribute to the application review. The PST includes the Chicago Metropolitan Agency on Planning, human services organizations, RTA staff, and the Illinois DOT.
• Require applicants to discuss their application. Applications are initially screened by RTA staff to ensure they meet the grant requirements. Potential grantees are then asked to conduct a presentation about their proposed work and have an opportunity to answer questions or clarify any of the application content with the PST. This interactive opportunity during the selection process enables applicants to more fully describe their proposed projects in ways that cannot be documented in the application.

Post-Award Phase

• Provide support and technical assistance. The RTA developed a Section 5310 Subrecipient Guide, a how-to guide that includes administrative and fiscal requirements, content about invoicing, contracting, and reporting. The Division Manager shared that there is often turnover across grantees, and the Subrecipient Guide ensures that grantees have access to current and reliable information about the implementation and compliance aspects of their grants.
• Require the use of performance measures and accountability metrics. The RTA developed performance measures aligned with the Section 5310 Program Measures. This includes ridership metrics and measures related to geographic coverage to assess coordination efforts since the greater depth of transportation service in a county requires coordination with neighboring jurisdictions.

PROGRAM DESCRIPTION

The Chicago RTA uses a biennial competitive application process to solicit and ultimately fund a Program of Projects. The approved projects represent a diverse range of organizations including county governments, service boards (Chicago Transit Authority, Metra, and Pace), and non-profit organizations. The Program of Projects meets FTA’s requirements and reflects the varying coordination needs for the Chicagoland area. These needs focus on better coordination across county borders that enable people with disabilities and older adults to travel seamlessly in the suburban communities.

The RTA uses a systematic review process that results in high quality projects that align with community needs. The process includes 1) Announce the call for projects; 2) Provide education to help potential applicants understand program; 3) Conduct orientation for the Project Selection Team 4) Receive applications electronically 5) Screen applications by RTA staff before sending eligible applications to project selection team; 6) Send applications to the project review team for independent review; 7) Hold presentations by applicants 8) Host meeting of the project selection team to talk through scores, come to consensus and rank applications; 9) Recommend preliminary program of projects; 10) Open a 30-day public comment period to comply with FTA requirements; 11) Approve program of projects by RTA board; 12) Send award letters approximately 5 months after the call for proposal announcement; 13) Suggest funding recommendations and awardees to FTA who then approves the slate; 14) Enter into contracts with projects.

FUNDING

The typical slate of projects that RTA supports includes both traditional activities, such as mobility management, and non-traditional activities such as wayfinding signage at transit stations. The RTA always confirms with its FTA regional office the eligibility of unique types of funding requests.

COORDINATION & PARTNERSHIPS

The RTA awards extra points when applications include a description of how they are coordinating with other community partners. Often these partnerships involve governmental agencies across county lines that apply to implement innovative transportation services that connect services across county borders. Funded projects are required to report on coordination efforts across the life of the project. The RTA has multiple forums to engage various populations like people with disabilities and older adults including the Project Advisory Committee and the Project Selection Committee and has long-standing relationships with the many human services organizations in the Chicagoland area including Easterseals, the Center for Independent Living (Access Living), and many non-profits in the collar communities.

PROGRAM IMPACT

Although the process and outcomes of the Chicago RTA Section 5310 program are often an example for other state Section 5310 program administrators (such as the collaborative work between the RTA and Massachusetts DOT), challenges do exist. For instance, the Division Manager described that there is a great deal of turnover at the agencies that administer projects (“subrecipients”), thus, ongoing training is always necessary. The subrecipient guide previously described makes the training more efficient for RTA staff. Additionally, the administrative requirements of the Section 5310 program required by FTA are at times overwhelming for novice applicants. The seasoned RTA staff support grantees, but, for some grantees, adhering to the numerous administrative requirements can at times be a challenge. The Division Manager reflected on these accountability requirements and offered, these requirements keep us and subrecipients on their toes.

The Section 5310 Division Manager commented that the coordination that is happening across counties would not have happened without the impetus and funding available through the Section 5310 Program. She described that the new or coordinated services now being considered by these suburban agencies fill the gaps in geographic areas in which service did not exist. The program has also heightened the awareness of county governments about their important and vital role in transportation coordination.

Chicago Regional Transportation Authority

Massachusetts Department of Transportation

The Massachusetts Department of Transportation (MassDOT) employs a range of best practices to enhance mobility and increase accessibility for older adults and people with disabilities.

BEST PRACTICES

Image courtesy of MassDOT

• Host applicant training that encourages potential 5310 applicants to respond to unmet needs.
• Look for opportunities throughout the year to encourage potential applicants to consider applying for Section 5310 funding.
• Convene an external Section 5310 funding review committee that represents key transportation stakeholders.
• Work closely with regional planning agencies to encourage transportation coordination and stay informed about local Public Transit-Human Services Coordinated Plans.
• Support program success through post award compliance training and providing information on the site visit process.

PROGRAM DESCRIPTION

MassDOT is a designated recipient of FTA Section 5310 funds, and it holds an annual Section 5310 competitive funding process, called the Community Transit Grant Program (CTGP), through the Rail and Transit Division. Separate applications are required for (1) vehicles and (2) operations and mobility management. Subrecipients funded under the Section 5310 program include Regional Transit Authorities, municipalities, nonprofits and aging and disability organizations that serve older adults and people with disabilities.

In advance of the application process, MassDOT emails more than 2,500 stakeholders, including Area Agencies on Aging (AAAs), municipal Councils on Aging, transportation providers, and a broad network of aging and disability services organizations. Information about the CTGP, including program details, eligibility and compliance requirements, is posted on the MassDOT website.

MassDOT also hosts an online training for prospective applicants that provides a program overview, including eligibility, match requirements and sources and how to apply, as well as post-award reporting and compliance. As part of the training, MassDOT encourages potential subrecipients to respond to unmet transportation needs, coordinate with partners across sectors, and include riders in project planning and design. Applications are evaluated on factors such as need and benefit, coordination, age and mileage of vehicles, and the amount of Section 5310 funding available. For prior recipients, past performance and compliance outcomes are also considered.

Staff look for opportunities throughout the year to give presentations and program highlights to potential applicants. Solidifying strong projects, particularly because these projects involve coordination and partnerships, can take longer than one grant cycle, so MassDOT wants to encourage potential subrecipients to begin thinking about applying early.

FUNDING

MassDOT funds vehicle replacements and fleet expansion for subrecipients, and it coordinates the vehicle selection from which subrecipients may choose. In 2025, through its competitive funding process with 54 organizations requesting 250 vehicles, the Community Transit Grant Program awarded 30 organizations 115 fully accessible cutaway vehicles and minivans.

In addition, MassDOT funds operating and mobility management, which encompasses travel training and transportation coordination with human services agencies and transit authorities. Examples of funded projects are long-distance medical trips in several different regions, which have been identified as an increasing need in many of the state’s coordinated plans, and beyond ADA-type operations in numerous locations. MassDOT Section 5310 funds also are used to support regional volunteer driving programs covering multiple towns and Councils on Aging.

MassDOT is fortunate to manage state transportation funds as well, which MassDOT uses for CGTP to expand the reach of Section 5310 funds. State transportation funds come from two sources, one a mobility assistance bond program (MAP) and the other an education and transportation tax on anyone earning more than one million dollars annually. When applicants apply for state funds, MassDOT determines if they are eligible for Section 5310 as well, then assigns funding depending on available funding and the funding streams for which applicants are eligible. State funds, like education and transportation tax funds, can be used for Section 5310 projects, but they also fund projects that serve low-income individuals. While municipalities and nonprofits are required to identify matching funds for Section 5310 when they apply, the state funds for Regional Transit Authorities are typically used to match their Section 5310 funds for vehicles.

COORDINATION & PARTNERSHIPS

To emphasize the importance of coordination and collaboration, MassDOT’s pre-application training includes review of the required coordinated public transit-human services transportation plan. The 13 regional planning agencies in Massachusetts oversee development of the plans, and priorities for funding are typically identified through each region’s needs assessments and the coordinated plans. The application itself contains questions about coordination and partnerships, and during application evaluations, points are assigned related to coordination.

MassDOT’s external review committee models a coordinated effort, comprising key transportation stakeholders from Regional Planning Agencies, state agencies on aging and disabilities, public health, and MassDOT planners, who weigh in on applications and specifically ask about whether the projects are collaborative and coordinated. Sometimes conditions may be placed on a grant to require additional coordination, and coordination measures are collected in MassDOT’s quarterly reports.

PROGRAM IMPACT

MassDOT’s selection criteria evaluate potential project impact and considers activities and projects that expand mobility for older adults and people with disabilities. Selected projects must be able to show that they are responding to local needs and be included in transportation providers’ coordinated public transit-human services transportation plans. Specifically, transportation providers funded under Section 5310 must ensure that they are not duplicating resources but show coordination and collaboration with other providers.

MassDOT also supports long-term program success through structured post-award compliance training, which equips subrecipients with a clear understanding of expectations and accountability measures. Additionally, staff outline a site visit process that includes advance documentation requests, on-site evaluations, and collaborative review of draft findings. This approach equips subrecipients to make timely improvements, strengthening compliance, service quality, and public trust.

Massachusetts Department of Transportation Profile – PDF

Metropolitan Washington Council of Governments

BEST PRACTICES

The Metropolitan Washington Council of Governments (COG) employs a range of best practices to enhance mobility and accessibility for older adults and people with disabilities. These strategies use Section 5310 and other innovative funding solutions, collaborative partnerships, and data-driven approaches to create sustainable and effective transportation programs.

Photo courtesy of Metropolitan Washington COG

• Works closely with transportation committees to develop a unified vision for regional transportation.
• Uses the coordinated plan to establish evaluation criteria for competitively awarding funds.
• Maintains a comprehensive website and hosts trainings to inform the public as well as current and potential applicants of Section 5310 funding priorities, opportunities, and selection criteria.
• Evaluates and funds a variety of projects to meet the region’s needs, including vehicle expenses, operating costs and innovative services like travel training and mobility management.
• Collects data from projects to determine effectiveness; uses findings to recommend changes for future funding opportunities.

PROGRAM DESCRIPTION

The Metropolitan Washington COG is a direct recipient of FTA Section 5310 funds. The COG serves all of Washington, D.C., and 23 other jurisdictions in Maryland and Virginia. Organizations and local governments located within jurisdictions comprising the Washington—Arlington, DC—VA—MD Urbanized Area (UZA) are eligible subrecipients of Section 5310 funds.

The COG is advised by a board of directors and the National Capital Region Transportation Planning Board (TPB). The TPB is the federally designated metropolitan planning organization (MPO) for the Washington DC metropolitan region and is staffed by COG employees. The TPB is responsible for the region’s Coordinated Human Services Transportation Plan, which is updated every four years. Every two years, COG/TPB conducts an open solicitation throughout the region for applications from prior Section 5310 subrecipients and potential new subrecipients for its grants awarded through a competitive process.

The close coordination between COG and the TPB, and their shared vision and goals for the region, allows Enhanced Mobility staff, who work specifically on Section 5310 funding, to approach program implementation through the lens of its Coordinated Human Services Transportation Plan. This plan serves as the framework for COG’s Enhanced Mobility grant program. The plan identifies the unmet needs of the community of older adults and people with disabilities and prioritizes these to guide the selection of Section 5310 grant awards.

The Section 5310 funding solicitation is posted on the COG website, promoted through committees and subcommittees of the TPB (e.g., Access for All Advisory Committee, the Long-Range Planning Task Force and Community Advisory Committee) and sent directly to past recipients. COG/TPB conducts an initial review of the applications to ensure alignment with selection criteria, including coordination among agencies, responsiveness to the Coordinated Human Services Transportation Plan, institutional capacity, project feasibility, regional need and customer focus. Following internal review, applications are forwarded to a selection committee comprised of DC Council members, local representatives from Maryland and Virginia and others who score and make recommendations to the TPB, which approves the final awards.

FUNDING

Most subrecipients of Section 5310 funding are nonprofit organizations, including Area Agencies on Aging, the ARC, Jewish Councils for the Aging, the Chinese Cultural and Community Service Center, Boat People SOS, and other organizations serving older adults and people with disabilities. About 50 percent of Section 5310 funding typically is approved to purchase or replace vehicles. Past project selections for accessible vehicles include Leisure World, a shared-ride transportation service for the City of Hyattsville, MD, and the Fairfax Mobility Access Project of the Fairfax County, VA, Neighborhood & Community Services.

COG/TPB also considers other capital and operating projects that support innovation and out-of-the-box thinking, as reflected in past Section 5310 projects to support construction of ADA-compliant sidewalks and bus stops in Rockville, MD; a mobility management program operated by Capitol Hill Village in DC; and a travel training program operated by the Dulles Area Transportation Association (DATA) for Fairfax County, NV Rides and The ARC of Northern Virginia. Capitol Hill Village and DATA also use their Section 5310 funding to increase awareness of transportation options and expand the availability of transportation services to underserved populations, including older adults, veterans, and individuals with disabilities.

COORDINATION & PARTNERSHIPS

COG/TPB has broad goals related to mobility, accessibility, sustainability, livability and prosperity. Working with local, state, regional, and federal partners, the TPB coordinates future plans, provides data and analysis to decision makers, and coordinates regional programs to advance safety, land-use coordination, and more. The Enhanced Mobility program under Section 5310 is one of many regional transportation programs administered by COG/TPB staff, including Commuter Connections, the Transportation Alternatives Set-Aside Program, Transit Within Reach Program, and the Transportation Land-Use Connections Program. The Enhanced Mobility program focuses on needs identified in the Coordinated Human Services Transportation Plan. By providing incentives for coordination, the Enhanced Mobility program seeks to improve standards, level of service, and operations of services and programs.

COG/TPB is involved in several community-wide efforts as well, including a partnership with the Washington Metropolitan Area Transit Authority (WMATA), announced in April 2024, to develop a unified vision for the region’s transit system. The boards of directors of COG and WMATA are working to identify ways to efficiently provide, fund and govern public transit, and in partnership with government, business, labor, and civic stakeholders, focus on the region’s long-term transit needs.

PROGRAM IMPACT

Due to the efforts of COG/TPB to coordinate the Coordinated Human Services Transportation Plan with Section 5310 funding, grant solicitations are more likely to focus on the area’s identified transportation priorities. That connection also helps to ensure that Section 5310 projects align with the unmet needs identified by older adults and people with disabilities.

COG is particularly proud of its online process for working with subrecipients.

The streamlined and efficient website, which includes Section 5310 application requirements and application forms, supports online applications, lists currently funded projects, and enables subrecipients to submit progress reports online. The website supports communication with prospective applicants and grantees, while also enhancing the administration of the Section 5310/Enhanced Mobility Program.

Metropolitan Washington Council of Governments Profile – PDF

Oklahoma Department of Transportation (ODOT)

BEST PRACTICES

The Oklahoma Department of Transportation employs a range of best practices to enhance mobility and accessibility for older adults and people with disabilities. These strategies use Section 5310 and other innovative funding solutions, coordinated planning, collaborative partnerships, training and technical support.

• Use an analysis of locally coordinated public transit-human services transportation plans to prioritize goals and guide decision making.
• Identify common transportation issues, challenges, and barriers among transportation providers across state regions and brainstorm with them how DOT might assist through such activities as hosting trainings, recommending resources, or identifying funding opportunities.
• Encourage transportation providers to form coordinating agreements and provide assistance on ways to overcome cross jurisdictional issues.
• Help mobility managers generate local projects and look for partners and opportunities for coordination with member agencies of the Coordinating Council on Access and Mobility (CCAM) that support grants to fund transportation.

PROGRAM DESCRIPTION

Oklahoma’s administration of FTA Section 5310 has evolved. In 1975, the Oklahoma Department of Human Services (DHS) managed FTA Section 5310 funding, which was directed to human service agencies, nonprofit organizations and other public agencies for purchasing vehicles. Between 2008 and 2012, Indian Nations Council of Governments (INCOG) became the direct recipient of 5310 for the Tulsa transportation management service area.  In 2019 Oklahoma Department of Transportation (ODOT) became the direct recipient of Section 5310 funds for rural and small urban areas statewide, and in 2024 EMBARK in Oklahoma City became the designated recipient for its urbanized area.

In 2021, ODOT staff began offering training and technical assistance to help improve coordination efforts among providers in Oklahoma. Subrecipients are required to submit coordinated public transit-human services transportation plans and meet regularly with transportation providers in their regions to better coordinate their services.

Currently, ODOT’s Section 5310 funding supports capital expenses for vehicles and vehicle-related expenses, including buses, vans, radios and communication equipment, vehicle shelters, wheelchair lifts and restraints, and preventative maintenance in rural and small urban areas. Since assuming responsibility for Section 5310 funding, ODOT has rolled out a mobility management program with a director who oversees mobility managers located in five regional transportation planning organization (RTPO) areas across the state plus two in subregions that incorporate urbanized areas (UZAs). Because each RTPO is so large, however, ODOT is considering subdividing some of the mobility management service areas to better serve communities with a goal to eventually have as many as 23 mobility managers statewide.

ODOT defines mobility management as short-range planning and management activities, supporting projects for improving coordination among public transportation and other transportation service providers to expand availability of services. Mobility managers fulfill numerous critical roles, including:

• Working with individuals, organizations and communities to identify and address unmet transportation needs and improve access to transportation.
• Hosting travel trainings and developing strategies to improve rider and caregiver experiences.
• Providing the general public with information about transportation and resources, which often involves creating materials to clearly communicate within communities.
• Reaching out to non-transportation agencies, businesses, non-profit organizations, health departments and medical services, disability centers, etc. to educate them and connect them with area transportation providers. In turn, invite representatives of these organizations to coordination meetings to have conversations with transportation providers.
• Meeting with transportation providers monthly or semi-monthly.
• Convening local “transportation chats.” So far, two regions are hosting public forums to provide updates and education on transportation topics and listen to attendees. These meetings sometimes reveal gaps in services.

ODOT has developed a toolkit with agendas, worksheets, maps and more to help lead agencies and mobility managers in each region run meetings as well as a dashboard for them to record tasks, outreach efforts, and other data and outcomes from their meetings. The dashboards keep ODOT informed of what’s happening in each region.

FUNDING

During the first year of ODOT’s mobility management program, ODOT designated 10 percent of state’s allocated Section 5310 funds to administer the program. This percentage has grown to 30 percent for the purpose of increasing coordination of subrecipients’ 5310 vehicles, maximizing service availability and increasing efficiency. ODOT proposes to add mobility management to the state budget to reduce the allocation of FTA funding for mobility management, thus enabling ODOT to provide a higher percentage of Section 5310 funds directly to transportation providers. State funds would also help meet Section 5310 match requirements.

Also, ODOT staff make an effort to inform potential subrecipients that they will be ineligible for funding without a coordinated plan and regular attendance at regional coordination meetings.

ODOT works closely with mobility managers to promote Section 5310 funding opportunities. While the full application process is not online, ODOT distributes downloadable pdfs that subrecipients can upload when they are completed. Eventually, ODOT wants to synch its funding cycle with.

In addition, ODOT supports regional efforts to identify funds to meet match requirements for local projects, for example, working with mobility managers to identify possible funding partners through member agencies of the Coordinating Council on Access and Mobility (CCAM) that support funding transportation. ODOT’s ultimate goal is to train and prepare transportation providers so they are ready and meet eligibility requirements to apply for operating funds, not just capital funds, under Section 5310.

COORDINATION & PARTNERSHIPS

ODOT’s Section 5310 mobility management program funds mobility management statewide. EMBARK has a separate mobility management program, and INCOG’s program is scheduled to start in 2025, but both are funded through ODOT’s mobility management program and together the three Section 5310 recipients coordinate to prevent duplication of services. In fact, tribes, which may have their own mobility management programs under FTA Section 5311 for rural public transportation, also coordinate with ODOT’s statewide mobility management program.

For the past several years, ODOT has worked with its mobility managers to create overall coordinated plans for each region. In 2023, ODOT helped to develop five coordinated plans. All subrecipients in those regions were required to participate in plan development, and ODOT reviews these locally coordinated public transit- human services transportation plans to prioritize goals and guide their decision making. For example, ODOT looks for common transportation issues, challenges, and barriers across state regions, then identifies whether they need assistance with trainings, recommends resources, and/or identifies possible funding opportunities. Common issues identified through this process include lack of drivers, inadequate technology and providing rides that cross jurisdictional boundaries. To address the cross-boundary issue, in particular, ODOT works with mobility managers to facilitate discussions between transportation providers and create coordinating agreements.

In addition, ODOT requires Section 5310 subrecipients to attend regular meetings throughout the year to enhance coordination. Each region has a lead transportation provider in charge of meetings who is supported by the region’s mobility manager. Regional meetings are made public on the ODOT and mobility managers’ websites, and announcements are emailed to subrecipients, transportation providers and others.

PROGRAM IMPACT

ODOT has based its mobility management program on practices adopted from Ohio DOT’s successful regional approach. ODOT recognizes that coordinated plans are valuable tools; staff take the information gleaned from regions to meet with state agencies, tribes, transit and rail associations, universities, state-level foundations and nonprofits, resulting in projects from hospitals and other organizations that, in turn, are communicated back to the regions. Broad communication has also led to new organizations applying for Section 5310 funds to purchase their own vehicles.

When mobility managers generate projects in their communities, they are aided in their search for matching grants by a list of CCAM member agencies that support transportation supplied by ODOT. ODOT assists in identifying opportunities for fund-braiding, which is using funds from one federal program to meet the match requirements of another. The result is a truly dynamic mobility management network.

Oklahoma DOT’s Profile – PDF

Washington DOT & Whatcom Transportation Authority

BEST PRACTICES

Photo credit: WS DOT

Washington Department of Transportation (WSDOT) offers FTA Section 5310 funding to small urban and rural transportation providers through its competitive Consolidated Grant program. This opportunity provides funding across the state to fund improvements within and between rural communities. Eligible activities include capital purchases, mobility management, travel training and planning projects. Some notable best practices include:

• Provides state funding to supplement local match, making projects manageable for new or existing transportation programs.
• Solicits project priorities from regional planning councils statewide for project selection.
• Maintains a comprehensive website and host trainings to inform the public, and current grantees of Section 5310 priorities, application materials, and project selection.

PROGRAM DESCRIPTION

WSDOT offers a competitive consolidated grants program every two years to new or continuing projects. Funding is awarded for 2 or 4 years. The 5310 funding is available to non-profits, tribes, local government, and public transit organizations. From fiscal year 2021-25, WSDOT awarded $110 million to 151 projects across the state. WSDOT role in providing Section 5310 funding includes, but is not limited:

• Manages competitive project selection and formula allocations.
• Works with grantees to develop performance measures.
• Monitors grantees for compliance with state and federal regulations through reporting, financial tracking and site visits.
• Assists with vehicle purchases and vehicle inventories.
• Provides training and technical assistance.

FUNDING

WSDOT offers 2 years of 5310 funding at a 5 percent match for all new or expansion of operating, mobility management or planning projects. Additionally, they offer 4 years of funding at a 10 percent match for continuation or sustaining operating or mobility management projects. Traditionally, Section 5310 funding requires a 20 percent local match for capital expenses and a 50 percent local match for operating costs, however, the Washington State Legislature approved the use of state special needs funding to be used to supplement local match requirements, further assisting organizations to get new projects off the ground by lowering the amount of funding needed locally.

Many recipients of 5310 funding from WSDOT are non-profit organizations, like Catholic Community Services, who receives funding to operate a volunteer transportation program, and a Bus Buddy program for older adults in Thurston County. WSDOT has also funded several Tribal programs, like the Cowlitz Indian Tribe to maintain their rural demand responsive service in Clark, Cowlitz and Lewis Counties. Capital projects like Mobility Management and bus purchases make up the majority of 5310 funding from WSDOT, like the purchase of four ADA vehicles for COAST Transit and the replacement of an ADA accessible bus for Kitsap Transit’s ACCESS Paratransit service.

WSDOT offers a variety of resources on their website, like important dates or deadlines, examples of previously funded projects, and guidance materials for successfully applying through their application portal to assist new or existing applicants seeking funding for local projects.

Subrecipient Example

Whatcom Transportation Authority (WTA) provides transportation for Whatcom County as well as a regional connector route with neighboring Skagit County in northwest Washington. WTA offers fixed route, ADA complementary paratransit, rural dial-a-ride service, and a rideshare program. In 2024, WTA provided more than 3.76 million unique rides on fixed route, and 188,000 paratransit trips. WTA employs 310 staff, including 185 transit operators, and deploys 62 fixed route and 45 paratransit vehicles daily. WTA relies on multiple sources of funding, like local sales tax, revenue from bus advertisements, and competitive grant funding from state or federal programs to support its daily operations. A unique funding opportunity comes from the City of Bellingham, the ADA Access Fund, which provides community providers grant funding to make accessibility enhancements, WTA uses the funds to maintain accessible infrastructure of bus stops and shelters around the city.

Even though WTA is a direct recipient of other FTA funding, like urbanized formula funding for operations (FTA Section 5307), the state of Washington manages the allocation of its 5310 program funds through the Consolidated Grants Program. WTA first received 5310 funding for their travel training services in 2019, focused on transitioning paratransit riders onto fixed route service. The program has evolved to incorporate community outreach and one-on-one engagement with interested riders that need additional assistance when riding the bus. While transitioning riders onto the fixed route service remains a goal, they have discovered that doing targeted outreach and community engagement has increased awareness of the available transportation and supportive services offered by WTA.

COORDINATION & PARTNERSHIPS

WSDOT has developed a partnership with regional planning affiliates who assist in developing the selection criteria of the 5310 projects. Priorities are determined from locally developed Coordinated Public Transit-Human Services Transportation Plans, and projects are chosen by an advisory committee based upon the priorities of the coordinated plans. Projects recommended by the advisory committee are then vetted and awarded by WSDOT.

Subrecipient Example

WTA is an active member of the Stakeholder Committee, organized by Whatcom Council of Governments (WCOG) as part of their coordinated planning process. WCOG is the regional planning organization representing both urban and rural areas of Whatcom County, also forming partnerships with the Greater Vancouver and Fraser Valley regions of British Columbia, Canada. To form a truly regional perspective, WCOG provides a forum for sharing ideas, conducting regional surveys and data analysis, and organizes regional activities of the coordinated plan. It is through this committee where WTA can understand community needs, assess any barriers, and network with other human services organizations in the region. As an example, WTA has partnered with local school districts for their “Community Transitions” program. This program provides life skills training, including travel training, for students to successfully transition from high school into adulthood.

PROGRAM IMPACT

Section 5310 funding provided by WSDOT allows transportation programs to thrive and continue to enhance services offered across the state of Washington. By offering project funding for more than vehicle replacements, it allows non-profit organizations or transit agencies to continue to try new things that really impact their local community.

Subrecipient Example

WTA’s Travel Trainer, Andrew Herndon, leads all their special events and training opportunities, and designs individualized travel training plans for riders seeking transportation to work, medical appointments or social activities.

WTA has formed a special partnership with the Max Higbee Center, that provides community-based programs for youth and adults with developmental disabilities. Each quarter, Andrew coordinates the “WTA Magical Bus Extravaganza Day” at the Max Higbee Center, which is an opportunity for current or potential riders to learn about bus safety and to engage in trip planning activities. Participants can experience street crossings, learn about pedestrian safety, understand how to use a bus pass, and go through “what-if” scenarios to prepare for any situation that may occur when riding the bus on their own. The highlight of the day is when a WTA bus driver performs magic tricks for the participants, who is a professionally trained magician who performs with a local circus! This is an event that has continued to gain attention and has reached 60 participants each day. Events like the Magical Bus Extravaganza allows current or potential riders to engage with the transportation program and learn to ride independently in a fun atmosphere.

Washington DOT & Whatcom Transportation Authority Profile – PDF

5310 Subrecipients

Bosma Center for Visionary Solutions

BEST PRACTICES

Image provided by IndyStar

• IndyGo provides an opportunity for local nonprofits to purchase accessible vehicles with 5310 funds.
• Partnerships allow Bosma to extend their services into the community.
• Bosma clients going through travel training can receive an IndyGo bus pass to travel to more locations
  throughout the community.

PROGRAM DESCRIPTION

Established in 2009, Bosma Center for Visionary Solutions is the largest provider of rehabilitation services for people who are blind or visually impaired. Located in Indianapolis, Indiana, Bosma served 897 clients in 2023, also receiving 1,400 calls annually to their resource line for assistance. Bosma offers community-based services for older adults and working-age individuals who cannot navigate from their home to work, and provides intensive job skills training, job placement and career coaching to assist clients when entering the workforce.

At the Bosma Rehabilitation Center they offer hands-on, customized training for everyday skills, including cooking and cleaning, and on assistive technologies like computers, cellphones or screen readers. Center staff will work with the client and caregiver to enhance their skill set through one- or multi-day training sessions depending on the needs of the client. Bosma serves a large region and has clients traveling from around the state to receive training, and by including transportation as part of their available services, family caregivers can get some much-needed respite. Through a partnership with the designated Section 5310 recipient, IndyGo, Bosma has applied for and received accessible vehicles to provide transportation to their clients participating in training programs at their rehabilitation center and throughout the community, contributing to the long-term success of their clients.

FUNDING

Bosma is a subrecipient of FTA Section 5310 funding through IndyGo, the transportation provider for the Indianapolis urbanized area. Section 5310 funding has allowed Bosma to purchase accessible vehicles that transport roughly 125 clients annually throughout the community, as well as from nearby hotels for clients traveling from out of town to participate in training at their rehabilitation center. By awarding funding to local non-profits, IndyGo can augment their daily operations to provide additional options to clients of nonprofits like Bosma to transport their clients. Bosma saw the need to develop new partnerships in the community and will be seeking additional 5310 funding for a mobility management position in 2025. This new position will be vital to working with the travel trainers currently at the rehabilitation center to understand the needs of their clients, but also generating awareness of their programs and accessible transportation throughout Indianapolis.

Acquiring accessible vehicles with FTA Section 5310 funding allows:

• Increased participation in the services offered by Bosma,
• Flexibility to utilize Bosma’s own vehicles and schedule to transport clients to work activities within Indianapolis,
• Expanded transportation options for Bosma’s clients through partnerships with IndyGo,
• Opportunity for clients to live independently without relying on friends or family.

COORDINATION & PARTNERSHIPS

Partnerships with entities like IndyGo have enhanced the services offered by Bosma, by integrating travel training into their current services, clients have the flexibility of using both Bosma and IndyGo transportation. Bosma has incorporated travel training using their own vehicles and IndyGo’s to broaden their client’s ability to travel outside of Bosma’s business hours, those receiving travel training, IndyGo offers free passes to be used on their bus and rail lines. Having multiple transportation options within the community allows clients to travel independently, not only to work activities, but to medical, social and essential services throughout the community.

Bosma’s CEO continues to grow the partnership by joining the IndyGo Board of Directors, representing people with disabilities. Bosma staff also support IndyGo by reviewing and evaluating accessible features at their facility, along routes and in mobile app features, especially when adding new services. By experiencing transportation services from the viewpoint of a person with the disability, IndyGo can gain valuable insights on ways to design future programs to be accessible to all users.

PROGRAM IMPACT

Bosma offers orientation and mobility (O&M) as part of their regular services, which helps clients with visual impairments navigate around their home, community or workplace. Travel Training is integrated into the O&M services at Bosma, and offers the skills and education needed to travel independently without relying on friends or family to transport them where they want to go. Bosma vehicles are primarily used for work related activities, so having access to IndyGo allows clients to expand their opportunities throughout the entire community.

Reliable transportation increases the likelihood of success for the participants in Bosma’s programs, by integrating the skills needed to utilize transportation into their current programming, Bosma can ensure their clients will arrive to their destination safely. When clients come from out of town, they rely on Bosma’s accessible vehicles to get to the rehabilitation center to provide reliable and safe demand-response transportation options tailored to the needs of their clients. Riding transportation allows clients the freedom to navigate their community on their own without relying on friends or family, and through a partnership with IndyGo, clients have multiple transportation options that can help to lead independent lives.

BOSMA Center for Visionary Solutions Profile – PDF

Central Plains Area Agency on Aging (AAA)

Photo courtesy of Central Plains AAA

The Central Plains Area Agency on Aging (AAA) employs a range of best practices to enhance mobility and accessibility for older adults and people with disabilities. These strategies use Section 5310 and other innovative funding solutions, coordinated planning, collaborative partnerships, training and technical support.

BEST PRACTICES

• Find opportunities to braid funding to support transportation services. Central Plains AAA has expanded its services and increased its impact by braiding funds for Section 5310 and Section 5311 with OAA Title IIIE funds for caregiver support, mill levy and tax funds and other sources.
• In addition to vehicle funding, Central Plains AAA receives operating support to provide rides for medical appointments, employment, and more for older adults, people with disabilities and caregivers.
• Coordinate with other transportation providers. All local transportation providers who operate under contract with the City of Wichita, including the AAA, coordinate to fill gaps and lessen overlap of services.
• Be rider-centered. Central Plains AAA prioritizes rider safety, especially in poor weather conditions and at pick-up and drop-off locations. The agency also trains staff in both first aid and mental health first aid.

PROGRAM DESCRIPTION

The City of Wichita in Sedgwick County, Kansas, is a designated recipient of FTA Section 5310. Central Plains Area Agency on Aging (AAA) is a subrecipient and operates under the Sedgwick County Department of Aging and Disabilities, serving three counties that total approximately 130,142 people ages 60 and older.

Central Plains AAA began providing transportation in the Wichita area more than 30 years ago. Following the 2010 U.S. Census, much of the Central Plains service area became part of the newly urbanized area around Wichita. The City of Wichita decided not to expand its services into the newly urbanized area, instead contracting with Central Plains AAA to provide FTA Section 5310 transportation services in the area. Today, with five full-time drivers and two part-time drivers, Central Plains AAA provides demand-response rides for medical appointments, employment, shopping and socialization in rural Sedgwick County with Section 5310 funds for older adults, people with disabilities and caregivers and Section 5311 funding for rural public transportation. Section 5310 funds support both vehicle purchases and program operations. The agency allocates a portion of Older Americans Act Title III-B funds to transportation.

FUNDING

Central Plains AAA is one of several transportation providers that receive FTA Section 5310 support from the City of Wichita, and it participates in a competitive funding process every two years. It receives funding for both vehicles and operations.

To meet its match requirements for FTA Section 5310 and 5311 funding, Central Plains AAA braids funds, which is using funds from one federal program to meet the match requirements of another, including Older American Act Title IIIE funds for Caregiver Services, mill and tax levy support and support from other sources including private foundations. In addition, Central Plains AAA charges riders $3 per ride. Fund braiding has enabled Central Plains AAA to expand services and increase its impact over the years.

COORDINATION & PARTNERSHIPS

Central Plains AAA coordinates its services in several ways. One key approach involves collaborating with other public, private, and human service transportation providers in their Coordinated Transportation District (CTD-9), one of 10 districts in the state. Together, they look for ways to identify and address gaps in services. Central Plains AAA also coordinates with transportation providers in neighboring CTD-5 in South Central Kansas.

Central Plains AAA has also worked with the University of Kansas Public Health Department on resource mapping. By identifying food deserts, they have assisted with plans for appropriate transit stops, increasing access for older adults and people with disabilities to groceries as well as medical care.

PROGRAM IMPACT

Central Plains AAA is the only public transportation provider in the outlying suburbs and rural areas of Wichita’s urbanized area, consequently, they operate on the philosophy of putting the needs of the rider first, particularly under poor weather conditions at rural drop-off and pick-up locations. They also train staff on both first aid and mental health first aid.

Staff believe their services are critical, not just for connecting older adults and people with disabilities to medical care and groceries but to help combat social isolation as well. Sometimes the only interaction an older person has in an entire week is with the driver who transports them. These relationships can be critical to the well-being of vulnerable riders. In one example of the importance of Section 5310 funding, finding that the rider was not at home even though a ride had been scheduled, a driver contacted social services to request a welfare check. The rider’s family was deeply appreciative that Central Plains AAA took the time to ensure the rider was okay. In another example that illustrates the value of transportation services, a client’s eligibility for regular rides to medical appointments has enabled his wife to maintain steady employment.
Staff at Central Plains AAA are concerned about the growing need for dialysis rides in their region, particularly as dialysis clinics move to areas that are not served by city transit, placing added strain on the agency’s limited number of vehicles and drivers, even as the need for rides rises. Indeed, Section 5310 funds continue to play a critical role in expanding services to meet growing demand for transportation in Wichita.

Central Plains Area Agency on Aging Profile – PDF

Hearts and Hands Faith in Action

Photo courtesy of Hearts and Hands Faith in Action

BEST PRACTICES

• Use of various funding sources as local match (federal fund braiding)
  • Older Americans Act grant funds.
  • Local organizational partnerships for fundraising efforts.
  • In-kind match from volunteer mileage and donated office space.
• Use of FTA Section 5310 to support operational expenses of a volunteer driver program which is a non-traditional Section 5310 project that fills the transportation gap for older adults and persons with disabilities.
• Coordination with local government entities, businesses, faith-based and human services organizations to enhance community transportation options.

PROGRAM DESCRIPTION

Hearts and Hands Faith in Action (HHFIA) is a volunteer based non-profit organization that provides free transportation and in-home services for older adults age 60+ and adults with disabilities living in the Erie and Eastern Niagara Counties of New York. The program addresses social isolation through three avenues of service: transportation, household support, and companionship.

HHFIA volunteers provide FREE door-through-door escorted transportation using their personal vehicles. Their door-through-door services include the personalized care that HHFIA volunteers offer during a trip, such as taking the groceries into the home or providing company in a doctor’s waiting room. There are no set schedules or routes, no specific trip purposes and no need for computers, smart phones, or internet access to schedule a ride. HHFIA provides transportation options for medical visits and lifestyle opportunities such as shopping, visits with family and friends, and attending faith- based services.

HHFIA coordinators match the volunteer with the need of the care recipient. They assist recipients to the vehicle from their home, remain in the waiting room for medical visits and help to unload groceries from shopping trips when needed.

Volunteers receive mileage reimbursement for every trip mile travelled from their home. Driver reimbursement is paid by local funding sources, and the volunteer hours and mileage are used as in-kind contributions for local match for the 5310 grant.

Volunteer and care recipient profiles are housed in a software database that is also used for entering trip information. HHFIA used Section 5310 to purchase the software, and it funds the annual fee for software use. The software is also used for scheduling care recipient’s trip request. Each week, volunteers review pending trip requests through a volunteer portal. This allows the volunteer to choose trips that are convenient for their schedule and/or comfort.

HHFIA utilizes FTA Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Operational funding for:

• Coordinator and Administrator Salaries
• Volunteer Insurance Premiums
• Volunteer Background Check Fees
• Program Overhead Costs such as Facility Rent, Annual Software Fee

Up to 45 percent of FTA’s Section 5310 grant apportionment from NY DOT may be utilized for capital and operating projects that assist older adults and individuals with disabilities transportation needs as found in the newly updated FTA Section 5310 Circular (Section IV-5.3.a.). Eligible projects include travel training, mobility management and volunteer driver programs. FTA encourages innovative solutions to meet the needs of older adults and people with disabilities in their communities. Discuss projects with FTA regional staff to determine eligibility.

FUNDING

The HHFIA is a subrecipient of FTA Section 5310 funding from the New York State Department of Transportation through a competitive grant program. The FTA grant funds cover 50 percent of the net operating costs, leaving 50 percent of the net operating costs paid by local share. The local share is paid through the Older Americans Act (OAA) funds from the two counties served and HHFIA program in-kind contributions. HHFIA uses donated office space, volunteer mileage, and volunteer hours for in-kind contributions. The Coordinating Council on Access and Mobility (CCAM) created the Federal Fund Braiding Guide which provides guidance for using various federal funding for local match such as the use of Administration for Community Living (ACL) and OAA funding to match FTA Section 5310 grants.

In addition to local government and in-kind contributions, HHFIA partners with local faith-based organizations in fundraising efforts toward the local match. In recent years, as much as $15,000 has been raised through these efforts.

Fundraising along with private and local foundation donations support direct costs such as volunteer mileage reimbursement, recruitment and retention efforts. HHFIA hosts volunteer recognition events such as monthly coffee hours and an annual volunteer picnic. Local businesses donate gift cards for a volunteer raffle and a local grocery store gift card is given to each volunteer once a year. These events are hosted to show appreciation and to celebrate volunteers.

COORDINATION & PARTNERSHIPS

Coordination and partnerships are established through regional focus groups, faith- based and local human service organizations. This is an example of mobility management at a local organization level.

Regional focus group meetings provide the opportunity to discuss case-specific needs and services of other regional organizations and agencies. HHFIA staff attend several monthly and quarterly focus group meetings hosted by local private foundations and the Erie County Department of Senior Services. It’s through these meetings; case workers may present specific examples of client needs and HHFIA staff attempt to assist with mobility and transportation solutions when possible. These meetings also provide an opportunity to educate various human service organizations and associations about HHFIA services and volunteer opportunities.

Consistent communication with local government entities has established productive and effective partnerships through monthly reporting of completed trips, the number of clients assisted, miles driven, and volunteer hours contributed provides service details to their local government partners. HHFIA participates in the regional coordination
plan by providing feedback for transportation needs and services in the areas served. The local government entities create the plan and call on HHFIA to provide information gathered from client transportation requests. HHFIA also assists local government agencies by distributing community needs assessment surveys to HHFIA volunteers, staff and clients.

HHFIA has established partnerships with multiple local faith-based organizations. Each church invites HHFIA to present to their congregation at least once a year. The speaking engagement can vary, depending on context but have included a five-minute presentation on HHFIA services during announcements before a service; a 15-to 20-minute presentation during service; a panel discussion between the pastor and HHFIA staff; a hosted coffee hour before or after service and speaking to a specific church group. This has not only helped with fundraising but also helped with gaining volunteers. HHFIA has received funds from the church’s outreach budget; special offering day designated to HHFIA; and a church hosted annual art show where the door entry fees collected are then donated to HHFIA.

PROGRAM IMPACT

Through its transportation services, HHFIA increases access to medical care, food security, and opportunities for physical and social activity. The door-through-door services include additional personalized assistance the volunteers provide during each trip. To better prepare their volunteers for this level of service, HHFIA requires all volunteers to complete a mandatory 90-minute training course provided by HHFIA. This training includes:

• CPR/AED Training
• Building Rapport with Clients
• Working with Clients who have Dementia or Alzheimer’s
• Working with Clients who are hearing impaired
• Mobility Simulation (how to assist clients in and out of the vehicle with walkers, grab handles, swivel seats)
• Conflict De-escalation
• Hoarding

Optional training events throughout the year keep volunteers engaged and recognition events are held to show their appreciation for volunteer contribution.
In addition to the transportation service provided, HHFIA lends the opportunity for residents to provide volunteer service as little or as much as their time allows. The program makes it easy and flexible to coordinate with the volunteer’s schedule. Business, faith, or civic groups are welcome, typically assisting with yard work or preparing for the winter and spring months.

HHFIA’s Volunteer Transportation service has been successful in filling the gap in services for older adults and adults with disabilities while expanding their community’s transportation services. They provide an opportunity for local residents to volunteer and continue to build partnerships throughout the areas they serve. With multiple funding sources, such as FTA’s Section 5310, the Older Americans Act, local foundation grants, fundraising and donations, sustainability has been achieved. As important as program funding is, they attribute the program’s success to its volunteers.

Hearts and Hands Faith in Action Profile – PDF

Jackson Medical Mall Foundation

Photo courtesy of Jackson Medical Mall Foundation

BEST PRACTICES

• Section 5310 can fund a variety of services, including vouchers to support the mobility needs of older adults and people with disabilities.
• Diverse funding sources and partners assist in meeting local match requirements and improve program sustainability.
• Mobility Management programs help individuals navigate the transportation options available.
• Consumer and partner surveys and assessment tools like the MM-SAT tool inform data-driven strategies to improve service.

PROGRAM DESCRIPTION

The Jackson Medical Mall Foundation (JMMF) operates a comprehensive transportation program designed to enhance mobility for older adults and people with disabilities in rural Hinds County, Mississippi. One aspect of the program is a 900,000 square foot medical and retail facility that serves approximately 200,000 health care customers annually. The program ensures that older adults and people with disabilities can access critical health care services, including those receiving cancer treatment at the University of Mississippi Medical Center Cancer Institute, situated within the mall. The mall brings together medical and health professionals, along with other community partners, such as day care centers and recreation providers, to create a one-stop location where residents can access an array of important health and well-being services.

The following transportation programs are administered by JMMF and funded with the FTA Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Program:

• Mobility Management – Trained mobility managers provide one-on-one support to help individuals identify the best transportation options based on their specific needs, schedules, and service needed at the medical mall.
• Demand Response Service – The demand response provides a door-to-door services for those utilizing services in the Jackson Medical Mall through a purchase of service agreement with the local transit agency, JTRAN Rides.
• Call Center – The call center collaborates with local transportation providers like taxis, private on demand providers and public transportation and community organizations to create a comprehensive network of services, ensuring that users have access to reliable transportation for medical appointments, grocery shopping, and other essential activities.
• Transportation Voucher Program – Cash vouchers, up to $50 a month, are provided to older adults and people with disabilities enrolled in the program to get to medical trips outside the city limits. Vouchers can be used with the participating taxi provider.

JMMF provides reliable and safe demand-response transportation options through purchased service agreements that are tailored to the needs of the community. Additionally, the program includes a Transportation Voucher Program, which enables older adults and people with disabilities to access transportation services outside regular hours, both during weekdays and on weekends.

In addition to transportation services, JMMF offers a mobility management program that assists customers in navigating their transportation options, further enhancing access to care. For more information visit the JMMF website.

FUNDING

The JMMF is a subrecipient of FTA Section 5310 funding from Mississippi DOT, through a competitive grant program. For the 2023/2024 fiscal year, JMMF was awarded $491,843 in 5310 grant funding as a subrecipient. The organization is supplemented by various other sources from private non-profit organizations, local government entities and stakeholders who contribute funding through retail lease payments, housing rental fees, private donations, event rental fees, and research institute awards which all contribute to the local match required for the Section 5310 funding.

COORDINATION & PARTNERSHIPS

Coordination across service providers is reinforced through regional meetings at the medical mall location. Some mall tenants are directly connected to medical and health care such as dental and medical providers, while others such as a nail salon and dance studio contribute to monthly rent expenses critical to sustaining the facility. This enables community residents, who access the mall for health care services, to also access supplementary services that contribute to their overall wellbeing. The variety of partners affirms the value of a comprehensive approach to health.

When patients receiving cancer treatment at the University of Mississippi Medical Center Cancer Institute need transportation services, they reach out to the JMMF call center to identify transportation options. Their partnership and relationship facilitate the ease of arranging transportation service.

Another example of effective collaboration in the Jackson Metropolitan area is the partnership between the JMMF, the City of Jackson’s Human and Cultural Services Division, and Bolivar County Council on Aging, Inc. which operates BCCOA Transit). This alliance has significantly improved transportation options for older adults, enabling them to attend social events, visit loved ones, and access health care, ultimately reducing loneliness and promoting overall quality of life.

PROGRAM IMPACT

Reliable transportation enhances mobility, access to essential services, social engagement, and independence. Recognizing this need, the JMMF has forged partnerships with various organizations to improve transportation access in the area. Important to this work is the recognition that non-transportation providers, such as childcare centers, counseling services, farmers market, hair and nail salons and restaurants, programs are critical contributors to health and well-being – creating a holistic approach to health.

Feedback is collected from participants through surveys. These surveys indicate clients can now reach medical appointments, grocery stores, and other daily activities that were previously inaccessible. Feedback from partner organizations confirm the viability and efficacy of this work. Additionally, JMMF has been working with the National Center for Mobility Management (NCMM), another FTA-funded national technical assistance center now known as Coordinating Council on Access and Mobility (CCAM).

Program leaders describe the JMMF model as successful and sustainable in enriching the quality of life for Mississippians in Hinds County and recognizes the value of a holistic approach to health and well-being.

Jackson Medical Mall Foundation Profile – PDF

Ride Connection

BEST PRACTICES

Photo courtesy of Ride Connection

• Consider using volunteer drivers in addition to paid drivers to efficiently manage ride costs.
• Host mobility management staff at offsite locations, including hospitals and health clinics, to offer one-on-one travel option assistance when and where it is needed.
• Partner with other transportation programs to handle such functions as information and referral services, fleet management, driver training and vehicle sharing.
• Offer language assistance to address riders’ language challenges.

PROGRAM DESCRIPTION

Ride Connection is a nonprofit organization based in Portland, Oregon, created by Tri-County Metropolitan Transportation District (TriMet). TriMet provides public transit, is the agency responsible for developing the region’s coordinated public transit-human services transportation plan and serves as the designated recipient of Section 5310 funds for the Portland metropolitan region.

Ride Connection is a human services transportation provider of door-to-door rides for older adults, people with disabilities, low-income residents and those living in rural and underserved communities for purposes including medical, meals, shopping, recreation, and volunteering. The agency also operates community shuttles that are free and open to the public to connect residents in several outlying locales to grocery stores, community hubs and transportation stations. With both paid and volunteer drivers, Ride Connection is a cost-efficient service, filling gaps that mass transit and other providers haven’t been able to fill, and the agency is committed to providing transportation options for all individuals in need in the City of Portland and Clackamas, Multnomah and Washington Counties.

FUNDING

As a nonprofit, Ride Connection pursues funding opportunities from such varied sources as the state, private donations, and ride fares. Nevertheless, funding from the Section 5310 Program is core to its identity.

Ride Connection is a subrecipient of Section 5310 under both the Oregon Department of Transportation (Oregon DOT) and TriMet, awarded through different competitive processes. As a subrecipient, Ride Connection reports to both entities. Oregon DOT allocates funds every two years. Ride Connection receives operating, mobility management and capital funds. Capital funds are used for vehicle replacement, hardware and software, and security and cybersecurity.

Match requirements for Section 5310 funds are met through state funds, which are managed and awarded by TriMet’s Accessible Transportation Funds Advisory Committee. To receive state funds, Ride Connection must also participate in the statewide transportation improvement plan, which then gets folded into the TriMet plan. Ride Connection specifically uses state funds to offer a separate first-mile/last-mile service to low-income veterans.

COORDINATION & PARTNERSHIPS

Coordination is integral to Ride Connection’s success, from how the TriMet Advisory Committee coordinates providers to how the coordinated plan is completed and how services operate in the region. The TriMet Advisory Committee comprises a broad membership that in addition to Ride Connection includes older adults, people with disabilities, Area Agencies on Aging, Centers for Independent Living, transportation providers, and other nonprofits. The Advisory Committee meets regularly but at least monthly in grant application years, particularly during the grant review period. In 2025 the Advisory Committee met frequently to update the region’s coordinated public transit-human services transportation plan, which includes the participation of all transportation providers in the area.

Ride Connection works directly with TriMet to identify portions of the metro area that are particularly hard for paratransit to serve. Ride Connection maintains offices and vehicles in outlying areas where they can group trips, set up shopping and operate shuttle services—services TriMet’s paratransit is unable to provide.

Ride Connection identifies as a network of eight partnering organizations, including social services, nonprofit agencies, community organizations and, more recently, culturally specific organizations. They support partners’ transportation programs through a “one call-one click” centralized information and referral service that handles ride requests, scheduling and dispatching. They also offer partners centralized fleet management for 120-130 vehicles and provide technical support, driver training and credentialing, all of which tend to be administratively burdensome operations. In this way, small agencies can also offer transportation services and focus on serving their communities with limited funding while taking advantage of the economies of scale available through partnership with Ride Connection.

Ride Connection’s mobility management services for its network of partners include the provision of one-on-one assistance, offering ride alternatives and referrals and travel training. Several mobility management staff work offsite as “Mobility for Health” at health clinics and hospitals in the region to assist with accessing transportation alternatives and arranging rides.

PROGRAM IMPACT

Ride Connection’s dedication to filling service gaps for its riders has resulted in development of a vehicle sharing service with senior centers and other nonprofits in Clackamas County for use after hours or on weekends. Ride Connection coordinates or partners with more than 40 organizations in the tri-county area to create a coordinated transportation system responsive to the varied travel needs of older adults and people with disabilities.

Ride Connection’s passengers, including Section 5310 riders, come from varied backgrounds, many of whom speak limited or no English. To overcome language barriers with riders who have difficulty understanding how to schedule and use transportation, the agency has hired staff proficient in Spanish, Mandarin, Cantonese and Japanese. They are currently working to address the language needs of the Vietnamese and Russian/Ukrainian populations in the region.

From its ability to match Section 5310 funds with state transportation funds to partnering with dozens of organizations in its service area, Ride Connection takes a leading role in providing comprehensive services for older adults, people with disabilities and low-income residents in culturally and linguistically varied communities in this geographically varied area which ranges from urban to rural.

Ride Connection Profile – PDF