Evaluation of the Ticket to Work Program Initial Evaluation Report

B.30
Bridges interviewees noted during the first interview that beneficiaries were often
confused about TTW, thinking that the Ticket guaranteed them a job at the Marriott hotel
chain. They suggested that SSA and the Program Manager should provide more complete
information to beneficiaries.
Outcomes and Claims for Payment. At the time of the first interview, Bridges had
changed from the Outcome to the Milestone/Outcome payment method. Bridges did not
expect its TTW clients to remain working above SGA for five years; therefore, Bridges
would not be eligible for the full outcome payments. The young clients that the program
served did not have employment stability. The primary goal was to serve those who would
be able to generate milestone payments to supplement WIA funding.
The program sought to place TTW clients in full-time jobs that paid $7-$8 per hour.
Placements included hotel, laundry, fast food, janitorial, and clerical work. The level of postemployment
support for Bridges clients was extensive, due to the severity of clients’
disabilities. The TTW Coordinator monitored beneficiaries’ status by conducting ongoing
case management. She documented employment and asked beneficiaries to check in on a
weekly, then monthly, basis. She checked in with supervisors to monitor the individual’s
performance. Beneficiaries could call her cell phone at any time, and she held individual
meetings once a month. Bridges held a celebration when a beneficiary reached a milestone;
e.g., a year of employment. Bridges also counseled beneficiaries about their concerns,
including problems with coworkers, accepting direction from more than one supervisor,
scheduling work and outside activities, marital and parenting issues, and housing problems.
Program Administration. Bridges staff stated at initial interview that a major
administrative issue was the inability to obtain information about clients’ benefit status from
the SSA FO; for example, whether the individuals were in a trial work period. The EN
eventually resolved these issues by working with the Regional Employment Services
Representative (ESR).
Another administrative issue discussed during the first interview was obtaining pay
stubs and other documentation to substantiate earnings. As Bridges obtained more
placements, it anticipated adding an additional staff person to collect pay stubs and process
the paperwork necessary for payment.
c. Status at Follow-Up
Service Delivery. Bridges reported no changes in service delivery at the follow-up
interview one year later. The EN is only accepting Tickets from beneficiaries who are eligible
for services under WIA. One staff person, the TTW Coordinator, still provides services to
TTW clients once they have completed the 10-week program. The coordinator tracks
submission of pay stubs and provides post-employment counseling and support. She was
moved to this position to avoid a layoff when other grant funding expired. The Bridges
interviewee stated that the agency would not have made the financial commitment to hire a
staff person for TTW had they not wished to avoid the lay off. The staff member in charge
of TTW has set up a telephone message that explains the program and eligibility criteria.
Appendix B: Provider-Specific Case Study Summaries