Evaluation of the Ticket to Work Program Initial Evaluation Report

B.32
When Bridges first began submitting claims for payment, SSA was not entirely clear
about what earnings documentation was needed. This resulted in communication problems
between Bridges and the Program Manager. Once requirements were clarified,
communication improved and documentation for payment proceeded more smoothly.
Bridges also had problems with the SSA FO; when Bridges asked the FO for work history
information on one client, the FO charged $1 per page. Interviewees stated that they have
built a relationship with the SSA FO and the relationship is proceeding more smoothly; e.g.,
Work Activity Reports are completed in a timely manner.
Bridges is unhappy with the timelines for payment. The EN submitted its first payment
request in May 2002 and did not receive payment on the claim until February 2003. Today,
payments usually take about three months. Payment denials occur when clients are still in the
TWP. In one example of payment problems, Bridges staff cited confusion about the level of
earnings needed for a man whose wife is also on SSI. The man’s benefits were not
terminated as anticipated, so Bridges never received the payment.
Concerns and Expectations Regarding Future Success. Bridges would like to
make TTW an ongoing component of its program. Staff members believe that TTW has had
a positive impact on their clients. Bridges plans to continue its involvement with TTW on a
limited basis until June 2004, at which time it will examine cost and revenues. Bridges will
continue to limit eligibility to individuals who can receive services under another program;
e.g., WIA.
Bridges’ suggestions for changing the program include:
! Eliminating the requirement for pay stubs to document earnings;
! Allowing for selection of the payment system on a per client basis;
! SSA providing more information on work history and benefits status of Ticket
holders; and
! Increasing milestone and outcome payments. The current amount is insufficient
to cover service costs of making TTW successful on a large scale.
! Bridges has succeeded due to support from the Marriott Foundation. Based on
Bridges’ experience, staff members believe that ENs could not operate the
program solely on Ticket funds. Moreover, keeping 25 people working at SGA
requires a great deal of attention. Bridges interviewees believe that one person
can handle a caseload of 25, particularly with the current pay stub requirements.
But TTW revenues do not support this level of effort. The EN cannot expand
the program unless an additional staff person is hired, and Bridges lacks the
resources for additional staff.
Appendix B: Provider-Specific Case Study Summaries