WHEELS TO WORK AND MORROW COUNTY TRANSPORTATION COLLABORATIVE

1. WHEELS TO WORKANDMORROW COUNTY TRANSPORTATION COLLABORATIVE Morrow County Job and Family Services

2. WHERE IT ALL STARTED • Since Welfare reform in the mid 1990’,s Morrow County Job and Family Services provided transportation assistance for the working poor. • Assistance included purchasing vehicles as well as repairing vehicles. • Because of fiscal limitations there was limited success.

3. A BETTER IDEA • In 2004, a team from Morrow County attended a RuFES conference held in Clark County, Nevada. • The Jump Start program “jumped” out at us. • The team returned to Morrow County and began networking and meeting with partners about how to better address the transportation needs of a rural county.

4. TRANSPORTATION CHALLENGES • Commuting outside the county • Highest in State at 67% • Reside in rural areas • Nearly 90% outside of towns/villages • No public transportation • MCTC/1 taxi • Increasing aging population • Double that of any surrounding county

5. A DREAM TO A REALITY • 2006 opportunity to apply for a grant - didn’t get the grant, but the need demanded some action • First Step – FIX CARS MORE EFFICIENTLY AND COST EFFECTIVELY: Start a service shop. • Unable to locate a building, we started in an old building at the County Fairground • By the end of 2006, a Tractor Repair facility became available for purchase.

6. WHEELS TO WORK SERVICE SHOP

7. USED OIL BURNING FURNACE

8. LIFTS ALLOW ACCESSIBILITY

9. INITIAL GOAL • Serve the working poor. • This was initially and primarily a Prevention, Retention, and Contingency (PRC) program. • We quickly expanded the program to serve other populations. By doing this, we ensure the success of our program through multiple funding streams.

10. POPULATIONS SERVED • TANF/PRC • FSET • OWF • Family and Children Services • Child Support • Elderly and Disabled • Employed who do not fit any other category Touching each area of our quadruple combined agency

11. SERVICE SHOP STAFF • Supervisor • Lead Mechanic • Assistant Mechanics (2) • These 4 positions are in RMS pool to pull in funding through PRC/FSET/WIA hits OTHER EXPANSIONS • WEP site • WIA Youth Training site

12. “The mechanics were friendly and followed through with the repairs on my car -- saved me a bunch of money!” Kimberly K. works part-time in Delaware and attends college in Columbus. This single mother of two drives 500 miles per week and was eligible for PRC. Cost: $105

13. " Because of these guys, I got to keep my job." Marci needed a starter, tires and numerous other minor repairs. Marci works for a local school district, she is a single mother with one child. Cost: $500

14. PRC STATS • From July 1, 2006 to September 30, 2008: • 291 PRC vehicles repaired • Average repair cost per vehicle $209 • 84% are still employed • 37 Youth and FSET vehicles repaired • Prior to the shop • Average repair cost per vehicle was $353

15. KEEP PEOPLE WORKING • An MOU with Morrow County Transportation Collaborative, we provide transportation for clients while their car is being repaired. • Because we reduced the per-vehicle cost of repairs, we are able to both: • Serve a larger number of clients • Provide multiple repairs for the same client as needed.

16. WIA Youth Training Site • 24 month program • Classroom and on-the-job-training • Certificate of Achievement/possible ASE • ITA funds used for parts to repair vehicles for hands on experience • Youth receive an hourly wage • Perform work for those not eligible for PRC

17. MIKE MENTORS/TRAINS JESSE

18. WIA Youth Trainee

19. CONTRACT SERVICES • Wheels to Work offers low cost contracts/MOU to county offices and local non profits for vehicle repair and maintenance. • 547 Agency, County and Contract vehicles repaired. • A fuel station was added in the spring of 2007. • To date it has saved the Agency and the county approximately $20,000.

20. “The Wheels to Work contract has netted about a 50% savings in repair and maintenance for MCTC”. Lance Jones Mobility Manager Transportation Collaborative

21. START UP COSTS • Financing the Wheels to Work Program was accomplished with cooperation from the County Commissioners and reserves built up at the Agency. • We received $250,000 from the commissioners which we used to purchase the building, improve the property and purchase equipment.

22. BREAKDOWN OF COSTS • Building $160,000 • Fuel Tank $ 50,000 • Lifts (including alignment) $ 35,000 • All Data Software $ 1,900 • Transmission Flush Machine $ 1,800 • Air Conditioner Exchanger $ 2,000 • Pipe Bend Machine $ 6,500 • Tire Machine & Balancer $ 9,000

23. BREAKDOWN OF COSTS • Upgrades • Electric upgrade & generator $ 2,200 • Used Oil Burning Furnace $ 5,000 • Fence with security opener $ 19,000 • Pavement $ 5,000 • Garage Door & openers $ 2,000 • Misc upgrades and tools $ 2,500 • Total $ 301,900

24. RATES WE CHARGE CONTRACTS • Shop rate $42.00 per hour • Oil Change $16.99 • Alignment $35.00 • Tire Repair $6.00 • Parts are at cost, no mark up, no restock fee

25. WHEELS TO WORK Ì • This is Morrow County’s version of Jump Start

26. Morrow County Job and Family Services Columbus Legal Aid Society OSU Extension Office C & D Chevrolet First Knox National Bank Morrow County Emergency Resource Council PARTNERS

27. CHALLENGES • Struggled finding a building. • Secured Commissioner support for the program when they saw the savings we could offer them. • The need is greater than the resources to serve the working poor.

28. CONCERNS • How would this impact the local service shops? • How would we sustain the operation if TANF dollars were reduced or limited?

29. WHAT WOULD WE DO DIFFERENTLY • I would have paid my mechanics higher – especially my lead mechanic. • I would have invested in better, higher quality equipment.

30. Expansion - MCTC • MCTC - Morrow County Transportation Collaborative was started by a group of Agencies in 1999 to serve the transportation needs of county residents. • They started with three employees and three vehicles donated by Morrow County Mental Retardation and Developmentally Disabled Agency (MRDD). • In 2000, the they officially became MCTC with their own board.

31. A Strong Partnership • A few years later MRDD began to struggle, the County Commissioners became the lead Agency. • Originally the commissioners wanted to make MCTC a part of the Job and Family Services Agency. • On February 23, 2005 the Commissioners appointed me as Director of MCTC.

32. PARTNERSHIP Cont. • Inclusion in JFS would have been financially disastrous, so I asked them to leave it a stand alone agency, that a partnership would serve us better. • While MCTC is a stand alone Agency, the JFS serves as the fiscal agent and provides the management of the Collaborative.

33. Expansion • At the time of takeover, MCTC had 6 employees, 6 vehicles with an average vehicle mileage in excess of 250,000 miles and no cash reserves. • They were charging 50 cents per mile or $33.00 per hour.

34. Challenges • Finances and assets were the two biggest obstacles. • The Commissioners provided $10,000 late in our first year. • ODOT assisted in finding some used vans and we leased a sedan to help shore up our ageing fleet of vehicles.

35. Solutions • The ODOT also provided technical assistance with our rates – Fully Allocated Cost process. • Correcting our rate structure immediately turned the Collaborative around and started us down a path to growth. • We charge $40.00 per hour or $1.65 per mile.

36. Who We Serve • The collaborative primarily serves the poor or disadvantaged, but…. • Services are available to any county citizen. • We do several group trips a year. • The main work is through a contract with Job and Family Services for NET Non Emergency Transportation for Medicaid clients.

37. Who We Serve • The second focus: Transport people to work. • This is provided for people who may be receiving car repairs at Wheels to Work • It may be people who have no transportation -- until they are able to secure their own transportation – often provided through JFS Workforce Investment Programs.

38. Processes • Clients for work or Medicaid transports are usually referred through JFS, but may also contact MCTC directly. However a voucher must be issued from JFS before the transport can be provided. • The collaborative has become a real asset to our community. From a floundering organization of six employees and six vehicles….

39. The Numbers • MCTC has grown to over 18 vehicles and 19 employees – 3 are full time, 4 are part time. • Last year we provided 15,000 transports or trips, 11,500 driving hours, covering over 300,000 miles last year. • In 2005 we had expenses of $230,000, in 2008 $511,000.

40. What We Did Right • Our success comes from good management. We sought technical assistance on setting rates, purchased new vehicles, expanded our fleet. • Also sought MOUs and contracts with other county agencies to provide collaboration and support as well as provide services. • Adjusted rates to cover the cost of doing business – fully allocated cost.

41. What We Did Right • MCTC and JFS were the lead Agencies in creating a Locally Developed Plan of Transportation Coordination. • We do not receive financial support from the County Commissioners. • The collaborative is supported entirely through grants, contracts and self pays.

42. The five grants most recently utilized: • Federal Mobility Manager Grant - $90,000. • Jarc Grant - in excess of $100,000. (20% to 50% match) • American Cancer Society Grant - $6,000.(50% match) • The People Fund Grant - $5,000. (No match) • 5310 Vehicle Grant – approx $85,000 (20% match)

43. Other Revenue • Self Pays are less than 5% of revenues. • Contract with JFS – will exceed $300,000.

44. QUESTIONS?