stark area regional transit authority board of trustees ...sep 23, 2015 · calstart visit . fred...
TRANSCRIPT
The purpose of the
Stark Area Regional Transit Authority
is to provide safe, responsive, and efficient transportation
for all citizens of Stark County
Stark Area Regional Transit Authority
Board of Trustees Meeting
September 23, 2015
ABLE OF CONTENTS
CEO LETTER ......................................................................................................... 1
BOARD MINUTES ................................................................................................... 4
DEPARTMENTAL REPORTS .....................................................................................
TRANSPORTATION ............................................................................................. 7
MAINTENANCE ................................................................................................. 16
FINANCE ........................................................................................................... 20
PLANNING ......................................................................................................... 43
INFORMATION TECHNOLOGY ........................................................................... 47
HUMAN RESOURCES ........................................................................................ 49
FOR YOUR INFORMATION ................................................................................... 53
To: President Charles DeGraff and members of the Board of Trustees
From: Kirt Conrad, Executive Director/CEO
Re: September 23 Board meeting Date: September 17, 2015
OTRP The Ohio Transit Risk Pool (OTRP) held its annual retreat this week. The
biggest issue was SARTA’s annual contribution to the pool will increase from $568,165 to $683,899. This is caused because of the increase in service,
number of buses, and increase in property values. The other main reason is our average three year loss has nearly doubled. We had a total loss of a bus and a couple of other large losses.
Meeting with the Repository
The new executive editor for The Repository, Rich Desrosiers, called me to set a meeting. He is meeting with the leaders of the community as part of taking the new job. Previously, Rich was a reporter for the Akron Beacon Journal, and I
worked with him when I was at METRO.
OPTA Goals Enclosed is the goals and objectives. We are considering increasing the dues to fund increased lobbying, marketing, and branding. This goal is to take the
ODOT Public Transportation Needs Study recommendations and achieve increased state funding. Most likely, this would result in SARTA’s dues
increasing from about $5,000 per year to $10,000. Wayne County
SARTA was invited to the Wayne County’s transportation coordination meeting last week. The group consists of representatives from the County, City of Wooster, the DD Board, Community Action Agency, health care and disability
community. Wayne County is one of the 22 counties in Ohio without any type of public transportation. They have asked for SARTA to provide technical
assistance to the group. The biggest issue is no organization is able to take the lead in providing transportation. Some questions were asked if SARTA could provide any transportation service in the county. At this point, we need more
information.
Geography of Jobs The Fund for Our Economic Future recently synthesized evidence on where jobs are located in Northeast Ohio, who has access to them, and how current
trends may influence future growth. The evidence is drawn primarily from the most recent research available at the local level, and is supplemented by original, region-wide analysis where appropriate. The Fund for Our Economic
1
Future and PolicyBridge held a series of focus groups around the region seeking put on the results and how transportation access impacts jobs. The
issue is a large one. I included the findings of the study in the packet.
Stark County DD Meeting I met this week with the Superintendent from the Stark County DD Board to
discuss transportation issues. By 2025, all Boards of DD within Ohio have to be out of the direct provision of transportation. So, all 700 people they transport in their adults programs will need to have other transportation. We
are going to work with them to see if we can improve our Medline program. Stark County ESC
Last year, we completed a coordination study with the Stark County Educational Service Center. They have reached out to SARTA to see what ideas
from the study can be implemented and if SARTA can provide any transportation services.
Air Products We are still working to reach an agreement with Air Products on the
installation of the hydrogen station. We have been negotiating this contract for nearly four months. It has taken must longer than we hoped because slow speed of their response. We have reduced the issue to a couple. Hopefully, we
can complete the contract soon.
Calstart Visit Fred Silver, Vice President of Calstart, visited Canton and Ohio State University to discuss our project with them. We are continuing to work out the details of
a possible center for research, education, and training for the deployment of fuel cell technology. One of the goals will be to connect Ohio suppliers to the new bus and car production. FTA is evaluating a sizable investment in the
center.
Canton Planning Meeting Next week, I will be meeting with Fonda Williams, Deputy Canton Mayor, to discuss how SARTA can help the City with their comprehensive plan. This is
important for Stark County and the City as this is the first comprehensive plan that has been done in 50 years.
Speaking in September I will be speaking on a panel as part of the Midwest Green Fleets Conference in
Columbus next Wednesday. On September 28, I will be speaking on another panel on alternative energy at BusCon in Indianapolis.
Presentation
2
The consultant will make a presentation on the status of our Transportation Development Plan.
Resolutions
a. 5310 Travel training grant: This will allow SARTA to file for a grant to fund the travel training program under the 5310 program.
b. b. 5310 Bus grant: This resolution will allow us to file a grant for
buses under the 5310 program. c. UTP Grant: This resolution will allow for the application of the Urban
Transit Program grant.
d. Obsolete Assets: This resolution will allow for the disposal of obsolete assets.
e. Engineering Services: This resolution will award a contract for Engineers services to GPD of Akron.
f. Construction Management Services: This resolution will award a
contract for Construction Management services to Omnipro of Canton. g. Legal Services: This will authorize a contract for legal services with Black
McCuskey of Canton.
3
Stark Area Regional Transit Authority Board of Trustees Meeting
August 26, 2015
Mr. DeGraff called the meeting to order at 5:00pm. Attendance (Quorum Present)
Board Chuck DeGraff (President), Greg Blasiman, Paul Dykshoorn, Amanda Fletcher, Margaret Egbert, James Reinhard, Chet Warren
Excused
Ron Macala (Vice President), Ed Grier Mr. Warren moved to accept the excused absences. Mr. Blasiman seconded the motion; vote passed unanimously.
Staff
Kirt Conrad (Executive Director/CEO), Kristy Williams (Director, Human Resources), Mark Finnicum (Chief Operating Officer), Tom Williams (Transportation Manager), Latrice Virola (Director, Planning), Nicholas
Davidson (Customer Service & Proline Supervisor), Kristie Petty (Marketing Manager), Donna Davis (Transportation Administrator), Tammy Marie Brown (Civil Rights Manager)
Other
Gust Callas (Black McCuskey), John Coorey (State Auditor’s Office)
Auditor Award
John Coorey, liaison for the Auditor of State, recognized SARTA for the Award With Distinction for the CAFR. There was no issues with the report. Very few receive this award. SARTA has received this award for the last two years.
Approval of Minutes
July 22, 2015 Ms. Egbert moved to adopt the meeting minutes. Mr. Dykshoorn seconded the motion; vote passed unanimously.
Departmental Reports
Transportation – Tom Williams – As submitted Mr. Williams commended staff for their service during the HOF events.
This was the best overall year. SARTA transported 1,279 for the concert, 15,360 for the Enshrinement, and 9,264 riders for the game.
Maintenance – Mark Finnicum – As submitted
4
Maintenance is preparing for bus builds. The paratransit build is next week in Indiana. The Gillig build will begin in November.
Finance – As submitted
Carrie Domer has been meeting with each of the Departments gathering
information for the 2016 budget. The Finance Committee will be meeting
with the Finance Department soon.
There will be a mid-year adjustment made to SARTA’s Legal line item,
however overall SARTA is $100,000 under budget for 2015. Fuel
expenditures are down by $500,000 from one year ago, due to a decrease
in diesel fuel from $ 3.15 in 2014 to $ 2.15 in 2015. Increased usage of
CNG has helped decrease this expenditure. Expenditures have increased
by 40%, partly due to prefunding an assessment deposit on our health
care costs.
Planning – Latrice Virola – As submitted Service Alternatives, as suggested in the Transit Development Plan, will
be discussed in public meetings at the end of September. Tech memos are available on the website.
Ms. Fletcher thanked staff for their contribution made during Project Homes Connect.
Information Technology – Craig Smith - As submitted
SARTA’s on board video surveillance replacement system will begin the installation for the pilot on October 12. This will update the DVRs.
The Avail project My Avail, which is the update to the dispatch software, has been postponed until October 5.
Human Resources – Kristy Williams – As submitted
Two CSRs and two outreach specialists were hired. A new driver class will start September 8, 2015. This class will have three CDL operators and 6 non CDL operators. Interviews are being conducted for road
supervisor, maintenance supervisor, and maintenance technician. The communication team is discussing employee recognition programs
and the IT department will conduct computer classes for all employees interested.
Construction started this week for the onsite clinic.
Communication from the Executive Director/CEO
5
FTA conducted a triennial review for one day and half on site. There was a finding in the DBE section.
Resolution
Resolution #47 A Resolution Authorizing The Executive Director/CEO To Receive Six (6) Surplus Buses
Mr. Warren moved to adopt the resolution. Ms. Fletcher seconded the motion; vote passed unanimously.
Adjournment Mr. Warren moved to adjourn the meeting at 5:38pm. Mr. Dykshoorn
seconded the motion; meeting was adjourned.
6
Transportation
Tom Williams
(Manager, Transportation)
7
TRANSPORTATION DEPARTMENT REPORT
August 2015
Statistics
Operated 21 Weekdays and 5 Saturdays compared to 21 Weekdays and 5
Saturdays in 2014.
Total Weekday Service average rides per day was 9,108.
Total Saturday Service average rides per day were 6,223.
Total Ridership was 250,561 compared to 254,481 in 2014.
Total Vehicle Miles was 304,034 compared to 313,695 in 2014.
Fixed route service provided 215,008 rides compared to 230,908 in 2014
and 189,097 vehicle miles compared to 188,672 in 2014.
Special shuttle service provided 25,903 rides compared to 12,662 in 2014 and 3,170 vehicle miles compared to 1,919 in 2014.
Proline service provided 9,494 rides compared to 10,880 in 2014 and
95,895 vehicle miles compared to 110,905 in 2014.
Contracted Services data is included in the Proline service figures.
Out Of County Contracted Services provided 156 rides compared to 31 in 2014 and 5,590 vehicle miles compared to 1,661 in 2014.
8
SA
RT
A R
IDE
RSH
IP R
EPO
RT
A
ugust
2015
2015 O
pera
ting D
ays 21 W
eekdays, 5
Satu
rdays,
2014 O
pera
ting D
ays 21 W
eekdays, 5
Satu
rdays,
Rid
ers
hip
CU
RR
EN
T M
O.
PR
IOR
YR
.Y
TD
PR
IOR
YT
D
2015
2014
c
hange
%2015
2014
c
hange
%
Fix
ed
Ro
ute
215,0
08
230,9
08
-15,9
00
-6.8
9%
1,6
45,3
57
1,7
32,4
16
-87,0
59
-5.0
3%
Para
tran
sit
9,4
94
10,8
80
-1,3
86
-12.7
4%
86,5
29
84,4
40
2,0
89
2.4
7%
Oth
er
Re
ve
nu
e25,9
03
12,6
62
13,2
41
104.5
7%
37,2
74
18,3
77
18,8
97
102.8
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Me
dli
ne
****
****
**2,1
46
****
CS
-Ou
t o
f c
ou
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156
31
125
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3%
1,0
79
133
946
711.2
8%
JR
C**
***
***
***
*1,4
80
***
To
tal
250,5
61
254,4
81
-3,9
20
-1.5
4%
1,7
70,2
39
1,8
38,9
92
-65,1
27
-3.5
4%
Veh
icle
Op
era
tio
ns
CU
RR
EN
T M
O.
PR
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YR
.Y
TD
PR
IOR
YT
D
Mileag
e2015
2014
c
hange
%2015
2014
c
hange
%
Fix
ed
Ro
ute
189,0
97
188,6
72
425
0.2
3%
1,4
97,7
53
1,4
83,4
83
14,2
70
0.9
6%
Para
tran
sit
95,8
95
110,9
05
-15,0
10
-13.5
3%
832,6
72
811,0
48
21,6
24
2.6
7%
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er
Re
ve
nu
e3,1
70
1,9
19
1,2
51
65.1
9%
7,7
66
8,5
58
-792
-9.2
5%
De
ad
he
ad
Mil
es
10,2
82
10,5
38
-256
-2.4
3%
81,7
42
83,4
69
-1,7
27
-2.0
7%
Me
dli
ne
****
****
**57,4
07
****
CS
-Ou
t o
f c
ou
nty
5,5
90
1,6
61
3,9
29
236.5
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37,3
62
9,6
09
27,7
53
288.8
2%
JR
C**
***
***
***
*17,6
67
***
To
tal
304,0
34
313,6
95
-9,6
61
-3.0
8%
2,4
57,2
95
2,4
71,2
41
61,1
28
2.4
7%
Ho
urs
CU
RR
EN
T M
O.
PR
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YR
.Y
TD
PR
IOR
YT
D
2015
2014
c
hange
%2015
2014
c
hange
%
Fix
ed
Ro
ute
11,7
19
11,6
99
20
0.1
7%
91,6
64
92,2
49
-585
-0.6
3%
Para
tran
sit
5,1
63
5,4
37
-274
-5.0
4%
46,0
92
43,7
70
2,3
22
5.3
1%
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er
Re
ve
nu
e797
444
353
79.5
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1,2
42
811
431
53.1
4%
Me
dli
ne
****
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**2,8
33
****
CS
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t o
f c
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260
81
179
220.9
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99
470
1,2
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JR
C**
***
***
***
*1,3
65
***
***
To
tal
17,9
39
17,6
61
278
1.5
7%
140,6
97
141,4
98
3,3
97
2.4
0%
Passengers
per
Mil
e
CU
RR
EN
T M
O.
PR
IOR
YR
.
Y
TD
PR
IOR
YT
D
Fix
ed R
oute
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1.1
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1.1
7
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transit
0.1
0
0.1
0
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l8.1
7
6.6
0
4.8
0
2.1
5
CS-O
ut
of
county
0.0
3
0.0
2
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3
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1
Passenger
per
Hour
C
UR
RE
NT
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.
PR
IOR
YR
.
Y
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PR
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D
Fix
ed R
oute
18.3
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19.7
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17.9
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Para
transit
1.8
4
2.0
0
1.8
8
1.9
3
Oth
er
Revenue
32.5
0
28.5
2
30.0
1
22.6
6
CS-O
ut
of
county
0.6
0
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8
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8
** M
edli
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ata
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inclu
ded i
n P
ara
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***J
RC
Dis
conti
nued
9
10
Customer Service & Paratransit Reservations
August 2015
Two CSRs were hired. Chris McAfee’s training should be complete on August 25th and Tera Zinn should be complete on October 10th.
Mr. Davidson along with Bobbie Barnett attended the OTRP ADA seminar. This
seminar reviewed the ADA law and scenarios facing the transit industry.
Mr. Davidson attended the Veteran Task Force meeting and promoted SARTA’s
programs for veterans.
Mr. Davidson attended the SARTA TDP Service Alterative Workshop.
Ticket sales were down this year from last year. August 2014 was an anomaly year with several large purchases. Overall ticket sales are up almost 7% this year.
11
2015 Proline “Shared Ride” Service Statistics
Month
Trips
Scheduled
Advance
Cancels Same
Day
Cancels
No-
Shows Late
Cancels
Cancels
at the
Door
Total
Performed
Trips
Vehicle
Miles
Miles
per
Trip
January 15,195 1,809 949 51 76 49 12,158 112,960 9.29
February 14,792 1,889 934 80 73 39 11,777 108,542 9.51
March 13.415 1,610 792 78 50 34 10,851 117,974 10.87
April 13,290 1,504 779 75 56 34 10,842 108,403 10.00
May 12,310 1,333 778 56 44 36 10,063 103,417 10.28
June 12,458 1,369 767 69 55 48 10,155 101,773 10.02
July 12,512 1540 806 75 50 37 10,004 94,427 9.44
August 11,997 1489 571 71 39 30 9797 108,231 10.93
September
October
November
December
Proline “Shared Ride” Service Statistics For the Month 2014
Month
Trips
Scheduled
Advance
Cancels Same
Day
Cancels
No-
Shows Late
Cancels
Cancels
at the
Door
Total
Performed
Trips
Vehicle
Miles
Miles
per
Trip
August 12,963 1,357 523 68 93 42 10,880 110,905 10.09
12
2015 2015 Totals 2014 2014 Totals Percent changed
Jan $96,448.75 Jan $71,674.00 34.57%
Feb $101,760.50 Feb $86,850.50 17.17%
Mar $86,928.75 Mar $99,405.50 -12.55%
Apr $65,047.25 Apr $66,988.75 -2.90%
May $70,898.00 May $92,617.00 -23.45%
Jun $103,582.00 Jun $84,565.50 22.49%
Jul $91,424.00 Jul $157,515.75 -41.96%
Aug $88,968.75 Aug
Sep $0.00 Sep
Oct $0.00 Oct
Nov $0.00 Nov
Dec $0.00 Dec
Year-to-Date $705,058.00 $659,617.00 6.89%
Pass/Ticket Sales Comparison, 2014-2015
13
Fare
Typ
eJa
nFe
bM
arch
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Tota
l10
-Rid
e
Prol
ine
$5,1
90.0
0$7
,035
.00
$4,4
10.0
0$5
,737
.50
$1,4
10.0
0$1
,710
.00
$1,5
30.0
0$5
,850
.00
$0.0
0$0
.00
$0.0
0$0
.00
$32,
872.
5010
-Rid
e
Red
uced
$1,3
05.0
0$1
,140
.00
$1,2
90.0
0$1
,680
.00
$1,4
92.5
0$1
,365
.00
$1,7
17.5
0$1
,492
.50
$0.0
0$0
.00
$0.0
0$0
.00
$11,
482.
50
$2,0
25.0
0$1
,470
.00
$1,6
35.0
0$2
,610
.00
$1,9
50.0
0$1
,590
.00
$1,7
25.0
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,335
.00
$0.0
0$0
.00
$0.0
0$0
.00
$14,
340.
00
$153
.00
$1,0
30.5
0$7
22.2
5$8
21.2
5$1
41.7
5$6
39.7
5$8
7.75
$670
.50
$0.0
0$0
.00
$0.0
0$0
.00
$4,2
66.7
5
$789
.75
$662
.25
$762
.00
$1,0
12.5
0$9
52.7
5$8
78.2
5$8
79.7
5$9
92.2
5$0
.00
$0.0
0$0
.00
$0.0
0$6
,929
.50
$7,6
92.0
0$3
3,49
6.50
$6,4
71.0
0$5
,388
.00
$6,7
74.0
0$4
,589
.50
$3,3
48.0
0$1
0,27
2.00
$0.0
0$0
.00
$0.0
0$0
.00
$78,
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00
$11,
214.
00$7
,245
.00
$11,
907.
00$8
,757
.00
$8,3
79.0
0$8
,757
.00
$8,8
83.0
0$1
0,71
0.00
$0.0
0$0
.00
$0.0
0$0
.00
$75,
852.
00
$13,
027.
50$1
2,80
2.50
$13,
522.
50$1
3,63
5.00
$14,
085.
00$1
2,44
2.50
$14,
445.
00$1
2,55
5.00
$0.0
0$0
.00
$0.0
0$0
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$106
,515
.00
$34,
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00$2
4,57
0.00
$30,
825.
00$1
6,56
0.00
$20,
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00$3
7,26
0.00
$53,
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00$3
4,11
0.00
$0.0
0$0
.00
$0.0
0$0
.00
$252
,085
.00
$5,7
20.0
0$2
,255
.00
$6,6
55.0
0$2
,172
.50
$4,6
47.5
0$1
,622
.50
$385
.00
$7,1
50.0
0$0
.00
$0.0
0$0
.00
$0.0
0$3
0,60
7.50
31-D
ay
Col
lege
$12,
017.
50$4
,152
.50
$3,3
00.0
0$2
,942
.50
$5,0
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0$1
65.0
0$1
37.5
0$6
05.0
0$0
.00
$0.0
0$0
.00
$0.0
0$2
8,32
5.00
$2,8
65.0
0$5
,728
.75
$5,3
19.0
0$3
,628
.50
$3,3
65.5
0$2
8,23
5.00
$3,7
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0$3
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.00
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0$0
.00
$55,
978.
75Su
mm
er
Bla
st$0
.00
$0.0
0$0
.00
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0$1
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.00
$4,1
40.0
0$7
10.0
0$1
5.00
$0.0
0$0
.00
$0.0
0$0
.00
$6,6
95.0
0
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vela
nd$1
15.0
0$1
72.5
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0$1
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42.5
0$7
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$
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$
-
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0
31-D
ay
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31-D
ay
Reg
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31-D
ay
Stud
ent
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ay
2015
Tota
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y Pas
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ide
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ular
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ide
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ide
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ide
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ay
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Mas
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2014
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on
2014
BV 2
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ers
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Fish
ers
2014
Thor
ne's
IGA
2015
Thor
ne's
IGA
2014
Star
k
Stat
e
2015
Star
k
Stat
e
2014
Kent
Stat
e
2015
Kent
Stat
e
2014
BMC
2015
BMC
2014
NU
2015
NU
2014
ACH
2015
ACH
2014
Total
2014
Gran
d
Total
2015
Jan
$1,83
9$1
,799
$8,19
0$8
,054
$68,5
19$3
4,760
$4,98
3$4
,639
$1,59
0$1
,698
$60
$74
$9,76
3$1
7,215
$853
$1,04
5$6
05$2
,393
$0$0
$48
$0$7
1,674
$96,4
49
Feb
$1,98
4$2
,010
$8,91
3$8
,449
$80,6
15$6
5,555
$4,87
3$4
,960
$1,55
3$1
,715
$285
$203
$2,28
3$3
,383
$220
$523
$963
$55
$28
$0$4
7$0
$86,8
51$1
01,76
1
Mar
$1,88
7$1
,970
$9,71
8$1
2,047
$65,5
78$7
4,722
$5,50
0$4
,462
$1,50
6$1
,989
$210
$119
$1,81
5$2
,338
$248
$275
$468
$1,32
0$0
$165
$0$0
$99,4
06$8
6,929
Apr
$1,56
8$1
,958
$11,5
01$1
6,970
$42,0
03$3
7,510
$5,68
4$5
,477
$1,30
4$1
,824
$210
$225
$1,59
5$1
,540
$275
$413
$908
$1,07
3$0
$0$0
$0$6
6,989
$65,0
47
May
$1,84
2$1
,604
$9,95
2$8
,820
$46,0
47$6
5,515
$4,68
9$6
,085
$1,59
9$1
,766
$285
$213
$5,64
0$7
,623
$165
$193
$490
$633
$165
$168
$24
$0$9
2,617
$70,8
98
Jun
$1,83
1$1
,772
$9,50
3$7
,419
$83,9
50$6
2,458
$4,52
9$6
,416
$1,48
2$1
,764
$264
$102
$1,37
0$2
,830
$360
$205
$270
$1,45
3$0
$148
$23
$0$8
4,566
$103
,582
Jul
$1,99
6$1
,736
$9,07
3$8
,771
$72,6
02$1
38,39
2$5
,674
$6,45
2$1
,623
$1,00
7$1
91$2
49$9
0$9
0$0
$15
$133
$805
$0$0
$44
$0$1
57,51
6$9
1,424
Aug
$1,96
9$1
,701
$10,7
32$4
,921
$67,4
35$6
7,606
$6,70
5$1
0,491
$1,76
3$1
,473
$228
$368
$0$9
,845
$0$7
98$0
$1,13
3$1
38$1
65$0
$12
$98,5
10$8
8,969
Sep
$0$1
,815
$0$8
,046
$0$3
2,439
$0$6
,317
$0$1
,961
$0$2
12$0
$5,06
0$0
$440
$0$1
,018
$0$1
93$0
$3$5
7,502
$0
Oct
$0$2
,060
$0$9
,986
$0$6
3,188
$0$5
,978
$0$2
,205
$0$2
60$0
$2,33
8$0
$303
$0$1
,595
$0$1
93$0
$2$8
8,105
$0
Nov
$0$2
,038
$0$7
,151
$0$5
0,416
$0$4
,734
$0$1
,899
$0$1
55$0
$1,89
8$0
$193
$0$9
08$0
$165
$0$5
3$6
9,607
$0
Dec
$0$2
,181
$0$9
,578
$0$4
3,680
$0$6
,287
$0$1
,613
$0$1
86$0
$825
$0$8
3$0
$880
$0$2
20$0
$45
$65,5
77$0
Tota
l$14
,914
$22,6
41$7
7,582
$110,2
10$5
26,74
9$7
36,23
9$4
2,638
$72,2
96$12
,419
$20,9
12$1,
733
$2,36
3$2
2,555
$54,9
83$2
,120
$4,48
3$3
,835
$13,26
3$3
30$1,
415$18
5$11
4$1,
038,9
18$7
05,05
8
2014
-2015
Pas
s/Tick
et Sa
les by
Loca
tion
15
Maintenance
Mark Finnicum
(Chief Operating Officer)
16
STARK AREA REGIONAL TRANSIT AUTHORITY MAINTENANCE DEPARTMENT
August 2015 Submitted by: Mark Finnicum
1. There was a total of 117 Preventive Maintenance Inspections
60 Fixed Route Buses
52 Paratransit Buses
05 Support Vehicle
2. There was a total of 99 Wheelchair Inspections
3. There was a total of 26 Heat & Air Conditioning Inspections
4. There was a total of 80 Farebox Inspections
5. There was a total of 10 Front End Alignments
6. There was a total of 05 Bus Exchanges
7. There was a total of 09 CNG Recertification Inspections
8. There was a total of 11 Bi-Monthly Camera Inspections
9. There was a total of 15 Road Calls
08 Fixed Route Buses – 06 Towed
02 Non-Revenue Vehicle – 02 Towed
05 Paratransit Buses – 03 Towed
10. There was a total of 15 Warranty Repair
Building and Grounds Report
Gateway Offices Tasks completed 12
Gateway Garage Tasks completed 17
Massillon Tasks completed 01
Alliance Tasks completed 01
Cornerstone Tasks completed 17
Belden Village Tasks completed 16
11. There was 00 job related injuries reported.
17
Preventive Maintenance Inspections
2015 Fixed Route Paratransit Support Total
Jan 53 55 4 112
Feb 48 54 3 105
Mar 65 58 4 127
Apr 58 63 2 123
May 58 47 4 109
Jun 60 62 5 127
Jul 61 57 7 125
Aug 60 52 5 117
Sep
Oct
Nov
Dec
Road calls
2015 Fixed route Paratransit Support Total
Jan 5 2 2 9
Feb 4 1 1 6
Mar 5 0 0 5
Apr 9 6 1 16
May 6 5 0 11
Jun 10 5 1 16
Jul 8 6 0 14
Aug 8 5 2 15
Sep
Oct
Nov
Dec
0
20
40
60
80
100
120
140
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2015 Preventive Maintenance
Fixed Route Paratransit Support Total
0
2
4
6
8
10
12
14
16
18
Jan
Feb
Mar
Ap
r
May
Jun
Ju
l
Au
g
Se
p
Oct
Nov
Dec
2015 Road Calls
Fixed route Paratransit Support Total
18
2015
Pre
ven
tive
Main
ten
an
ce
Costs
Repair
Costs
Tota
l
Die
sel
Gallon
s
Used 2
014
Die
sel
Gallon
s
Used 2
015
SA
RT
A
CN
G G
GE
Used 2
014
SA
RT
A
CN
G G
GE
Used 2
015
CN
G P
ubli
c
Use G
GE
2014
CN
G P
ubli
c
Use G
GE
2015
Jan
$17,0
83.5
2$67,9
24.2
7$85,0
07.7
935246
32031
14455.9
19
16819.9
67
45097.4
230120.6
86
Feb
$14,5
96.5
6$51,8
82.4
9$66,4
79.0
534805
32037
12387.0
07
17300.4
04
44157.7
82
41710.8
03
Mar
$21,4
14.1
0$69,5
25.8
0$90,9
39.9
038442
36181
10958.6
65
17029.7
87
60227.4
59
19674.0
58
Apr
$19,7
65.7
8$68,0
11.0
0$87,7
76.7
837862
34402
13807.6
85
19747.3
86
60639.7
26
6525.3
34
May
$16,8
30.4
5$70,0
65.2
3$86,8
95.6
836160
34013
14425.2
75
18810.0
55
63661.1
28
8483.5
64
Ju
n$16,8
41.5
4$66,3
15.5
5$83,1
57.0
939661
34295
14434.1
85
21234.9
03
61107.7
25
7145.2
8
Ju
l$17,9
29.9
5$95,8
75.7
3$113,8
05.6
839815
37355
15593.5
25
20791.7
74
61824.2
95
6899.2
86
Au
g$21,6
60.6
1$71,2
58.8
0$92,9
19.4
139069
36306
13534.6
420206.9
83
37310.1
13
12284.0
9
Sep
37511
16382.7
27
53123.7
09
Oct
36568
18817.2
12
53692.3
27
Nov
30449
18400.5
81
42035.3
74
Dec
34608
18124.5
94
35630.6
46
Tota
l$146,1
22.5
1$560,8
58.8
7$706,9
81.3
8440196
276620
181322.0
15
151941.2
59
618507.7
132843.1
Mon
th A
vg.
$2
0,8
74
.64
$8
0,1
22
.70
$1
00
,99
7.3
43
66
83
39
51
7.1
42
86
15
11
0.1
67
92
17
05
.89
41
51
54
2.3
08
71
89
77
.58
59
GG
E -
Gasolin
e G
allon
Equ
ivale
nt
CN
G -
Com
pre
ssed N
atu
ral G
as
19
Finance
Carrie Domer
(Director, Finance)
20
21
22
23
24
25
26
TOTAL FARES 1,625,098 1,491,463TOTAL PROGRAM INCOME 58,220 54,620TOTAL AUX TRANS REVENUE 254 228TOTAL INTEREST & DISCOUNT REVENUE 19,494 20,981TOTAL NON-TRANSPORTATION REVENUE 222,048 485,449TOTAL SALES TAX REVENUE 9,080,429 8,824,768TOTAL REVENUES 11,005,543 10,877,509
TOTAL WAGES 5,254,151 5,134,550TOTAL HEALTH 1,488,843 1,099,363TOTAL PERS & BENEFITS 1,543,514 1,493,341PROFESSIONAL SERVICES - LEGAL 104,337 77,664PROFESSIONAL SERVICES - OTHER 299,180 122,343MATERIALS 940,369 799,522SUPPLIES 285,276 371,745FUEL 847,150 1,396,055UTILITIES 381,727 466,823CASUALTY & LIABILITY INSURANCE 393,565 378,776FUEL TAX 78,025 85,128DUES & SUBSCRIPTIONS 31,168 29,642ADVERTISING 145,104 153,693TRAINING 80,852 90,862LEGAL ADS 12,791 4,713EXPENDABLE ASSETS 5,299 508TUITION REIMBURSEMENT 9,440 1,608WELLNESS 46,127 41,701SECURITY/SAFETY 133,359 106,443LEASES & RENTS 0 0EMPLOYEE RELATIONS 21,819 8,709BOARD 0 0GENERAL EXPENSES 13,508 6,467SUBGRANTEE 54,582 66,912TOTAL EXPENSES 12,170,186 11,936,567
OPERATING INCOME (LOSS) EXCLUDING -1,164,642 -1,059,058
TOTAL STATE GRANTS 0 0TOTAL FEDERAL GRANTS 1,604,272 4,530,763TOTAL GRANTS 1,604,272 4,530,763
TOTAL DEPRECIATION & AMORTIZATION 2,327,829 1,841,360
TOTAL GAIN/LOSS ON DISPOSAL OF ASSETS 25,765 -5,560
NET INCOME AFTER DEPRECIATION,AMORTIZATION & DISPOSALS -1,913,964 1,635,904
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
Planning
Latrice Virola
Director, Planning
43
Planning Department - September 23, 2015
Marketing/Outreach
Ms. Ebony Fontes and Mr. Zak Kapron started as our Outreach Specialists on
August 24th & 31st. Ms. Fontes joined SARTA in 2014 and Mr. Kapron in
March of 2015 as CSR’s.
SARTA had a booth at the 2015 Stark County Fair and noticed a decrease
in overall Fair attendance. For the 2016 Fair we will order fewer items as
we only distributed about 4,000 fly swatters.
Our Rider Give backs, testimonial gathering and PinPoint training clinics
are still on hold until the new Outreach Specialists are fully trained. Once
they are trained we will resume these programs.
PinPoint
o Sent 1205 text messages to riders about estimated
departure/arrival of bus to a specific stop
o 91 total accounts set up (12/10/12-9/14/15)
o 10 receive text messages (12/10/12-9/14/15)
o 23 receive email messages (12/10/12-9/14/15)
Conducted Public meetings to advice riders of the route changes that went
into effect on 9/6/15. There was one attendee at the Massillon TC meeting, none at the Gateway meeting, none at the Alliance TC meeting and five at the Belden Village TC meeting.
SARTA was a community partner at the Project Homeless Connect event
on August 25th where we distributed system maps and information on Travel Training. Two staff members are committee members were involved in the planning of the event.
TDP update:
o All Tech Memo’s from TDP are complete and have been uploaded to
the website.
o Open House for the public to review service recommendation will
be held on Sept 30 at Cornerstone and the Stark County District
Library. The recommendation will also be available online for the
public to review and give us feedback.
o The recommendations will be presented to the TAC on September
as well so that we can receive their feedback.
Contracts
44
There are a total of 16 MedLine clients and SARTA provided approximately
422 trips for them in the month of August. There are inquiries everyday
about this services with people that are very interested in what it offers.
SARTA provided over 946 trips in August for approximate 630 JFS’s NET
Transportation clients with multiple request for rides out of the county as
well as request for subscription trips to reoccurring appointments. SARTA
receives request for multiple rides daily and expects to see this service
continue to grow.
SARTA has 11 clients that go to SarahCare Adult Day Center on a regular
basis. SARTA provided approximately 220 trips in the month of August.
Travel Training
A total of eighty four (84) riders completed the Travel Training classes
during the month of August 2015. This brought the total number of
trainees that completed the program to fourteen thousand two hundred
and eleven (14,211).
Community Event , 6
Travel Training, 13
Presentation, 2Give Back, 1Community Meeting,
2
Planning Activities, 13
Proline Training, 4
Employee Training, 2
AUGUST 2015 OUTREACH STATISTICS
45
248
272
192
139
160
378
304
318
179
228
171
182
210
197
93
118
99
174
127
84
21
0
0
0
January
February
March
April
May
June
July
August
September
October
November
December
Monthly Travel Training Totals 2014-2015
2015 2014
46
Information
Technology
Craig Smith
(Director, Information Technology)
47
PROJECT STATUS REPORT – SEPTEMBER 2015
Project/Task Purpose % EDC Current Task(s) Upcoming Task(s)
Avail system Installations
Installing the new vehicles in the fleet with
the Avail system, including Computer
Aided Dispatch (CAD)/Automatic
Vehicle Locator (AVL), Interactive Voice Response (IVR).
80 NOV 2015
The Avail system is in place and working for the majority
of the vehicles that are in SARTA’s fleet. The new
vehicles 7 EH vans and 4 fixed route buses are receiving the
new Avail equipment.
7 new EH buses will be installed with the
new Avail system. Two will be installed with the next group
of installations.
Upgrade Avail Dispatch System
to MyAvail
Upgrading SARTA’s current Computer Aided
Dispatch (CAD)/Automatic
Vehicle Locator (AVL).
15 OCT 2015
Avail will be on-site the week of Oct. 12th to configure and
upgrade Computer Aided Dispatch software.
Receive implementation
schedule and other documentation from
Avail project manager
Trapeze Enterprise Asset
Management (EAM) software
upgrade
SARTA IT has begun upgrading the current
fleet management software FA Suite to
Trapeze EAM.
70 NOV 2015
Trapeze EAM version 14.0.5 has been installed onto the
new server and test environment SARTA’s current
setup.
SARTA received new mobile devices for
inventory and will be installing for testing.
Trapeze PASS upgrade V14
SARTA will be upgrading from its current version of Trapeze PASS 10 to
Trapeze PASS 14 to take advantage of significant
features in the new version.
100 JUN 2015
Trapeze version 14 was installed in SARTA’s
production server on June 7th.
Maintain and support.
Annual Workstation
refresh
After five years, SARTA’s workstations are
deemed obsolete and no longer covered under
warranty and are replaced.
100 AUG 2015
Replace all staff and department computers that
have reached the point of five (5) years.
All thirty-two (32) workstations and
desktops that have been replaced or
repurposed.
On-Board Video Surveillance
System (OBVSS) replacement
SARTA will be replacing the current on-board
video surveillance system with DVRs from
Seon.
20 FEB
2016
SARTA has received the system design document. SEON will be sending the
implementation schedule.
Waiting on implementation
schedule document from Seon to move
forward.
48
Human
Resources
Kristy Rowe
(Director, Human Resources)
49
HUMAN RESOURCES
BOARD REPORT
August 2015
New Hires Two new Customer Service Representative were hired. Resignations/Terminations One Non-CDL operator resigned. One CDL operator was terminated.
Resignation / Retirement
Termination Layoff Released from
probation
August 2 1 N/A 3
Vacancies
Department Position
August Transportation Non-CDL
August Maintenance Supervisor
Maintenance Supervisor
August Maintenance Maintenance Technician
August Transportation Road Supervisor
Internal Movement
●Ebony Fontes was promoted to Outreach Specialist ●Zak Kapron was promoted to Outreach Specialist ●Nina Phillips was promoted to Human Resources Administrative Assistant. ●Kenneth Kornowski was hired as and Accounting Administrator. He has been a temporary employee for the past six months.
50
Employee Attrition 2014
Transportation
FT PT
Maintenance
FT PT
Administration
Total # of Employees FT PT
January 127 0 27 0 42 196 0
February 126 0 29 0 42 197 0
March 121 0 29 0 41 196 0
April 124 0 29 0 41 194 0
May 121 0 29 0 41 191 0
June 122 0 29 0 40 191 0
July 119 0 29 0 40 188 0
August 124 0 30 0 39 193 0
September 127 0 30 0 40 198 0
October 126 0 28 0 43 197 0
November 126 0 31 0 43 200 0
December 126 0 31 0 43 200 0
Employee Attrition 2015
Transportation
FT PT
Maintenance
FT PT
Administration
Total # of Employees FT PT
January 128 0 30 0 43 201 0
February 128 0 30 0 43 201 0
March 128 0 29 0 43 200 0
April 134 0 30 0 42 206 0
May 134 0 31 0 43 208 0
June 134 0 31 0 44 209 0
July 132 0 30 0 41 203 0
August 130 0 30 0 41 201 0
September
October
November
December
51
Employee
Relations
Interviews were held for Customer Service Representative.
Internal interviews were held for Outreach Specialist.
Ms. Pryor attended Career Fair that Safety Council hosted at the Myers Lake ballroom.
Ms. Pryor attended the Safety Council Luncheon at Myers Lake ballroom.
Ms. Anderson and I attended meeting at Health TP to discuss
1094 and 1095 Forms and the new requirements for reporting information on the W-2.
Interviews were held for Maintenance Supervisor.
Internal interviews were held for Road Supervisor.
Attend FMLA regulations and guidelines webinar.
Interviews were held for Road Supervisor
Interviews were held for Maintenance technician.
The communication team has been meeting monthly to discuss employee engagement activities. We are also putting together an event for the end of the year which will include all employees getting a hot lunch, $30.00 gift card and a certificate to show our appreciation for all their hard work throughout the year.
Preparing for union negotiation.
52
53
54
55
56
57
THE GEOGRAPHY OF JOBS
The increasing distance between jobs and workers in Northeast Ohio and
why it matters for future growth
By Emily Garr Pacetti, Cecile Murray and Sam HartmanSeptember 2015
58
The vitality of a region’s economy
depends on its ability to connect
people to good jobs, and firms to workers with the appropriate skill
set.
2 59
Introduction
Main Findings
About the Data
Background: Growth & Opportunity
The Landscape of Job Growth
The Cost
Continuing the Conversation
Endnotes
References
Acknowledgements
Appendix
Content
4
5
5
6
8
10
12
13
14
15
15
360
IntroductionThe vitality of a region’s economy depends on its ability to connect people to good jobs and connect firms to workers with the appropriate skill set. Spatially—on both these counts—Northeast Ohio is falling short, relative to other regions in the U.S., and relative to its enor-mous potential to be a globally competitive re-gion. Since the end of the recession in 2009, the Northeast Ohio economy has been gear-ing up for the future—undergoing a transition that’s about new products, new companies, new industries, and new opportunities. The re-gion has countless assets on which to build. Jobs are coming back, and they are primarily good jobs. But Northeast Ohio still isn’t creating enough jobs and the jobs are more dispersed.
In this slow-growth context, spatial dimensions of job growth often get overlooked. Emphasis is naturally placed on job development strate-gies, without considering factors such as the quality, location and accessibility of those jobs (Garr Pacetti 2013). If the disconnect between where jobs are and where people who need jobs live perpetuates, especially in an environ-
ment of stagnant population, Northeast Ohio won’t be able to sustain its nascent recovery.
To be sure, issues of sprawl and spatial access to jobs are not new problems. But the conver-sation about the “geography of jobs” is still largely absent in business development dis-cussions and/or seldom makes the list of top civic priorities. Job access may be the most important issue no one is talking about. That needs to change.
As jobs in Northeast Ohio climb back to pre-recession levels, understanding job growth patterns is critical to avoiding the pitfalls of promoting isolated pockets of limited growth. Particularly if the region’s population remains flat, the focus should be on investing strategi-cally in Northeast Ohio’s existing infrastructure and assets to ensure its long-term economic competitiveness in the global economy.
Given the urgency of this issue, and to jump-start the conversation, the Fund for Our Eco-nomic Future (the Fund) took a closer look at
The Geography of Jobs4 61
About the Data
Jobs data, often referred to as “payroll data,” is reported by firms according to where workers are employed rather than where they live. It is highly variable at the local level and usually lagged (i.e., based on data from two to three years prior to release). Until recently, local data on jobs has been limited to metros, counties or zip codes through the Current Employment Statistics, Quarterly Census of Employment and Wages, and Zip Code Business Patterns, respectively. Only recently has it been available at the tract or neighborhood level through the Longitudinal Employer-Household Dynamics (LEHD) program of the Census. Payroll data should not be confused with household employment data that is reported by workers from their place of residence (e.g. the American Community Survey). Only when commuting patterns are discussed do we introduce data on where workers live, based on an integrated database provided by LEHD.
This paper references a number of datasets, including some of those mentioned above, in order to get the most complete picture of job growth at a local level in Northeast Ohio today. For more informa-tion on each dataset, and how to access it, please see Appendix A.
what’s happening to job access in Northeast Ohio. This briefing paper synthesizes evidence on where jobs are located in the region, who has access to them, and how current trends may affect future growth. The evidence is drawn primarily from the most recent research available at the local level, and is supplement-ed by original, region-wide analysis where ap-propriate. The main findings from this exercise are:
1.) Job growth over the past 20 years oc-curred predominantly in suburbs and the conversion of rural areas, continuing a long-term trend since the 1950s.
2.) Outward job growth affects all Northeast
Ohio residents regardless of where they live.
3.) Outward job growth disproportionately affects residents who need jobs the most, particularly the 200,000 residents living in the region’s economically distressed neighborhoods.
Ultimately, the goal of this paper is to bring the issue of spatial access to jobs to the fore and equip decision makers with the data to make smart job development decisions now and in the future.
“Job access may be the most important issue no one is
talking about. That needs to change.”
The Fund for Our Economic Future n www.thefundneo.org 562
6
The Fund has suggested that “Growth & Op-portunity,” or the mutual reinforcement of eco-nomic growth alongside economic opportunity for all residents, be a community imperative. In its work with civic leaders across sectors, the Fund has identified a framework by which it aims to strengthen the Northeast Ohio econ-omy through “good” job growth (job creation), a workforce prepared for the jobs of today and tomorrow (job preparation), and tighter con-nectivity between jobs and workers (job ac-cess).
This trifold Growth & Opportunity approach is at the core of the Fund’s work. Its members—foundations, businesses, individuals, and educational, financial and health care institu-tions—take that mandate seriously and have identified specific areas in which the region can improve (Whitehead, Schweitzer et al. 2014).
To be clear, job creation, job preparation and job access are not standalone priorities; all three must intersect and advance through col-laborative, cross-sector strategies. This paper focuses on job access—the level of connectiv-ity between where a person lives and where a person works—because we’d argue it receives the least attention in traditional economic de-velopment circles despite its key function in any economic development system. Job ac-cess must integrate with the education and training of current and future workers, and with business attraction, retention and expansion efforts (Garr Pacetti 2014).
Many factors can influence job access, includ-ing economic, social, cultural, and political bar-riers. For the purpose of this briefing paper, we focus on the spatial aspect of job access. The geographic distance between jobs and work-
Job access refers to the level of connectivity be-
tween where a person lives and where a person
works. Many factors can influence job access,
including economic, social, cultural, and political
barriers. In this paper, we focus on geographic dis-
tance (measured in time or miles), as this factor has
been and remains a critical contributor to economic
performance. Growth & Opportunity
The Geography of Jobs6 63
7
ers, measured in time or miles, has been and remains a critical contributor to economic performance, weak and strong.
Both human resource development and busi-ness development depend on connectivity between jobs and workers. Without it, trained workers may not be able to get to jobs; and employers may not be able to find the people they need to expand their production and grow their business.
Job access is also critical to ensuring that all people have the opportunity to get, maintain and excel at a job. Limited or lack of acces to employers makes it harder for workers to hold steady, full-time positions, especially those workers who are already disadvan-taged economically (Andersson et al. 2014). Cities with less sprawl, as measured by com-mutes of 15 minutes or less, have “signifi-cantly higher rates of upward mobility,” ac-cording to a recent study. In fact, a resident’s commute time to work is one of the strongest correlates to social mobility (e.g., ability to advance up the income ladder), even more than racial or income segregation (Chetty 2014, 36).1
The Fund’s Growth & Opportunity frame-work hinges on the belief that the Northeast Ohio economy will be stronger and more sustainable when all people participate in and benefit from economic growth. Roughly 200,000 people—or one in 20—-in Northeast Ohio reside in low-income neighborhoods where less than 65 percent of working-age residents are either employed or looking for work. While these neighborhoods are dispro-portionately located in the region’s core cities of Cleveland, Akron, Youngstown, and Can-ton, economic distress touches suburban and rural areas as well. Indeed, 10 of the 18 counties in Northeast Ohio have neighbor-hoods of economic distress.2
The Fund and its partners are committed to connecting low-income people to the la-bor market, with a goal of increasing labor force participation in economically distressed areas. The Fund believes ensuring all resi-dents, particularly low-income residents, have access to good jobs is an achievable goal. Reaching that goal begins with a base-line understanding of the current landscape of job growth.
“Cities with less sprawl, as measured by commutes of 15 minutes or less,
have ‘significantly higher rates of upward mobility.’”
The Fund for Our Economic Future n www.thefundneo.org 764
in
The Landscape of Job Growth
Job growth over the past 20 years in North-east Ohio occurred predominantly in suburbs and the conversion of rural areas, continuing a long-term trend since the 1950s.3 Between 2000 and 2010 alone, regional job growth de-clined within and around Northeast Ohio’s central business districts more so than other places in the country, as jobs became more dispersed and harder to get to (Murray 2015, Knee-bone 2013). Implications of this out-ward growth are particularly acute given a stagnant population.
Although 88,000 jobs have been added to the region’s economy since 2010, progress in bringing jobs back to the region has been slow, with growth rates about 1 percent per year compared to 2 percent nationally. The
number of jobs gained since 2010 add up to only about 31 percent of the 187,000 jobs
lost since 2000.
In order to understand if and how the spatial distribution of jobs has shifted over time, we
Source: Authors’ analysis of Zip Code Business Patterns data from the U.S. Census Bureau, representing about 90 percent of corresponding tracts and 80 percent of jobs. The analysis was conducted using the same neighborhood typology in Kneebone and Holmes (2015).
Source of above chart: Fund and Team NEO analysis of Moody’s Economy.com data for 18 Northeast Ohio counties.
Although 88,000 jobs have been added to the region’s economy since 2010, progress in bringing jobs back has been slow. The number of jobs gained since 2010 add up to only about 31 percent of the 187,000 jobs lost since 2000.
The Geography of Jobs8 65
use the latest data available to compare two years when the region had roughly 2 million jobs, 1994 and 2013. In this time period in Northeast Ohio, job growth outside of city cen-ters far surpassed job growth within them (see above map).
Throughout the region, only suburbs experi-enced a net increase in jobs (albeit a modest one) over the period studied, while jobs in the cities declined 28 percent. (see chart at left).4
Job losses were especially acute in economi-cally distressed neighborhoods. These neigh-borhoods account for only about 5 percent of jobs in the region, but 26 percent of the jobs lost.
Let’s take a closer look at what this looks like on the ground. For a resident living in an economi-cally distressed area of the Kinsman neighbor-hood of Cleveland—where the average labor force participation rate is around 55 percent and median household income is $15,788—the number of jobs within his or her vicinity declined
by 35 percent from 1998 to 2013. The number of companies within the resident’s zip code de-clined by 26 percent over the same period.5
The discrepancy between city and suburban growth is not just an artifact of history. Data suggest that the outward growth of jobs in Northeast Ohio continued again after the lat-est recession. After a brief, recessionary pause between 2006 and 2010, job gains in suburbs once again outpaced those in cities as a share of overall employment between 2010 and 2012.6 While some recently published research suggests that job sprawl nationally may have stalled early on in the recovery (Cortright 2015, Kneebone 2013), that does not seem to be the case for Northeast Ohio. The “stall” may have been true for the years immediately following the recession, but a downtown revival—while nascent and certainly plausible—is not enough to offset the overall trends, which swamp the otherwise promising results.
Source: AMATS and Fund analysis of Census Zip Code Business Patterns data, 2013 and 1994, when total employment was about 2 million across 18 counties.
Change in Number of Jobs by Zip Code, 1994-2013
The Fund for Our Economic Future n www.thefundneo.org 966
Residents and municipalities bear the ex-plicit and (too often) implicit costs of outward growth, particularly in an era of stagnant or de-clining population. A sobering report released in 2014 by the Northeast Ohio Sustainable Communities Consortium, titled Vibrant NEO 2040, underscores the role of redundant or un-coordinated infrastructure costs that are likely to translate to higher fiscal burden and higher taxes for all Northeast Ohio residents.
Relevant to a discussion about job growth are the major implications for commuters; specif-ically, the costs in the time it takes to get to work and the distance between workers and their job.
Measured by distanceNortheast Ohio residents—urban, suburban and rural—have experienced a steep decline in the number of jobs around them, with the average distance between jobs and workers increasing over the past decade (Kneebone and Holmes 2015, Murray 2015).7 Between 2000 and 2012, the number of jobs within the typical commute distance of Northeast Ohio residents declined by 22 percent, meaning that one in five jobs disappeared within the typical commute range.8 Comparatively, the number of jobs also declined in the nation’s largest metros, but by a significantly lesser extent (7 percent, or about one in 15 jobs).
In fact, residents of the greater Cleveland area experienced the largest decline in access of any large metro in the country. Intuitively, it is harder to get to jobs if there are fewer of them.
But in Northeast Ohio, one can also attribute the decline in access to the location or reloca-tion of jobs further out from city centers.
Proximity to jobs is especially dismal in high poverty neighborhoods—the places where people live who arguably need jobs the most. More than a quarter of “accessible” jobs have disappeared for residents in high poverty neighborhoods.9 These are the residents who are often in need of jobs, but seem to be the farthest away from where the growth (if any) is occurring.
It is important to note that the suburbanization of jobs does not by itself lead to a decline in job access, if people are also moving closer to the jobs. Unfortunately, while all Northeast Ohio residents, and increasingly low-income resi-dents, concentrate in the suburbs (Kneebone 2014), access for everyone has still declined given the dispersed nature of the sprawl, and also leads to a larger fixed cost.
The research points us to an important find-ing: job access has declined for everyone—in cities, suburbs and rural areas, constraining workers’ and firms’ ability to reach each other. Even given the outward movement of the pop-ulation to the suburbs, these data illustrate that it is still harder to get to a job today than it was in 2000.
Measured by timeOutward job growth disproportionately affects low-income people, and that is especially true when commute time is considered; that is, the
The Cost
The Geography of Jobs10 67
time it takes for an individual to get to work from his or her home and back again.
Commutes by public transit are “substantially longer” than commutes by car affecting low-in-come people who may not have access to a ve-hicle. Relative to other metro areas across the country, Northeast Ohio residents consistently fare worse on access to public transit (Tomer 2012). In a recent analysis of access to job hubs (with hubs being defined as census tracts with twice as many jobs as residents), the nearest hub for the average resident by transit is 75 minutes away, versus 20 minutes by car. In fact, the nearest hub is less than 45 minutes away by transit for only a quarter of Northeast Ohio neighbor-hoods (Murray 2015, 42).10 Limited or lack of access to employers makes it harder for workers to hold steady, full-time positions, particu-larly if workers are already disadvantaged economi-cally (Andersson 2014). This is likely the case for the 200,000 people living in the region’s economi-cally distressed neighborhoods.
Solon, a suburb approximately 18 miles south-east of Cleveland in Cuyahoga County, has added more jobs between 2010 and 2012 than any other city in Northeast Ohio. For a resident living in the Central neighborhood of Cleveland, a low-income neighborhood just south of the city center where more than half of residents don’t have access to a car, it would take 89 minutes by bus on a Monday morning (more precisely, two buses and 88 stops later) to arrive at his or her destination.11 Now imag-ine that was a part-time job, or there were fam-
ily responsibilities added to that commute. This is not a singular experience. For the roughly 15,000 working-age residents in and around the Central neighborhood, 47 percent of those employed work outside of nearby Cleve-land but within Cuyahoga County, with Solon among the top employment locations for these residents. Regardless of where residents in and around the Central neighborhood work, incomes are extrordinarily low, with more than 80 percent of employed area residents earn
ing less than $40,000 a year. Conversely, 80 percent of people who work in and around the Central neighborhood live outside of nearby Cleveland and consume nearly all of the high-paying jobs in this area.12
The spatial disconnect between jobs and a worker has real implications for an individual’s opportunity to provide for his or her family, ap-ply his or her talents and excel in his or her trade. The inability for thousands of residents to access these opportunities, however, is not just a problem for the individual. Ultimately it is the region that loses its competitive edge.
Source: Murray (2015) analysis of 12 Northeast Ohio counties using LEHD (2011) Origin-Destination data. Job hubs refer to tracts with twice as many jobs as residents.
The Fund for Our Economic Future n www.thefundneo.org 1168
As a region, Northeast Ohio must do more to ensure that growth not only accelerates but is shared broadly across geographies and in-come groups. The answers aren’t easy and they’re certainly not limited to, nor solved by, one sector.
Certainly, more research is needed about the connection between the types of jobs and where they are located. For example, lower skill jobs are harder to access than higher skill jobs that tend to be centrally located and bet-ter served by transit (Tomer et al. 2011, Marlay and Gardner 2010, Murray 2015, 36).13 This is an issue for unskilled workers who need to travel farther to get to a job, but also business-es, who compete for a new generation of talent that is increasingly attracted to the urban core.
Regardless, Northeast Ohio civic leaders must focus efforts on bringing people to jobs (transit) in the short-to-medium term, but also be stra-tegic about where and how the public, private and nonprofit sectors incentivize business de-velopment over the long term.
Some considerations for the short-term: In 2014, the region completed a three-year-long planning process which resulted in a number of goals and corresponding “aggressive yet feasible” targets the region should work toward
as it approaches the year 2040. Among the tar-gets: at least 55 percent of jobs should be near frequent transit service (currently 50 percent) and 38 percent of residents should be near fre-quent transit service (currently 33 percent). If we continue to increase population and jobs, the hope would be that these shares increase over the subsequent two decades (Vibrant NEO 2040 2014, 96).
To speed up the recovery and ensure that it is sustained over the long term, decision mak-ers in all sectors must envision an economy that takes the spatial landscape of jobs into ac-count. That economy would be more broadly shared across the 18-county region, infrastruc-ture investments would be more strategic, and job growth less diffuse. How can this be done? For one, establish more job hubs proximate to distressed neighborhoods, and get rid of mar-ket distortions that subsidize outward growth to level the playing field.
What else can be done? Over the next few months, the Fund for Our Economic Future and PolicyBridge are working together to en-gage public, private and nonprofit leaders to better understand exactly how these issues are playing out and to solicit feedback on what can be done to address them. It’s time job ac-cess received its due.
Continuing the Conversation
The Geography of Jobs12 69
13
Endnotes(1.) Chetty finds the correlation between commute
times and upward mobility is 0.605.
(2.) For more information on economically dis-
tressed neighborhoods in Northeast Ohio, please
refer to the neighborhood profiles on the Fund’s
website.
(3.) For historical documentation of sprawl, refer to
Jaquay (1993, 1994); Bogard and Ferry (1999) for
the Cleveland metro area specifically.
(4.) Metro areas are defined by population density
and commuting patterns. They include urban, sub-
urban and rural areas in large metros like Cleveland,
Akron and Youngstown, and small metros like Can-
ton, Massillon and Mansfield. In order to compare
the distribution of jobs by neighborhood type, we
borrow Kneebone and Holmes (2015) neighborhood
typology, where “city” represents only primary cities
of Cleveland, Akron and Youngstown and “suburbs”
represent the remainder of the metro area outside of
the primary city. “Small metro” generally represents
metro areas with less than 500,000 in population
and includes Canton, Massillon and Mansfield.
(5.) Based on 2013 Zip Code Business Patterns
data for the zip code 44104.
(6.) Based on a cursory analysis of 10 years of re-
cently released LEHD data through 2012. Similar
to the zip code data, we used the Kneebone and
Holmes (2015) neighborhood typology to examine
changes among different types of neighborhoods
year to year.
(7.) Measured in terms of access to job hubs, rather
than individual commuting distance, Murray (2015)
finds that the median average distance from NEO
census tracts to the nearest 10 job hubs increased
from 1.8 miles to 2.4 miles between 2002 and 2011.
(8.) Typical commute distance refers to the median
commute distance for metro area residents ana-
lyzed in this study. Typical commute distance var-
ies by metro area and is approximately eight miles
for Cleveland area residents of Geauga, Cuyahoga,
Lake, Medina, and Lorain counties; six miles for Ak-
ron area residents of Summit and Portage counties,
and six miles for Youngstown area residents of Ma-
honing and Trumbull counties.
(9.) Access is defined here as those jobs that are
within a typical commute distance for that metro, re-
ferred to above.
(10.) Based on analysis of nearly 1,200 tracts across
18 counties in Northeast Ohio. Tracts are the clos-
est geographical approximation to what we would
consider to be neighborhoods.
(11.) Based on the latest available data from LEHD,
jobs by tract, 2010-2012, using current (July 2015)
Google Transit data.
(12.) Based on 2012 LODES data. In this example,
“in and around the Central neighborhood” is defined
as 14 census tracts that encompass Central and the
surrounding neighborhoods; “nearby Cleveland” ex-
tends beyond that and includes the Buckeye-Shak-
er, Central, Corlett, Downtown, Glenville, Goodrich-
Kirtland Park, Hough, Industrial Valley, Mt. Pleasant,
North Broadway, Ohio City, South Broadway, St.
Clair-Superior, Tremont, Union-Miles, University,
and Woodland Hills neighborhoods.
(13.) Across the U.S., about one-quarter of jobs in
low and middle skill industries are accessible within
90 minutes for the typical commuter, compared to
about one-third of jobs in high-skill industries (Tomer
2012, based on data from 371 transit providers in
the nation’s largest 100 metro areas).
“Decision makers in all sectors must envision an economy that takes the spatial landscape of
jobs into account.”
The Fund for Our Economic Future n www.thefundneo.org 1370
ReferencesAndersson, Fredrik, John Haltiwanger, Mark Kutz-bach, Henry Pollakowski, and Daniel Weinberg. 2014. “Job Displacement and the Duration of Job-lessness: The Role of Spatial Mismatch.” National Bureau of Economic Research working paper.
Bogart, William, and William Ferry. 1999. “Employ-ment Centres in Greater Cleveland: Evidence of Evolution in a Formerly Monocentric City.” Urban Studies 36.12: 2099-110.
The Cleveland Foundation. 2014. “Building Oppor-tunities for Cleveland Residents.”
Chetty, Raj, Nathaniel Hendren, Patrick Kline, and Emmanuel Saez. 2014. “Where Is the Land of Op-portunity? The Geography of Intergenerational Mobility in the United States.” Quarterly Journal of Economics 129.4: 1553-623.
Cortright, Joe. 2015. “Surging Center City Job Growth.” City Observatory.
de Souza Briggs, Xavier, Rolf Pendall, and Victor Rubin. 2015. “Inclusive Economic Growth in Amer-ica’s Cities: What’s the Playbook and the Score?” Policy Research Working Papers.
Garr Pacetti, Emily. 2014. “Growth and Opportunity: A Framework for Stronger, More Equitable Local and Regional Economies.” The Fund for Our Eco-nomic Future.
Garr Pacetti, Emily. 2013. “What Matters to Met-ros.” The Fund for Our Economic Future.
“The Geography of Joblessness; Free Exchange.” 2014. Economist, October 25.
Jaquay, Robert. “Regional Dynamics.” (1993-1994).
Kneebone, Elizabeth, and Natalie Holmes. 2015. “The Growing Distance between People and Jobs in Metropolitan America.” The Brookings Institution.
Kneebone, Elizabeth. 2013. “Job Sprawl Stalls: The Great Recession and Metropolitan Employment Lo-cation.” The Brookings Institution.
Kneebone, Elizabeth. 2014. “The Growth and Spread of Concentrated Poverty, 2000 to 2008-2012.” The Brookings Institution.
Marlay, Matthew, and Todd Gardner. 2010. “Identi-fying Concentrations of Employment in Metropoli-tan Areas.” U.S. Census Bureau.
Murray, Cecile. 2015. “Stranded By Sprawl: A Case Study of Spatial Mismatch and Job Access in North-east Ohio.” Senior thesis, University of Chicago.
Tomer, Adie, Elizabeth Kneebone, Robert Puen-tes, and Alan Berube. 2011. “Missed Opportunity: Transit and Jobs in Metro America.” The Brookings Institution.
Tomer, Adie. 2012. “Where the Jobs Are: Employer Access to Labor by Transit.” The Brookings Institu-tion.
“Vibrant NEO 2040.” 2014. Northeast Ohio Sustain-able Communities Consortium.
“W. 25th Transit Development Strategy: Community Planning Process Final Report.” 2015. Cleveland Neighborhood Progress.
Whitehead, Brad, Mark Schweitzer, Kyle Fee, April Miller Boise, Jill Rizika, and Jason Segedy. 2014. “Growth and Opportunity: A Call to Action.” The Fund for Our Economic Future.
Whitehead, Brad. 2014. “The Geography of Growth.” Living Cities Blog, November 12.
The Geography of Jobs14 71
15
Acknowledgements
Sincere thanks to Robert Jaquay (The George Gund Foundation), Greg Brown and Randy McShephard (PolicyBridge), and Brad Whitehead and Sara Lepro (Fund for Our Economic Future) for their strategic guidance on this project. Additionally, we would like to thank the following individuals and organizations for contributing their time and technical expertise to research referenced in this paper:
Kyle Fee, Federal Reserve Bank of ClevelandNatalie Holmes, Brookings Institution Metropolitan Policy Program
Appendix AData sources referenced in the paper, pertaining to payroll or “jobs” data:
Data Source Georgraphy Covered Years Available (as of July 2015)
Description
LODES, part of the Longi-
tudinal Employer-House-
hold Dynamics
(LEHD) program of the
Census.
Tract level, what we use
as the best approximation
for “neighborhoods”
2002-2012 Comes from unemploy-
ment insurance report-
ing systems by state;
Represents 95 percent of
private sector employment
and most federal employ-
ment
Zip Code Business Pat-
terns
Zip Code
Note: Highly variable
from year to year. In
places where zip codes
were eliminated or added
between 1994 and 2013,
we deleted them from the
analysis. Approximately
80% of zip codes re-
mained consistent be-
tween those two years.
1994-2013 Comes from IRS payroll
tax information; ZIP codes
are not geographic areas,
and change at the discre-
tion of the post office; data
for some ZIP codes are
given in ranges to protect
the operations of an indi-
vidual employer
Moody’s Economy.com County 1994-2014 Data aggregated by
Moody’s Analytics
The Fund for Our Economic Future n www.thefundneo.org 1572
Contact us:
1360 E. 9th St.Suite 210Cleveland, OH 44114216.456.9806www.thefundneo.org
73
Summary of Goals and Strategies from OPTA Organizational Strategy Session
At the Worthington planning session, preliminary consensus was forged around 10 potential strategic
goals for OPTA’s work, both statewide and locally:
A. Overarching Goal
Ensure that Ohioans have the transit services needed to get to jobs, education, health care, and
to help Ohio’s businesses thrive and grow.
B. State Policy Goals
Embed transit as an integral component of comprehensive state transportation policy.
Bring all state supported and regulated transit services under coordinated policy and funding.
Increase state funding for transit with a dedicated revenue stream that can grow to meet needs.
C. Advocacy, Messaging, and Stakeholder Goals
Advocate effectively for transit and stakeholders who depend on it across Ohio.
Create a stronger brand and message based on the needs we (can) meet with quality service.
Strengthen relationships, build alliances and coalesce partners with key sectors that need
transit.
Make sure rural, suburban and urban systems support and protect each other from threats.
D. Internal Goals
Share excellent tools, resources and practices – and provide help in using them.
Run a small, state-of-the-art organization that energetically pursues state and local goals.
To make progress on these goals, OPTA must: (1) create a strong message about the importance of
transit in Ohio; (2) mobilize key local transit system advocates as voices for better policy and funding; (3)
add lobbying resources in Columbus, with a commitment to organizing local advocates to influence state
government. These were the three agreed upon action areas at the recent retreat.
It’s an investment in the stronger message, better organized network, broader set of relationships and
alliances, stronger advocacy and better support, policy and funding. Without that, what transit is doing,
and can do, for Ohio will not be recognized. Policy and funding opportunities will pass us by.
This will require OPTA to approach its members for a temporary assessment to take the necessary steps
which could add up $80,000 – $100,000K per year to OPTA’s budget. For quality input, representation,
and accountability, small task forces should be assigned to oversee development and implementation.
74
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE FILING OF A TRAVEL TRAINING PROPOSAL WITH THE STARK COUNTY MOBILITY COORDINATION
COMMITTEE (SCMCC) AND THE STARK AREA REGIONAL TRANSIT AUTHORITY (SARTA) FOR GRANTS THROUGH THE US DOT FEDERAL TRANSIT ADMINISTRATION (FTA), AS AUTHORIZED UNDER FEDERAL
TRANSIT LAWS, AS CODIFIED, 49 USC CHAPTER 53, AND EXECUTING A CONTRACT WITH SARTA UPON PROJECT APPROVAL FOR FY 2014 AND FY
2015
WHEREAS, SARTA is authorized to make grants for public bodies, private
nonprofit organizations and other eligible entities; and
WHEREAS, the contract for financial assistance will impose certain obligations upon the applicant, including the provision by it of the local share of the project costs in the program; and
WHEREAS, it is required by the U.S. Department of Transportation in
accordance with the provisions of Title VI of the Civil Rights Act of 1964, that in
connection with the filing of an application for assistance under 49 USC Section 53 the applicant gives an assurance that it will comply with Title VI of the Civil
Rights Act of 1964 and the U.S. Department of Transportation requirements thereunder; and
WHEREAS, it is the goal of the applicant that disadvantaged business enterprise be used to the fullest extent possible in connection with this/these project(s), and that definite procedures shall be established and administered to
ensure that disadvantaged businesses shall have the maximum construction contracts, supplies, equipment contracts, or consultant and other services;
NOW, THEREFORE, BE IT RESOLVED BY Stark County Regional Transit
Authority Board of Trustees:
1. That Executive Director/CEO is authorized to execute and file (an)
application(s) on behalf of SARTA to aid in the financing of capital, and operating assistance projects.
2. The Executive Director/CEO is authorized to execute and file with such applications and assurance or any other document required by the U.S. Department of Transportation effectuating the purposes of Title VI of the Civil
Rights Act of 1964.
75
3. That Executive Director/CEO is authorized to furnish such additional information as SARTA may require in connection with the proposal for the
program of projects submitted to FTA.
4. That Executive Director/CEO is authorized to set forth and execute affirmative disadvantaged business policies in connection to any procurement made as part of the project.
5. That Executive Director/CEO is authorized to execute grant agreements on behalf of SARTA for aid in the financing of operating, planning and capital
assistance projects.
The undersigned duly qualified and acting Executive Director/CEO of the SARTA certifies that the foregoing is a true and correct copy of a resolution, adopted at a legally convened meeting of the Stark County Regional Transit Authority Board of
Trustees held on September 23, 2015.
If proposer has an official seal, impress here.
____________________________________ Date of Adoption
____________________________________ President
____________________________________ Secretary-Treasurer
76
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE FILING OF A BUS REPLACEMENT
PROPOSAL WITH THE STARK COUNTY MOBILITY COORDINATION
COMMITTEE (SCMCC) AND THE STARK AREA REGIONAL TRANSIT AUTHORITY (SARTA) FOR GRANTS THROUGH THE US DOT FEDERAL TRANSIT ADMINISTRATION (FTA), AS AUTHORIZED UNDER FEDERAL
TRANSIT LAWS, AS CODIFIED, 49 USC CHAPTER 53, AND EXECUTING A CONTRACT WITH SARTA UPON PROJECT APPROVAL FOR FY 2014 AND FY
2015
WHEREAS, SARTA is authorized to make grants for public bodies, private
nonprofit organizations and other eligible entities; and
WHEREAS, the contract for financial assistance will impose certain obligations upon the applicant, including the provision by it of the local share of the project costs in the program; and
WHEREAS, it is required by the U.S. Department of Transportation in
accordance with the provisions of Title VI of the Civil Rights Act of 1964, that in
connection with the filing of an application for assistance under 49 USC Section 53 the applicant gives an assurance that it will comply with Title VI of the Civil
Rights Act of 1964 and the U.S. Department of Transportation requirements thereunder; and
WHEREAS, it is the goal of the applicant that disadvantaged business enterprise be used to the fullest extent possible in connection with this/these project(s), and that definite procedures shall be established and administered to
ensure that disadvantaged businesses shall have the maximum construction contracts, supplies, equipment contracts, or consultant and other services;
NOW, THEREFORE, BE IT RESOLVED BY Stark County Regional Transit
Authority Board of Trustees:
1. That Executive Director/CEO is authorized to execute and file (an)
application(s) on behalf of SARTA to aid in the financing of capital, and operating assistance projects.
2. The Executive Director/CEO is authorized to execute and file with such applications and assurance or any other document required by the U.S. Department of Transportation effectuating the purposes of Title VI of the Civil
Rights Act of 1964.
77
3. That Executive Director/CEO is authorized to furnish such additional information as SARTA may require in connection with the proposal for the
program of projects submitted to FTA.
4. That Executive Director/CEO is authorized to set forth and execute affirmative disadvantaged business policies in connection to any procurement made as part of the project.
5. That Executive Director/CEO is authorized to execute grant agreements on behalf of SARTA for aid in the financing of operating, planning and capital
assistance projects.
The undersigned duly qualified and acting Executive Director/CEO of the SARTA certifies that the foregoing is a true and correct copy of a resolution, adopted at a legally convened meeting of the Stark County Regional Transit Authority Board of
Trustees held on September 23, 2015.
If proposer has an official seal, impress here.
____________________________________ Date of Adoption
____________________________________ President
____________________________________ Secretary-Treasurer
78
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
FOR APPLICATION FY 2016 STATE GRANT “Urban Transit Program Grant (UTP)”
WHEREAS, the Stark Area Regional Transit Authority (SARTA) has in the past participated in Ohio Public Transit Grant Program, now known as the Urban transit Program Grants; and
WHEREAS, the State of Ohio has notified SARTA that the amount of Three
hundred fifty one thousand nine hundred and five dollars ($351,905) has been allocated to SARTA; and
WHEREAS, in order to participate in these programs for FY 2016, SARTA must apply for and enter into a contract with the STATE of Ohio; and
WHEREAS, SARTA is presently providing transit service and observing all
Federal and State rules regarding these programs, and to apply for these grants
will adhere to one of the Board’s Five Bold Steps “Maximize Financial Flexibility”;
NOW THEREFORE BE IT RESOLVED by the Board of the Stark Area
Regional Transit Authority that the Executive Director/CEO is authorized to file an application and execute contracts for the FY 2015 Urban Transit Program
Grant; and That the Executive Director/CEO is authorized to furnish such additional
information as the Ohio Department of Transportation may require in connection with this application.
________________________________
Date of Adoption
________________________________ Board President
________________________________
Secretary-Treasurer
79
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE EXECUTIVE DIRECTOR/CEO TO SURPLUS OBSOLETE FIXED ASSET INVENTORY
WHEREAS, in accordance with the FTA “Best Practices in Procurement Manual” and the Ohio Revised Code, this request is made to allow the Executive Director/CEO to surplus obsolete inventory; and
WHEREAS, the attached list of fixed assets have exhausted their useful
life for which they were purchased; and WHEREAS, that with Board approval the assets will be disposed of in a
manner in which staff feels is the best interest of the agency; and
WHEREAS, this resolution will assist SARTA in complying with two of the Board approved “Five Bold Steps,” Maximizing Financial Responsibility and Building Public Support through grant initiatives;
NOW THEREFORE BE IT RESOLVED, that the Executive Director/CEO is authorized to dispose of obsolete fixed asset inventory per attached.
____________________________________
Date of Adoption
_____________________________________ Board President
_____________________________________
Secretary-Treasurer
80
Vehicle # Make/Model Mileage Federal Share of Remaining Life 0014 1994 Ford Pick-up 179,097 $0.00 0016 1998 Chevy Pick-up 161,651 $0.00
81
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE EXECUTIVE DIRECTOR/CEO
TO ENTER INTO CONTRACT WITH THE GPD GROUP FOR GENERAL ARCHITECT & ENGINEERING SERVICES
WHEREAS, SARTA wishes to enter into a contract with the GPD Group for General Architect & Engineering Services; and
WHEREAS, a Request for Proposal (RFP) was published in the Canton Repository, the Akron Beacon Journal and posted on the SARTA website; and
WHEREAS, of all proposals received for the General Architect &
Engineering Services the GPD Group submitted the most responsive bid; and
WHEREAS, this action is consistent with one of the Board approved Five
Bold Steps of “Operating within Budget” by securing a responsive and responsible proposal;
NOW, THEREFORE, BE IT RESOLVED, that the Executive Director/CEO be authorized to enter into contract with the GPD Group for General Architect & Engineering Services.
_________________________________ Date of Adoption
__________________________________ President
__________________________________ Secretary-Treasurer
82
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE EXECUTIVE DIRECTOR/CEO
TO ENTER INTO CONTRACT WITH THE OMNIPRO SERVICES, LLC FOR GENERAL CONSTRUCTION MANAGEMENT SERVICES
WHEREAS, SARTA wishes to enter into a contract with Omnipro Services, LLC for General Construction Management Services; and
WHEREAS, a Request for Proposal (RFP) was published in the Canton Repository, the Akron Beacon Journal and posted on the SARTA website; and
WHEREAS, of all proposals received for the General Construction
Management Services Omnipro Services, LLC submitted the most responsive bid;
and
WHEREAS, this action is consistent with one of the Board approved Five Bold Steps of “Operating within Budget” by securing a responsive and responsible proposal;
NOW, THEREFORE, BE IT RESOLVED, that the Executive Director/CEO
be authorized to enter into contract with the GPD Group for General Architect &
Engineering Services. .
_________________________________
Date of Adoption
_________________________________ President
_________________________________
Secretary-Treasurer
83
STARK AREA REGIONAL TRANSIT AUTHORITY
RESOLUTION # __________, 2015
A RESOLUTION AUTHORIZING THE EXECUTIVE DIRECTOR/CEO
TO ENTER INTO CONTRACT WITH BLACK MCCUSKEY SOUERS & ARBAUGH FOR GENERAL LEGAL SERVICES
WHEREAS, SARTA wishes to enter into a contract with Black McCuskey Souers & Arbaugh for its General Legal Services; and
WHEREAS, Black McCuskey Souers & Arbaugh submitted legal services
hourly rates for Partners at $170.00/hr, Associates at $160.00/hr and
Paralegals at $90.00/hr, and all future years shall continue at such rate, or other rate as determined by the Executive Director/CEO and Black McCuskey Souers & Arbaugh to be fair and equitable; and
WHEREAS, this action is consistent with one of the Board approved Five
Bold Steps of “Operating within Budget” by securing a responsive and responsible proposal;
NOW, THEREFORE, BE IT RESOLVED, that the Executive Director/CEO be authorized to enter into contract with Black McCuskey Souers & Arbaugh for General Legal Services.
__________________________________ Date of Adoption
__________________________________ President
__________________________________ Secretary-Treasurer
84