The SORTA Board of Trustees may go into Executive ldquoClosedrdquo Session under the Ohio Open Meetings Act Section 12122(G)(1) To consider appointment employment dismissal discipline promotion demotion or compensation of a public employeehellip Section 12122(G)(2) To consider the purchase of property for public purposeshellip Section 12122(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court action Section 12122(G)(4) Preparing for conducting or reviewing negotiations or bargaining sessions with public employeeshellip Section 12122(G)(5) Matters required to be kept confidential by federal law or regulations or stat statues Section 12122(G)(6) Details relative to the security arrangements and emergency response protocols for a public body or a public office Section 12122(G)(8) To consider confidential information related to the marketing plans specific business strategy production techniques trade secretshellip
SORTA BOARD OF TRUSTEES MEETING
TUESDAY SEPTEMBER 17th 2019 ndash 600 PM
SORTAMETRO BOARD ROOM 602 MAIN STREET SUITE 1100
CINCINNATI OHIO
General Items Call to order Pledge of Allegiance Recite SORTArsquos Vision and Mission Statement CEO STAR Awards Paul Grether and Antonio McClendon Hearings from citizens (3 minutes per person) Chairman Update Action Items
1 Approval of Board Minutes August 20th 2019
Finance Committee (Rod Hinton)
2 Proposed Resolution No 2019-21 Approval of 2020 Healthcare Plan
Planning amp Operations Committee (Kathy Wyenandt) Consent Items
3 Proposed Resolution No 2019-22 Approval of Government Square and Cincinnati Business District Bus Stop and Shelter Cleaning Contract Reinventing Metro (Kreg Keesee)
4 Proposed Motion Access Operations Transition Plan 5 Proposed Motion Approval of Revised Vision Statement
Continued Action Items (SORTA Staff)
6 Proposed Resolution No 2019-23 Approval of Northside Transit Center Construction (Khaled Shammout) 7 Proposed Resolution No 2019-24 Approval of Office Space Lease Agreement (Donna Adkins)
Briefing Items 8 Financial Reports for August 2019 (Cindy Resor) 9 Metro on the Move Report (Darryl Haley)
Other Items New Business
Adjournment
The next regular meeting of the SORTA Board of Trustees is scheduled for Tuesday October 8th 2019 at 1000 AM the SORTAMetro Board Room
602 Main Street Suite 1100 Cincinnati Ohio
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MINUTES OF Regular Meeting of the SORTA Board of Trustees DATE Tuesday August 20th 830 AM
SORTA Metro 602 Main Street Cincinnati OH 45202
BOARD MEMBERS PRESENT
Heidi Black Maurice Brown Brendon Cull Blake Ethridge Allen Freeman Robert Harris Roderick Hinton Thaddeus Hoffmeister Kreg Keesee Gwen Robinson Pete McLinden Mary Miller and Kathleen Wyenandt
BOARD MEMBERS ABSENT
None
STAFF MEMBERS Darryl Haley Donna Adkins Vickie Barker Dave Etienne Dan Feldman Patrick Giblin Paul
Grether Adriene Hairston Mark Huller Michelle Jeng Brandy Jones Caprice Jones Maria Jones Mark McEwan Matt Niehaus John Ravasio Cindy Resor Shannel Satterfield and TJ Thorn
OTHERS Troy Miller (ATU) Cam Hardy (Better Bus Coalition) Chris Moran (LWV) Randy Quisenberry
(Council on Aging) Daron Grey (CABBVI) Calista Hargrove (Cincinnati Works) Susan Lavies (Citizen) Mark Guest (TSA) Gina Marsh (Human Chamber Services) Marilyn Wall (Sierra Club) Bret Isaac (Cincinnati Police Department) Brandy Lewis (Eastern Seals) James Farb (Oakley) D A (ATU) Todd Hershey (DHSTSA) Skip Schultz (Citizen) David Wormald (AECOM) and Donna Lindsay Thomas (Easternseals)
CALL TO ORDER Mr Keesee SORTA Board Chair called the meeting to order PLEDGE OF ALLEGIANCE The Pledge of Allegiance was recited VISION AND MISSION SORTArsquos vision and mission statements were recited HEARINGS FROM CITIZENS Gina Marsh Ms Marsh presented two proposals in her letter from the Human Services Chamber She asked the Board to include the Empowerment Fund $500000 in the Reinventing Metro Plan Randy Quisenberry Mr Quisenberry of the Council of Aging asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Aaron Grey Mr Grey of CABVI asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Calista Hargrove Ms Hargrove from Cincinnati Works asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Troy Miller Mr Miller ATU President thanked the Board for their continued efforts to support the discussion of bringing Access Services in-house Susan LaVies Ms LaVies a citizen and bus rider addressed her concerns of bus operators driving with their cell phones and wearing head phone while driving Also she was disappointed with service from t Sale Office She asked the Board to improve customer safety and service Marylin Wall Ms Wall from the Sierra Club request the Board voting on a levy decision at the next board meeting She asked the Board to prepare language for a levy and vote Andy Shenk NA Cam Hardy Mr Hardy from the Better Bus Coalition thanked the Board for their attendance at the meeting He addressed the recent incident of a bus in a crossfire shootout and asked the Board to better support and offer protection to bus operators
SORTA Board of Trustees August 20 2019
2
Brandy Lewis Ms Lewis from Eastern Seals asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan CEO STAR Awards IT Department Darryl Haley presented Manager Service Planning and Scheduling Ted Meyer with the CEO STAR Award for 37 years of being the guiding force behind some of Metrorsquos most successful service initiatives CHAIRMAN UPDATE Mr Keesee provided brief updates APPROVAL OF JULY 16TH BOARD MEETING MINUTES Ms Robinson made a motion that the minutes of the July 16th meeting be approved as previously mailed and Ms Wyenandt seconded the motion By voice vote the Board approved the minutes FINANCE COMMITTEE Ms Black reported there was no Finance Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Resolution No 2019-17 Approval of Revenue Agreement with Cincinnati State Ms Black moved for adoption and Mr Hinton seconded the motion This resolution approves of a one-year agreement for the 2019-2020 academic year for an estimated contract value of $62500 with and Cincinnati State Community amp Technical College for eligible participants unlimited rides on all Metro routes for a $100 cash drop each way for the entire semester By roll call vote the Board approved Resolution No 2019-17 PLANNING AND OPERATIONS COMMITTEE Mr Cull reported there was no Planning and Operations Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Motion Approval to Purchase Hogan Alley As A Part of the Northside Transit Center Mr Cull moved for adoption and Mr Harris seconded the motion This motion approves approval to purchase the Hogan Ally from the City of Cincinnati allowing the sale of the ally to SORTA at an appraisal cost of $31448 Acquisition of Hogan Alley is critical for the construction of Northside Transit Center as it lies in the middle of the project area By voice vote the Board approves the motion Proposed Resolution No 2019-18 Approval of Lease Agreement Kenwood Baptist Church Park Mr Cull moved for adoption and Mr Harris seconded the motion This resolution approves a five (5) year parking space lease agreement with Kenwood Baptist Church for the period of October 1 2019 through September 30 2024 at a total annual cost not to exceed $6600 for a total cost of $33000 The monthly cost of the lease is $550 (75 spaces x $733 per space) By roll call vote the Board approved Resolution No 2019-18 Mr Cull then presented two resolutions Proposed Resolution No 2019-19 Approval of Access Operations Transition Mr Cull moved for adoption and Mr McLinden seconded the motion This resolution directs the SORTA administration to take all necessary steps to bring Access operations within the existing Metro operations by presenting a cost-neutral final plan for transition by December 31 2019 and directs the SORTA administration to continue to identify innovative methods of delivering Access service that improves the customer experience and reduces the cost per ride By roll call vote the Board approved Resolution No 2019-19
SORTA Board of Trustees August 20 2019
3
Proposed Resolution No 2019-20 Approval to Support of City of Cincinnati Charter Amendment
Mr Cull moved for adoption and Ms Miller seconded the motion This resolution supports the charter amendment that City Council approved to be before voters on November 5 2019 that would eliminate the city earnings tax if Hamilton County voters approve a sales tax to fund the Southwest Ohio Transit Authority and Metro Bus Service
By roll call vote the Board approved Resolution No 2019-20 BRIEFING ITEMS
MONTHLY FINANCIAL REPORT FOR JULY 2019 Ms Jeng presented the July 2019 financial reports Total revenues were $84 million which is favorable to budget by $394000 Total expenses were $85 million which is unfavorable to budget by $158000 or 19 The final result was a net favorable variance of $237000 for the month Fare revenue was favorable to budget by $78000 Ms Jeng then reviewed the contributing factors to these variances She also presented the Cincinnati Bell Connector financial report for June 2019 Total revenues were $344559 which is favorable to budget by $1558 or lt1 Total expenses were $305705 which is favorable to budget by $37296 or 11 The end result is a net favorable variance of $38854 for the month Ms Jeng then reviewed the contributing factors to these variances The Board accepted the report as presented METRO ON THE MOVE Mr Haleyrsquos reviewed a few highlights of Metrorsquos major accomplishments from this year So far SORTA has put 34 new buses into service featuring charging ports Wi-Fi and vinyl seats installed new benches throughout the community at high-demand stops completed successful FAStops project pilot aimed at shortening customer trip times and entered into Phase II of the project saw a 19 percent decrease in complaints compared to 2018 YTD fleet achieved 8379 miles between service interruptions which is 16 percent above goal and 19 percent above 2018 ndash a historic high for fleet reliability etc Please see the Metro on the Move Report to review NEW BUSINESS Mr Keesee made a motion that the Board go into Executive Session as provided in ORC Executive Session ldquoSection 12122(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court actionrdquo and Mr Hinton seconded the motion By roll call vote the Board approved the motion and went into Executive Session at 945 AM Mr Keesee made a motion that the Board return to regular session and Mr Cull seconded the motion By voice vote the Board approved the motion and returned to regular session at 1030 AM ADJOURNMENT The meeting adjourned at 1030 AM NEXT MEETING
The next regular meeting of the SORTA Board of Trustees is scheduled for September 17th 2019 at 600 PM the SORTAMetro Board Room 602 Main Street Suite 1200 Cincinnati Ohio
APPROVED ATTESTED
Kreg Keesee Chair SORTA Board
Darryl Haley CEOGeneral ManagerSecretary-Treasurer
CEO Star Award Presentation Paul Grether
What a rockstar We appreciate you for the expertise in planning and building the streetcar the countless hours and tireless efforts of oversight and coordination with the City FTA ODOT SORTA staff and numerous contractors to get the system into revenue service for your leadership of the Cincinnati Bell Connector streetcar from revenue service through the transition to the City of Cincinnati
Thank you
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MINUTES OF Regular Meeting of the SORTA Board of Trustees DATE Tuesday August 20th 830 AM
SORTA Metro 602 Main Street Cincinnati OH 45202
BOARD MEMBERS PRESENT
Heidi Black Maurice Brown Brendon Cull Blake Ethridge Allen Freeman Robert Harris Roderick Hinton Thaddeus Hoffmeister Kreg Keesee Gwen Robinson Pete McLinden Mary Miller and Kathleen Wyenandt
BOARD MEMBERS ABSENT
None
STAFF MEMBERS Darryl Haley Donna Adkins Vickie Barker Dave Etienne Dan Feldman Patrick Giblin Paul
Grether Adriene Hairston Mark Huller Michelle Jeng Brandy Jones Caprice Jones Maria Jones Mark McEwan Matt Niehaus John Ravasio Cindy Resor Shannel Satterfield and TJ Thorn
OTHERS Troy Miller (ATU) Cam Hardy (Better Bus Coalition) Chris Moran (LWV) Randy Quisenberry
(Council on Aging) Daron Grey (CABBVI) Calista Hargrove (Cincinnati Works) Susan Lavies (Citizen) Mark Guest (TSA) Gina Marsh (Human Chamber Services) Marilyn Wall (Sierra Club) Bret Isaac (Cincinnati Police Department) Brandy Lewis (Eastern Seals) James Farb (Oakley) D A (ATU) Todd Hershey (DHSTSA) Skip Schultz (Citizen) David Wormald (AECOM) and Donna Lindsay Thomas (Easternseals)
CALL TO ORDER Mr Keesee SORTA Board Chair called the meeting to order PLEDGE OF ALLEGIANCE The Pledge of Allegiance was recited VISION AND MISSION SORTArsquos vision and mission statements were recited HEARINGS FROM CITIZENS Gina Marsh Ms Marsh presented two proposals in her letter from the Human Services Chamber She asked the Board to include the Empowerment Fund $500000 in the Reinventing Metro Plan Randy Quisenberry Mr Quisenberry of the Council of Aging asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Aaron Grey Mr Grey of CABVI asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Calista Hargrove Ms Hargrove from Cincinnati Works asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan Troy Miller Mr Miller ATU President thanked the Board for their continued efforts to support the discussion of bringing Access Services in-house Susan LaVies Ms LaVies a citizen and bus rider addressed her concerns of bus operators driving with their cell phones and wearing head phone while driving Also she was disappointed with service from t Sale Office She asked the Board to improve customer safety and service Marylin Wall Ms Wall from the Sierra Club request the Board voting on a levy decision at the next board meeting She asked the Board to prepare language for a levy and vote Andy Shenk NA Cam Hardy Mr Hardy from the Better Bus Coalition thanked the Board for their attendance at the meeting He addressed the recent incident of a bus in a crossfire shootout and asked the Board to better support and offer protection to bus operators
SORTA Board of Trustees August 20 2019
2
Brandy Lewis Ms Lewis from Eastern Seals asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan CEO STAR Awards IT Department Darryl Haley presented Manager Service Planning and Scheduling Ted Meyer with the CEO STAR Award for 37 years of being the guiding force behind some of Metrorsquos most successful service initiatives CHAIRMAN UPDATE Mr Keesee provided brief updates APPROVAL OF JULY 16TH BOARD MEETING MINUTES Ms Robinson made a motion that the minutes of the July 16th meeting be approved as previously mailed and Ms Wyenandt seconded the motion By voice vote the Board approved the minutes FINANCE COMMITTEE Ms Black reported there was no Finance Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Resolution No 2019-17 Approval of Revenue Agreement with Cincinnati State Ms Black moved for adoption and Mr Hinton seconded the motion This resolution approves of a one-year agreement for the 2019-2020 academic year for an estimated contract value of $62500 with and Cincinnati State Community amp Technical College for eligible participants unlimited rides on all Metro routes for a $100 cash drop each way for the entire semester By roll call vote the Board approved Resolution No 2019-17 PLANNING AND OPERATIONS COMMITTEE Mr Cull reported there was no Planning and Operations Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Motion Approval to Purchase Hogan Alley As A Part of the Northside Transit Center Mr Cull moved for adoption and Mr Harris seconded the motion This motion approves approval to purchase the Hogan Ally from the City of Cincinnati allowing the sale of the ally to SORTA at an appraisal cost of $31448 Acquisition of Hogan Alley is critical for the construction of Northside Transit Center as it lies in the middle of the project area By voice vote the Board approves the motion Proposed Resolution No 2019-18 Approval of Lease Agreement Kenwood Baptist Church Park Mr Cull moved for adoption and Mr Harris seconded the motion This resolution approves a five (5) year parking space lease agreement with Kenwood Baptist Church for the period of October 1 2019 through September 30 2024 at a total annual cost not to exceed $6600 for a total cost of $33000 The monthly cost of the lease is $550 (75 spaces x $733 per space) By roll call vote the Board approved Resolution No 2019-18 Mr Cull then presented two resolutions Proposed Resolution No 2019-19 Approval of Access Operations Transition Mr Cull moved for adoption and Mr McLinden seconded the motion This resolution directs the SORTA administration to take all necessary steps to bring Access operations within the existing Metro operations by presenting a cost-neutral final plan for transition by December 31 2019 and directs the SORTA administration to continue to identify innovative methods of delivering Access service that improves the customer experience and reduces the cost per ride By roll call vote the Board approved Resolution No 2019-19
SORTA Board of Trustees August 20 2019
3
Proposed Resolution No 2019-20 Approval to Support of City of Cincinnati Charter Amendment
Mr Cull moved for adoption and Ms Miller seconded the motion This resolution supports the charter amendment that City Council approved to be before voters on November 5 2019 that would eliminate the city earnings tax if Hamilton County voters approve a sales tax to fund the Southwest Ohio Transit Authority and Metro Bus Service
By roll call vote the Board approved Resolution No 2019-20 BRIEFING ITEMS
MONTHLY FINANCIAL REPORT FOR JULY 2019 Ms Jeng presented the July 2019 financial reports Total revenues were $84 million which is favorable to budget by $394000 Total expenses were $85 million which is unfavorable to budget by $158000 or 19 The final result was a net favorable variance of $237000 for the month Fare revenue was favorable to budget by $78000 Ms Jeng then reviewed the contributing factors to these variances She also presented the Cincinnati Bell Connector financial report for June 2019 Total revenues were $344559 which is favorable to budget by $1558 or lt1 Total expenses were $305705 which is favorable to budget by $37296 or 11 The end result is a net favorable variance of $38854 for the month Ms Jeng then reviewed the contributing factors to these variances The Board accepted the report as presented METRO ON THE MOVE Mr Haleyrsquos reviewed a few highlights of Metrorsquos major accomplishments from this year So far SORTA has put 34 new buses into service featuring charging ports Wi-Fi and vinyl seats installed new benches throughout the community at high-demand stops completed successful FAStops project pilot aimed at shortening customer trip times and entered into Phase II of the project saw a 19 percent decrease in complaints compared to 2018 YTD fleet achieved 8379 miles between service interruptions which is 16 percent above goal and 19 percent above 2018 ndash a historic high for fleet reliability etc Please see the Metro on the Move Report to review NEW BUSINESS Mr Keesee made a motion that the Board go into Executive Session as provided in ORC Executive Session ldquoSection 12122(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court actionrdquo and Mr Hinton seconded the motion By roll call vote the Board approved the motion and went into Executive Session at 945 AM Mr Keesee made a motion that the Board return to regular session and Mr Cull seconded the motion By voice vote the Board approved the motion and returned to regular session at 1030 AM ADJOURNMENT The meeting adjourned at 1030 AM NEXT MEETING
The next regular meeting of the SORTA Board of Trustees is scheduled for September 17th 2019 at 600 PM the SORTAMetro Board Room 602 Main Street Suite 1200 Cincinnati Ohio
APPROVED ATTESTED
Kreg Keesee Chair SORTA Board
Darryl Haley CEOGeneral ManagerSecretary-Treasurer
CEO Star Award Presentation Paul Grether
What a rockstar We appreciate you for the expertise in planning and building the streetcar the countless hours and tireless efforts of oversight and coordination with the City FTA ODOT SORTA staff and numerous contractors to get the system into revenue service for your leadership of the Cincinnati Bell Connector streetcar from revenue service through the transition to the City of Cincinnati
Thank you
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
SORTA Board of Trustees August 20 2019
2
Brandy Lewis Ms Lewis from Eastern Seals asked the Board to consider the Human Services Chamber proposal to include the Empowerment Fund $500000 in the SORTArsquos Reinventing Metro Plan CEO STAR Awards IT Department Darryl Haley presented Manager Service Planning and Scheduling Ted Meyer with the CEO STAR Award for 37 years of being the guiding force behind some of Metrorsquos most successful service initiatives CHAIRMAN UPDATE Mr Keesee provided brief updates APPROVAL OF JULY 16TH BOARD MEETING MINUTES Ms Robinson made a motion that the minutes of the July 16th meeting be approved as previously mailed and Ms Wyenandt seconded the motion By voice vote the Board approved the minutes FINANCE COMMITTEE Ms Black reported there was no Finance Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Resolution No 2019-17 Approval of Revenue Agreement with Cincinnati State Ms Black moved for adoption and Mr Hinton seconded the motion This resolution approves of a one-year agreement for the 2019-2020 academic year for an estimated contract value of $62500 with and Cincinnati State Community amp Technical College for eligible participants unlimited rides on all Metro routes for a $100 cash drop each way for the entire semester By roll call vote the Board approved Resolution No 2019-17 PLANNING AND OPERATIONS COMMITTEE Mr Cull reported there was no Planning and Operations Committee meeting that was held on August 13th and but there were items to present for Board approval Proposed Motion Approval to Purchase Hogan Alley As A Part of the Northside Transit Center Mr Cull moved for adoption and Mr Harris seconded the motion This motion approves approval to purchase the Hogan Ally from the City of Cincinnati allowing the sale of the ally to SORTA at an appraisal cost of $31448 Acquisition of Hogan Alley is critical for the construction of Northside Transit Center as it lies in the middle of the project area By voice vote the Board approves the motion Proposed Resolution No 2019-18 Approval of Lease Agreement Kenwood Baptist Church Park Mr Cull moved for adoption and Mr Harris seconded the motion This resolution approves a five (5) year parking space lease agreement with Kenwood Baptist Church for the period of October 1 2019 through September 30 2024 at a total annual cost not to exceed $6600 for a total cost of $33000 The monthly cost of the lease is $550 (75 spaces x $733 per space) By roll call vote the Board approved Resolution No 2019-18 Mr Cull then presented two resolutions Proposed Resolution No 2019-19 Approval of Access Operations Transition Mr Cull moved for adoption and Mr McLinden seconded the motion This resolution directs the SORTA administration to take all necessary steps to bring Access operations within the existing Metro operations by presenting a cost-neutral final plan for transition by December 31 2019 and directs the SORTA administration to continue to identify innovative methods of delivering Access service that improves the customer experience and reduces the cost per ride By roll call vote the Board approved Resolution No 2019-19
SORTA Board of Trustees August 20 2019
3
Proposed Resolution No 2019-20 Approval to Support of City of Cincinnati Charter Amendment
Mr Cull moved for adoption and Ms Miller seconded the motion This resolution supports the charter amendment that City Council approved to be before voters on November 5 2019 that would eliminate the city earnings tax if Hamilton County voters approve a sales tax to fund the Southwest Ohio Transit Authority and Metro Bus Service
By roll call vote the Board approved Resolution No 2019-20 BRIEFING ITEMS
MONTHLY FINANCIAL REPORT FOR JULY 2019 Ms Jeng presented the July 2019 financial reports Total revenues were $84 million which is favorable to budget by $394000 Total expenses were $85 million which is unfavorable to budget by $158000 or 19 The final result was a net favorable variance of $237000 for the month Fare revenue was favorable to budget by $78000 Ms Jeng then reviewed the contributing factors to these variances She also presented the Cincinnati Bell Connector financial report for June 2019 Total revenues were $344559 which is favorable to budget by $1558 or lt1 Total expenses were $305705 which is favorable to budget by $37296 or 11 The end result is a net favorable variance of $38854 for the month Ms Jeng then reviewed the contributing factors to these variances The Board accepted the report as presented METRO ON THE MOVE Mr Haleyrsquos reviewed a few highlights of Metrorsquos major accomplishments from this year So far SORTA has put 34 new buses into service featuring charging ports Wi-Fi and vinyl seats installed new benches throughout the community at high-demand stops completed successful FAStops project pilot aimed at shortening customer trip times and entered into Phase II of the project saw a 19 percent decrease in complaints compared to 2018 YTD fleet achieved 8379 miles between service interruptions which is 16 percent above goal and 19 percent above 2018 ndash a historic high for fleet reliability etc Please see the Metro on the Move Report to review NEW BUSINESS Mr Keesee made a motion that the Board go into Executive Session as provided in ORC Executive Session ldquoSection 12122(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court actionrdquo and Mr Hinton seconded the motion By roll call vote the Board approved the motion and went into Executive Session at 945 AM Mr Keesee made a motion that the Board return to regular session and Mr Cull seconded the motion By voice vote the Board approved the motion and returned to regular session at 1030 AM ADJOURNMENT The meeting adjourned at 1030 AM NEXT MEETING
The next regular meeting of the SORTA Board of Trustees is scheduled for September 17th 2019 at 600 PM the SORTAMetro Board Room 602 Main Street Suite 1200 Cincinnati Ohio
APPROVED ATTESTED
Kreg Keesee Chair SORTA Board
Darryl Haley CEOGeneral ManagerSecretary-Treasurer
CEO Star Award Presentation Paul Grether
What a rockstar We appreciate you for the expertise in planning and building the streetcar the countless hours and tireless efforts of oversight and coordination with the City FTA ODOT SORTA staff and numerous contractors to get the system into revenue service for your leadership of the Cincinnati Bell Connector streetcar from revenue service through the transition to the City of Cincinnati
Thank you
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
SORTA Board of Trustees August 20 2019
3
Proposed Resolution No 2019-20 Approval to Support of City of Cincinnati Charter Amendment
Mr Cull moved for adoption and Ms Miller seconded the motion This resolution supports the charter amendment that City Council approved to be before voters on November 5 2019 that would eliminate the city earnings tax if Hamilton County voters approve a sales tax to fund the Southwest Ohio Transit Authority and Metro Bus Service
By roll call vote the Board approved Resolution No 2019-20 BRIEFING ITEMS
MONTHLY FINANCIAL REPORT FOR JULY 2019 Ms Jeng presented the July 2019 financial reports Total revenues were $84 million which is favorable to budget by $394000 Total expenses were $85 million which is unfavorable to budget by $158000 or 19 The final result was a net favorable variance of $237000 for the month Fare revenue was favorable to budget by $78000 Ms Jeng then reviewed the contributing factors to these variances She also presented the Cincinnati Bell Connector financial report for June 2019 Total revenues were $344559 which is favorable to budget by $1558 or lt1 Total expenses were $305705 which is favorable to budget by $37296 or 11 The end result is a net favorable variance of $38854 for the month Ms Jeng then reviewed the contributing factors to these variances The Board accepted the report as presented METRO ON THE MOVE Mr Haleyrsquos reviewed a few highlights of Metrorsquos major accomplishments from this year So far SORTA has put 34 new buses into service featuring charging ports Wi-Fi and vinyl seats installed new benches throughout the community at high-demand stops completed successful FAStops project pilot aimed at shortening customer trip times and entered into Phase II of the project saw a 19 percent decrease in complaints compared to 2018 YTD fleet achieved 8379 miles between service interruptions which is 16 percent above goal and 19 percent above 2018 ndash a historic high for fleet reliability etc Please see the Metro on the Move Report to review NEW BUSINESS Mr Keesee made a motion that the Board go into Executive Session as provided in ORC Executive Session ldquoSection 12122(G)(3) Conferences with an attorney for the public body concerning disputes involving the public body that are the subject of pending or imminent court actionrdquo and Mr Hinton seconded the motion By roll call vote the Board approved the motion and went into Executive Session at 945 AM Mr Keesee made a motion that the Board return to regular session and Mr Cull seconded the motion By voice vote the Board approved the motion and returned to regular session at 1030 AM ADJOURNMENT The meeting adjourned at 1030 AM NEXT MEETING
The next regular meeting of the SORTA Board of Trustees is scheduled for September 17th 2019 at 600 PM the SORTAMetro Board Room 602 Main Street Suite 1200 Cincinnati Ohio
APPROVED ATTESTED
Kreg Keesee Chair SORTA Board
Darryl Haley CEOGeneral ManagerSecretary-Treasurer
CEO Star Award Presentation Paul Grether
What a rockstar We appreciate you for the expertise in planning and building the streetcar the countless hours and tireless efforts of oversight and coordination with the City FTA ODOT SORTA staff and numerous contractors to get the system into revenue service for your leadership of the Cincinnati Bell Connector streetcar from revenue service through the transition to the City of Cincinnati
Thank you
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
CEO Star Award Presentation Paul Grether
What a rockstar We appreciate you for the expertise in planning and building the streetcar the countless hours and tireless efforts of oversight and coordination with the City FTA ODOT SORTA staff and numerous contractors to get the system into revenue service for your leadership of the Cincinnati Bell Connector streetcar from revenue service through the transition to the City of Cincinnati
Thank you
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
CEO Star Award Presentation Antonio McClendon Antonio is an 8-year Bond Hill Operator who was driving the bus that was involved in the recent shooting incident Quick-thinking Antonio got the rest of his passengers out of harmrsquos way and drove the bus immediately to UC Medical Center in an effort to save the life of one of his regular passengers who had been shot Thank you Antonio
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION NO 2019-21
APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
WHEREAS
1 SORTA provides contractual health insurance coverage for all employees The current healthcare contract expires December 31 2019
2 SORTArsquos insurance broker HORAN requested proposals based for Metrorsquos medical plan
of both fully insured and self-funded plans 3 SORTA staff recommends that the Board accept the proposals of Humana Inc Sun
Life and Enrollment Management Services to administer a one (1) year self-funded health care program THEREFORE BE IT RESOLVED
4 The Board hereby accepts the proposals of Humana Inc at a cost of $332663 Sun Life
at a cost of $547230 and Enrollment Management Services at a cost of $80000 and as recommended by SORTA staff to be the proposals most advantageous to SORTA price and other factors considered and awards to each a one (1) year contract for the healthcare program and authorizes and directs the CEOGeneral Manager or the CFOSecretary Treasurer to execute contracts on behalf of SORTA
MOVED BY Rod Hinton SECOND BY Heidi Black VOTE Aye Mr Cull Mr Ethridge Mr Harris Mr Hoffmeister Mr Keesee Mr McLinden
Ms Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Presentation
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
September 2019
ACTION ITEM- APPROVAL OF CONTRACT FOR 2020 HEALTHCARE PROGRAM
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION Approval of a resolution authorizing the Interim CEOGeneral Manager or the Interim CFOSecretary Treasurer to execute one (1) year contracts with Humana Inc Sun Life and Enrollment Management Services for the 2020 healthcare program on behalf of SORTA
FINANCIAL CONSIDERATIONS
The following 2020 Healthcare Program costs are included in the 2020 operating budget
bull Humana is a one (1) year agreement beginning January 1 2020 with a total expenditure of $332663 a decrease from $353953 in 2019
bull Sun Life is a one (1) year agreement beginning January 1 2020 with a total expenditure of $547230
bull Enrollment Management Services is a one (1) year option for continued program administration and
communication for $80000 beginning January 1 2020
BUSINESS PURPOSE
bull Ensure that SORTA continues to provide health care benefits for all eligible participants at a sustainable cost
bull Provide continued health insurance coverage to all eligible participants that meet Affordable Care Act compliance
PROCUREMENT CONSIDERATIONS
bull All solicitations were a Sole Source procurement based on recent bids over the last two years and due to the proprietary nature of the services
DMWBE CONSIDERATIONS
bull None
LEGAL CONSIDERATIONS
bull Sections 30643 of the Ohio Revised Code authorizes SORTA to enter into contracts for the provision of goods and services
bull Section 30786 of the Ohio Revised Code authorizes SORTA to competitively bid for health policies
SUBMITTED BY
Adriene Hairston Darryl Haley VP of Human Resources Interim CEOGeneral Manager
Attachments Presentation
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
SORTA Healthcare Program 2020
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
AGENDA
2
bull 2018 2019 Update bull 2018 Performance bull 2019 Projection bull EMS bull Healthcare Reserve Policy
bull 2020 Program bull Renewal Overview bull 2020 Projection bull Cost Summary bull Stop Loss Renewal bull Medical Recommendation bull Dental Recommendation bull Healthcare Calendar
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
bull3
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
4
2018 2019 Program Update
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
2018 Medical Plan Performance
5
bull 2018 healthcare plan ran at 89 of budget resulting in a surplus of $500000
bull $500000 equates to 5 of total healthcare budget bull 2018 continued healthcare cost initiatives to reduce and save
bull Enrollment Management Services bull Wellness Program (Biometric Screening amp Annual Physical)
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
6
2019 Medical Projection vs Budget
Final 2019 Medical Cost will not be available until Q3 2020
2019 Plan Performance Total Projected Costs Change from 2019
Humana - 2019 Budget $ 10999206
Humana - 2019 Projection $ 10965645
Potential Reserve $ 33561 031
Assumes $850K laser in 2019 projection
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
7
Enrollment Management Services Update bull EMS team works directly with members to help facilitate enrollment
in alternate insurance options bull EMS proactively offers support to members bull EMS results through July 2019
Financial Impact Implemented Enrollment
Changes Reduction in Claims $1392075 EMS Service Fee (Annual) ($80000) Net Savings to Metro $1312075 ROI on Investment 164009
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
8
bull Surplus funds are used to build a reserve to fund subsequent year plan expenses that exceed budget
bull The Healthcare Reserve Policy establishes this reserve fund that may be used to pay claims and other costs necessary to operate the self-insurance program
bull Industry standard policy is approximately ~16 of budgeted claims expense
Healthcare Reserve Policy
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
9
2020 PROGRAM
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
10
2020 Medical Renewal Overview
No broad marketing of program due to the following bull Keeping plans disease management programs and network
consistent bull Humanarsquos final negotiated administration decrease is 60
bull Total admin decrease of $21290 due to Humanarsquos product elimination ( Nurse Line and Wellness Coaching)
Total administration costs = $332663
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
11
2020 Medical Projection
Total Spend Enrollment Avg Cost Per
UnitEnrollment 2019 Budget $10999206 689 $15964 2019 Projection $10965645 685 $16008 2020 Budget $11483525 685 $16764
bull Projected medical cost increase is 44 (2020B vs 2019B) ndash 47 increase based on illustrative Stop Loss renewal and projected claims
increase ndash (31) based on volume of enrollment
bull Projected enrollment of 685 vs current enrollment of 689
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
12
2020 Self-funded Humana
Sun Life 2019P Humana
Sun Life 2020B Administration $353953 $332663 Specific Stop Loss $459857 $547230 Aggregate Stop Loss $32222 $33189 Claims Projection $9569613 $10570442 Laser Liability $550000 $0 ACA Fees $0 $0 TOTAL $10965645 $11483525 Change from 2019 - 47 Sun Life specific stop loss costs include Humanas $9000 carve out fee
Overall increase 2019 Projection to 2020 Budget 47 2019 Budget to 2020 Budget 44
Total Cost Summary
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
13
bull Sun Life 179 projected increase $88340 bull Below trend of 20 bull Reduced laser amount from $850k to $0k bull Continue offering several additional valuable benefits
bull Up to 20 premium back based on performance bull Program refunded Metro $83k for 2018 Performance bull 2019 benefit to be determined in July 2020 (~92k)
bull No new lasers at renewal bull Removal of current laser bull 50 renewal cap on 2021 renewal
Specific Stop Loss Illustrative Renewal
Laser amount is what SORTA will be responsible for prior to stop loss reimbursement Entire laser amount removed from 2020 budget projection
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
14
2020 Medical Recommendations
Based on expected costs employee impact maximum projected costs and other terms the following are recommended for approval bull Continue partnership with Humana administration and network bull Continue partnership with Sun Life stop loss
Total Medical Program Costs Increase to
2019 Budget Increase to 2019 Proj
Humana Sun Life - 2019 Budget $10999206 NA Humana Sun Life - 2019 Projected $10965645 -3 Humana Sun Life - 2020 $11483525 44 47
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
15
bull Two plans through DCP with one including Orthodontia coverage ndash Greater access to dentists through DCP BVN narrow network
bull Decreased costs for both DCP plans vs 2019 budget due to increased enrollment
Dental Program Costs Final
Projected Costs 2019 Budget 2019 Projection DCP Self-funded Dual Option - 2020 $341317 -12 -31
2020 Dental Coverage and Recommendations
Based on cost and benefits recommend renewal of existing DCP plans
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
16
September 17th Board approval of 2020 program October 20th ndash November 1st Biometric Screenings scheduled October 20th ndash November 1st Open Enrollment period (passive open enrollment) December 2nd Physician Health Assessments due (annual preventive physicals deadline) January 1 2020 Program begins
Healthcare Calendar
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
17
Thank You
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
18
Appendix
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
19
Note Does not include nicotine surcharge of $25mo which will further lower SORTArsquos costs
MetroSORTAContribution Scenario 1 - Maintaining current EmployeeEmployer SplitJanuary 1 2020 Renewal
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 31 $68457 $6721 10 $71690 $7038 10 $317 47Family 38 $190005 $18655 10 $198978 $19536 10 $881 47
HDHP - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $110069 $115267 $5198 47Employer Cost $1011014 $1058761 $47747 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 101 $68125 $6689 10 $71342 $7005 10 $316 47Family 165 $189083 $18565 10 $198013 $19442 10 $877 47
PPO - Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $448658 $469847 $21189 47Employer Cost $4120861 $4315479 $194618 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 36 $68457 $11427 17 $71690 $11967 17 $540 47Family 26 $190005 $31714 17 $198978 $33212 17 $1498 47
HDHP - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $148312 $155317 $7004 47Employer Cost $740238 $775197 $34959 47
Tier Enrollment Current Total Rate EE Rate ($) EE Rate () Renewal Total Rate EE Rate ($) EE Rate () EE Rate $ ∆ EE Rate ∆Single 148 $68125 $11370 17 $71342 $11907 17 $537 47Family 140 $189083 $31559 17 $198013 $33049 17 $1490 47
PPO - Non-Wellness Cost Summary Current Renewal $ Change ChangeEmployee Cost $732122 $766699 $34576 47Employer Cost $3654372 $3826959 $172587 47
HDHP - WellnessCurrent January 1 2020 Renewal
PPO - WellnessCurrent January 1 2020 Renewal
HDHP - Non-WellnessCurrent January 1 2020 Renewal
PPO - Non-WellnessCurrent January 1 2020 Renewal
ampG
ampP
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
MetroSORTA | 101 | 040562249 | 148 | 059437751 | 249 | 31 | 04492753623 | 38 | 05507246377 | 69 | |||||||||||||||||||||||||||||||||||||||
Contribution Scenario 1 - Maintaining current EmployeeEmployer Split | 163 | 05397350993 | 139 | 04602649007 | 302 | 40 | 05882352941 | 28 | 04117647059 | 68 | |||||||||||||||||||||||||||||||||||||||
January 1 2020 Renewal | |||||||||||||||||||||||||||||||||||||||||||||||||
Strategy | Same as Today | ||||||||||||||||||||||||||||||||||||||||||||||||
2 Plans | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | Same as Today | Same $ as Today | Defined Contribution | Same for All | Diff by Plans | 1 Plan | 2 Plans | 3 Plans | 4 Plans | 5 Plans | 6 Plans | |||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 2 | |||||||||||||||||||||||||||||||||||||||
Single | 31 | $68457 | $6721 | 10 | $71690 | $7038 | 10 | $317 | 47 | 10 | $61736 | $40000 | 200 | 200 | 04492753623 | $391180 | $71690 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 3 | |||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $60000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 4 | |||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $50000 | 200 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 5 | |||||||||||||||||||||||||||||||||||||
Family | 38 | $190005 | $18655 | 10 | $198978 | $19536 | 10 | $881 | 47 | 10 | $171350 | $80000 | 200 | 200 | 05882352941 | $1085734 | $198978 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 6 | |||||||||||||||||||||||||||
7 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Wellness Cost Summary | Current | Renewal | $ Change | Change | 8 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $110069 | $115267 | $5198 | 47 | 9 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $1011014 | $1058761 | $47747 | 47 | 10 | ||||||||||||||||||||||||||||||||||||||||||||
11 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness | 12 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 13 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 14 | |||||||||||||||||||||||||||||||||||||||
Single | 101 | $68125 | $6689 | 10 | $71342 | $7005 | 10 | $316 | 47 | 10 | $61436 | 200 | 040562249 | $000 | $71342 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 15 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 16 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 17 | |||||||||||||||||||||||||||||||||||||||
Family | 165 | $189083 | $18565 | 10 | $198013 | $19442 | 10 | $877 | 47 | 10 | $170518 | 200 | 05397350993 | $000 | $198013 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 18 | |||||||||||||||||||||||||||||
19 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Wellness Cost Summary | Current | Renewal | $ Change | Change | 20 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $448658 | $469847 | $21189 | 47 | 21 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $4120861 | $4315479 | $194618 | 47 | 22 | ||||||||||||||||||||||||||||||||||||||||||||
23 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness | 24 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 25 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 26 | |||||||||||||||||||||||||||||||||||||||
Single | 36 | $68457 | $11427 | 17 | $71690 | $11967 | 17 | $540 | 47 | 17 | $57030 | 200 | 05507246377 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 27 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 28 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 29 | |||||||||||||||||||||||||||||||||||||||
Family | 26 | $190005 | $31714 | 17 | $198978 | $33212 | 17 | $1498 | 47 | 17 | $158291 | 200 | 04117647059 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 30 | |||||||||||||||||||||||||||||
31 | |||||||||||||||||||||||||||||||||||||||||||||||||
HDHP - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 32 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $148312 | $155317 | $7004 | 47 | 33 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $740238 | $775197 | $34959 | 47 | 34 | ||||||||||||||||||||||||||||||||||||||||||||
35 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness | 36 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 37 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 38 | |||||||||||||||||||||||||||||||||||||||
Single | 148 | $68125 | $11370 | 17 | $71342 | $11907 | 17 | $537 | 47 | 17 | $56755 | 200 | 059437751 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 39 | |||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 40 | |||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | 200 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 41 | |||||||||||||||||||||||||||||||||||||||
Family | 140 | $189083 | $31559 | 17 | $198013 | $33049 | 17 | $1490 | 47 | 17 | $157524 | 200 | 04602649007 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | ERRORDIV0 | 42 | |||||||||||||||||||||||||||||
43 | |||||||||||||||||||||||||||||||||||||||||||||||||
PPO - Non-Wellness Cost Summary | Current | Renewal | $ Change | Change | 44 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $732122 | $766699 | $34576 | 47 | 45 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $3654372 | $3826959 | $172587 | 47 | 46 | ||||||||||||||||||||||||||||||||||||||||||||
47 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL | 48 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 49 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 50 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 51 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 52 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 53 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | ERRORDIV0 | ERRORDIV0 | 54 | ||||||||||||||||||||||||||||||
55 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL Cost Summary | Current | Renewal | $ Change | Change | 56 | ||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | 57 | ||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | 58 | ||||||||||||||||||||||||||||||||||||||||||||
59 | |||||||||||||||||||||||||||||||||||||||||||||||||
TRADITIONAL 2 | 60 | ||||||||||||||||||||||||||||||||||||||||||||||||
Current | January 1 2020 Renewal | 61 | |||||||||||||||||||||||||||||||||||||||||||||||
Tier | Enrollment | Current Total Rate | EE Rate ($) | EE Rate () | Renewal Total Rate | EE Rate ($) | EE Rate () | EE Rate $ ∆ | EE Rate ∆ | 62 | |||||||||||||||||||||||||||||||||||||||
Single | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 63 | ||||||||||||||||||||||||||||||
Employee + Spouse | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 64 | ||||||||||||||||||||||||||||||
Employee + Child(ren) | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 65 | ||||||||||||||||||||||||||||||
Family | 0 | $000 | $000 | ERRORDIV0 | $000 | $000 | ERRORDIV0 | $000 | ERRORDIV0 | ERRORDIV0 | $000 | 200 | $000 | $000 | $000 | $000 | $000 | ERRORDIV0 | 66 | ||||||||||||||||||||||||||||||
TRADITIONAL 2 Cost Summary | Current | Renewal | $ Change | Change | |||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $0 | $0 | $0 | ERRORDIV0 | |||||||||||||||||||||||||||||||||||||||||||||
Total Cost Summary | |||||||||||||||||||||||||||||||||||||||||||||||||
Current | Renewal | $ Change | Change | ||||||||||||||||||||||||||||||||||||||||||||||
Employee Cost | $1439161 | $1507129 | $67968 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer Cost | $9526484 | $9976395 | $449911 | 47 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HSA Cost | $139636 | $139636 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Employer HRA Cost | $406920 | $406920 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Opt-Out Costs | $500698 | $500698 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Hardship | $7700 | $7700 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
EMS | $90000 | $90000 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Biometric Screening | $135180 | $135180 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Tobacco Screening | $22530 | $22530 | $0 | 00 | |||||||||||||||||||||||||||||||||||||||||||||
Total Employer Cost | $10829148 | $11279059 | $449911 | 42 | |||||||||||||||||||||||||||||||||||||||||||||
NOTES | |||||||||||||||||||||||||||||||||||||||||||||||||
1 WellnessNon-Wellness counts based on allocation provided by MetroSORTA in 2019 monthly reporting | |||||||||||||||||||||||||||||||||||||||||||||||||
2 HSA HRA Opt-out Costs Hardship EMS Biometric screening and Tobacco costs based on 2019 Budget figures provided by MetroSORTA | |||||||||||||||||||||||||||||||||||||||||||||||||
HSA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 | ||||||||||||||||||||||||||||||||||||||||||||||||
HRA Calc | |||||||||||||||||||||||||||||||||||||||||||||||||
Enrollment | Current Annual Contr | Renewal Annual Contr | |||||||||||||||||||||||||||||||||||||||||||||||
Single | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Spouse | |||||||||||||||||||||||||||||||||||||||||||||||||
Employee + Child(ren) | |||||||||||||||||||||||||||||||||||||||||||||||||
Family | |||||||||||||||||||||||||||||||||||||||||||||||||
$000 | $000 |
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-22
APPROVAL OF CONTRACT FOR GOVERNMENT SQUARE CLEANING WHEREAS
1 Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTA for the cleanliness of the Government Square facility and the bus stops and shelters in downtown Cincinnatirsquos Central Business District (CBD)
2 DCI is a non-profit agency funded by the Downtown Cincinnati Improvement
District (DCID) a quasi-government entity leading a revitalization team that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Intergovernmental agreements are excluded from competition under Ohio law
3 SORTA staff recommends the Board approve an eighteen (18) month contract with two (2) one year options with DCI for the cleaning of the Government Square facility and all bus stops and shelters in downtown Cincinnatirsquos CBD at a total cost not to exceed $623606 THEREFORE BE IT RESOLVED
4 The Board hereby approves the award of an eighteen (18) month contract with two (2) one year options as recommended by SORTArsquos staff to Downtown Cincinnati Incorporated (DCI) at a total cost not to exceed $623606
5 The Interim CEOGeneral Manager Secretary Treasurer Interim COO or the
Interim CFO shall execute the above mentioned agreement on behalf of SORTA 6
MOVED BY Robert Harris SECOND BY Gwen Robinson VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Miller and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Procurement Summary
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
September 2019
ACTION ITEM- APPROVAL OF GOVERNMENT SQUARE AND CINCINNATI BUSINESS DISTRICT BUS STOP AND SHELTER CLEANING CONTRACT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence
RECOMMENDATION Approval a of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute an eighteen (18) month contract with two (2) one year options with Downtown Cincinnati Incorporated on behalf of SORTA at a cost not to exceed $623606
FINANCIAL CONSIDERATIONS
bull This is an eighteen (18) month contract with two (2) one year options with a total expenditure of $623606 beginning July 1 2019 ending December 31 2022
bull This agreement replaces a prior six (6) month agreement from January 1 2019- June 30 2019 at a total cost of $86853 and one year contract which totaled $149496 for 2018 year
bull In order to maintain cleanliness and safety standards gum and snow removal services were added resulting in overall increase of approximately 3 from the previous contract
bull This expenditure will be funded with 100 local operating funds
BUSINESS PURPOSE
bull Government Square is the main transit hub in Cincinnati SORTA needs to ensure this facility is maintained clean and safe for a pleasant more appealing transit experience for patrons
bull Since 1996 Downtown Cincinnati Incorporated (DCI) who recently merged with 3CDC has been under contract with SORTAMetro for the janitorial cleanliness of the government square facility bus stops and shelters in Cincinnatirsquos downtown Business District (CBD) DCI is a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) a quasi-government entity that is dedicated to the revitalization of our downtown business district for a cleaner safer and more vibrant downtown experience
bull DCI provides Ambassadors dedicated to the cleanliness at Government Square and to the 39 bus stops and shelters within the CBD The schedule keeps an Ambassador available at Government Square and the surrounding shelters from 600 am to 1000 pm Monday - Saturday DCI will also provide 6 high pressure washings of Government Square and Shelters A-H
PROCUREMENT CONSIDERATIONS
Attachments Procurement Summary
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
bull This is a Sole Source purchase
bull This is a contract for eighteen (18) months with two (2) one (1) year options
bull The contract procurement summary is attached
DMWBE CONSIDERATIONS
bull Downtown Cincinnati Incorporated is a quasi-government non-profit entity
bull No DBEWBE considerations were made on this contract
LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Procurement Summary Report Intergovernmental Agreement
Contract No 60-2019
Contract Information
A Description Cleaning of bus stops and shelters for Government Square and downtown Central Business District
B Contractor Downtown Cincinnati Inc (DCI)
C Contract Amount Not to exceed $623606 (includes 2 one-year options)
D Determination of Price Reasonableness A business relationship between DCI and Metro has been in place for twenty-three years and because of that relationship DCI is committed to providing Metro with the most cost effective services The previous contract was for a term of six months This contract is for eighteen months and two one-year options (42 mos) Adding gum removal services (on an as needed basis) resulted in an overall increase of approximately 3
E Contract Type Firm Fixed Price
F Performance Period July 1 2019 ndash December 31 2020 (Eighteen Months)
G Options Available Two (2) One-year options
H Funding Source Local operating funds
I Type of Procurement Sole Source
Recommendation for Award
Downtown Cincinnati Inc has merged with 3CDC 3CDC is also a non-profit agency funded by the Downtown Cincinnati Improvement District (DCID) that is dedicated to a cleaner safer friendlier and more vibrant downtown experience Downtown Cincinnati Inc is determined to have submitted pricing acceptable to SORTA cost and all other factors considered it has the capacity to perform this contract in all respects and is recommended for award
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Concur _____________________________________ Date 962019 Project Manager Prepared by _________________________________ Date 962019 BuyerPurchasing Agent Reviewed and Approved _______________________ Date 962019 Director of Procurement
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
BOARD OF TRUSTEES
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY MOTION
ACCESS OPERATIONS TRANSITION PLAN
I move that the SORTA Board of Trustees approve the proposed Access Operations transition plan and authorize Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
MOVED BY Kreg Keesee SECOND BY Robert Harris VOTE Aye Ms Black Mr Cull Mr Hinton Mr Hoffmeister Mr McLinden Ms Miller Ms
Robinson and Ms Wyenandt Nay
Abstain
Blake Ethridge
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Transition Project Plan
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
September 2019
ACTION ITEM- ACCESS TRANSITION PLAN
STRATEGIC PLAN GOAL OBJECTIVE
bull Reinventing Metro RECOMMENDATION Approval of a motion authorizing Interim CEO Secretary-Treasurer Interim COO or the Interim CFO to take all necessary steps to terminate the current contract with MV Transportation effective January 1 2020 and to begin providing Access paratransit services with Metro employees by January 1 2020
FINANCIAL CONSIDERATIONS
bull Based upon budgetary forecasting this plan is operationally cost neutral in comparison to the current agreement with MV Transportation
bull The plan includes one-time only transition costs estimated at $350000
BUSINESS PURPOSE
bull Access is a critical part of Hamilton Countyrsquos public transit offerings and delivered more than 230000 rides in 2018 SORTA is working toward a levy in 2020 that will dramatically expand Access service throughout the county SORTA has been evaluating operational scenarios for Access service which is currently operated by MV Transportation
bull The Reinventing Metro plan will be most efficient if SORTA has full operational control of the Access paratransit service in order to begin finding innovative ways to serve Access customers by reducing scheduling time reducing trip time reducing overall cost and improving the customer experience
bull MV Transportation employees are valued team members within the SORTA organization and most are currently members of the ATU
LEGAL CONSIDERATIONS
bull The current agreement with MV Transportation expires February 28 2020 and includes an early termination clause which allows for a January 1 2020 transition in order to coincide with the SORTA employee benefits calendar year
Attachments Transition Project Plan
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
SUBMITTED BY
John Ravasio Darryl Haley Interim COO Interim CEOGeneral Manager
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Access update
Sept 2019
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Access a historic change
bull Wersquore preparing to bring Access services in-house
bull Very productive and cooperative discussions with ATU ndash Reached tentative agreements on the large fiscal items
wages benefits etc
bull Developed Transition Plan for a 1120 start
bull Achieved a Cost-neutral 2020 model bull Includes management economies of scale and ATU
concessions
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Customer Service Improvements
bull SORTA and ATU have agreed to a re-designed Customer Service experience
ndash Metro Call Center + Access Reservationists Customer Service
ndash Creates 7 daysweek Metro Customer Service
ndash Will develop additional Access Customer Service improvements
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Additional Improvements
bull Through upgrading Trapeze (early 2020)
bull Real-time text alerts of vehicle arrival times
bull Through data analysis
bull Improve unfulfilled trips and failed trip negotiations bull Target lengthy trips to find better solutions for customers
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
2020 Comparison In-house v MV contract ($ in millions)
In-House OperationWages amp Benefits 523$ Other Operating Costs 216$
Total Cost for In House 739$
MV 2020 Estimated Cost 739$
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
In-House Operation | |||
Wages amp Benefits | $ 523 | ||
Other Operating Costs | $ 216 | ||
Total Cost for In House | $ 739 | ||
MV 2020 Estimated Cost | $ 739 | ||
Increase (Decrease) In House Cost | $ - 0 |
Access transition process plan
Project Task Completion DateComplete employee onboarding process 10252019Set up parts inventory management process and systems 11182019Set up work process management system 11182019Complete benefits enrollment process 11232019Complete payroll set up 11292019Safety review 11292019Set up PC and user accounts for admin employees 1262019Run parallel mock payroll 12132019Go live 112020
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Access Transition Implementation Team | |||||
General Timeline | |||||
Department | Project Task | Completion Date | |||
HR | Complete employee onboarding process | 102519 | |||
Maintenance | Set up parts inventory management process and systems | 111819 | |||
Maintenance | Set up work process management system | 111819 | |||
HR | Complete benefits enrollment process | 112319 | |||
Payroll HR Maintenance Access | Complete payroll set up | 112919 | |||
Safety | Safety review | 112919 | |||
IT | Set up PC and user accounts for admin employees | 12619 | |||
Payroll HR Maintenance Access | Run parallel mock payroll | 121319 | |||
All | Go live | 1120 | |||
Payroll | First paychecks issued | 11720 | |||
Transit OpsDriver issues |
Access Transition Implementation Team | |||||||||
Project Time Line Tasks | |||||||||
Department | Task | Start Date | Completion Date | Comments | |||||
Maintenance | Build location in Maximo | 92319 | |||||||
Maintenance | Build Store Room location in Maximo | 10719 | |||||||
Maintenance | Load coaches and PM into Maximo | 10719 | |||||||
Maintenance | Create Maximo work flows | 111819 | |||||||
Maintenance | Create Maximo start centers for individual employees | 111819 | |||||||
Maintenance | Set up Novatime | 112519 | |||||||
Maintenance | Maximo Novatime training | 12919 | |||||||
HR | Employee group meetings | 92219 | 92619 | ||||||
HR | Employee letters of instruction | 92219 | |||||||
HR | Selection process - Create job descriptions | ||||||||
HR | Selection process - Post positions | 92519 | 10919 | ||||||
HR | Onboarding - Accept applications | 92619 | |||||||
HR | Onboarding - Issue offer letters | 10219 | 10419 | ||||||
HR | Onboarding - Conduct background checks | 10719 | 102519 | ||||||
HR | Onboarding - Conduct drug testing | 10319 | 102519 | ||||||
HR | Benefits - Group sessions | 11419 | Complete benefits review | ||||||
HR | Benefits - Open enrollment | 111019 | 112319 | One on one meetings | |||||
HR | Benefits - Biometrics | 111019 | 112319 | On-site | |||||
HR | FMLA - Solicit and process applications | Notification to FMLA Source | |||||||
HR | FMLA - Recertify existing cases | Medical certification | |||||||
HR | Short Term Disability - Solicit and process applications | ||||||||
HR | Short Term Disability - Recertify existing cases | ||||||||
Payroll | Create PR for purchase and installation of time clocks | 91719 | |||||||
Payroll | Form Payroll committee (Maintenance IT Ops) | 91719 | |||||||
Payroll | Discovery (document current procedures) | 92319 | 92719 | ||||||
Payroll | Kick-off meeting with vendor | 10119 | |||||||
Payroll | Accruals loaded (if carried over) | 112919 | |||||||
Payroll | Parallel (mock timekeeping) | 113019 | 121319 | ||||||
Payroll | Employee import for Paycor | 121319 | |||||||
Payroll | Mock Payroll (gross to net comparison) | 121619 | |||||||
Payroll | First Paycheck | 11720 | |||||||
Safety | Safety review | 112919 | |||||||
IT | PC and user accounts for administrative employees | 112219 | 12619 | ||||||
All | Go live | 1120 |
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
MOTION
APPROVAL REVISED VISION STATEMENT
To align with SORTArsquos Reinventing Metro Plan I move that the SORTA Board adopt the revised vision statement as followed 20 Million Rides by 2026
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr
McLinden Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments NA
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
RESOLUTION NO 2019-23
APPROVAL OF NORTHSIDE TRANSIT CENTER CONSTRUCTION WHEREAS
1 SORTA staff identified an area along Blue Rock Hamilton and Spring Grove in Northside as a potential transit hub location There are currently eight (8) Metro routes that service Northside and surrounding areas
2 The Northside Transit Center was designed to improve bus stops in the areas with high
levels of passenger activity to provide a more attractive and safer environment for passengers The improvements include custom designed passenger shelters renovated sidewalks and curbs lighting signage landscaping and driver restroom
3 Bids were solicited to construct the Northside Transit Center and five (5) bids were received
4 Representatives from SORTA evaluated the bids and recommends that the Board accept the bid of Graybach LLC as the lowest bid from a responsible bidder for the construction of improvements of the Northside Transit Center at a total cost of $3728710 Staff also recommends that the Board authorize a contingency fund of $372871 bringing the total project cost to $4101581
5 Funding for this project will be a combination of federal and local funds THEREFORE BE IT RESOLVED
6 The Board hereby finds the bid of Ford Development Corporation of Cincinnati Ohio as recommended by the SORTA staff to be the lowest responsive bid from a responsible bidder and awards to it a contract for the furnishing thereof in accordance with the foregoing specifications at a total cost not to exceed $4101581
7 Either the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO shall execute the contract on behalf of SORTA
MOVED BY Kreg Keesee SECOND BY Brendon Cull VOTE Aye Ms Black Mr Ethridge Mr Harris Mr Hinton Mr Hoffmeister Mr McLinden Ms
Miller Ms Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Lease TerminationRelocation
Assistance Agreement Office Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
September 2019
ACTION ITEM- APPROVAL OF THE NORTHSIDE TRANSIT CENTER CONSTRUCTION STRATEGIC PLAN GOAL OBJECTIVE
bull Innovation bull Cultural Alignment
RECOMMENDATION
Approve a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to award a one (1) year contract to Graybach LLC for the construction of the Northside Transit Center at a total contract value up to $4101581
FINANCIAL CONSIDERATIONS
bull This is a general construction contract with the amount of $3728710 plus a 10 contingency ($372871) that will require an approved contract modification or change order to the initial contract to use bringing the total amount to $4101581
bull This project is expected to be completed by August of 2020
bull The expenditure will be funded with a combination of grants from federal and local
BUSINESS PURPOSE
bull The project is part of a larger effort by Metro to move from a traditional hub and spoke model to a system that is more flexible in connecting people to jobs throughout the region
bull This particular project supports the new model by enhancing existing transit services
to an estimated 4000 jobs retail (Business District) and Cincinnati State College
PROCUREMENT CONSIDERATIONS
bull Graybach is determined to have submitted the lowest responsive bid from a responsible bidder it has the capacity to perform this contract in all respects and is recommended for award
bull The contract Procurement Summary is attached
Attachments Action Item
Procurement Summary
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
DMWBE CONSIDERATIONS
bull This solicitation was published through Public Purchase website
bull SORTA established a 694 DBE participation goal for this contract
bull Graybach has committed to 70 DBE participation LEGAL CONSIDERATIONS
bull Section 30643 of the Ohio Revised Code authorizes SORTA to contract for the
provision of goods and services SUBMITTED BY
Khaled Shammout Darryl Haley Director of Transit Development Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
BOARD OF TRUSTEES SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY RESOLUTION
NO 2019-24
APPROVAL OF LEASE TERMINATION AGREEMENT AND NEW OFFICE SPACE LEASE
WHEREAS
1 The SORTA lease with the Gwynne Building expires in June 2022 In March 2019 staff was notified
that the building had been sold to new owners with the intention of converting the building to residential living space 2 Staff contacted a commercial leasing agent to identify available office space in the Cincinnati
market The leasing agent identified 13 properties that met the square footage requirements 3 A request for proposals was then issued to three (3) properties that met SORTArsquos established
criteria and proposals were received from all three (3) properties After reviewing locations and proposals negotiations were conducted with the proposer deemed most advantageous to SORTA price and other factors considered
4 SORTA staff further recommends that the Board authorize staff to execute a 16 year lease with
Huntington Center Cincinnati Realty LP with terms substantially equivalent to those contained in the attached recommendation at a total estimated cost of $6723747
5 To facilitate the relocation project SORTA staff further recommends that it be authorized to execute
a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
THEREFORE BE IT RESOLVED
6 The Board hereby approves the recommendation of staff and finds the proposal of Huntington Center Cincinnati Realty LP to be the most advantageous to SORTA price and other factors considered and authorizes and directs the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a 16 year lease the terms of which will be substantially of those contained in the recommendation attached hereto
7 The Board further authorizes the Interim CEOGeneral ManagerSecretary-Treasurer Interim
COO or the Interim CFO to execute a Lease Termination and Relocation Agreement with 602 Main Street LLC valued at $417610
MOVED BY Robert Harris SECOND BY Mary Miller VOTE Aye Ms Black Mr Cull Mr Ethridge Mr Hinton Mr Hoffmeister Mr Keesee Mr McLinden Ms
Robinson and Ms Wyenandt Nay
Abstain
None
ABSENT AT THE TIME Maurice Brown and Allen Freeman APPROVED September 17 2019
Attachments Action Item
Lease Agreement
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
September 2019
ACTION ITEM- APPROVAL OF LEASE TERMINATIONRELOCATION ASSISTANCE AGREEMENT AND OFFICE LEASE AGREEMENT
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence bull Customer Focus
RECOMMENDATION
Approval of a resolution authorizing the Interim CEOGeneral ManagerSecretary-Treasurer Interim COO or the Interim CFO to execute a Lease Termination amp Relocation Assistance Agreement with 602 Main Street LLC valued at $417610 and to execute a lease agreement in substantially the form attached with Huntington Center Cincinnati Realty LP on behalf of SORTA at a cost not to exceed $6723747
FINANCIAL CONSIDERATIONS
bull The Lease Termination and Relocation Assistance Agreement will provide $417610 in funds that will be utilized to cover relocation expenses as a result of rent abatement beginning September 1 2019 This includes
o $134321 in rent abatement from September 1 2019 through April 30 2020 o $106464 lump sum payment in May 2020 for moving allowance o $176825 lump sum payment in May 2020 for rent due during the period from May 1
2020 through June 30 2021
bull The new lease agreement will begin April 1 2010 with a total expenditure of $6723747 which includes base rent of $6403569 and contingency for operating expense of $320178 (5 of lease) The average cost is estimated at $420234 per year Rent is abated for the first six (6) months of the lease
bull This expenditure will utilize operating funds
BUSINESS PURPOSE
bull In March of 2019 new ownership of the Gwynne Building notified SORTA of their intention to convert the building to residential living space Negotiations began for early termination of the current office space lease and relocation assistance in order to defray moving costs Negotiations were completed in September 2019
bull SORTA contacted a commercial leasing agent to identify available office space in the Cincinnati real estate market The leasing agent identified thirteen properties available that met the square footage requirements SORTA staff reviewed the properties based on established criteria including cost accessibility to board members and citizens attending board meetings bus service for customers and employees security services ADA requirements and proximity to other SORTA locations
Attachments Lease TerminationRelocation Assistance
Agreement Office Lease Agreement
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
bull SORTA staff and the leasing agent issued a request for proposals to the three properties that met the established criteria All three properties submitted proposals Negotiations were then conducted with all three for price lease terms and floor space Total cost for a 16-year lease at each property are as follows
o 525 Vine Street $6723747 o Building B $7337667 o Building C $8087811
bull Based upon pricing location visits and other factors staff recommends relocating the SORTA
administration offices to the fifth floor of the Huntington Bank Building located at 525 Vine Street Cincinnati Ohio 45202 The lease agreement contains the following o 16 year lease with starting rate of $1650 per square foot o Beginning in Year 3 of the lease annual rent increase is $025 per square foot o 463 square feet of storage space is included on the 19th floor at $600 per square foot with
no annual rent increase o Huntington Center Cincinnati Realty LP will pay for all design and build-out to building
design standards o SORTA will have ongoing right of first refusal for space available on the 6th floor which is
currently unoccupied o SORTA will have right of first refusal at all times for usage of a state-of-the-art common
conference room being built to our specifications with 70 person capacity for Board and Committee meetings as well as public hearings employee training sessions and quarterly organizational leadership meetings
o Anticipated move in date is April 2020
PROCUREMENT CONSIDERATIONS
bull Per Procurement Policies and Procedures lease agreements are not subject to competition and exempt from sole source justification
LEGAL CONSIDERATIONS
bull Section 30635 of the Ohio Revised Code authorizes SORTA to contract for the provision of goods and services
SUBMITTED BY
Donna Adkins Darryl Haley VP and Chief of Staff Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
September 2019
BRIEFING ITEM ndash MONTHLY FINANCIAL REPORTS ndash AS OF AUGUST 31ST 2019
STRATEGIC PLAN GOAL OBJECTIVE
bull Operational Excellence RECOMMENDATION This is a briefing item No action is required at this time
BUSINESS PURPOSE
bull As part of the monthly closing of the general ledger the Accounting Department prepares various financial reports
bull One of the key reports is the Statement of Revenues and Expenses also known as an Income Statement
bull This report gives summary information about how actual SORTA revenues and expenses in the newly closed month (as well as calendar year-to-date) compare with budgeted and prior year values
bull A separate Executive Summary is also prepared to give narrative descriptions behind
key favorable and unfavorable actual results compared with budget values
bull Attached are Monthly Financial Reports for SORTA and the Connector as of August 31st 2019
SUBMITTED BY
Michelle Jeng Interim CFOSr Vice-President Finance
Attachments Executive Summary
Financial Report
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
Monthly Financial Report
Executive Summary August 2019
SORTArsquos financial report for the month ending August 31 2019 is attached
Total Revenue of $83 million was favorable to budget by $144000 or 18
Total Expense of $86 million was unfavorable to budget by $(146000) or (17)
o Operations expense of $74 million was 893 of revenue and
o Selling General amp Administrative (SGampA) expense of $12 million was 146 of revenue
o Depreciation expense of $13 million was incurred but not included in the budgeted expense figures
Result was a net unfavorable variance before reserves and prior year surplus of $(317000) in the month of
August
Budgeted reserves of $234000 and prior year surplus of $82000 were used in the month
The final result was a net unfavorable variance of $(2000) for the month and favorable variance of $277000
year to date
Below is a summary of the most significant factors driving the results for June
Fare Revenue Favorable to budget by $6000 or 04 Metro fare revenue was favorable to budget by
$9000 and resulted in a farebox recovery ratio of 191 which was unfavorable to budget by (02)
Non-Transportation Revenue Favorable to budget by $52000 or 249 primarily due to an adjustment
to recognize deferred income from expired passes that was favorable to budget by $135000 partially offset
by unfavorable advertising revenue of $(65000)
State amp Other Subsidy Revenue Favorable to budget by $183000 or 709 primarily due to the accrued
revenue from the Ohio Assistance subsidy of $142000 and the increase to the Reimbursement of Ohio Fuel
Tax of $54000 as a result of the higher fuel tax
CPS Contract Revenue Unfavorable to budget by $(97000) or (188) due to the service reductions
implemented by CPS for the new school year
Employee Wages Wages from Operations were unfavorable to budget by $(38000) or (11) primarily
due to unfavorable operator trainee wages of $(63000) SGampA wages were favorable to budget by
$10000 or 18
Employee Benefits Benefits from Operations were favorable to budget by $31000 or 16 due to
favorable sick and vacation leave of $29000 Benefits from SGampA were favorable $8000 to budget or
33
Parts amp Supplies (Operations) Unfavorable to budget by $(42000) or (89) due to unfavorable revenue
vehicle parts of $(80000) driven primarily from the increased productivity in the main shop
Salary Headcount There were 9 open positions at the end of August
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Eight Months Ended 8312019
Prior Yr
Actual
Fixed Route Ridership (47683) (40) (104137) (12) 9006965 Access Ridership (518) (26) (3774) (24) 155562
Total Ridership (48201) (40) (107911) (12) 9162527
Farebox Recovery Ratio (1) 194
Dollars Rev Dollars Rev $ Dollars Rev Dollars Rev $ $
FaresMetro Fares (2) $ 1527 185 $ 1518 187 $ 88 06 $ 11509 171 $11246 177 $ 2624 23 $ 11914 Access Fares 80 10 83 10 (30) (37) 633 09 652 10 (191) (29) 641
Total Fares 1607 194 1601 197 57 04 12141 181 11898 187 2433 20 12555
CPS Contract Revenue 416 50 512 63 (965) (188) 4433 66 4759 75 (3263) (69) 4969Non-Transportation Revenue (3) 260 31 208 26 518 249 1658 25 1366 21 2913 213 1223
2282 276 2321 286 (390) (17) 18232 271 18023 283 2084 12 18747
Transit Fund Receipts 4054 490 4054 499 00 00 38375 571 35375 556 30000 85 38277Federal Cash Grants 1496 181 1496 184 00 00 8263 123 8263 130 00 00 7672State amp Other Subsidy Revenue (4) 442 53 259 32 1832 709 2337 35 1993 31 3433 172 1948
5992 724 5808 714 1832 32 48974 729 45631 717 33433 73 47897
8274 1000 8130 1000 1442 18 67206 1000 63654 1000 35517 56 66644
Wages 3465 419 3428 422 (375) (11) 27212 405 26858 422 (3544) (13) 26496Employee Benefits 1850 224 1880 231 305 16 15229 227 15153 238 (758) (05) 14671Fuel amp Lubricants 534 65 500 62 (334) (67) 3517 52 3462 54 (549) (16) 3847Parts amp Supplies 510 62 468 58 (419) (89) 3997 59 3720 58 (2765) (74) 3766Purchased Transportation 606 73 604 74 (16) (03) 4746 71 4755 75 93 02 4510Services 112 14 121 15 87 72 793 12 1005 16 2114 210 963Utilities 52 06 56 07 36 65 690 10 645 10 (450) (70) 599Casualty amp Liability 110 13 90 11 (204) (226) 3543 53 721 11 (28225) (3917) 1093Taxes amp Leases 119 14 69 08 (498) (722) 652 10 554 09 (984) (178) 584Other (5) 28 03 7 01 (208) (2938) 49 01 57 01 84 146 78
7386 893 7224 889 (1625) (22) 60428 899 56929 894 (34983) (61) 56607
Wages 555 67 565 70 102 18 4203 63 4270 67 663 16 4115Employee Benefits 222 27 230 28 77 33 1722 26 1815 29 927 51 1702Parts amp Supplies 45 05 34 04 (107) (312) 211 03 215 03 38 18 205Services 253 31 260 32 66 25 2039 30 2116 33 772 36 2305Utilities 23 03 15 02 (80) (527) 132 02 121 02 (108) (89) 129Taxes amp Leases 60 07 62 08 19 31 405 06 495 08 902 182 298Other (5) 47 06 55 07 85 154 439 07 343 05 (960) (280) 576
1205 146 1221 150 163 13 9151 136 9375 147 2235 24 9330
8591 1038 8445 1039 (1462) (17) 69579 1035 66304 1042 (32749) (49) 65937Use of Prior Year Reserves 234 28 234 29 00 00 1868 28 1868 29 00 00 197Use of Prior Year Surplus 82 10 82 10 00 00 782 12 782 12 00 00 0
$ (2) (00) $ - 00 $ (20) $ 277 04 $ - 00 $ 277 $ 904
Depreciation Expense $ 1313 159 $ 8153 121 $ 8896
(05)191 194 (02) 178 183
Subtotal Operating Revenue
RevenueOperating Revenue
VarianceFav(Unfav)
Profit amp Loss StatementDollars In Thousands
Current Month Year To Date
Actual BudgetVariance
Fav(Unfav)Actual Budget
8723466 8619329
Subtotal Subsidy Revenue
Subsidy Revenue
Total Cost of Operations (6)
Total Revenue
Cost of Operations
Surplus (Deficit)
Notes(1) Farebox Recovery Ratio = Metro Fares Revenue (Total Expenses less Purchased Transportation Expense and $30 M Claims Exp as a result of receipt of funds from City) Full Year Budgeted Farebox Recovery Ratio is 191(2) Metro Fare Revenue includes Regular Fares amp Passes Fare Deal and Special Program Fares(3) Non-Transportation revenues include advertising investment income parking revenue warranty recoveries amp fee SORTA receives from the City to manage the streetcar(4) Other Subsidy Revenue includes county contracts and payments from 53 Bank Duke Energy UC and Cincinnati State(5) Other includes advertising training dues and subscriptions travel and incentive fares(6) Full year 2019 Budget Operating Expense 851 of Revenue amp SGampA 149 of Revenue
Total SGampA (6)
Total Expenses
Selling General amp Administrative
1182225 1134542
8880016 8772105 1202245 1154044 156550 152776 20020 19502
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
SOUTHWEST OHIO REGIONAL TRANSIT AUTHORITY
CINCINNATI BELL CONNECTOR
MONTHLY FINANCIAL REPORT
EXECUTIVE SUMMARY
AUGUST 2019
The Cincinnati Bell Connector financial report for the month ending August 31 2019 is attached
Total Revenues were $339732 which is favorable to budget by $7182 or 2
Total Expenses were $323981 which is favorable to budget by $8569 or 3
August result is net favorable income of $15751 and a favorable variance to budget of $15751
Year to date result is net favorable income of $54605 and a favorable variance to budget of $54605
Below is a summary of the most significant factors driving results for the month
Connector Advertising Favorable $7668 or 111 for the month due to advertising contracts
exceeding budgeted expectations
Marketing Expense (Direct Cost) Favorable $7793 or 94 for the month due to expenses below
budgeted expectations
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
Southwest Ohio Regional Transit Authority
Cincinnati Bell ConnectorYear to Date Financial ReportAs of August 31 2019
Curr Mo
Actual
Curr Mo
Budget
YTD
Actual
YTD
Budget
Ridership 56402 49178 7224 15 114784 107187 7597 7
FaresRegular Fares amp Passes $32381 $32181 $200 1 $67590 $70140 -$2550 -4Charter Service 0 0 0 - 0 0 0 -
Total Fares 32381 32181 200 1 67590 70140 (2550) -4
Other RevenueCity Parking Meter Contribution (Net of City Overhead Expense and additional cost for parking enforcement) 83934 83934 0 0 167868 167868 0 0City Appropriated Surplus Parking 98835 98835 0 0 202343 202343 0 0Haile Foundation 75000 75000 0 0 150000 150000 0 0Federal Formula Funding 19514 16365 3149 19 35879 32730 3149 10Connector Advertising 14568 6900 7668 111 29611 13800 15811 115Naming Rights 15500 19335 (3835) -20 31000 38670 (7670) -20
Total Fares and Other Revenue 339732 332550 7182 2 684291 675551 8740 1
ExpensesTransdev Contract 291927 289894 (2033) -1 552832 579788 26956 5SORTA Management Fee 12739 12739 0 0 35931 35931 0 0Direct Costs 19315 29917 10602 35 40923 59832 18909 32
Total Expenses 323981 332550 8569 3 629686 675551 45865 7
NET INCOME (DEFICIT) $15751 $0 $15751 $54605 $0 $54605
Month Variance
Fav (Unfav)
YTD Variance
Fav (Unfav)
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
September 2019 In the spotlight Wersquore pleased to share that we are nearly fully staffed with Operators Thanks to successful marketing and HR recruitment efforts along with improved training we currently have 482 of our goal of 500 full-time operators with 10 more scheduled to finish training this month Wersquore also on track to have 10 part-time operators on staff shortly This is the highest operator staffing wersquove had since 2009 ldquoRiding is Believingrdquo Thatrsquos the name of our new marketing campaign designed to increase ridership by spreading awareness about the many recent Metro improvements including
bull New buses with Wi-Fi charging ports and vinyl seats bull New app with real-time information and bus tracking bull New Northside Transit Center
The campaign launched Sept 9 with animated and static digital and radio ads A robust social media print and web campaign will follow Individuals may also enter to win a $30 stored-value card on our website to see for themselves that Metro is something to believe in ndash because well ldquoRiding is Believingrdquo Therersquos an app for that Beginning Oct 23 customers will be able to use one app Transit App with EZFare to plan their trip pay their fare and track their bus in real-time Riders may also purchase fare for our regional partners TANK and BCRTA including the new $5 MetroTANK day pass There will be a launch event on Government Square on Oct 23 beginning at 630 am featuring food giveaways demos and more More event details will be shared soon RetroMetro 1986 was a good year Wersquore taking customers (almost) back in time with the new ldquoRetro Metrordquo campaign Two buses (one at each garage) will feature the retro branding from 1986 These two buses will be randomly assigned to routes throughout the system and will offer a throwback fare of only $65 (the base fare from 1985-1993) This fun social media campaign will take advantage of the current interest in transit nostalgia and generate excitement about riding the bus as customers post photos and comments about the bus using RetroMetro Focus on wellness Itrsquos that time of year again Metrorsquos open enrollment process will kick off on Oct 21 and last through Nov1 This year wersquove beefed up efforts to educate employees more about all the outstanding health and dental benefits we offer along with tips tools and resources to maximize their plans These efforts have also resulted in a significant increase in the Go365 program enrollment with 40 percent of employees enrolled ndash up from just 18 employees enrolled in 2018
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager
ldquoBe Cool Donrsquot Run Hotrdquo campaign update Perhaps the ldquocoolestrdquo news of all is the success of the new on-time performance campaign ldquoBe Cool Donrsquot Run Hotrdquo aimed at better using data to keep buses on schedule
bull August was our best month since August 2017 with just 33 percent of trips ahead of schedule or ldquorunning hotrdquo by one minute or more
bull Early operations reduced to under 4 percent for three straight months (this is better than all of 2018)
bull June 2019 saw the highest on-time performance in a year and a half While there is still more work to do we took the opportunity to celebrate this accomplishment in the garages with an ice cream to thank employees for their commitment to improving service for our customers Living United being a community that shares Metro and the ATU will be teaming up again this year to raise funds during the annual employee giving campaign to benefit the organizations supported by the United Way and Community Shares The campaign kicks off on Oct1 Save the Date Look for invitations coming soon for the Northside Transit Center groundbreaking celebration on Oct 29 If you have any questions please call me at (513) 632-7690
Darryl Haley Interim CEOGeneral Manager