Is Cincy RedBike America’s Most Financially Successful Bike-Share System?

RedBike Monthly Ridership Totals

RedBike Monthly Ridership Totals

Since launching nearly two years ago, RedBike has been embraced by the region in a way even the bike-share system’s early proponents had not imagined.

When RedBike opened to the public on September 15, 2014 it included 29 stations, but has since swelled to 57 stations spanning two states, four cities and more than a dozen neighborhoods. The ability to expand and integrate the system across state and city lines is particularly notable as it is a feat most other bike-share systems in North America have not yet achieved.

This relatively rapid expansion has been fueled by higher than expected ridership. As of early July, RedBike had hosted 116,739 rides – or about 5,300 per month. Bolstered by more than 1,500 annual members, these ridership totals translate into some 17,683 different people who have ridden a RedBike.

“Red Bike has gotten off to a dream start. Our community has embraced this new form of transportation,” Leslie Maloney, President of the Red Bike Board of Directors and Senior Vice President of the Carol Ann and Ralph V. Haile, Jr./U.S. Bank Foundation, said in a prepared release. “We will work to continue providing the highest quality and most fun transportation option in Cincinnati.”

Following the trends of bike-share systems elsewhere throughout the world, approximately 74% of its riders have either never ridden a bike before or at least not within the month before RedBike opened. This data makes many bike advocates in the region looking for ways to improve road safety for the surge of new cyclists out on the streets.

The biggest news in RedBike’s recently released annual report, however, pertains to its finances.

While many bike-share systems around the country have struggled financially, RedBike has been able to operate in the black since its inception, and has grown its cash reserves year-over-year.

In 2014 RedBike had a total of $234,251 in expenses and $1,144,911 in revenues. That net income grew in 2015 when the bike-share system had $484,389, but $1,740,792 in revenues. This net income, RedBike officials say, is used to purchase capital equipment necessary to keep the system fully functional.

While it is difficult to find bad news in the financial details released by RedBike, one might look at the fact that direct program income (user fees) cover only 65% of program expenses. When factoring in sponsorships, a fairly reliable and steady stream of income, it covers nearly 118% of program expenses.

All of the other income sources help to further stabilize the system, keep it operating at reliable and optimal levels, and are helping build a reserve fund that could be used to offset unexpected capital expenses or lower than anticipated operational performance.

UC Health is thrilled to be the presenting sponsor of the RedBike program,” said Dr. Richard P. Lofgren, President and CEO of UC Health. “As someone who lives downtown, all I have to do is look outside to see how successful this program is, and how bike share has been embraced by the citizens of Cincinnati.”

For Economic Growth, Milwaukee Region Chooses Collaboration Over Competition

When Omnicare announced in late 2011 that they planned to move their headquarters from Covington across the river to downtown Cincinnati, it showcased the intense regional competition for jobs and economic development.

Due to the region’s particularly fragmented setup of multiple states, counties, cities and townships, a myriad of governments and development entities tout their respective advantages in workforce training, tax incentives, and infrastructure access, to lure development from out of the area, but also from neighboring localities; and companies have been more than happy to float from one place to the next in order to take advantage of those incentives.

Yet, data shows that while this desire to expand the local tax base is enticing, it amounts to little or no new jobs or income for the region as a whole. Rather, the habit is more cannibalistic in nature, especially given that cities today are competing not just with their neighbors, but also with far-flung metropolitan areas around the world.

While both unique and similar Cincinnati in many ways, Milwaukee and its surrounding areas have taken a wholly different approach to that of Greater Cincinnati.

When current Mayor Tom Barrett (D) was elected in 2004, he was intently focused on improving economic development within Milwaukee proper. To achieve this, local leaders came together to form the Milwaukee 7 – an economic development organization for the seven counties in the region. To help curb damaging intra-regional competition, the group agreed to a code-of-ethics where they promised to not steal jobs from one another, but rather focus on economic development cooperation.

M7’s metropolitan business plan is now the foundation for regional development, but the group also recognizes that a thriving region is dependent on an also-successful inner-city. For this, the City of Milwaukee develops its own economic development plan that uses ideas from, and coordinates common areas with, the regional plan. This helps connects local revitalization efforts with regional economic development strategies.

Again, rather than attempting to lure firms from outside the area, local officials recognized their competitive advantage in numerous areas and chose to reinforce those. Specifically, M7 identified the area’s competitive advantages in three areas: water technology; energy, power and controls manufacturing; and food and beverage.

To ensure that the region remains attractive and stays on the cutting edge of business and technology, local officials have created numerous entities to promote and develop industry throughout the region. Each of the three industry clusters have a respective local organization that has developed clear-cut plans to encourage innovation and collaboration to grow the industry.

Going a step further, the Milwaukee region has also created a global trade and investment strategy in order to attract foreign firms and capital.

The results of this intra-regional collaboration have been positive. In November 2015, UrbanCincy published a story about Milwaukee’s burgeoning water industry that is transforming a once-decrepit manufacturing area into a modern industrial center.

Like many other cities in the industrial Midwest, Milwaukee has hundreds of vacant industrial buildings and acres of abandoned land. Millions of dollars have been spent in redevelopment efforts, with areas like the Menomonee Valley seeing food and beverage industry expansion there, and a former Pabst Blue Ribbon brewery being converted into residential spaces to bring workers closer to the new jobs downtown.

In a region with one of the highest percentages of concentrated poverty in the nation, officials are hoping the efforts will ensure that redevelopment and economic opportunities are broad-based and accessible.

A regional talent partnership is being used to help grow talent that caters to the three industry clusters; and construction projects with public support are required to hire locally. Those firms help train and hire under-employed and unemployed Milwaukeeans through collaboration with organizations like the Wisconsin Regional Planning Partnership.

In the low-income, northwest section of Milwaukee, an 80-acre brownfield site called “Century City” is being redeveloped into a Center for Advanced Manufacturing. And with development booming in downtown Milwaukee, funds generated from those investments are being redirected into numerous projects in other parts of the city, like transportation and community development organization funding.

While it is too early to judge some of the results seen thus far, the Milwaukee region is now more productive than it was at the turn of the century, and it is adding both jobs and residents. At the same time, more citizens are employed, and wages in the area are higher than the national average.

The Cincinnati region has, in recent years, begun making concentrated efforts at developing similar programs. However, many of the programs have been focused at the city-level. Until the region establishes a similar regional partnership that gets everyone working toward the same goals, it is unlikely that similar results will be seen here.

PHOTOS: Covington Celebrates Unveiling of Region’s First Parklets

On Friday, Covington became the first community in the region to fully embrace the idea of transforming on-street parking spaces into usable space for people.

The public celebration marked the culmination of a months-long competition aimed at rethinking the space typically used to store private automobiles. In total, five parklets made their debut in Covington’s downtown thanks to a $150,000 grant from the U.S. Bank/Haile Foundation that was awarded to Renaissance Covington for the project.

Organizers of the effort say that, beyond re-imagining on-street parking spaces, they hope the project will help link the city’s MainStrasse and Renaissance districts at a time when investment continues to flow to the area.

Each of the five parklets take on a different life and activate the streetscape in a different way. This was purposefully done in order to create parklets that were responsive to their surroundings. As such, each designer was required to partner and work with the adjacent business owner as part of the effort.

Those businesses include Inspirado at Madison Gallery, Cutman Barbershop, Left Bank Coffeehouse, Stoney’s Village Toy Shoppe and Braxton Brewing Company.

Cities throughout North America have taken a different approach toward managing and regulating parklets, but in Covington these five installations will be allowed to stay in place for six months. Afterward, the parklets will be taken down for the cold winter season.

Covington city officials have no word as to what the future will hold for these or other potential parklets; but for now, you can go check them out for yourself at any time.

Neighborhood Development Strategies Focus of Niehoff Urban Studio Event

Cincinnati is a city known for its unique and dynamic neighborhoods; and over the past few years many of these neighborhoods have transitioned through the work and dedication of community development groups, active and engaged stakeholders and residents, and the assistance of leading experts in the field.

Successes like new developments, restoration of historic buildings, and implementation of placemaking strategies, however, have not come without challenges and lessons learned. Building healthy and resilient places, such as in some of the neighborhoods of Cincinnati, is the focus of this semester’s Neihoff Studio open house.

The Niehoff Urban Studio and UrbanCincy have invited several community development experts to gather for an in-depth discussion on creating success in several of Cincinnati’s great neighborhoods on Thursday, April 21.

Building on the second year of the Building Healthy and Resilient Places theme, the open house is the culmination of a semester-long effort by DAAP students working with six neighborhoods in Cincinnati and Covington to identify potential redevelopment opportunities in neighborhoods such as Roselawn, College Hill, Walnut Hills, East Walnut Hills, North Avondale, Price Hill, and downtown Covington.

Kathy Schwab, of LISC, will present awards to the winning student group.

“Our theme is Building Healthy and Resilient Places, and students are encouraged to make places that promote health in a number of categories,” Frank Russell, Director of the UC Niehoff Studio told UrbanCincy. “Above all students were challenged with how to make form and program that would make these NBDs ‘centers of activity’ in accordance with Plan Cincinnati.”

The event will culminate with a panel of experts moderated by UrbanCincy. Panelists include Phil Denning from the City of Cincinnati Department of Economic Development; Kathleen Norris, who is the Principal and founder of Urban Fast Forward, a real-estate consulting firm; and Seth Walsh with the Community Development Corporation Association of the Greater Cincinnati.

The event will kick off at the Niehoff Urban Studio Community Design Center on Short Vine at 5pm this Thursday, with the panel discussion starting at 6pm. The event is easily accessible by Red Bike with a station conveniently located across the street. It is also accessible via Metro Bus Routes #24, #19 and Metro Plus.

City of Covington Gathering Public Input On How to Spend CDBG Funds

City of CovingtonThe U.S. Department of Housing & Urban Development distributes federal funding to communities throughout the United States each year. The allocation of those funds is based, in part, on need and population, but also on the input provided by the residents of each respective community receiving funds.

To that end, Covington is currently gathering public feedback for how it should use the federal funds it receives from HUD. In most cases communities spend the money on things like homebuyer programs, infrastructure improvements, recreation programs, crime prevention efforts, park maintenance or playground equipment.

According to Jeremy Wallace, Grants Administrator and Real Estate Specialist with the City of Covington, public input is solicited as part of Covington’s annual action plan process for Community Development Block Grant funds from HUD.

“We typically hold public hearings and have stakeholder meetings, but this year we decided to add an online survey,” Wallace explained to UrbanCincy. “We collect all the public comments from the various forms of public outreach and incorporate that into our strategies and programming of these funds to address the needs identified in the pubic comments.”

This year’s online survey will remain open until Monday, April 4, so people are encouraged to leave their feedback as soon as possible so that it can be incorporated into the public record. Once it is all compiled, Wallace says that the City of Covington will put together an action plan and submit it to HUD for their consideration and review.

The survey takes just a few minutes to complete and can be filled out online here: