Local transit officials on Tuesday rolled out the first vehicle to bear the colors of the new branding scheme for the Cincinnati Bell Connector. Naming rights for the local rail transit system, formerly known as the Cincinnati Streetcar, have been purchased by Cincinnati Bell.
Under the sponsorship contract, the communications company has agreed to pay $340,000 per year for the next decade. The funding will be used to help cover costs for streetcar operations.
The new graphic scheme for the transit vehicles features the blue and green colors of Cincinnati Bell on the ends of the cars, and above the windows. While some remnants of the original branding scheme remain, the burnt orange color that had become synonymous with the streetcar will entirely go away in time for the system’s opening.
The new branding will be used throughout the system, including on the website, on all printed materials, and on support vehicles. Stations will be rebranded as Cincinnati Bell Connector stations; and several stations already have new signage reflecting the change.
After a photo session for the media, the vehicle departed along Race Street to start regular operations for the day. All five streetcars will display the new branding by the start of regular service on September 9.
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.
RedBike Financial Sheets
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.”
The owners of Thunderdome Restaurant Group first became popular with their Bakersfield restaurant in Over-the-Rhine. Since then the ownership group has opened several other concepts, including the newly opened Maplewood Kitchen and Bar.
Described as being California-inspired, Maplewood specializes in their brunch offerings, and is located in the 84.51º Building on Race Street downtown. While many of the new restaurant offerings in the center city are opened late into the night, Maplewood Kitchen and Bar adds another option for those looking for breakfast options. They’re open from 7am to 3pm Monday through Saturday.
Following the re-routing of numerous express bus routes through the central business district earlier this year, Metro is now also making minor running time adjustments to many of these same routes.
The changes will go into effect on Monday, June 20, and will impact Metro’s express routes to Tri-County (23X), Mt. Lookout (25X), Milford (29X), Montana (40X), West Chester (42X), Sharonville (67), Kings Island (71X), Delhi (77X) and Eastgate (82X).
The Southwest Ohio Regional Transit Authority did not offer an explanation for the changes, but it is normal for the transit agency to make adjustments such as this in order to improve efficiencies or avoid service conflicts.
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.
Milwaukee [Provided]
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.
Milwaukee Public Market [Provided]
Going a step further, the Milwaukee region has also created a global trade and investment strategy in order to attract foreign firms and capital.
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.
