Tag: John Cranley

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News Transportation

Initial $2M Phase of Cincy Bike Share On-Pace for September Opening

Cincy Bike Share Bike [Provided]

Cincinnati Bike Share Station MapCincinnati city officials and community leaders are expected to gather at Fountain Square Tuesday morning to unveil the first of Cincy Bike Share’s 35 stations. The ceremony will mark the official start to construction of Ohio’s second and largest bike share system.

Queen City Bike says that the process will move quickly, with two to three stations being installed daily until all 35 stations planned for Downtown and Uptown are built. At the same time, there will be a volunteer effort to assemble the system’s 300 bikes.

“We hope to assemble at least 200 bike share bikes by Friday,” said Frank Henson, President of Queen City Bike, and member of Cincy Bike Share’s Board of Trustees. “This is being done by area volunteer mechanics under the supervision of B-Cycle.”

The aggressive schedule puts the system on track to open by early September, which is not far off the initial goal of opening by August.

The progress comes after Cincinnati Mayor John Cranley (D) announced $1.1 million to more than half of the initial $2 million in upfront capital costs. At the time, Cincy Bike Share director, Jason Barron, said the commitment from the City of Cincinnati was critical in not only getting things moving, but also showing the private sector that it is all for real.

“The mayor’s commitment makes the project a true public private partnership,” Barron told UrbanCincy in April. “The City’s commitment is important to the private funders we have been speaking to, and I believe that it will unlock the last bit of funds that we need.”

Bike share systems have been growing in popularity in North America over recent years. While the most notable are Washington D.C.’s Capital Bikeshare, Chicago’s Divvy and New York City’s Citi Bike, there are now dozens of other cities operating similar systems. The large number and established time period of operations now has given planners a chance to examine empirical data to see what works best.

The more complexities you add to a mode of transportation’s functionality, the less likely someone is to choose that given mode for their trip. This is something that is true across all modes of transportation. As a result, the station density and space contingency calculations have proven to be consistent indicators for a bike share system’s success or failure.

Studies have found that a higher station density is better, and that a target should be approximately 28 stations per square mile. For a city like Cincinnati, that averages out to be a station every couple of blocks. However, the number and placement of Cincy Bike Share stations will be much lower than this target.

When examining of each of the 35 station locations, the system’s station density can be calculated in two different ways. The first would look at just the immediate area in which the stations are located. The second would look at the intended service area for those stations. Naturally, the latter is a bit more subjective.

In the case of the first scenario, the Downtown/OTR portion of the system would have approximately 15 stations per square mile, while the Uptown portion would have 10. Overall, the system in its entirety would average out to a respectable 13 stations per square mile.

But under the more second scenario that factors for intended service area these numbers drop. In this case, Downtown/OTR would fall to 12 stations per square mile, and Uptown would plummet approximately four stations per square mile. Overall, the system total would average out to be nearly stations per square mile.

It is important to note that neither of these scenarios includes the Union Terminal station in its calculation since it is an outlier and would clearly skew the results. Furthermore, Downtown/OTR and Uptown were separated in their calculations since many planners and observers concede that the two areas will most likely operate in isolation of one another.

The point is to ensure that there are consistently stations within a short distance of one another so that if one station is full or empty, another station is close by for the potential user. If that user encounters such a situation, however, it is most likely that the potential user will avoid using bike share altogether and instead opt for a different mode.

One of the ways this can be combatted is through the use of real-time tracking technology that allows users to see exactly how many bikes or stalls are available at any station at any given time. This, of course, only aids those with access to data plans on compatible smart phones, and those who think to use it.

In order to fix the problem of full or empty stations, system operators perform ‘bike balancing’ which moves excess bikes from one station to another that is low on bikes. This balancing act proves to be one of the most costly elements of operating a bike share system. In Chicago and bigger cities they utilize small vans to move the bikes around. But in Salt Lake City, where their GREENBike system is quite small, they utilize trailers hitched to the back of other bikes.

As a result of this complex balancing act, and potential barrier to users, another key element of bike share systems is a space contingency at each station. What this means is that if a station has a capacity for 10 bikes, it should not be stocked with 10 bikes. Instead, data suggests that about a 50% space contingency is ideal.

In Cincinnati’s case, Cincy Bike Share will have enough bikes for there to be roughly nine docked at each of the system’s 35 stations. If the system were to fall in line with this 50% space contingency, which would mean that an additional four to five stalls should be available at any given time, meaning each station should have a total of 13-14 stalls. This, however, is not the case.

Cincinnati’s typical station will have 10 stalls, and thus only have a 10% space contingency. Cincy Bike Share officials have not yet commented as to how this will be mitigated, but a potential solution would be simply to not deploy all 300 bikes at once – something that seems reasonable since bikes will need to rotate in and out for repairs. In this case, a more appropriate number of bikes to be in use at any given time might be 240.

Cincinnati’s bikes are expected to be available for use 24 hours a day, and will most likely be available for use year-round. Cincy Bike Share will be responsible for setting the rate structure, which is not final yet, but annual memberships are pegged at $75 to $85 and daily passes between $6 to $8.

Uptown was originally envisioned as a second phase to the system; but now that it is being included in the initial rollout, it leaves an expansion to Northern Kentucky as the next logical choice.

More details are expected to be announced at the press event later in the week.

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Business News Politics

Covington Estimates It Will Make $516,113 on Parking This Budget Cycle

While Cincinnati leaders would like to see their parking system generate more in revenue than it costs to operate and maintain it, that is not the reality. It is, however, the reality across the river in Covington.

A review of Covington’s recently approved 2014-2015 budget estimates the parking system will bring in approximately $1.6 million in revenue, while costing only $1.1 million for operations, maintenance and upgrades.

One of the largest chunks of Covington’s annual parking revenue, however, comes from lease payments which total about $491,000 – or nearly one-third of the city’s annual parking revenues.

Had Cincinnati followed through with its parking lease agreement, it too would have realized these benefits by offloading expenses and locking in fixed lease payments. Under Cincinnati’s parking lease, the city would have received anywhere from $3-4 million in annual payments from the concessionaire.

In order just to break even, the City of Cincinnati has and continues to defer needed maintenance and upgrades, while also depleting its parking fund.

Covington will also benefit from increased parking rates, which will net the city an additional $68,500 in the first year. Those changes include a 10-cent per hour increase for on-street parking meters, and a $2 per day increase at the RiverCenter Parking Garage.

In addition to on-street parking meters throughout downtown, Covington has 818 parking spaces in 16 surface lots and another 1,574 spaces in three different parking garages.

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News Politics

What Does Harry Black’s History Tell Us About His Capability of Managing City Hall?

Cincinnati Mayor John Cranley (D) announced Harry Black as his pick to fill the role of the city’s equivalent of a chief executive officer.

It has been widely reported that Black is the current finance director for the City of Baltimore, and that he had a tumultuous tenure while serving as the chief financial officer for the City of Richmond, VA. When selected for the Baltimore job, The Brew had the following to say regarding Black:

Baltimore’s new director…was introduced to the City Council as a green-eyeshades number cruncher well-versed in municipal bond transactions.

That dull description hardly fits with Black’s varied career and his sometimes volatile personality that included an attempt to evict the Richmond school board from its offices and frequent brawls with the Richmond City Council.

It has also been widely reported in the Baltimore and Richmond media that Black earned the nickname of being “the mayor’s bull dog” and “Baby Wilder” in reference to former Richmond mayor L. Douglas Wilder.

What makes this interesting is the explanation for all the turmoil in Richmond, by both Black himself and Mayor Cranley. They say it was due to tensions over the transition of the city from a city manager form of government, to a “strong mayor” system.

It should be seen as no coincidence that Black has been selected for the Cincinnati role after he had ramrodded through a new form of government in Richmond that is also being proposed in Cincinnati by a Cranley loyalist – Christopher Smitherman (R). If Black’s history, and Cranley’s style of governance, is any indication, one can assume Cincinnati’s transition from a city manager government to a strong mayor system may be just as tumultuous.

What adds further intrigue to the selection are Black’s other noteworthy leadership moments.

In 2007, then Richmond Mayor Douglas Wilder (D) asked for an outside audit of the city school board’s finances. When rebuffed by the school board, Wilder then forced the move and had Black conduct the operation. In order to do so, Black, as the city’s chief financial officer, withheld half of the board’s non-payroll funds and tried to evict them from their offices.

Such behavior and loyalty would come in handy for Mayor Cranley if he does in fact try to dismantle the Southwest Ohio Regional Transit Authority (SORTA), and shift its control into City Hall – something he has been calling for since his time on city council in the early 2000s.

Later on in his tenure at the City of Richmond, he was nominated to become to the city’s chief administrative officer, but was rejected by the city council, according to The Brew.

Then, in 2008, Black’s office was slammed by a KPMG audit that highlighted a slew of auditing inconsistencies and faults including outdated and unreconciled city financial accounts, improperly recorded account deposits, and more than $5 million in money that was not recorded at all in the city’s cash account as it should have been.

According to the Richmond Times Dispatch, “The memo said millions of dollars from different sources of city money either were not recorded or were accounted for in the wrong period. It also criticized city officials for poor record-keeping of financial transactions, noting that they couldn’t document spending on capital projects or the details of complex economic-development deals.”

At the time, Black attributed the failures of his office to the limited resources he received from the city council, and institutional problems that restricted his ability to hire and fire staff as he pleased.

Black says that he has since learned from his troubled career in Richmond, and that his subsequent experience in the private sector has bolstered his credentials. Unfortunately, there are also disputes regarding his past performance and experience.

In 2012, it was reported that Black’s resume appeared to be a bit overzealous in describing his private sector experience following his time in Richmond.

Harry E. Black claims to have supervised a $500-million construction program at an architectural consulting firm where, according to a federal administrative judge’s finding in 2006, he “was not a key employee” and “had no management authority.”

[…]

Looking at a joint venture by McKissack & McKissack and Global Commerce Solutions Inc. – a company founded by Black’s wife, Sheryl Black – Small Business Administration Judge Thomas B. Pender ruled on May 24, 2006 that “the preponderance of the evidence” showed that Harry Black had “no management authority when he worked for McKissack & McKissack” despite his title.

“Mr. Black is not a key employee of M&M [McKissack & McKissack] and has no ability or power to control M&M. He was originally hired by M&M as an independent consultant and his role as vice president was in name only,” the opinion, obtained by The Brew, said.

But it is what was uncovered by The Brew last October that raises potentially the biggest concern. At that time, Baltimore Mayor Stephanie Rawlings-Blake (D) was moving forward with awarding a $185 million contract to Dynis LLC to replace 400,000 water meters throughout the city and county.

The problem was that Dynis had no experience in doing such work, and that an actually qualified contractor submitted a bid that was $100 million less, but not accepted. Perhaps predictably so, it was uncovered that Dynis had connections to one of the mayor’s top campaign donors, and would make a considerable profit off of the contract.

While the story was uncovered by Mark Reutter, who Mayor Cranley dismissed yesterday as a “silly blogger”, it eventually became front-page news and earned The Brew national acclaim for the work of its “bloggers” who previously had careers as investigative journalists for various newspapers.

While the story centered on Rawlings-Blake and the unethical process of awarding contracts by Baltimore’s Board of Estimates, Black’s position as the director of finance is tasked with working with the Board of Estimates on recommending and issuing contracts.

Outside of the water meter contract scandal, Black’s two-and-a-half-year tenure in Baltimore has been defined by his reduction of the city’s structural deficit and delivery of a 10-year fiscal plan. At the same time, however, he will be leaving the office amid ongoing criticisms about his department’s inability to issue accurate tax bills and maintain proper books for auditing.

Mayor Cranley appears to have used the national search for a new city manager to hand-pick a candidate that will be used to advance his own political agenda.

Black’s past shows a troubled public tenure, questionable private sector career, and paints a picture of a man who greatly desires power and authority, and dislikes those who get in his way.

While his accomplishments in improving minority contracts and reducing structural deficits in Richmond and Baltimore are laudable, his strong-headed and ruthless approach to governance should give Cincinnatians pause.

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Development News Opinion Politics

GUEST COMMENTARY: Recovery is Not a Crime

New Foundations Residents [Provided]

Jason Lee OverbeyIn April 2014 the City of Cincinnati and the Mayor, along with Pete Witte, waged a furious battle in the drug and alcohol war in our area. Shockingly, they chose the dark side. Disappointingly, they will not budge.

They demand New Foundations Transitional Living (NFTL) – a sober living provider in Price Hill and Northern Kentucky – to shut down all six Cincinnati residences and relocate approximately 100 clean and sober residents elsewhere.

The media has dutifully covered the story and the City’s claims in several TV, radio and print pieces. Yet, the entire story – with all facts – hasn’t been presented for consideration to the public. This is evidenced by the volume of emails, calls and in-person inquiries NFTL receives after each story is released.

Unfortunately, the drug and alcohol scourge is everyone’s problem. It’s your problem. The entire city’s problem. The toll in dollars, image and safety is incalculable. Those in active addiction cost us all in the fees paid for first-responders, loss of productivity from unemployment, incarcerations, property crime, overdose deaths, emergency room visits, welfare, anyone can increase this list. The problem belongs to all of us even if no one close to us suffers from the disease. Our society and communities suffer.

Today we present the truth for thinking men and women to review and research so an educated decision can be made – and not an emotional one. Our aim is to combat contempt prior to investigation.

Zoning
The City claims the six houses in Price Hill violate local single family zoning laws. They claim more than four unrelated persons living in one house in a single family zone violates the code. They attempt to attach fines and even possible criminal charges for such violations.

The truth is that the Federal Fair Housing Act amended in 1988 specifically protects recovering alcoholics and addicts against such claims. The Act allows congregate living for recovering alcoholics and addicts in single family zones. The City’s codes are in violation of the federal law. There is nothing for us to comply with – no variance to seek. This is a civil rights issue.

Best Practices
The Mayor and some members of Greater Cincinnati Recovery Resource Collaborative (GCRRC) claim that New Foundations needs to adopt and implement best practices. The truth is that NFTL does not provide detox, treatment or counseling of any kind. NFTL provides structured and safe sober living housing. Therefore, no licensing or oversight is required by local, state or federal government entities. The only service being provided is transitional housing.

However, New Foundations abides by the ethics and standards of the Ohio Chemical Dependency Professionals Board voluntarily. The Director has a Chemical Dependency Counselor Assistant (CDCA) awarded by the State of Ohio – even though it is not employed in day-to-day operations. NFTL has thorough rules, standards, healthy living requirements and accountability. And New Foundations has recently begun work with National Association of Recovery Residences (NARR) to review, adopt and implement their strict National standards for sober living environments.

Safety
New Foundations does not accept sexual offenders, arsonists, or anyone with open felony and misdemeanor warrants. All residents must pass a drug and alcohol screen to enter our houses. NFTL is not a halfway house which is state funded and receives only parolees. We are transitional living. More than 41% of our residents come to us by word-of-mouth and come voluntarily to receive support in recovery. Talk to our neighbors. We encourage it.

Our residents help shovel snow, do repairs, and watch the block for neighbors where all of our houses are situated. We leave our porch lights on. We inform the police when we witness drug and possible violent activity. We are good, solid neighbors and the record proves it.

We are also good citizens. We participate in Price Hill cleanup days, volunteer and we not only live in Price Hill – many residents work and pay taxes in the community. We have a stake in the safety and progress of Price Hill, too. And we prove our dedication to the value of Price Hill with our measurable actions and not just rhetoric. More than 45% of our residents come in with jobs and some college education.

Our team members’ phone numbers are posted and we have an open door policy and encourage property tours and engagement. We want to work with local groups, churches and businesses.

NIMBY and Property Values
Any person engaged in urban living who owns property should very much be concerned with their property values. The truth is that in over four years of successful operation in Price Hill not one case can be supplied proving property values have been negatively impacted by the presence of NFTL. In fact, New Foundations works tirelessly to put funds back into every property, every year, for repairs, rehab and curb appeal.

Because we understand real estate and because we care about Price Hill, we take pride in the modernity and value increase of our houses. Our residents never refer to their location as a house, or as New Foundations. You hear them, day after day, call it home.

Occupancy
Claims have been made about the number of residents living in each house. The truth is that the drug and alcohol problem in the Greater Cincinnati area is so intense that all local area providers – of treatment and sober living – are full. Many of our colleagues have to place their clients on couches and even cots. Many providers who have joined the Mayor have, and still do, send us their clients because they are full.

New Foundations made an internal decision in April to begin reducing the number of residents in each home and have already accomplished a great deal. There is little left to do regarding occupancy and the point is now moot. It is deplorable. Although health and safety are top priorities, transitional living providers in Cincinnati should be expanding and growing. Not being attacked and dying off.

Non-Profit vs. For Profit
A common theme among complaints is that NFTL is a for-profit entity. The truth is that New Foundations employs a very common hybrid structure having both a for-profit sole proprietorship and a non-profit resident scholarship fund where 100% of the monies go directly to help residents pay fees and get back on their feet. Additionally, a major portion of the income from NFTL goes back into the houses, programs and services for residents.

The larger, more powerful assertion is that New Foundations has found a way to provide a desperately need service for Cincinnati without using any taxpayer dollars.

How is that a problem? Some say the for-profit side makes them nervous. We have asked how and invited a dialogue and have gotten no solid response. Why can’t New Foundations be for-profit and save lives. We can – this is the United States. And we have done it successfully for over four years.

While the good people of Cincinnati rage in a debate over streetcars and bike paths – as any progressive city should be doing – where is the upset over the plague of the drug epidemic on this, the Queen City? Stories about heroin overdose are relegated to sensationalist coverage in the press. We already know about the problem. Where is the focus on the solution? The focus is on shutting the solution down.

NFTL is a part of the solution – not the problem.

Where is the commitment from the City? The new proposed budget has no allocation for treating this plague. Yet, there are funds for obesity. Is the Coroner’s office backlogged three months on obesity cases as they are with overdose deaths?

Recovery is not a crime. It is the answer. The work of NFTL is already legal. It is demonstrably successful and well-known in the recovery community. From the beginning, the Mayor and Pete Witte have offered no authentic opportunity to sit down and explore the truth with us. Only accusations, rhetoric and digging. What’s really going on here?

We cannot be sure. We only know that we will continue to rip our hearts out and watch them bleed on the table for this work. Our loyalty is with our residents, our cause and our City. We will not give up. We are open! We are alive and well. We will not stop fighting this disease for them – and for you.

Jason Lee Overbey attended Indiana Bible College and studied communications at University of Cincinnati. He co-founded LIST My Social Media and eventually became Director of New Foundations. Jason currently lives on the West Side and has a strong interest and commitment to the progress and image of Cincinnati.

If you would like to have your thoughts and opinions published on UrbanCincy, simply contact us at editors@urbancincy.com.

Categories
Business News

Community Blend Brings Co-op Coffee Shop to Evanston’s Revitalizing Neighborhood Business District

Community Blend in Evanston [Drew Baugh]

Community Blend served its first cup of Equal Exchange organic fair-trade coffee, purchased by Cincinnati Mayor John Cranley (D), just over a month ago and then officially opened its doors for business Monday, May 19, 2014.

Located in Evanston at 3546 Montgomery Road they are part of a neighborhood revitalization taking place that includes the new multi-million dollar King Studios – a pioneer studio from the 1940s to 1960s that brought R&B and Country musicians into the same place and featured artists anywhere from James Brown to the Delmore Brothers.

“We chose to rehab an existing building with local history as part of the revitalization of Evanston,” co-owner Trish Breedlove told UrbanCincy. “The building, at one time, housed a pharmacy. It was vacant for quite some time but has a new lease (literally!) to be a functioning business space.”

Community Blend was an idea originally had by a half-dozen people who wanted to open the city’s first co-op coffee shop. Even though it seems like a modest project, Interfaith Business Builders, a group of Cincinnatians from different faiths and social backgrounds, has been working on this project for four years.

While coming from different backgrounds, the people driving this vision all share a passion for justice and the empowerment of people, and place a strong value on community, cooperation and solidarity. Along with this they have had many different businesses churches, civic organizations, institutions and individuals that have invested time and funding into the cooperative midtown coffee shop.

It is worth noting that the University of Cincinnati’s Community Design Center and Xavier University’s Williams College of Business and Community Building Institute were also important partners on this project.

The element that really makes this not your average coffee shop is the fact that everyone working there also has an equal share in ownership. Breedlove says that each person has one share in the business, which equates to one vote within the company, and is voluntarily run by democratic process – everyone has a voice in the direction and day-to-day operations of Community Blend.

“We collaboratively, as equals, decide on all policy issues pertaining to the café,” said Breedlove. “We believe the cooperative business is a more compassionate business as we all share the burden in difficult economic times and equally share the benefits when the business is thriving.”

Apart from the democracy-laden business model, Community Blend offers above minimum wage pay to help keep the money earned there in the local economy since about half of their workers are from the neighborhood in Evanston. They also provide education and training for all of their employees.

Community Blend offers Equal Exchange fair trade coffees, teas, chocolates, and olive oils. According to Equal Exchange, they like to source their coffee from small-scale farmers who work as a community and share the risks and rewards of growing a crop that has been in their family for generations.

“They [Community Blend] focus on the betterment of the community, not just the individual. By drinking their coffee, you are supporting, youth empowerment, funding microfinance projects, protecting fragile biospheres and keeping hope alive.”

Like the workers at Community Blend, fair trade farmers and producers are also paid above market price in what is considered more fair compensation for their work.

Alongside the coffee, Breedlove says they are focusing locally-sourced foods as much as possible. They make sandwiches to order, use fresh fruit in their smoothies and freshly squeezed lemons to make their lemonade.

Community Blend is currently open Monday through Friday from 6:30am to 3pm, and on Saturdays and Sundays from 8am to 3pm. Breedlove says that they will also be open this Saturday from 6pm to 8pm when they host an evening of poetry reading and jazz by Marian Muhammad, backed by The Last Boppers. She says that those who attend can also expect some tap dancing.