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Publications : Annual Reports : 2008 Annual Report
About This Annual
Equations factored into the lives of Northeast Ohioans in 2008. They included calculations for falling home values, rising interest rates, surging
oil prices, decreasing bridge weight capacities, alternating traffic patterns, increasing global temperatures, dropping stock markets, and
exponential growth potential of the region's most historic corridor. Through it all, RTA demonstrated that it is part of the solution in leveraging
the many positives of our city.
Click here for a downloadable PDF (1.98MB) of this report.
President and General Manager's Message
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Dear Friend of Transit:
In 2008, issues such as global warming, the slowing economy, and energy dependence on oil were on the minds of people here and around the world.
Through a focus on providing outstanding, cost effective public transportation, RTA demonstrated that it was part of the solution in addressing
these problems, and in the process, improved the quality of life in Northeast Ohio.
Surging oil prices dominated the year. While oil companies were posting record profits, Clevelanders were spending more than 20 percent of
their income getting to work. Frustration over this disparity led to a positive protest downtown. RTA hosted the event, blocking Public Square with
oil barrels and buses, and allowing commuters to voice their opinions through picket signs and megaphones. The lunchtime rally captured a significant
amount of media attention across the country. It also caught the eye of downtown office workers, giving RTA a chance to show off new highway motor
coaches servicing the Park-N-Ride network.
High pump prices also put hybrid vehicles in demand. Among the hybrid offerings at the 2008 Cleveland Auto Show was a new entry by RTA –
the 63-foot long Rapid Transit Vehicle (RTV) designed to service Euclid Avenue. The vehicle was unveiled with a special graphics package featuring
the HealthLine logo as RTA's naming rights partnership with the Cleveland Clinic and University Hospitals was announced.
Hybrid technology helped ease the pain, but completely escaping the high cost of energy was impossible, even for a transit authority.
Skyrocketing diesel fuel costs forced RTA to hold public hearings on service cuts and fare increases to offset a projected $20 million budget
deficit. Appeals were made for additional state funding, and thanks to support from Governor Strickland and a $9 million allocation from the
Northeast Ohio Areawide Coordinating Agency, service cuts and surcharge fees were minimized.
Even with the changes, commuters still found transit to be a better option than driving. Ridership was up for a sixth straight year. It's a
trend that is the envy of other transit systems across the country, and it's a first for RTA. Overall, nearly 58 million rides were provided in 2008,
up by 650,000 rides.
The biggest ridership gains came from work trip commuters, who received their own version of an economic stimulus package by taking transit.
Ridership on rail grew by 2.56 percent, and the Park-N-Ride network was equally popular. Adding to the savings was a spike in employees and employers
participating in Commuter Advantage. The pre-tax fare program was utilized by 430 Northeast Ohio organizations and more than 10,000 employees last
year.
Saving money was not the only motivation to ride. Many commuters boarded trains and buses to avoid traffic. This accelerated, as road
construction and unexpected lane closures on the Innerbelt Bridge caused major backups. Others chose to combine transit with alternative forms of
travel, such as walking and biking, for personal health and the health of the planet. This was evidenced by a healthy increase in bike rack use,
which exceeded 50,000 in 2008.
Trolleys were also a place of refuge for commuters. The downtown routes were used with regularity for arriving at meetings in the morning,
escaping the office at lunch, and taking a break with friends after work on East 4th Street. Uncertain economic conditions caused many to seek out
the little green vehicles that remained free to ride with a smile – so much so that the Trolleys celebrated the boarding of the millionth
annual rider, with ridership overall growing by more than 30 percent.
Movement is something that defines RTA. And there are very few times that one of our more than 900 vehicles isn't in motion. But on October
24, for an instant, time did stop with the official ribbon cutting of the HealthLine. The project was completed almost four years to the day after
construction began, on-time, and under budget. The ribbon cutting was a historic event for our city, one of many held on Euclid Avenue over the past
two centuries.
Celebration of the momentous occasion continued well after the streamers were removed from the street. Local foundations, the business
community, nonprofit organizations, the cities of Cleveland and East Cleveland, the Cleveland Clinic, University Hospitals, federal officials, and
RTA came together to organize a community event – drawing attention to our city's many cultural and intellectual assets. The weekend
festivities brought in families throughout the region to explore the HealthLine route.
Based on the numbers, the HealthLine is a success, realizing a 36 percent ridership gain during the last two months of 2008. But the
HealthLine is more than just a transit link. Like Silcon Valley in California and the Quadrangle in the Carolinas, the HealthLine corridor is
Northeast Ohio's center for job creation and research. It also has proven to be a catalyst for redevelopment, with billions invested for business
startups, housing, and major expansions at universities, museums, and hospitals. Especially now, the HealthLine is a welcomed infusion into the
community.
Projects like the HealthLine spotlight the importance of transit in solving the problems that lie ahead. The 21st Century Transportation
Priorities Task Force, formed by Governor Strickland in 2008, is searching for new ways to address transportation needs in the state. It's an honor
for RTA's General Manager to serve on this committee. And it was also humbling to be named the 2008 Outstanding Public Transportation Manager in
North America by the American Public Transportation Association.
In summary, 2008 was a year when new solutionswere offered to old problems. It was a time when transit was seen as part of the answer to
surging oil prices and global warming, and when a new formula for economic growth and development was introduced with the opening of the RTA
HealthLine – moving people and the region forward.
| Sincerely, |
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George F. Dixon, III
President, RTA Board of Trustees |
Joseph A. Calabrese
CEO, General Manager/Secretary-Treasurer |
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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Traffic congestion costs Americans 4.5 billion hours in lost time,
$78 billion in wasted fuel, and $67.5 billion in lost productivity annually. Despite such grim numbers, there is a solution. Public transportation
usage is on the rise across the country. Current ridership levels are saving travelers 541 million hours in travel time and 340 million gallons of
fuel caused by idling in traffic.
In Ohio, 60 public transportation systems serve more than 500,000 customers daily. These transit
authorities remove 100,000 cars from congested highways throughout the state. RTA makes up a large part of this equation, servicing more than
200,000 commuters in Northeast Ohio and pulling 50,000 vehicles off the roadways.
In 2008, the freeways surrounding Cleveland opened up a bit, as more drivers made the switch to
public transit. RTA ridership was up for a sixth straight year, from 57.3 million in 2007 to 57.9 million. It surpassed the previous year by
650,000 rides, despite the implementation of a fare increase and service cuts. Some turned to rail, avoiding the roadways altogether, with rail
ridership growing by a healthy 2.56 percent. In fact, ridership on the Red Line grew so significantly during weekday morning and evening commutes,
that three-car trains were needed to avoid traffic congestion in the aisles. HealthLine ridership increased by 36 percent, Trolleys were up by 31
percent, and Paratransit by 6 percent.
Park-N-Rides also experienced strong gains. In 2006 and 2007, several capital projects were
undertaken to expand the parking capacity at these facilities in preparation for the Innerbelt Bridge project. And with the emergency shutdown of
lanes on this bridge in 2008, it proved to be a smart move. More than 100,000 vehicles travel along the Innerbelt each weekday. The unexpected
closures caused drivers to scramble for alternative routes, such as public transit. Trucks and other heavy vehicles, including RTA buses, are
currently being rerouted off the bridge, and as construction progresses in the retrofit of the existing structure and the building of a new bridge,
RTA's rail lines, bus routes, and Park-N-Ride network will be vital for getting people to destinations in and around the downtown area.
Not all the growth realized by RTA in 2008 occurred on buses and trains. Fare programs for
frequent riders were also popular. This includes greater participation in the transit authority's Commuter Advantage program. The program allows
employees to purchase monthly passes using pretax dollars. In 2008, the program reached a milestone, with more than 10,000 employees participating
at 430 Northeast Ohio organizations. The addition of these new riders will change the equation on the rush hour commute – adding even more car
lengths between drivers.
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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Half of the world's oil is consumed in transportation. This fact
became painfully evident to drivers last year, as the demand for oil caused gasoline and diesel prices to spike to unthinkable levels. Eventually,
the prices caused the economy to stall. But it also sparked a serious commitment to break our dependence on fossil fuel. Public transportation
offers the most immediate solution. It saves 4.2 billion gallons of gasoline annually. And if all Americans used transit for just 10 percent of
their daily travel needs, the nation would reduce its dependence on foreign oil by more than 40 percent.
Many Northeast Ohioans were hard hit by the skyrocketing fuel costs last year. For the average
family in the region, more than 20 percent of the household income was spent driving to and from work. This expense exceeded the average amount
paid for food. While families struggled in 2008, oil companies thrived. All posted record profits, adding to the frustration felt by commuters.
RTA gave commuters a release for their frustration. The transit authority blocked Public Square
with oil barrels and buses, creating the perfect venue for a positive protest. Along with hundreds who came to the event for a free All-Day Pass
was a group of demonstrators, members of the Northeast Ohio Chapter of People Who Are Sick Of Driving And Paying For Gas (PWASODAPFG). The group
carried picket signs, dragged steering wheels, held hubcaps, and used megaphones to get the attention of downtown office workers. It was an
opportunity for RTA to show off new motor coaches purchased through a grant from the Northeast Ohio Areawide Coordinating Agency to service the
Park-N-Ride network. In addition, the event captured media attention for the protest, locally, nationally, and around the world.
The campaign to encourage people to get out of their cars and onto buses and trains continued on
the airways through radio spots and using outdoor billboards along freeways. Guerrilla tactics were also employed, including dispersing driver
licenses throughout the city with the message: If found, don't return, I take RTA now. The campaign even went to the place where cars are king –
the 2008 Cleveland Auto Show. The 63-foot long hybrid vehicle for the HealthLine was put on display, and it was the first transit vehicle ever to
be showcased at an auto show in North America.
All the campaign elements had an impact on drivers. But it was the hard numbers that ultimately
made them switch to RTA. Households that use public transportation save an average of $8,000 every year. It's a decision that makes good economic
sense, which is also good for the global economy.
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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Transit systems are catalysts for redevelopment in the communities they serve. New rail and
bus routes spur investments in retail, housing, and office space projects. Because of this, transit oriented development (TOD) is now the leading urban planning model in
the United States. Transit also has a positive impact on real estate values. Commercial and residential properties in close proximity to a transit line have a 13 percent
higher value on average. Equally important is the impact transit has on strengthening the neighborhood through enhanced mobility.
Cleveland is a model on the impact of transit in a community. Shaker Heights was one of the earliest examples of TOD,
created through the Van Sweringens' plan to link home to work using the Shaker Transit Lines in 1913. Today, the HealthLine is creating a faster link between downtown
and University Circle. The transit line is transforming Euclid Avenue into a showplace for the city, just as industrialists like Rockefeller and Severance did more than
a century ago.
Trolleys are also making an impact. Working with the Downtown Cleveland Alliance and Positively Cleveland, RTA developed
the Trolleys as a way to combine fun with functionality. The two routes operate on a short 10-minute frequency to get people to their destinations quickly. And through
support from Dollar Bank, they remain free to ride with a smile.
Downtown is now Cleveland's fastest growing neighborhood – more than doubling in size over the last five years.
The neighborhood is attracting young professionals and empty nesters from all parts of Northeast Ohio and beyond who are seeking distinctive lofts and townhouses,
entertainment, and car-free living. The Trolleys connect these residents, as well as downtown office workers and visitors, to hotspots in the Warehouse and Entertainment
Districts. They also take them to performances at Playhouse Square and get them within walking distance to events at The Q, Progressive Field, and Browns Stadium. The
symbiotic relationship between the Trolleys and the community has helped the neighborhood grow at the same pace as ridership. RTA's Trolleys now transport more than
5,500 riders per day, and last year, carried more than one million passengers.
In other parts of the city, RTA routes were a critical link for other redevelopment efforts last year. This includes a
TOD project that will bring vibrancy to the Shaker Heights Lee/Van Aken Station, which boasts the second-highest ridership east of Shaker Square. And at the Avalon
Station, redevelopment plans were unveiled to create luxury lofts near the transit hub, which is a formula for a healthy community.
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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No matter how you calculate it, public transit is a smart investment. In addition to
reducing carbon emissions and offering cost savings for commuters, transit projects generate three-to-one returns in commerce growth for a community. The paybacks are
even higher for innovative approaches such as Bus Rapid Transit (BRT). These systems provide riders with the comforts of rail for a construction cost that is 40-70
percent less. With these strong numbers, BRTs are rising to the top of stimulus reinvestment lists in cities across the country.
Cleveland is ahead of the game. Last year, service commenced on the nation's first new federally-funded BRT project –
the HealthLine. It's a project that began nearly 50 years ago as a vision for stimulating economic growth and improving the quality of life in Northeast Ohio.
In the most basic of definitions, the HealthLine is a transit route between two of the region's largest employment
centers. Beyond this, it's the connection to the city's new economy. Along the route, one will find world-class health care, a world-renowned orchestra, inspiring art
and architecture, and nationally-respected centers for learning. The once-famous avenue is also becoming the place for tech firms, empty nesters, and Iron Chefs.
Billions in redevelopment have already been made along the route – an area that remains the region's engine for job creation.
The opening of the HealthLine presented an opportunity to bring the community together in celebration of the region's
many cultural and intellectual assets. It began with an official ribbon-cutting ceremony. Cleveland sports legends Lenny Barker, Kevin Mack, and Campy Russell joined
area youths to cut the ribbon – a passing of the torch from Cleveland's past to its future. The following day, families toured the line for free, making stops at
Cadillac Ranch, Severance Hall, and other locations, as part of a community scavenger hunt. And at night, a free concert was held on Mall B featuring Disney artists and
American Idol Jordin Sparks, followed by a fireworks show choreographed to rock classics.
After the festivities were over, riders were ready to board. The short 20-minute trip linked commuters to the hotels,
major employers, and venues in Cleveland's central business district with the cultural institutions, hospitals, and research centers of University Circle and East
Cleveland. It also changed the direction in which people traveled – with Warehouse residents boarding in the morning for a day of work in University Circle and
Case students catching a ride at night for a game at The Q. As a result, ridership grew by 36 percent in the last two months of the year, a number that speaks to the
true success of the route.
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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Global climate change has many people rethinking their mode of travel. Approximately 85
percent of all green-house gas emissions are generated by the transportation sector. In the United States, public transit ridership eliminates 37 million metric tons of
carbon dioxide annually. And with transit authorities switching to clean-diesel, natural gas, and hybrid-electric bus fleets, the benefits of riding versus driving
continue to rise. Commuters who rely on public transit to get to and from work reduce their average carbon footprint by 4,800 pounds per year.
RTA has made green thinking a priority. Over the past six years, its entire bus fleet has been transformed to clean-air
vehicles. The buses operate on ultra low-sulfur diesel, and also are equipped with after-treatment filters for removing 90 percent of all particulate matter from
exhaust. This change, along with a steady increase in transit ridership, has contributed to improved air quality. Northeast Ohio's Ground-Level Ozone Emissions have
dropped significantly over the past six years. In 2003, emissions measured 103 parts per billion (PPB), but by 2007, were down to 89 PPB.
Green engineering was also an integral part of the HealthLine design. The 21 hybrid vehicles that operate on the route
are powered by clean diesel engines and electric transmissions with 100 kW motors and 600-volt nickel hydride battery packs. This unique power train reduces particulate
emissions while dramatically improving fuel efficiency. In addition, the streetscape along the 9.4 mile route was designed to create a healthier environment, with 1,500
trees planted and urban gardens placed at center median stations.
Encouraging cycling is another facet of RTA's green strategy. It was the first transit authority in the country to have
its entire bus fleet bike-rack equipped. Riders are also permitted to bring bikes aboard RTA trains servicing the Red, Blue, and Green Lines. And dedicated bike lanes
are a component of the HealthLine. Creating a bike-friendly environment has caused more and more cyclists in Northeast Ohio to combine biking with riding – for a
way to work, school, and fun. Last year on the buses alone, more than 50,000 riders racked their bikes.
Seeds have been planted in many Northeast Ohio communities on the concept of car-free living. RTA's Community
Circulators go a long way in supporting this kind of sustainable lifestyle. The 12 routes make frequent stops at libraries, drug stores, and local shops. Dave's Market
offers riders an extra incentive to go-green with free 2-Trip Farecards on grocery purchases of $15 or more. For visitors of these culturally distinctive neighborhoods,
RTA introduced ONE-PASS TRIPS. The travel guides provide information on the best-kept secrets on where to dine and what to do – making it a little greener for merchants,
as well.
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GREATER CLEVELAND REGIONAL TRANSIT AUTHORITY
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PART OF THE EQUATION
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Transit is intrinsically linked to employment. More than half of the nation's Fortune 500
companies are headquartered in metropolitan areas with multiple modes of transit routes. Public transit projects themselves generate a significant number of jobs. It's
estimated that for every $1.25 billion invested in transit infrastructure projects, 35,000 jobs are created. Many more jobs are added from private investment in retail,
housing, and entertainment along routes. Public transit is also poised to create 1.3 million green jobs over the next two years, through capital projects and transit
operations.
In Ohio, RTA carries half of all transit riders. The destination for the majority of these riders is work. Manufacturing
remains a strong employment base in Northeast Ohio. However, medical and education are quickly becoming the region's new economy. Thirty years ago, only 1 in 39 people
were employed in a health-care industry in Ohio. By 2006, the ratio was 1 in 18. And by 2014, it is projected that nearly 3 million Ohioans will work in the health-care
field.
Like Silicon Valley in California and the Quadrangle in the Carolinas, the HealthLine route is Northeast Ohio's hub for
job creation and research. The historic Millionaires Row is now the location of world-class medical centers – the Cleveland Clinic and University Hospitals. It's
also home to Fortune 500 companies, the Cleveland Orchestra, the Cleveland Institute of Music, The Cleveland Institute of Art, Cleveland State and Case Western Reserve
Universities, and numerous world-class museums and bio-tech startups. Separation of Cleveland's downtown business district from its research and cultural center hindered
the city's development. Through the HealthLine, the areas are linked together. The line shortens the time between downtown and University Circle to just 20 minutes.
In addition to being a needed infrastructure improvement, the HealthLine is proving to be a catalyst for redevelopment.
Currently, more than $4.3 billion has been invested along the route. In the downtown area, once vacant buildings are becoming filled with promising tech firms. And in
University Circle, plans for townhouses could change the way college students live. In between, the Midtown area is also experiencing resurgence in new development.
Commerce and capital are two ways transit stimulates the economy. Equal access to work is another. RTA's Paratransit
service is a necessary link to work for thousands with disabilities. Last year, functional testing continued to ensure the highest quality of service to those who need
the service most. This policy change follows a $1.4 million investment in advanced scheduling software and other upgrades that have given Paratransit users greater
comfort and confidence – mobility that has exponential benefits for the community.
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Year-End Financial Report
RTA completed 2008 in a strong financial position. This was accomplished, despite a dramatic increase in fuel costs, as a result of efforts by the Authority to
maintain tight control of expenditures. RTA ended the year with a balance of $8.4 million, which was $3.8 million above budget.
Operating revenues exceeded the budget in some categories and fell short in others. Total revenue generated increased from 2007 to 2008. This was largely due to a $4.7
million or 10.8 percent increase in Actual Passenger Fare revenue from 2007. Annual system ridership increased by 655,000 rides, making the increase the sixth consecutive
year of ridership growth. Another reason for the revenue development was a gain in Advertising and Concessions, which totaled $1.6 million, or 30.7 percent more than in
2007. This significant variation was largely due to the successful selling of the 'HealthLine' naming rights and improved revenue from soft drink and snack vending sales.
However, a drop in RTA's largest revenue source, Sales and Use Tax, combined with a delay of Ohio Elderly Fare Assistance, were two major reasons operating revenues fell
under the projected revenue budget.
Operating Expenses for 2008 fell $7.5 million below RTA's expense budget. This was due to significant decreases in Personnel Services and Material & Supply expenditures.
The transfer to Capital Improvements was higher than budgeted. However, this was offset by the Bond Retirement Fund, where the transfer was approximately $3 million below
budget because of low interest rates and September refinancing at the time of purchase. Diesel Fuel Cost for the year was $19.3 million – a 63 percent increase in
expenses compared to last year. The Authority's early proactive action to reduce the remainder of other expenses allowed the organization to end the year only $540,000
above budget in total for the category.
Financial Indicators confirmed RTA's overall sound financial position. Out of the eight basic financial policy indicators, two met budget goals. The Operating Ratio at
21.4 percent, though higher due to an increase in advertising revenue from the HealthLine naming rights agreement, did not meet the policy goal of at least 25 percent.
Fare Subsidy (Net Cost) Per Passenger at $3.24 ended below a $3.45 budget for the year.
RTA's Operating Reserve of 0.4 month did not meet policy objectives, though it was an improvement when compared to budget. At 12.2 percent, Overhead Cost to Total Cost was
slightly lower than budget, and well below the maximum of 15 percent. Taking into account the increased fuel costs and lower actual service hours, RTA's Cost per Hour of
Service at $107.67, was slightly less than budgeted. RTA's Debt Service Coverage indicator experienced improvement in its ratio, ending the year at 1.32 over a budgeted
level of 1.21. This was primarily a result of an improved beginning balance, as well as the refinancing of debt service payments in 2008. RTA met its policy goal of 10 to
15 percent for the Sales Tax Contribution to Capital, measuring at 14.3 percent – ending at the higher end of the indicator. At a year-end of 89.3 percent, the ratio
of Capital Maintenance Outlay to Capital Expansion Outlay did not meet policy goals.
RTA's 2008 ending financial scenario demonstrates continued improvements in certain areas. The Authority's proactive approaches to controlling expenses, anticipating
increases in uncontrollable costs, and developing business efficiencies have increased RTA's year-end balance from the $4.6 million budgeted to $8.4 million.
Financial Indicators
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Operating Ratio (Revenues)
Policy: An Operating Ratio (operating revenue divided by operating expense) of at
least 25 percent measures RTA's ability to pay its operating expenses from revenue generated by its services, most notably fare revenue. |
Fare Subsidy/Net Cost per Passenger (Revenues)
Policy: The net cost per passenger shall not exceed three
times the average fare. This measure indicates the level at which the transit authority is subsidizing the actual cost of a ride. |
Operating Reserve (Expenditures)
Policy: An Operating Reserve equivalent to at least one month's operating
expenses is required to cover unforeseen or extraordinary fluctuation in revenue or expenses. |
Overhead Cost vs. Total Cost (Expenditures)
Policy: As an additional assurance of cost containment, RTA's
overhead shall not exceed 15 percent of total cost. |
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Growth in Cost per Hour of Service (Expenditures)
Policy: The Growth in the Cost per Hour of Service is expected to
be kept at a rate at or below that of inflation, to ensure that costs do not grow faster than RTA's major sources of revenue, which are also sensitive to
inflationary growth. |
Debt Service Coverage (Expenditures)
Policy: Total operating revenue minus operating expenditures divided by debt
service requirements shall be kept to a minimum of 1.5 to ensure that debt service payments can be comfortably supported by the organization without
jeopardizing general operations. |
Sales Tax Contribution to Capital (Expenditures)
Policy: A Contribution to Capital of an amount equivalent to at
least 10 percent of sales tax revenue ensures the continued rehabilitation and replacement of capital assets and allows for expansion of the system. |
Capital Maintenance to Expansion (Expenditures)
Policy: Recognizing that the capital program requires a critical
balance between maintenance of existing assets and expansion efforts, the percent of capital maintenance outlay to capital expansion outlay will be a
minimum of 33 percent and a maximum of 67 percent. |
Financial Statement — General Fund
| General Fund | 2007
actual | 2008
actual | $
change | %
change | %
of total |
| Revenue |
| Passenger Fares | $ 43,467,204 | $ 48,173,966 | $ 4,706,762 | 10.8% | 18% |
| Advertising | 1,217,959 | 1,591,538 | 373,579 | 30.7% | 1% |
| Investments | 870,024 | 825,634 | (44,390) | (5.1%) | 0% |
|
| Total Operating Revenue | $ 45,555,187 | $ 50,591,138 | $ 5,035,951 | 11.1% | |
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| Sales Tax | $ 171,661,508 | $ 173,568,817 | $ 1,907,309 | 1.1% | 66% |
| Grants | 2,818,956 | 976,432 | (1,842,524) | (65.4%) | 1% |
| Other | 35,394,393 | 36,989,173 | 1,594,780 | 4.5% | 14% |
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| Total Non-Operating Revenue | $ 209,874,857 | $ 211,534,442 | $ 1,659,565 | 1.0% | |
| Total Revenue | $ 255,430,044 | $ 262,125,560 | $ 6,695,516 | 2.6% | 100% |
| |
| Expenditures |
| Labor/Fringe | $ 173,796,848 | $ 173,016,961 | $ (779,887) | (0%) | 68% |
| Materials/Supplies | 14,573,718 | 13,770,197 | (803,521) | (5.5%) | 5% |
| Fuel/Utilities | 25,919,960 | 33,011,309 | 7,091,349 | 27.4% | 12% |
| Services | 9,363,174 | 8,826,260 | (536,914) | (5.7%) | 3% |
| Purchased Transportation | 3,295,948 | 4,142,765 | 846,817 | 25.7% | 2% |
| Liabilities | 5,797,491 | 5,872,841 | 75,350 | 1.3% | 2% |
| Other | 815,958 | 1,311,777 | 495,819 | 60.8% | 0% |
|
| Total Operating Expenses | $ 233,563,097 | $ 239,952,110 | $ 6,389,013 | 2.74% | |
| |
| Transfer to Insurance Fund | $1,200,000 | $ 2,900,000 | $1,700,000 | 141.7% | 1% |
| Transfer to Pension Fund | 100,000 | 100,000 | 0 | (0%) | 0% |
| Transfer to Bond Retirement Fund | 15,456,127 | 14,718,950 | (737,177) | (4.8%) | 6% |
| Transfer to Capital Improvement Fund | 6,825,687 | 10,100,882 | 3,275,195 | 48.0% | 4% |
|
| Total Non-Operating Expenditures | $ 23,581,814 | $ 27,819,832 | $4,238,018 | 18.0% | |
| Total Expenditures | $ 257,144,911 | $ 267,771,942 | $10,627,031 | 4.1% | 100% |
| |
| Revenue - Expenditures | $ (1,714,867) | $ (5,646,382) | |
| Balance Jan. 1 | $ 15,762,335 | $ 14,047,468 | |
| Balance Dec. 31 | $ 14,047,468 | $ 8,401,086 | |
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Financial Statement — Capital Fund
| Capital Fund | 2007
actual | 2008
actual | $
change | %
change | %
of total |
| Revenue |
| Federal Capital Grants | $ 74,319,702 | $ 86,109,609 | $11,789,907 | 15.9% | 60% |
| State Capital Grants | 8,532,391 | 9,370,685 | 838,294 | 9.8% | 7% |
| Local Sources |
| (Gen. Fund and Debt Proceeds) | 6,825,687 | 45,573,441 | 38,747,754 | 567.7% | 31% |
| Other | $2,810,906 | $ 1,837,731 | $(973,175) | (34.6%) | 1% |
| Lease | $25,000,000 | $ 0 | ($25,000,000) | (100.0%) | 0% |
| Investment Income | $ 940,802 | $1,737,653 | $796,851 | 84.7% | 1% |
|
| Total Revenue | $ 118,429,488 | $ 144,629,919 | $ 26,199,631 | 22.1% | 100% |
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| Expenditures |
| RTA Development Fund Projects | $ 109,944,526 | $ 128,830,215 | $ 18,885,689 | 17.2% | 95% |
| RTA Capital Fund Projects | 3,349,606 | 3,631,654 | 282,048 | 8.4% | 3% |
| Other | 0 | 472,559 | 472,559 | | 0% |
| Transfer to Bond Retirement Fund | 510,386 | 2,113,000 | 1,602,614 | 314.0% | 2% |
|
| Total Expenditures | $ 113,804,518 | $ 135,047,428 | $ 21,242,910 | 18.7% | 100% |
| |
| Revenue - Expenditures | $ 4,624,970 | $ 9,581,691 | |
| Balance Jan. 1 | $ 21,679,257 | $ 26,304,227 | |
| Balance Dec. 31 | $ 26,304,227 | $ 35,885,918 | |
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RTA Facts
Annual Operating Budget:
$241.8 million in 2008
Employees:
2,577 in 2008
Ridership:
57.9 million passenger trips
Service Area:
458 square miles
59 municipalities
1.3 million people
Bus Service:
549 buses, trolleys and circulators
1,354 shelters
8,557 bus stops
92 routes
20.1 million service miles
Rail Service:
2.9 million service miles in 2007
Red Line Rapid Transit:
60 heavy-rail cars
18 stations
19 miles of one-way track
Blue/Green Line Rapid Transit (Includes Waterfront Line):
48 light-rail cars
34 stations
18 miles of one-way track
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Paratransit:
80 vehicles
513,500 passenger trips in 2008
Community Circulators:
38 vehicles
12 routes
1.7 million service miles in 2008
Parking Lots:
8,855 spaces
Downtown Trolleys:
2 routes
11 vehicles
Bus Rapid Transit (BRT) Service
1 route on Euclid Avenue and Public Square
9.4 miles of bus-only lanes
20 Rapid Transit Vehicles (RTVs)
59 stations and 3 platform stops
- fully operational in late 2008
RTA-Owned Bridges:
85 bridges
1 tunnel
RTAnswerline, 216-621-9500:
More than 1.13 million calls in 2008
RTA Web Site, www.rideRTA.com:
More than 1.28 million visitors viewed 8.7 million pages in 2008
Commuter Advantage program
445 employers
10,474 commuters
$6,300 estimated savings per commuter
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Citizens Advisory Board
| Steve Albro, ADA Chair | Frank Anderson | Johnny Brewington |
| Brad Chase, CAB Chair | Arlene Cohen | Aldo Filipelli |
| Marie Fratus | Ron Jackson | Carol Johnson |
| Martin Golob | John McGovern | Donna Prease |
| Vince Reddy, VAC Chair | Mary Vadas Reese | Richard Ruhlman |
| Eugene & Jacqueline Thompson | Shari Weir | Andre P. White, CAB Vice Chair |
| Anthony Zajac | George Zeller | |
Board of Trustees
George F. Dixon, III
Restaurateur; President
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Bill Cervenik
Mayor, City of Euclid
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Edward J. Kelley
Mayor, City of Cleveland Heights; Vice President
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Valarie J. McCall
Chief of Government Affairs, City of Cleveland
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Jesse O. Anderson
President, Disabled Rights Task Force, Inc.
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Nick "Sonny" Nardi
Veteran Labor Leader
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Jane A. Campbell
Former Mayor of Cleveland
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Julian A. Rogers
Community Activist
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Dennis M. Clough
Mayor, City of Westlake
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Leo Serrano
Community Activist
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(Left to right) Dennis M. Clough; Valarie J. McCall;
Julian A. Rogers; Nick "“Sonny"” Nardi; Edward J. Kelley;
Jane A. Campbell; Bill Cervenik; Jesse O. Anderson;
Leo Serrano; George F. Dixon, III |
Executive Management Team
Joseph A. Calabrese
Chief Executive Officer, General Manager/Secretary-Treasurer
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Loretta Kirk
Deputy General Manager, Finance & Administration
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Sheryl King Benford
General Counsel, Deputy General Manager, Legal Affairs
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Michael J. Schipper
Deputy General Manager, Engineering & Project Management
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Stephen J. Bitto
Director, Marketing & Communications
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Taras G. Szmagala
Executive Director, External Affairs
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Gale Fisk
Executive Director, Office of Management & Budget
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Michael York
Deputy General Manager, Operations
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Anthony Garofoli
Executive Director, Internal Audit
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Bruce Hampton
Deputy General Manager, Human Resources
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(Left to right) Anthony Garofoli; Loretta Kirk;
Michael J. Schipper; Bruce Hampton; Joseph A. Calabrese;
Gale Fisk; Sheryl King Benford; Michael York;
Stephen J. Bitto; Taras G. Szmagala |
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