Michael So

The meeting included a vote regarding the potential increase of the authority's sales and use tax for transit purposes. Additionally, the agenda featured procurement updates including professional consulting services for safety and security certification for rail projects, an intergovernmental student transportation agreement with the Cleveland Municipal School District, and a tax budget presentation. Committee items involved the procurement of a bus wash system, the purchase of a production/switch tamper, a natural gas supply contract, a new learning and employee management system, and the administration of community and customer surveys.

The board meeting included reports from various committees, including Board Governance, Operational Planning & Infrastructure, Organizational Services & Performance Monitoring, Audit, Safety Compliance and Real Estate, External & Stakeholder Relations & Advocacy, and Civilian Oversight. Key actions included the introduction of new employees and promotions, approval of resolutions for overhead door repair services, the replacement of garage lifts at the Hayden facility, an increase to a natural gas supply contract, and the appointment of an underwriting syndicate. Additionally, the board reviewed financial reports, discussed public comments, and held an executive session to address legal and employment matters.

The board discussed several items including the FY 2027 Capital Improvement Budget, the issuance and sale of $35 million in sales tax-supported bonds to fund capital projects, and amendments to codified rules related to transit system asset protection. Key topics included the authorization of various contracts for paratransit vehicles, elevator and escalator maintenance, mobile ticketing solutions, and new ticket vending machines, as well as the implementation of a new transit data platform. Performance reviews were conducted, including quarterly results, and a resolution was passed to congratulate retired employees.

This document details the Human Resources Division's contribution to the Greater Cleveland Regional Transit Authority's strategic plan. It outlines division objectives for talent acquisition, benefits, human resource information systems, compensation, labor and employee relations, training, and talent development. The plan aligns with four strategic outcomes: Customer Experience, Community Impact, Employee Investment, and Financial Health, and details 2025 accomplishments and 2026 priorities focusing on enhancing employee experience, fostering community partnerships, optimizing talent development, and ensuring financial sustainability.

The Capital Improvement Plan details the Authority's strategy to maintain cost-effective, safe, clean, and reliable public transportation by aligning financial resources with capital projects aimed at achieving a State of Good Repair across its vehicle fleets, capital assets, and infrastructure. The plan prioritizes investments in areas such as State of Good Repair, health and safety, mandates, ridership and transit-oriented development, operating budget impact, and environmental impact, utilizing federal, state, and local funding sources.