HILLSBOROUGH TRANSIT AUTHORITY FISCAL YEAR 2013 ADOPTED OPERATING & CAPITAL BUDGETS

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2 HILLSBOROUGH TRANSIT AUTHORITY FISCAL YEAR 2013 ADOPTED OPERATING & CAPITAL BUDGETS

3 Table of Contents HART Board of Directors Page # Section I Preface Preparation... 1 FY2013 Budget Calendar... 2 Budget Calendar Local Government TRIM Timetable... 3 Organizational Overview... 4 Transit Service... 6 Transit Infrastructure... 7 Transit Fleet... 8 Bus Service... 9 Paratransit Service Streetcar Service Executive Management Team Organizational Chart Vision, Mission, and Core Values Organizational Performance Objectives Organizational Strategic Goals Recent Organizational Accomplishments Section II Executive Summary Financial Summary Adopted Budgets Historical Perspective Budget Planning Methodology and Approach Operating Revenue Highlights Operating Expenditure Highlights FY2011 to FY2014 Operating Summary Budget All Modes Personnel Capital Revenue Highlights Capital Expenditure Highlights Capital Improvement Projects FY2011 to FY2014 Operating Summary Budget Bus FY2011 to FY2014 Operating Summary Budget Paratransit FY2011 to FY2014 Operating Summary Budget Streetcar FY2012 Adopted Operating Budget Summary All Modes FY2013 Adopted Operating Budget Summary All Modes FY2014 Planned Operating Budget Summary All Modes... 41

4 Table of Contents (Continued) Page # Section III Departmental Information Departmental Table of Contents Position Count by Division Position Count by Unit Total Expenses by Division Position Counts Organizational Chart Executive Division Finance Division Operations Division Section IV Capital Improvement Program Budget Capital Improvement Projects (FY2013 FY2017) Capital SpendDown Plan by Project and Funding Source Anticipated Effect of Capital Budget on Operating Budget Project Detail Sheets Unfunded Projects (FY2011 FY2017) Section V Supplemental Hillsborough County Demographics Hillsborough County Population by Year ( ) Demographic and Economic Statistics (FY1997 FY2011) Employment by Industry ( ) Principal Employers ( ) Principal Taxpayers (FY2008 FY2011) Property Tax Levies and Collections (FY1997 FY2011) Taxable Assessed Value and Actual Value of Property (FY1996 FY2011) HART Financial Statistics Changes in Net Assets/Fund Equity (FY2002 FY2006) Changes in Net Assets/Fund Equity (FY2007 FY2011) Net Assets by Component (FY2002 FY2011) Revenues by Function/Program (FY2002 FY2011) Property Tax Revenue by Year (FY2002 FY2011) Advertising Revenue Expenses by Function/Program (FY2002 FY2011) Tax Increment Finance Payments FY1984 FY2011) (C) Back Pension Payment (FY2002 FY2011) HART Service Statistics Trend of Statistics and Financial Activity Bus Service Trend of Statistics and Financial Activity Paratransit Service Trend of Statistics and Financial Activity Streetcar Service Section VI Glossary Glossary

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7 FY2013 ADOPTED BUDGET PREPARATION Philip R. Hale Chief Executive Officer Jeffrey C. Seward Chief Financial Officer Kenneth J. Wagner Director of Finance and The Employees of Hillsborough Transit Authority Document printed and assembled by: Hillsborough Transit Authority Finance Department Hillsborough Transit Authority Page 1

8 FY2013 Budget Calendar Date May 2, 2012 March 23, 2012 March 30, 2012 April 10, 2012 April 10 to May 10, 2012 May 21, 2012 June 4, 2012 June 11, 2012 July 2, 2012 Late July September 10, 2012 September 24, 2012 October 1, 2012 MidOctober Distribution of FY2013 Budget Instructions Package for Operating and Capital Budgets Preliminary estimate of FY2013 revenues and expenses completed in budget system to start the process and determine deficit/surplus target. Chiefs submit all operating and capital budget requests in budget system for Finance review (lock the budget). Presentation of Analysis of Budget Request to Chief Executive Officer and Chiefs/Directors. Meetings with Chief Executive Officer and Chiefs/Directors for senior level discussion on operating and capital budgets final draft of balanced budget. Budget workshops held with Finance Committee. Presentation to Finance Committee. Proposed FY2013 & FY2014 Operating and FY2013 to FY2017 Capital Budgets submitted to Board. Tentative Budget submission to Hillsborough County, City of Tampa and City of Temple Terrace. Tax roll is certified by Property Appraiser. Within thirtyfive (35) days of certification of tax roll, HART advises Property Appraiser of proposed millage rate, the rolled back millage rate and date, time and place of a public hearing to consider proposed millage rate and tentative budget. First public hearing will be held on the proposed budget and millage. At this hearing, the Board must adopt a tentative millage and budget; therefore, a quorum of the Board must be present Within fifteen (15) days after the first public hearing, HART must advertise its intent to finally adopt the millage rate and budget. Final public hearing will be held. At the completion of this public hearing, the Board must adopt a final budget and adopt a resolution setting the millage rate. A quorum of the Board must be present at this hearing. Beginning of FY2013. Within thirty (30) days following adoption of its millage and budget resolutions, HART must certify that it has complied with the provisions of Chapter 200, Florida Statutes, to the Division of Ad Valorem Tax, Department of Revenue. Hillsborough Transit Authority Page 2

9 BUDGET CALENDAR Local Government TRIM Timetable (State Guidelines) Day # Typical Date* Agency Activity 1 July 1 or Date of Property Property Appraiser certifies interim roll (DR420). Certification, Whichever is Later Appraiser Within 15 July 15 Taxing Budget Officer submits tentative budget to taxing authority. Authority 35 August 4 Taxing Authority Taxing authority advises Property Appraiser of proposed millage, rolledback rate, and date, time and place of the TENTATIVE BUDGET HEARING. 55 August 24 Property Appraiser Property Appraiser prepares notice of proposed property taxes (DR474, TRIM Notice). Between 65/80 September 3 Sept. 18 (Assuming notice is mailed 8/24) Taxing Authority Tentative budget and millage hearing. The tentative budget and millage are adopted at this hearing. This hearing cannot be held sooner than 10 days following the mailed notice. Between 80/95 Sept. 18 October 3 Taxing Authority Advertisement of final budget and millage hearing. Advertise this final hearing within 15 days after the tentative budget and millage are adopted. Between 2 5 Days After Ads Sept. 20 October 8 Taxing Authority Final budget and millage hearing. The final budget and millage are adopted at this hearing. This hearing CANNOT be held sooner than 2 days nor later than 5 days after it is advertised in the newspaper. Within 3 Days After Adoption Sept. 23 Oct. 11 Typically, After the Value Adjustment Board (VAB) No Later Than 3 Days After Receipt of the Notice of Final Taxable Value Within 30 Days of Final Millage Taxable Value Taxing Authority Property Appraiser Taxing Authority Taxing Authority Taxing Authority certifies adopted millage to Property Appraiser and Tax Collector. Property Appraiser notifies taxing authority of final adjusted tax roll (DR422). Taxing Authority completes and certifies DR422 to Property Appraiser. This shall be completed and returned NO LATER THAN 3 DAYS after receipt. Taxing Authority certifies compliance with Sections and , F.S., to the Dept. of Revenue. *This is an EXAMPLE ONLY using July 1 as the date of certification and showing the range of dates (minimum to maximum) that would be utilized for scheduling. These dates DO NOT make any provision for the shortening of time frames. Hillsborough Transit Authority Page 3

10 ORGANIZATIONAL OVERVIEW Profile of the Authority The Hillsborough Transit Authority, operating and also known as Hillsborough Area Regional Transit Authority, or HART, was created as a body politic and corporate under Chapter 163, Part V, Sections , et seq., Florida Statutes, on October 3, It was originally chartered for the purpose of providing mass transit service to two charter members, the City of Tampa, ( the City ) and the unincorporated areas of Hillsborough County, Florida ( the County ). The Authority may admit to membership any county or municipality contiguous to one of its members upon application and after approval by a majority vote of the entire Board of Directors. The City of Temple Terrace has been admitted as a member of the Authority. The Authority s Board of Directors is comprised of two directors appointed by the Governor of the State of Florida and a minimum of one director from each member. Members are allowed an additional director for each 150,000 persons, or major fraction thereof, residing in those members jurisdictional limits. The Authority is governed by its 13member Board of Directors ( Board ), which makes decisions, designates management, significantly influences operations and maintains primary fiscal responsibility. The Authority has been determined to be an Independent Special District as described in Section , Florida Statutes, and is authorized to levy an ad valorem tax of up to onehalf mill ($.50) on the taxable value of real and tangible personal property within the jurisdiction of its members. Chapter , Florida Statutes, allows the Authority to levy up to three mills, subject to public referendum. The Authority s ad valorem taxes are reviewed as part of the annual assessment of Hillsborough County, which levies its taxes November 1. Collection of taxes is scheduled November through the following March. Taxes become delinquent April 1 and tax certificates placing liens on the property are sold May 31. Additional revenues and funding are received from passenger fares, other revenue services and grants from the U.S. government, the State of Florida, the City, and the County. Located in Hillsborough County, Florida, on the west coast of the state, the Authority is a regional provider of mass transportation services primarily within Hillsborough County. The total area is 1,266 square miles and, according to the 2010 Census, has a population of 1,229,226. Services and Ridership The Authority provides virtually all public transportation services in this area. These services include fixed route, flex route, Paratransit, and streetcar services. The Authority maintains 3,267 bus stops and 641 shelters (296 HART maintained; 345 vendor maintained), 9 transfer stations, 2 transit centers, and a fleet of 188 buses for fixed and flex routes, 44 vans for Paratransit, and 10 streetcars. Hillsborough Transit Authority Page 4

11 FY2012 ridership: Bus & Flex: 14,314,610 (an increase of 4 percent compared to FY2011) Paratransit: 128,780 Streetcar: 306,247 Tables in the Statistical Section contain service delivery statistics for the prior 10 years. Governing Board The Authority is governed by a 13member Board that establishes policies and sets direction for the Authority. The Board consists of a chair and 12 members; seven appointed by the Hillsborough Board of County Commissioners, three members appointed by the City of Tampa, one appointed by the City of Temple Terrace, and two members appointed by the Governor. Board members serve staggered threeyear terms. Management The Authority is managed by a Chief Executive Officer who acts in accordance with the direction, goals and policies articulated by the Board. The Chief Executive Officer is responsible for the Authority s daily operations and directly supervises the core personnel who lead the organization: Chief Financial Officer; Chief Operating Officer; Senior Director of Human Resources, Risk and Legal Services; and the Equal Employment Opportunity and Compliance Officer. Additionally, there are departments that support these functions. Hillsborough Transit Authority Page 5

12 TRANSIT SERVICE Service Overview Each weekday HART transports approximately 48,000 passengers on fixed and flex routes as well as 460 passengers on the Paratransit system. Hillsborough Transit Authority Page 6

13 TRANSIT INFRASTRUCTURE Services, transit infrastructure, and coordination provided by HART include the following: Services Fixed Route 29 Local routes 7 Express routes 5 Limited Express routes 100 percent wheelchair/bicycle accessible buses and vans Flex Service 5 Flex routes Paratransit Doortodoor van service for disabled persons Streetcar Streetcar service operated and maintained under contract with Tampa Historic Streetcar, Inc. (THS) Network Customer Service Travel training for customers Staffed customer information centers, telephone service and web site TDD service for the hearing impaired Facilities 21 st Avenue Operations and Maintenance Facility 22 Parkandride lots Transit centers (with Customer Service Centers): o Marion Transit Center o University Area Transit Center Transfer Centers o Britton Plaza o Westshore Plaza o Northwest Hillsborough o West Tampa o Netp@rk o Yukon o Westfield Shoppingtown Brandon o University Mall o Southshore Regional Service Center Marion Street Transit Parkway Ybor Station Dick Greco/Southern Transportation Plaza HART on Franklin Customer Service Center 3,267 bus stops 296 shelters maintained by HART 345 shelters maintained by vendor Hillsborough Transit Authority Page 7

14 Partnerships University Transit Pass (UPass) Program for students and staff of University of South Florida City of Tampa, City of Temple Terrace and Hillsborough County in constructing sidewalks near bus stops Coordination with the Hillsborough County Transportation Disadvantaged Coordinating Board HART/PSTA (Pinellas Suncoast Transit Authority) intercounty Passport TRANSIT FLEET In the transit industry, the fleet includes revenue rolling stock (buses, vans and rail cars), as well as cars and trucks that are required as support vehicles. HART currently owns all these types of vehicles. Buses and Vans HART currently operates 188 fixed route and flex service buses and vans. Acquisition of revenue rolling stock is a key feature in the delivery of public transit. HART continues to make bus and van purchases to replace vehicles as they reach their useful life. In 2007, the average age of HART s buses was 6.1 years; the average age in 2012 through September 30, 2012, is 6.66 years. HART s goal is to reach and maintain an average vehicle age of about 5.5 years. Each fleet type has a different average life span. The standard for a large heavy duty bus is 12 years; 10 years for a small heavy duty bus; 7 years for a small medium duty bus; 5 years for light duty medium size buses; and vans are 4 years; or they are based on mileage whichever is reached first. Hillsborough Transit Authority Page 8

15 ADA Vans for Paratransit Services HART operates 44 vans for Paratransit service and the average age of the fleet, through September 30, 2012, is 2.25 years. Operated in compliance with the Americans with Disabilities Act (ADA), the Paratransit program provides doortodoor service for persons with disabilities who are unable use transit. ADA vans are expected to last for 100,000 miles. Vans for Vanpools HART owns 8 vanpool vans managed by the Bay Area Commuter Services. Vans are expected to last 4 years or 100,000 miles before they are replaced. Support Vehicles HART has a fleet of 63 support vehicles that include staff cars for road supervisors, engineers, transit planners, marketing, driver relief and maintenance. Historic Electric Streetcars HART has nine historic replica streetcars for the TECO Line Streetcar System. Designed to HART s specifications, the cars closely resemble the doubletruck Birney cars operated in Tampa during the heyday of streetcar service. Each vehicle is approximately 46 feet long and 8 feet 6 inches wide. The vehicles are steelframed with double fourwheeled trucks and four 25hp GE traction motors mounted on Peter Wittstyle trucks from the ATM Company of Milan, Italy. The streetcars operate on 600 volts of direct current provided by an overhead power distribution system. Each vehicle weighs approximately 48,000 pounds and has a maximum operating speed of 30 mph. The capacity of each vehicle is 44 seated; with space for 40 additional standing passengers. The streetcars were placed in service in October A tenth car, which is a Gomaco replica breezer streetcar, was received in BUS SERVICE Overview The Authority serves the Hillsborough County area with local, express, connector, and limited express routes, along with 5 flex service areas utilizing more than 380 bus operators. The Authority has 3,267 bus stops; 296 shelters maintained by HART; 345 shelters maintained by a vendor; 2 transit centers; 9 transfer centers; and a fleet of 188 buses and vans for fixed route and flex service. Ridership Trends Increasing ridership is the central goal of all transit agencies. The implementation of a number of programs and improvements are contributing to ridership increases being experienced on all of HART s services this year. This section reports on specific trends that were experienced in FY2012. Hillsborough Transit Authority Page 9

16 Fixed Route Service FY2012 total bus ridership averaged 1,184,906 boardings per month, representing a 3.8 percent increase from FY2011. Total FY2012 ridership of 14,218,868 represents a third straight alltime high for HART. Note: Historical statistics are contained in the Supplemental Section. Bicycles on Buses All HART buses are equipped with frontmounted bike racks. This enables passengers to bicycle between their bus stop and destination, and extends the pedestrian range of HART bus stops. Equipping all of the buses in the fleet with bike racks has contributed to the steady growth in usage of the bike racks. FY2012 total bike boardings averaged 18,800 boardings per month. Total FY2012 bike boardings of 225,603 represents a 2.9 percent decrease from FY2011. Wheelchair Boardings All of HART s revenue vehicles are fully accessible to wheelchair patrons with all buses being ramp equipped. In addition, HART s effort to improve access at bus stops and shelters has made routes more accommodating to persons with disabilities. FY2011 total wheelchair boardings averaged 5,022 boardings per month. Total FY2012 wheelchair boardings of 60,268 represents a 13.4 percent increase from FY2011 and an alltime high for HART. Hillsborough Transit Authority Page 10

17 UPass Program The UPass is a cooperative effort between University of South Florida (USF) and HART. USF faculty staff and students ride free on HART buses, with USF reimbursing HART for rides at an established contract rate per ride. The UPass program has been very successful since its inception. FY2012 total UPass boardings averaged 35,139 boardings per month. Total FY2012 UPass boardings of 421,671 represents a 1.5 percent decrease from FY2011. PARATRANSIT SERVICE Overview HART provides doortodoor transportation (HARTPlus) to persons with disabilities who live within the transit service area, but cannot use bus service due to physical, cognitive or mental limitations. In addition, HART provides connections to the bus system (HARTLink) for persons with disabilities who can ride transit but cannot reach the buses or their destination because of environmental/physical obstacles. HART s Paratransit service is a bus/paratransit combination program designed to act as a mobility planning service that promotes patron independence. HART has instituted a comprehensive eligibility process. This enables the agency to develop an individual eligibility plan for each customer that applies for service. Innovative approaches to travel training and detailed eligibility plans offer patrons the use of all of HART s services to foster independent travel and responsible use of agency resources. By implementing a team approach for each customer, staff has been successful in instituting a shared feeling in utilizing Paratransit service only when barriers or physical limitations prevent the use of the fixed route bus system. Patrons of HART s Paratransit service use the service for work, medical visits, social services, education, and recreation. Changes in the Florida State funding and allocations for Medicaid have reduced service levels available on coordinated transportation partners in the County. This reduction has resulted in an increase in requested trips for medical visits. Medical trips are now the highest requested trip type followed by employment. Presently, about 460 paratransit vehicle trips are provided each weekday, mostly in the morning and in the early evening. HART attempts to schedule customers so that they share the van. When this is possible, costs are reduced for the taxpayers, and efficiency is increased. This allows the current fleet of 44 vans and 56 van operators dedicated to the program the ability to manage the services needed by HARTPlus customers. Paratransit fares are no more than twice the cost of the fare on the local fixed route bus system. Hillsborough Transit Authority Page 11

18 Paratransit Ridership As a requirement of HART s obligation to the public under the American s with Disabilities Act (ADA), HART must provide complementary Paratransit service for persons who qualify under specific guidelines for service within ¾ mile of a HART local route. FY2012 total Paratransit boardings averaged 10,732 boardings per month. Total FY2012 paratransit boardings of 128,780 represents a 4.6 percent increase from FY2011 and an alltime high for HART. Note: Historical statistics are contained in the Supplemental Section. STREETCAR SERVICE Overview HART operates the TECO Line Streetcar System in Tampa, Florida, under contract with the Tampa Historic Streetcar, Inc. (THS, Inc.). The Operator s Agreement dated October 1, 2011, between HART and the Tampa Historic Streetcar, Inc. is for five (5) years and is scheduled to terminate on September 30, 2016 ( ). The City of Tampa, THS and HART are also parties to a TriParty Agreement dated October 1, 2001, (the Tri Party Agreement). The TriParty Agreement contemplates that THS would engage a third party to operate the Streetcar System. THS has engaged HART as the operator of the Streetcar System. The first phase of the TECO Line Streetcar System began operation on October 19, The streetcar system is an electricallypowered rail transit system approximately 2.7 miles in length. The initial segment functions as a singletrack, bidirectional system with passing tracks to permit the passing of vehicles traveling in opposite directions. The streetcar tracks do not share vehicle travel lanes, and are separated from traffic by low barriers, warning signs, pavement striping, and/or landscaping. At signalized intersections, a separate signal for the streetcar motormen is linked to the traffic control system. In December of 2011 construction was completed on a.3 mile extension which took the streetcar system to the south side of downtown Tampa. The extension spans from Dick Greco Plaza, north along Franklin Street, and ends at Whiting Street. Hillsborough Transit Authority Page 12

19 Vehicles HART initially purchased eight historic Birney replica streetcars for the system. An additional replica Birney streetcar was received in A Gomaco replica Breezer streetcar was purchased in The streetcars closely resemble the doubletruck Birney or Breezer cars that operated in Tampa during the heyday of streetcar service. Each vehicle is approximately 46 feet long and 8 feet 6 inches wide. The vehicles are steelframed with double, fourwheeled trucks and four 27hp GE type traction motors mounted on MCB style trucks from ATM of Milan, Italy. The streetcars operate on 600 volts of direct current provided by an overhead power distribution system. Each vehicle weighs approximately 48,000 Hillsborough Transit Authority Page 13

20 pounds and has a maximum operating speed of 30 miles per hour. The capacity of each vehicle is 44 seated, with space for 40 standing passengers. The system permits up to 7.5 minute headways, or a vehicle in each direction every 7.5 minutes. Currently, headways vary from 15 to 30 minutes, but typically 15 and 20 minute headways are used. Streetcar Service Hours/Schedule Hours of Service Service Frequency Sunday 12:00 pm to 8:00 pm every 20 minutes Monday 11:00 am to 10:00 pm every 20 minutes Tuesday 11:00 am to 10:00 pm every 20 minutes Wednesday 11:00 am to 10:00 pm every 20 minutes Thursday 11:00 am to 10:00 pm every 20 minutes Friday 11:00 am to 1:00 am* every 20 minutes 1:00 am to 2:00 am * every 30 minutes Saturday 11:00 am to 1:00 am* every 20 minutes 1:00 am to 2:00 am * every 30 minutes * am next day. Streetcar Ridership FY2012 total streetcar ridership averaged 25,521 boardings per month. Total FY2012 streetcar boardings of 306,247 represents a 16.5 percent decrease from FY2011. Note: Historical statistics are contained in the Supplemental Section. Hillsborough Transit Authority Page 14

21 EXECUTIVE MANAGEMENT TEAM ORGANIZATIONAL CHART (As of September 30, 2012) Philip R. Hale Chief Executive Officer Michael A. Stephens Senior Director of Human Resources, Risk and Legal Services Marco Sandusky Manager of EEO and Program Compliance Katharine Eagan Chief Operations Officer Jeffrey C. Seward Chief Financial Officer Keith Sanders Director of Bus Operations Sylvia Castillo Director of Van Operations Steve Taylor Director of Maintenance Steve Feigenbaum Manager of Service Planning Kenneth J. Wagner Director of Finance Randy Stribling Interim Director of Grants Management & Planning Alvin Burns Senior Manager of Procurement & Contracts Administration Steve Rosenstock Senior Manager of Marketing & Communications Rick FitzGordon Manager of Information Systems Hillsborough Transit Authority Page 15

22 VISION, MISSION, AND CORE VALUES Vision Our vision is to make transit a relevant and viable travel option for residents within HART s service area. Mission The mission of the Hillsborough Transit Authority (HART) is to provide safe, innovative and costeffective public transportation services that enhance the quality of life in our community. Core Values: Open & Effective Communication Teamwork & Diversity Leadership & Accountability Integrity, Trust & Professionalism Fiscal Responsibility Excellence, Innovation & Development Safety Promotion at All Levels Community Driven Hillsborough Transit Authority Page 16

23 ORGANIZATIONAL PERFORMANCE OBJECTIVES HART measures a series of organizational goals that measure performance in five areas; these performance measures are the same as industry standard measures that are reported via the Federal Transit Administration s (FTA) National Transit Database (NTD). Staff provides regular updates to the HART Board of Directors on the status of these goals via monthly Organizational Performance Goals provided in Board agenda packets. GOAL CRITERIA FY2012 TARGET FY2012 ACTUAL Ridership Productivity Bus Passengers per Revenue Hour Greater than or equal to Efficiency Gross Cost per Revenue Mile Less than or equal to $6.79 $6.62 Safety Collisions per 100,000 Revenue Miles Less than or equal to Quality of Service Complaints per 100,000 Passengers Less than or equal to Quality of Service Mean Distance Between Vehicle Failures Greater than or equal to 7,150 8,976 OnTime Performance 1 Minute Early to 5 Minutes Late at Scheduled Timepoints Greater than 74% 70.5 Goals for ridership productivity, efficiency, safety, and quality of service (mean distance between failures) were met in FY2012. Goals for quality of service (complaints) and ontime performance were not met in FY2012. Charts of the annual performance goals are presented below. Hillsborough Transit Authority Page 17

24 ORGANIZATIONAL STRATEGIC GOALS The HART Board of Directors approved the fiveyear strategic plan in January, 2012 (Board resolution #R ). This strategic plan outlines the steps HART will take to meet its mission today and accomplish its vision for the future. The strategic plan aligns the HART vision, mission and core values and centers on six goals: Exceed Customer Expectations, Ensure Safety and Security, Maximize Financial Condition, Foster a Thriving Internal Environment, Connect the County & Region, and Adopt Innovative Practices and Systems. The plan is based on the Board approved Transit Development Plan (TDP) and is used as a guiding element in the development of the FY2013 budget. The following goals and respective objectives are outlined below: Goal #1 Exceed Customer Expectations Objectives: 1.1 Continue to improve service quality, reliability, and ontime performance 1.2 Ensure the service addresses the mobility needs of transit dependent and discretionary passengers 1.3 Ensure the user friendliness of all HART services 1.4 Expand service availability and accessibility 1.5 Maintain a priceaffordable fare structure Goal #2 Ensure Safety & Security Objectives: Hillsborough Transit Authority Page 18

25 2.1 Continue to implement improvements at HART facilities and assets to enhance safety and security throughout the system 2.2 Enhance workplace safety and health for all employees 2.3 Promote safe operations and best practices through partnerships and education 2.4 Enhance emergency and disaster preparedness Goal #3 Maximize Financial WellBeing Objectives: 3.1 Maintain sufficient operating and capital financial cash flow to meet established level of service 3.2 Provide a fare and fee structure that is tied to the cost of providing service through optimization of the HART system 3.3 Pursue grant funding for HART capital projects established as priorities setforth by the Board and Community 3.4 Maintain prudent reserves to be used in times of significant revenue decline to preserve HART s ongoing ability to deliver safe and reliable service 3.5 Establish prudent reserves to support the lifecycle replacement of key infrastructure, both operational and capital 3.6 Pursue increased revenue from current and new sources to support operating and capital activities Goal #4 Foster a Thriving Internal Environment Objectives: Create a work environment that advances a culture of continuous learning where The Employer: 4.1 Provides encouraging and productive atmosphere 4.2 Embraces differences and seeks work synergy 4.3 Fosters trust, fairness and mutual respect The Employee: 4.4 Knows expectations and is empowered to perform them, is productive and results driven 4.5 Is welltrained with opportunities to grow 4.6 Is recognized for his or her contributions Goal #5 Enhance Connections within the County and Region Objectives: 5.1 Enhance overall accessibility of services and programs 5.2 Provide enhanced connections and serve new markets while sustaining existing service 5.3 Leverage resources through coordination with other agencies and entities 5.4 Encourage land use patterns that support transit to maximize ridership and enhance service effectiveness Goal #6 Embrace Innovative Practices and Systems Objectives: 6.1 Develop systems to provide timely, accessible and reliable services and information to customers and the agency 6.2 Pursue partnerships with the business community and other agencies for the funding and delivery of services and programs 6.3 Explore sustainability practices Hillsborough Transit Authority Page 19

26 RECENT ORGANIZATIONAL ACCOMPLISHMENTS The following are some of HART s key accomplishments in Improve Organizational Performance FY2012 bus ridership of 14,314,610 was up by nearly 600,000 trips or 4 percent, compared to last year. This ridership marks an alltime high for HART and breaks the annual record for the third consecutive year. Express bus average ridership was up 11.4 percent, Saturday average ridership was up 4.7 and Sunday average ridership up 2.2 percent. Secured $6.3 million in federal grants to build a compressed natural gas fueling station and purchase buses powered by CNG, and begin a complete transition of the HART fleet from dieselengine to CNG. Designbuild of the fueling station is scheduled to begin early Participated on various planning committees for almost a year in preparation for the Republican National Convention in August HART worked with local and federal authorities to ensure continued service and safe transportation throughout the convention, despite several road closures and anticipated crowd demonstrations. Financial Management Hired Chief Financial Officer to better vertically align longterm financial, capital plans and investments. Launched new vision, mission, and strategic goals and objectives to uniformly and consistently guide resource management and service delivery throughout the agency. Level of service exercises implemented for each department in preparation for the FY2013 budget. Departments defined specific service and administrative costs aligned to high or low levels of service. This exercise allowed departments to better identify and focus on resources and services that directly support the mission of HART. More importantly, this exercise improved the FY2013 budget by increasing reserves and balancing operating funds without requiring staffing cuts, despite decreased revenues from property taxes and grants. Conducted comprehensive review of countyfunded capital projects, identifying nearly an estimated $9 million in reduced costs. This funding will be reallocated back to Hillsborough County for its infrastructure needs, if desired. CIT funding is only earmarked for capital improvement costs, and cannot be reallocated for operational costs, such as bus service. Farebox revenues increased by 6 percent in FY2012 compared to FY2011. A new advertising contract with Direct Media USA resulted in $160,000 over projected revenues during the first year of a fiveyear contract. This reflects the amount Direct Media outpaced the minimum guarantee of the contract. Improve Operational Efficiency Improved education to HARTPlus customers and implementation of realtime scheduling tools for paratransit trip bookings significantly assisted HART in absorbing doubledigit ridership gains within its fiscal constraints. A new, ridefree bus promotion in November 2011 and February 2012 for paratransit customers shifted some operationally costly paratransit trips to less costly bus trips. Paratransit customers were reintroduced to an improved bus system with significantly increased accessibility, which costs less for them to use for some or all of their trips. Wheelchair boardings on buses now average 5,000/month, and paratransit ridership has been sustained. Hillsborough Transit Authority Page 20

27 Cost per mile has decreased from $6.68 to $6.47, which is nearly $1.8 million in efficiency savings considering HART buses and vans traveled more than 8.7 million miles in FY2012. Initiate New Projects Started construction phase of MetroRapid NorthSouth. Construction is scheduled to be completed in Spring Started Project Development & Environmental phase of MetroRapid EastWest. PD&E scheduled to be completed Early Started HART/PSTA coordination study, as mandated by state legislation which passed March 9, Study scheduled to be completed February Started pilot project for realtime bus schedule information through a partnership with the Center for Urban Transportation Research at the University of South Florida. This pilot project and partnership does not require additional funds. Pilot scheduled to be completed FY2013. Infrastructure Improvements Basic Transit Infrastructure program continued throughout Hillsborough County; 54 shelters installed and 319 stops upgraded with landing pads, sidewalks, etc. Six new, smaller HARTPlus vans were added to the fleet, providing costsavings and flexibility to operations. These vehicles are less expensive to purchase and operate, and can be assigned to paratransit trips that have fewer passengers. Bikes on Buses Program expanded by installing exterior bicycle racks on HARTFlex vans. In addition, customers may now board buses and vans with their folded bicycles. This expansion took place November Construction continued for upgrades at Yukon Transfer Center, which will improve traffic flow of HART and public school buses, which use this transfer center; increase the number of bus bays; add public restrooms; and add employee restrooms and a breakroom. Construction is scheduled to be completed Fall Construction continued for renovations of the HART Operations & Administration Facility. This project will add needed space and improve energy use, and is scheduled to be completed early Improve Employee Performance & Compliance Processes Received successful Federal Transit Administration Triennial Review, conducted May This is a comprehensive assessment of a transit agency s management practices and program implementation of the Urbanized Area Formula Program, Capital Investment Program, Job Access and Reverse Commute Program, New Freedom Program, and American Recovery and Reinvestment Act of The objective of this review is to ensure these are administered in accordance with FTA requirements and are meeting stated objectives. An employee compensation study completed Summer 2012 improved and ensured pay parity among nonbargaining employees, and improved organizational alignment. Ongoing recruitment of bus operators started Summer 2012 to fill an increased number of vacancies and in preparation for new operator vacancies associated with the opening of MetroRapid North South in FY2013. HART previously conducted periodic recruitments to fill vacancies as needed. Hillsborough Transit Authority Page 21

28 Improve Communications and Partnerships Implemented Crisis Communications Standard Operating Procedure, and for the first time, held Crisis Communications for Transit in partnership with the Transportation Security Administration and local media professionals. Established RNC (Republican National Convention) Rider Alert to keep customers and visitors up to date on transit service changes and interruptions during the week of the convention. This was the first time HART used a realtime, news alert system to communicate to customers. Enhance Image Initiated various campaigns that involved internal and external partnerships, including HARTFelt Holiday Greetings (November/December 2011) in partnership with HART employees who served in the military, It All Started on a Bus (February 2012) in partnership with local Freedom Riders, and Ride HART. Be Smart. (Spring/Summer 2012) in partnership with operators, who provided input on ways to help keep buses operating on time by improving boarding/alighting through rider etiquette tips. Ride HART. Be Smart. also piloted nontraditional advertising spaces to explore additional advertising revenue opportunities. Received local, state and national recognitions of HART projects and employees. For the first time, a HART employee (Chief Operating Officer) was listed on Mass Transit s Top 40under40. In addition, HART was one of 17 transit agencies throughout the country recognized for its security procedures. Successfully hosted annual Florida Public Transportation Annual Conference, where nearly 250 transit public and private transit professionals and leaders from throughout the state gathered in Tampa for a threeday conference in October Hillsborough Transit Authority Page 22

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30 EXECUTIVE SUMMARY Financial Summary The HART budget is comprised of four major components: Bus Service, Paratransit Service, Streetcar Service and Capital/Projects. The is balanced, with a total budget amount of $101,093,359 which is $274,917 more, or a 0.27% increase, over the FY2012 Adopted Budget. The FY2014 Planned Operating Budget is $63,298,223 and is not balanced due to a shortfall of $1,584,723. Plans for the mitigation of this shortfall will be addressed throughout the budgetary planning process for FY2014. HART Adopted Budgets Historical Perspective HART s Adopted Budget cumulative annual growth rate since FY2008 has been 10.5% due primarily to increases in the capital budgets in FY2009FY2011. In contrast, during the same fiveyear period, the annual average growth rate of the operating budget was less than 1% at.49%. The FY2013 Adopted Budget is.27% more than the FY2012 Adopted Budget, with the adopted operating budget 1.4% greater than FY2012. Hillsborough Transit Authority Page 23

31 Budget Planning Methodology and Approach The first draft of the FY2013 Proposed Budget contained an expenditure amount that was $3,249,095 over the FY2012 Adopted Budget, or a 5.4% growth rate. This expenditure amount supported increased fuel costs, increased ridership, bargaining step increases and new service in MetroRapid; but with a decline in revenue, this would result in a FY2013 deficit of $1,476,849. As HART is moving to a 5year strategic financial planning cycle, this projected deficit for FY2013 revealed a cumulative $21,252,688 shortfall for the period FY2013FY2017. To overcome this deficit, while meeting the demands for growth in service, the organization was directed to build Level of Service (LOS) scenarios based on specific tiers of expenditure reductions. As the chart below shows, the scenarios created represented 6%, 4% and 3% reductions from FY2012 Adopted Budget expenditure levels: Total Organization FY2012 Adopted Budget 6% Reduction 4% Reduction 3% Reduction Executive Office $482,880 $28,973 $19,315 $14,486 Operations $39,306,010 $2,358,361 $1,572,240 $1,179,180 Administration $5,979,890 $358,793 $239,196 $179,397 Human Resources, Risk, Safety & Legal $5,852,720 $351,163 $234,109 $175,582 Finance $2,820,200 $169,212 $112,808 $84,606 Other Expenses $651,000 $39,060 $26,040 $19,530 Total Bus Mode $55,092,700 $3,305,562 $2,203,708 $1,652,781 Total Paratransit $4,126,890 $247,613 $165,076 $123,807 Total Streetcar $1,511,160 $90,670 $60,446 $45,335 Total All Modes $60,730,750 $3,643,845 $2,429,230 $1,821,923 The emphasis of this approach was a thoughtful, impact driven budget development focused on community impact and mission support, coupled with a hard, methodical look at support service expenditures and processes (HR, Risk, Safety, Finance, Legal) analyzing historical actual spending versus historical budgeting. The focus of this methodology was to achieve the following goals for FY2013: Strive to maintain current level of service (service delivery to HART passengers) and support increased ridership; Absorb new service levels in MetroRapid; Build and formally designate cash flow, rainy day and longterm infrastructure planning reserves The achieves each of these goals by: Level of Service scenario planning o Through this process, the organization was able to reduce expenditures by: Realignment of resources within Finance/Capital Planning; Organizational realignments based on business process improvement; Reduction in printing and advertising expenses; Hillsborough Transit Authority Page 24

32 Insourcing of legal staff; Across the board spending controls for all support units Review of current service for efficiencies and utilization o Through this process, the organization was able to reduce expenditures by: Route 2 MetroRapid reductions (6 months in FY2013) Reduction of Route 28X to one daily trip Combination of Routes 50X and 61LX Sunday level service on Memorial Day, 4 th of July and Labor Day Elimination of Brandon Flex on Saturday Reinvestment of the savings from the review of current service to meet increased service demand on specific routes impacting a ridership of over 1.7 million. Specifically, Reinstatement of 30 minute frequency (from 35 minutes) on Routes 30, 34 and 39 Modification to Brandon Flex; extend regular service to Brandon Hospital Hillsborough Transit Authority Page 25

33 Despite increased needs and flat revenues, HART s offers the following key elements: Maintains current bus and paratransit service levels Expansion of service for increased demand on Routes 30, 34 and 39. Introduction of new service with MetroRapid (6 months) Absorption of fuel increases Proposed bargaining step increases Organizational incentives No use of fund balance This forms a baseline for the strategic financial planning for the next 5 years by creating a fiscal environment that has a manageable deficit that can be mitigated through continued LOS planning and prudent fiscal spending. The graphic below depicts the FY2013FY2017 fiscal outlook based on the FY2013 cost saving measures: HART Projected Revenues & Expenses All Modes ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY13 FY14 FY15 FY16 FY17 FY18 Property Taxes $28,196,345 $28,591,011 $29,706,060 $31,102,245 $32,750,664 $34,388,197 Fares/Passes $15,631,051 $16,114,946 $16,276,095 $16,438,856 $16,603,245 $16,769,277 Operating Grants $7,298,421 $5,540,936 $6,314,049 $6,444,569 $6,658,685 $6,658,685 Formula $10,594,112 $10,594,112 $10,594,112 $10,594,112 $10,594,112 $10,594,112 Other $1,041,591 $1,041,591 $1,047,301 $1,047,301 $1,047,301 $1,047,301 Revenue $62,761,520 $61,882,596 $63,937,617 $65,627,083 $67,654,007 $69,457,572 Expenses $61,581,511 $62,813,141 $64,069,404 $65,350,792 $66,657,808 $67,990,964 Shortfall/Overage $1,180,009 ($930,546) ($131,787) $276,291 $996,199 $1,466,608 As with all strategic financial planning, scenarios are based on a series of assumptions with the best data known at the time. The 5year strategic financial plan s assumptions are based on the following: Department of Revenue property value growth estimates; these estimates are updated each quarter and as they are revised, the model will be updated to reflect those modifications: o FY2014 property valuation estimate of a.08% increase; o FY2015 property valuation estimate of a 3.6% increase; o FY2016 property valuation estimate of a 4.5% increase; o FY2017 property valuation estimate of a 5.3% increase. Expenditure growth rates are a flat 2.0% through FY2017; through cost control and continuous evaluation of business processes and service delivery HART will plan on having a lower expenditure growth rate than historic norms. No further fare/pass increases are included in the scenario model, although, pursuant to HART policy, it will be reviewed for FY2015. Federal Formula funding and Other revenue is assumed flat in the outyears for conservative planning. Hillsborough Transit Authority Page 26

34 Operating Revenue Highlights HART s is composed of a variety of different revenue sources. The major revenue sources for HART are: Ad Valorem (Property Taxes), Fares and Passes, Federal/State/Local Grants, and Other. The largest single source of revenue, directly used for operations of HART, is Ad Valorem (Property Tax). Overall estimated operating revenues for FY2013 are $62,761,520 and projected to be a net of $976,003 higher than the FY2012 Adopted Budget, or an increase of 1.6%. Descriptions of estimated revenues are listed below: Ad valorem (property tax) o Estimated revenue of $28,196,345 ($701,565 less than the FY2012 Adopted Budget). o Based on a 2.43% reduction in property values. Estimated revenue is based on maintaining the millage rate of 0.5 o HART historic millage rates, property values and ad valorem revenue history are shown in the graphics below: Hillsborough Transit Authority Page 27

35 Fares/Passes o Estimated revenue of $15,631,051 ($2,032,258 over FY2012 Adopted Budget). Increases in fare/pass revenue are attributable to increased ridership and an increase in fare/pass prices for Bus and Paratransit modes, while Streetcar is projected to decline in revenue due to decreased ridership estimates. Specifically, Bus: $14,527,837 Projected ridership for FY2013 is 14,500,000 (FY2012 Adopted Budget base ridership was 13,004,900) Paratransit: $483,033 Projected ridership for FY2013 is 143,000 (FY2012 Adopted Budget base ridership was 133,650) Streetcar: $620,181 Projected ridership for FY2013 is 330,000 (FY2012 Adopted Budget base ridership was 410,000) No fare/pass adjustment. o A matrix of the approved fare/pass increases, as well as a comparison to current PSTA fare/pass costs follows. It should be noted that after FY2013, there is no current plan to increase fare/pass cost further, but, pursuant to HART policy, a review of the fare/pass pricing structure will be reviewed for FY2015. Hillsborough Transit Authority Page 28

36 Current Fare FY2013 Fare PSTA Fare Bus Mode Cash 1 Way Local Full Fare $1.75 $2.00 $ Way Local Discount $0.85 $1.00 $ Way Express Full Fare $2.75 $3.00 $ Way Express Discount $1.35 $1.50 $ Way Flex Full Fare $0.85 $1.00 n/a Bus Mode Pass Day Pass Local Full Fare $3.75 $4.00 $4.50 Day Pass Local Discount $1.85 $2.00 $2.25 Day Pass Express $5.50 $6.00 n/a Day Pass Express $2.75 $3.00 n/a Discount Day Pass Flex $1.85 $2.00 n/a 3 Day Pass $11.00 $11.75 n/a 3 Day Pass (Bulk $9.00 $9.00 n/a Purchase) 31 Day Pass Local Full $60.00 $65.00 $65.00 Fare 31 Day Pass Local $30.00 $32.50 $35.00 Discount 31 Day Pass Express $90.00 $95.00 n/a 31 Day Pass Express $45.00 $47.50 n/a Discount 31 Day Pass Adult $45.00 $47.50 n/a Student 1 Day 10 Pack Full Fare $34.00 $37.00 n/a 1 Day 10 Pack Discount $17.00 $18.50 n/a 1 Day 10 Pack Express $50.00 $53.00 n/a 1 Day 10 Pack Express $25.00 $26.50 n/a Discount Passport $85.00 $85.00 $85.00 Current Fare FY2013 Fare PSTA Fare Paratransit Cash 1 Way Paratransit $3.50 $4.00 $4.00 Paratransit Pass 10 Ride Paratransit $35.00 $40.00 $4.00 Streetcar Cash Cash Fare $2.50 Unchanged n/a Discount Cash Fare $1.25 Unchanged n/a Streetcar Pass 1 Day Unlimited Ride $5.00 Unchanged n/a 1 Day Unlimited Ride $2.50 Unchanged n/a Discount 3 Day Unlimited Ride $11.00 Unchanged n/a (Visitors Pass) 3 Day Unlimited Ride (Sale $9.00 Unchanged n/a > 200 passes) 20 Ride Pass $25.00 Unchanged n/a Annual Pass $ Unchanged n/a Operating grants o Estimated revenue of $7,298,421 ($995,556 less than the FY2012 Adopted Budget). This decrease in revenue is attributable to: Decrease in Federal funding local routes (specifically, CMAQ for Route 2 and JARC for various routes and times) Shift of some operating grant revenue to capital projects Urbanized Area Formula Funding Program (5307) o Estimated revenue of $10,594,112 is a slight increase over the FY2012 Adopted Budget attributable to the anticipate change in allocation methodology due to the 2010 census; changes in population numbers should result in HART s allocation of funding being higher (and PSTA s being reduced). o This estimate does not take into account any potential reduction in Federal formula spending. o The use of the Federal formula funding for operating costs, instead of capital expenditures, will continue through FY2013. The graphic below demonstrates the shift of this funding source from capital to operating over the last 5 years. Hillsborough Transit Authority Page 29

37 Operating Expenditure Highlights HART s operating expenditures are $61,580,511 which is $849,761 higher than the FY2012 Adopted Budget operating expenditures, or an increase of 1.4%. Major expenditure categories for HART are: salaries and fringe benefits, fuel/oil and parts and supplies with the largest single expenditure being salaries and fringe benefits. The estimated expenditures for the FY2013 Adopted Operating Budget are: Descriptions of estimated key expenditures are listed below: Salaries and fringes o Salary expenditures of $32,691,795 are estimated to be $2,171,427 higher than the FY2012 Adopted Budget. This increase is attributable to budgeted step increases for the HART bargaining units, additional operator staffing for the new MetroRapid service, and additional legal staffing. Nonbargaining employees have no budgeted increase for FY2013; this will be the 5 th year of no budgeted wage increases for nonbargaining employees. This increase of salary expenditures also includes an organizational incentive for all employees. Hillsborough Transit Authority Page 30

38 o Fringe benefits of $9,648,788 are estimated to be $134,112 less than the FY2012 Adopted Budget. The employees contribution toward Health Insurance of $1.1 million is considered a reduction of employer cost. This decrease is offset in other benefits due to higher pay rates and more personnel. Fuel and Oil o Fuel and oil expenditures of $7,809,408 are estimated to be $92,938 higher than the FY2012 Adopted Budget. This increase is attributable to projected increases in both diesel fuel cost and six months of new service for MetroRapid. Legal services o Legal services of $526,178 are estimated to be $491,422 less than the FY2012 Adopted Budget. This decrease is attributable to the insourcing of legal services. Risk and insurance costs o Risk and insurance costs of $2,096,913 are estimated to be $850,179 less than the FY2012 Adopted Budget. This decrease is attributable to lower experience levels on claims and claim rates. Hillsborough Transit Authority Page 31

39 FY2011 TO FY2014 OPERATING SUMMARY BUDGET ALL MODES FY 2011 FY 2012 FY 2013 Change From FY2012 to FY2013 FY2014 Actual Budget Adopted Dollar Percent Planned Operating Revenues: Fare Revenues $2,889,947 $3,021,370 $4,864,855 $1,843, % $5,014,836 Pass Revenues $10,484,029 $10,577,424 $10,766,196 $188, % $11,100,110 Total Fare & Pass Revenues $13,373,976 $13,598,794 $15,631,051 $2,032, % $16,114,946 Advertising $718,919 $530,000 $469,000 ($61,000) 11.51% $469,000 Interest Income $136,840 $59,200 $69,591 $10, % $69,591 Other Income $338,586 $216,507 $503,000 $286, % $503,000 Total System Revenues $1,194,345 $805,707 $1,041,591 $235, % $1,041,591 Ad Valorem Tax Receipts $27,881,559 $28,897,910 $28,196,345 ($701,565) 2.43% $28,421,915 Ad Valorem Transfers ($180,000) $0 $0 $0 0.00% $0 Total Ad Valorem Revenues $27,701,559 $28,897,910 $28,196,345 ($701,565) 2.43% $28,421,915 Federal Operating Grants $11,314,094 $12,590,990 $11,532,131 ($1,058,860) 8.41% $10,594,112 State Operating Grants $4,065,891 $5,194,010 $5,618,715 $424, % $4,788,325 Local Operating Grants $590,820 $626,000 $699,699 $73, % $699,599 Tampa Historic Streetcar $690,941 $72,569 $41,988 $43, % $53,011 Total Operating Grants $16,661,746 $18,483,569 $17,892,533 ($517,338) 3.20% $16,135,047 Fund Balance $0 ($1,055,230) ($1,181,009) ($125,778) $1,584,723 Total Operating Revenues $58,931,626 $60,730,750 $61,580,511 $923, % $63,298,223 Operating Expenses: Salaries $31,919,442 $30,520,368 $32,691,795 $2,171, % $33,158,556 Fringe Benefits $11,170,126 $9,782,900 $9,648,788 ($134,112) 1.37% $9,792,350 Fuel and Oil $6,240,004 $7,716,470 $7,809,408 $92, % $8,857,524 Parts and Supplies $2,870,170 $3,086,200 $2,924,418 ($161,782) 5.24% $2,903,334 Operational Services $2,033,495 $2,222,560 $2,266,660 $44, % $2,339,289 Administrative Services $691,294 $769,380 $777,426 $8, % $772,791 Legal Services $767,980 $1,017,600 $526,178 ($491,422) 48.29% $526,178 Marketing and Printing $524,863 $566,710 $550,388 ($16,322) 2.88% $565,319 Risk & Insurance Costs $2,267,192 $2,947,092 $2,096,913 ($850,179) 28.85% $2,079,636 Utilities $701,272 $954,610 $941,885 ($12,725) 1.33% $946,975 Taxes and Fees $596,734 $592,510 $607,099 $14, % $609,783 Other Expenses $637,840 $554,350 $739,553 $185, % $746,488 Total Operating Expenses $60,420,412 $60,730,750 $61,580,511 $849, % $63,298,223 Excess (Deficit) ($1,488,786) $0 $0 $73, % $0 Depreciation Expense $12,862,670 $11,968,750 $15,184,493 $3,215, % $14,817,418 Hillsborough Transit Authority Page 32

40 Personnel Total authorized positions in the are 762 which represent an increase over the FY2012 Adopted Budget by a net positions. This increase is attributable to staffing required for new service for MetroRapid and the insourcing of legal services. The breakdown of the 762 FY2013 adopted positions by category (bargaining and nonbargaining) is as follows: Positions by Category FY2013 FY2012 Difference ATU Teamsters Nonbargaining Total Teamsters includes Transit Dispatchers and Supervisors, Maintenance Supervisors and Inventory Supervisors. ATU includes Bus and Van Operators, Streetcar Motorman, Customer Service Representatives, Vehicle Mechanics, Facilities Maintenance and Inventory Specialist. Note: See Section 4 for more detailed departmental information. Capital Revenue Highlights HART s capital revenues are $39,512,848 which is $574,844 or 1.4% less the FY2012 Adopted capital revenues. Capital revenues are based on two primary factors: first, the amount of capital grant revenues available to HART; and second, the ability to schedule capital improvement projects. The major highlights are: FY2013 Adopted Federal capital grant revenues of $18,621,726 are budgeted to increase by $7,403,078 over FY2012 Adopted Budget. This revenue is based on reimbursement of costs related to the purchasing of 14 new buses for MetroRapid, 12 replacement buses for regular service, 21 Paratransit vans and 6 flex vans. FY2013 Adopted Hillsborough County bond revenues of $18,518,264 are budgeted to decrease by $7,409,236 under FY2012 Adopted budget. This revenue is related to the completion of the MetroRapid projects. Hillsborough Transit Authority Page 33

41 Capital Expenditure Highlights HART s capital expenses are $39,512,848 which is $574,844 or 1.4% less than FY2012 Adopted capital expenses. The major highlights are: Vehicle and Maintenance capital expenditures of $13,940,898 are budgeted to increase by $11,427,621 over FY2012 Adopted budget. This is based on HART s plan on purchasing 14 new buses for MetroRapid, 12 replacement buses, 21 new paratransit vans and 6 new flex vans. MetroRapid capital expenditures of $18,553,264 are budgeted to decrease by $7,374,236 under FY2012 Adopted Budget. MetroRapid is expected to be completed by the spring of 2013 with the bulk of the capital costs to occur during the first six months of FY2013. Facilities and Construction expenditures of $4,889,014 are budgeted to decrease by $6,030,612 under FY2012 Adopted Budget. There are several facility construction projects to be completed in FY2012 or early FY2013 with a large amount of construction not being carried forward into FY2013. Also, the airport transit center was expected to be under construction in FY2012 but was canceled by the Tampa Airport Authority. Note: See Section 5 for additional information on HART s Capital Improvement Program. The tables on the following pages provide a high level summary of revenues and expenses for all modes and capital projects. Hillsborough Transit Authority Page 34

42 CAPITAL IMPROVEMENT PROJECTS SOURCES AND USES OF FUNDS FY2011 TO FY2017 FY2011 Actual FY2012 Budget FY2013 Adopted FY2014 Planned FY2015 Projected FY2016 Projected FY2017 Projected Sources of Funds: Federal Grants $7,145,036 $11,218,648 $18,621,726 $9,829,846 $6,758,058 $789,017 $8,648,208 State Grants $313,277 $2,507,833 $1,005,246 $0 $0 $0 $0 Hillsborough County Bond $2,357,903 $25,927,500 $18,518,264 $21,000 $1,000 $0 $0 Other Local Funding $6,570 $433,711 $265,413 $40,000 $40,000 $40,000 $40,000 HART Reserves $876,651 $0 $1,102,199 $267,720 $0 $0 $0 Total Sources of Funds $10,699,436 $40,087,692 $39,512,848 $10,158,566 $6,799,058 $829,017 $8,688,208 Uses of Funds: Revenue Vehicles $708,713 $981,794 $12,845,700 $5,218,301 $5,205,288 $0 $8,200,000 Non Revenue Vehicles $228,207 $0 $245,726 $0 $0 $0 $0 Bus and Paratransit Maintenance $379,527 $418,685 $218,725 $515,875 $729,400 $380,390 $192,124 Facility Maintenance $186,403 $756,346 $148,193 $447,244 $0 $0 $0 Streetcar Maintenance $1,553,277 $356,452 $482,554 $378,264 $290,832 $135,544 $0 MetroRapid NorthSouth $2,143,158 $18,700,000 $15,833,285 $0 $0 $0 $0 MetroRapid EastWest $0 $2,037,500 $1,264,592 $0 $0 $0 $0 Fletcher Park and Ride $14,536 $1,690,000 $286,762 $0 $0 $0 $0 Transit Signal Priority $168,933 $1,450,000 $1,168,625 $0 $0 $0 $0 Brandon Park and Ride $25,275 $2,050,000 $0 $0 $0 $0 $0 Marion Transit Center $166,110 $0 $969,345 $0 $0 $0 $0 Park and Ride $132,901 $0 $27,000 $21,000 $1,000 $0 $0 Basic Transit Infrastructure $670,008 $1,424,286 $1,642,825 $1,014,923 $459,455 $200,000 $183,001 Ybor Build Out $0 $440,200 $422,563 $0 $0 $0 $0 21st Ave Operations Renovations $1,022,752 $3,118,547 $1,087,490 $0 $0 $0 $0 21st Ave Maintenance Renovations $0 $1,176,829 $500,000 $0 $0 $0 $0 CNG Fueling Station $0 $0 $125,000 $2,195,000 $0 $0 $0 Count Room $0 $0 $114,791 $0 $0 $0 $0 Security Projects $354,099 $127,289 $295,857 $327,332 $113,083 $113,083 $113,083 Information Systems $1,927,194 $600,000 $752,249 $40,627 $0 $0 $0 Trapeze Upgrade $0 $0 $30,000 $0 $0 $0 $0 DBE Software $0 $0 $51,000 $0 $0 $0 $0 Fleetwatch Upgrade $0 $0 $235,000 $0 $0 $0 $0 Android Tables $0 $0 $3,000 $0 $0 $0 $0 Tampa Airport Transit Center $330,594 $3,078,417 $0 $0 $0 $0 $0 Yukon Transit Center $0 $768,426 $0 $0 $0 $0 $0 Other Passenger Facilities $0 $912,921 $0 $0 $0 $0 $0 Planning Studies $687,750 $0 $0 $0 $0 $0 $0 Undesignated Improvements $0 $0 $762,566 $0 $0 $0 $0 Total Uses of Funds $10,699,437 $40,087,692 $39,512,848 $10,158,566 $6,799,058 $829,017 $8,688,208 Excess (Deficit) ($0) $0 $0 $0 $0 $0 $0 Hillsborough Transit Authority Page 35

43 Operating Revenues: FY2011 TO FY2014 OPERATING SUMMARY BUDGET BUS FY2011 Actual FY2012 Budget FY2013 Adopted Change From FY2012 to FY2013 Dollar Percent FY2014 Planned Fare Revenues $2,620,545 $2,721,090 $4,626,301 $1,905, % $4,765,096 Pass Revenues $9,829,976 $9,820,510 $9,901,536 $81, % $10,198,597 Total Fare & Pass Revenues $12,450,521 $12,541,600 $14,527,837 $1,986, % $14,963,693 Advertising $718,919 $530,000 $469,000 ($61,000) 11.51% $469,000 Interest Income $136,840 $59,200 $69,591 $10, % $69,591 Other Income $331,936 $215,000 $492,000 $277, % $492,000 Total System Revenues $1,187,695 $804,200 $1,030,591 $226, % $1,030,591 Ad Valorem Tax Receipts $27,881,559 $28,897,910 $28,196,345 ($701,565) 2.43% $28,421,915 Ad Valorem Transfers ($2,803,457) ($2,590,270) ($2,979,957) ($389,687) 15.04% ($3,125,409) Total Ad Valorem Revenues $25,078,102 $26,307,640 $25,216,388 ($1,091,252) 4.15% $25,296,506 Federal Operating Grants $9,955,625 $11,224,480 $10,132,121 ($1,092,359) 9.73% $9,207,196 State Operating Grants $3,965,891 $5,094,010 $5,518,715 $424, % $4,688,325 Local Operating Grants $140,820 $176,000 $249,699 $73, % $249,599 Total Operating Grants $14,062,336 $16,494,490 $15,900,535 ($593,955) 3.60% $14,145,120 Fund Balance $0 ($1,055,230) ($1,181,475) ($126,245) 11.96% $1,584,932 Total Operating Revenues $52,778,654 $55,092,700 $55,493,876 $401, % $57,020,843 Operating Expenses: Salaries $28,224,439 $27,262,998 $28,947,092 $1,684, % $29,318,756 Fringe Benefits $9,916,635 $8,739,550 $8,564,664 ($174,886) 2.00% $8,694,934 Fuel and Oil $5,847,202 $7,229,600 $7,284,745 $55, % $8,241,168 Parts and Supplies $2,547,691 $2,810,970 $2,689,617 ($121,353) 4.32% $2,682,581 Operational Services $2,032,419 $2,186,810 $2,232,375 $45, % $2,304,809 Administrative Services $683,995 $654,410 $733,226 $78, % $728,151 Legal Services $767,980 $1,017,600 $526,178 ($491,422) 48.29% $526,178 Marketing and Printing $488,690 $511,720 $495,903 ($15,817) 3.09% $510,834 Risk & Insurance Costs $2,201,052 $2,836,992 $1,993,333 ($843,659) 29.74% $1,973,333 Utilities $563,463 $780,250 $754,270 ($25,980) 3.33% $759,360 Taxes and Fees $596,734 $582,180 $596,855 $14, % $598,786 Other Expenses $578,509 $479,620 $675,618 $195, % $681,953 Total Operating Expenses $54,448,809 $55,092,700 $55,493,876 $401, % $57,020,843 Excess (Deficit) ($1,670,155) $0 ($0) ($0) 0.00% $0 Depreciation Expense $12,862,670 $11,968,750 $15,184,493 $3,215, % $14,817,418 Hillsborough Transit Authority Page 36

44 Operating Revenues: FY2011 TO FY2014 OPERATING SUMMARY BUDGET PARATRANSIT FY2011 Actual FY2012 Budget FY2013 Adopted Change From FY2012 to FY2013 Dollar Percent FY2014 Planned Fare Revenues $83,140 $79,610 $116,763 $37, % $126,104 Pass Revenues $231,135 $289,980 $366,270 $76, % $395,572 Total Fare & Pass Revenues $314,275 $369,590 $483,033 $113, % $521,676 Total Other Revenues $253 $520 $0 ($520) 100.0% $0 Ad Valorem Tax Receipts $2,623,457 $2,590,270 $2,979,957 $389, % $3,125,409 Total Ad Valorem Revenues $2,623,457 $2,590,270 $2,979,957 $389, % $3,125,409 Federal Operating Grants $1,158,469 $1,166,510 $1,200,010 $33, % $1,186,916 Total Operating Grants $1,158,469 $1,166,510 $1,200,010 $33, % $1,186,916 Fund Balance $0 $0 $466 $ % ($209) Total Operating Revenues $4,096,454 $4,126,890 $4,663,466 $536, % $4,833,792 Operating Expenses: Salaries $2,585,988 $2,488,220 $3,025,152 $536, % $3,104,825 Fringe Benefits $900,439 $841,910 $888,275 $46, % $899,490 Fuel and Oil $389,374 $483,870 $523,763 $39, % $615,456 Parts and Supplies $154,817 $134,630 $129,072 ($5,558) 4.1% $115,024 Operational Services $0 $12,800 $12,800 $0 0.0% $12,800 Administrative Services $5,795 $80,830 $14,200 ($66,630) 82.4% $14,640 Legal Services $0 $0 $0 $0 0.0% $0 Marketing and Printing $5,130 $5,000 $5,000 $0 0.0% $5,000 Risk & Insurance Costs $5,280 $6,000 $6,000 $0 0.0% $6,000 Utilities $0 $0 $0 $0 0.0% $0 Taxes and Fees $0 $10,330 $10,244 ($86) 0.8% $10,997 Other Expenses $49,636 $63,300 $48,960 ($14,340) 22.7% $49,560 Total Operating Expenses $4,096,459 $4,126,890 $4,663,466 $536, % $4,833,792 Excess (Deficit) ($5) $0 ($0) ($0) 0.0% $0 Hillsborough Transit Authority Page 37

45 FY2011 TO FY2014 OPERATING SUMMARY BUDGET STREETCAR FY2011 Actual FY2012 Budget FY2013 Adopted Change From FY2012 to FY2013 Dollar Percent FY2014 Planned Operating Revenues: Fare Revenues $186,262 $220,670 $121,791 ($98,878) 44.8% $123,636 Pass Revenues $422,918 $466,934 $498,390 $31, % $505,941 Total Fare & Pass Revenues $609,180 $687,604 $620,181 ($67,422) 9.8% $629,577 Advertising $0 $0 $0 $0 0.0% $0 Other Income $6,397 $987 $11,000 $10, % $11,000 Total System Revenues $6,397 $987 $11,000 $10, % $11,000 Federal Operating Grants $200,000 $200,000 $200,000 $0 0.0% $200,000 State Operating Grants $100,000 $100,000 $100,000 $0 0.0% $100,000 Local Operating Grants $450,000 $450,000 $450,000 $0 0.0% $450,000 Tampa Historic Streetcar $690,941 $72,569 $41,988 ($30,582) 42.1% $53,011 Total Operating Grants $1,440,941 $822,569 $791,988 ($30,582) 3.7% $803,011 Total Operating Revenues $2,056,518 $1,511,160 $1,423,169 ($87,991) 5.8% $1,443,588 Operating Expenses: Salaries $1,109,015 $769,150 $719,551 ($49,599) 6.4% $734,975 Fringe Benefits $353,052 $201,440 $195,849 ($5,591) 2.8% $197,926 Fuel and Oil $3,428 $3,000 $900 ($2,100) 70.0% $900 Parts and Supplies $167,662 $140,600 $105,729 ($34,871) 24.8% $105,729 Operational Services $1,076 $22,950 $21,485 ($1,465) 6.4% $21,680 Administrative Services $1,504 $34,140 $30,000 ($4,140) 12.1% $30,000 Legal Services $0 $0 $0 $0 0.0% $0 Marketing and Printing $31,043 $49,990 $49,485 ($505) 1.0% $49,485 Risk & Insurance Costs $60,860 $104,100 $97,580 ($6,520) 6.3% $100,303 Utilities $137,809 $174,360 $187,615 $13, % $187,615 Taxes and Fees $0 $0 $0 $0 0.0% $0 Other Expenses $9,695 $11,430 $14,975 $3, % $14,975 Total Operating Expenses $1,875,144 $1,511,160 $1,423,169 ($87,991) 5.8% $1,443,588 Excess (Deficit) $181,374 $0 $0 $0 0.0% $0 Hillsborough Transit Authority Page 38

46 FY2012 ADOPTED OPERATING SUMMARY BUDGET ALL MODES For the Year Ending September 30, 2012 Bus Totals Paratransit Totals Streetcar Totals Grand Totals Operating Revenues: Fare Revenues $2,721,090 $79,610 $220,670 $3,021,370 Pass Revenues $9,820,510 $289,980 $466,934 $10,577,424 Total Fare & Pass Revenues $12,541,600 $369,590 $687,604 $13,598,794 Advertising $530,000 $0 $0 $530,000 Interest Income $59,200 $0 $0 $59,200 Other Income $215,000 $520 $987 $216,507 Total System Revenues $804,200 $520 $987 $805,707 Ad Valorem Tax Receipts $28,897,910 $0 $0 $28,897,910 Ad Valorem Transfers $ (2,590,270) $2,590,270 $0 $0 Total Ad Valorem Revenues $26,307,640 $2,590,270 $0 $28,897,910 Federal Operating Grants $11,224,480 $1,166,510 $200,000 $12,590,990 State Operating Grants $5,094,010 $0 $100,000 $5,194,010 Local Operating Grants $176,000 $0 $450,000 $626,000 Tampa Historic Streetcar $0 $0 $72,569 $72,569 Total Operating Grants $16,494,490 $1,166,510 $822,569 $18,483,569 Fund Balance ($1,055,230) $0 $0 ($1,055,230) Total Operating Revenues $55,092,700 $4,126,890 $1,511,160 $60,730,750 Operating Expenses: Salaries $27,262,998 $2,488,220 $769,150 $30,520,368 Fringe Benefits $8,739,550 $841,910 $201,440 $9,782,900 Fuel and Oil $7,229,600 $483,870 $3,000 $7,716,470 Parts and Supplies $2,810,970 $134,630 $140,600 $3,086,200 Operational Services $2,186,810 $12,800 $22,950 $2,222,560 Administrative Services $654,410 $80,830 $34,140 $769,380 Legal Services $1,017,600 $0 $0 $1,017,600 Marketing and Printing $511,720 $5,000 $49,990 $566,710 Insurance Costs $2,836,992 $6,000 $104,100 $2,947,092 Utilities $780,250 $0 $174,360 $954,610 Taxes and Fees $582,180 $10,330 $0 $592,510 Other Expenses $479,620 $63,300 $11,430 $554,350 Total Operating Expenses $55,092,700 $4,126,890 $1,511,160 $60,730,750 Excess (Deficit) $0 $0 $0 $0 Depreciation Expense $11,968,750 $0 $0 $11,968,750 Hillsborough Transit Authority Page 39

47 FY2013 ADOPTED OPERATING BUDGET SUMMARY ALL MODES For the Year Ending September 30, 2013 Bus Totals Paratransit Totals Streetcar Totals Grand Totals Operating Revenues: Fare Revenues $4,626,301 $116,763 $121,791 $4,864,855 Pass Revenues $9,901,536 $366,270 $498,390 $10,766,196 Total Fare & Pass Revenues $14,527,837 $483,033 $620,181 $15,631,051 Advertising $469,000 $0 $0 $469,000 Interest Income $69,591 $0 $0 $69,591 Other Income $492,000 $0 $11,000 $503,000 Total System Revenues $1,030,591 $0 $11,000 $1,041,591 Ad Valorem Tax Receipts $28,196,345 $0 $0 $28,196,345 Ad Valorem Transfers ($2,979,957) $2,979,957 $0 $0 Total Ad Valorem Revenues $25,216,388 $2,979,957 $0 $28,196,345 Federal Operating Grants $10,132,121 $1,200,010 $200,000 $11,532,131 State Operating Grants $5,518,715 $0 $100,000 $5,618,715 Local Operating Grants $249,699 $0 $450,000 $699,699 Tampa Historic Streetcar $0 $0 $41,988 $41,988 Total Operating Grants $15,900,535 $1,200,010 $791,988 $17,892,533 Fund Balance ($1,181,475) $466 $0 ($1,181,009) Total Operating Revenues $55,493,876 $4,663,466 $1,423,169 $61,580,511 Operating Expenses: Salaries $28,947,092 $3,025,152 $719,551 $32,691,795 Fringe Benefits $8,564,664 $888,275 $195,849 $9,648,788 Fuel and Oil $7,284,745 $523,763 $900 $7,809,408 Parts and Supplies $2,689,617 $129,072 $105,729 $2,924,418 Operational Services $2,232,375 $12,800 $21,485 $2,266,660 Administrative Services $733,226 $14,200 $30,000 $777,426 Legal Services $526,178 $0 $0 $526,178 Marketing and Printing $495,903 $5,000 $49,485 $550,388 Insurance Costs $1,993,333 $6,000 $97,580 $2,096,913 Utilities $754,270 $0 $187,615 $941,885 Taxes and Fees $596,855 $10,244 $0 $607,099 Other Expenses $675,618 $48,960 $14,975 $739,553 Total Operating Expenses $55,493,876 $4,663,466 $1,423,169 $61,580,511 Excess (Deficit) $0 $0 $0 $0 Depreciation Expense $15,184,493 $0 $0 $15,184,493 Hillsborough Transit Authority Page 40

48 FY2014 PLANNED OPERATING BUDGET SUMMARY ALL MODES For the Year Ending September 30, 2014 Bus Totals Paratransit Totals Streetcar Totals Grand Totals Operating Revenues: Fare Revenues $4,765,096 $126,104 $123,636 $5,014,836 Pass Revenues $10,198,597 $395,572 $505,941 $11,100,110 Total Fare & Pass Revenues $14,963,693 $521,676 $629,577 $16,114,946 Advertising $469,000 $0 $0 $469,000 Interest Income $69,591 $0 $0 $69,591 Other Income $492,000 $0 $11,000 $503,000 Total System Revenues $1,030,591 $0 $11,000 $1,041,591 Ad Valorem Tax Receipts $28,421,915 $0 $0 $28,421,915 Ad Valorem Transfers ($3,125,409) $3,125,409 $0 $0 Total Ad Valorem Revenues $25,296,506 $3,125,409 $0 $28,421,915 Federal Operating Grants $9,207,196 $1,186,916 $200,000 $10,594,112 State Operating Grants $4,688,325 $0 $100,000 $4,788,325 Local Operating Grants $249,599 $0 $450,000 $699,599 Tampa Historic Streetcar $0 $0 $53,011 $53,011 Total Operating Grants $14,145,120 $1,186,916 $803,011 $16,135,047 Fund Balance $1,584,932 ($209) $0 $1,584,723 Total Operating Revenues $57,020,843 $4,833,792 $1,443,588 $63,298,223 Operating Expenses: Salaries $29,318,756 $3,104,825 $734,975 $33,158,556 Fringe Benefits $8,694,934 $899,490 $197,926 $9,792,350 Fuel and Oil $8,241,168 $615,456 $900 $8,857,524 Parts and Supplies $2,682,581 $115,024 $105,729 $2,903,334 Operational Services $2,304,809 $12,800 $21,680 $2,339,289 Administrative Services $728,151 $14,640 $30,000 $772,791 Legal Services $526,178 $0 $0 $526,178 Marketing and Printing $510,834 $5,000 $49,485 $565,319 Insurance Costs $1,973,333 $6,000 $100,303 $2,079,636 Utilities $759,360 $0 $187,615 $946,975 Taxes and Fees $598,786 $10,997 $0 $609,783 Other Expenses $681,953 $49,560 $14,975 $746,488 Total Operating Expenses $57,020,843 $4,833,792 $1,443,588 $63,298,223 Excess (Deficit) $0 $0 $0 $0 Depreciation Expense $14,817,418 $0 $0 $14,817,418 Hillsborough Transit Authority Page 41

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50 Section IV Departmental Information Table of Contents Page # Position Count by Division Position Count by Unit Total Expenses by Division Position Counts Organizational Chart Executive Division Executive Administration Human Resources, Risk & Legal Services Finance Division Finance Administration Finance Department Grants Management & Planning Procurement & Contracts Administration Marketing & Communications Operations Division Operations Administration Bus Operations Van Operations Maintenance Service Planning Information Systems Department Hillsborough Transit Authority Page 42

51 PERSONNEL This section discusses the functions, responsibilities and goals of each of the departments within the agency and includes detailed expenses, function charts, and position charts. POSITION COUNT BY DIVISION DIVISION FY2011 FY2012 FY2013 Adopted FY2013 Incr(Decr) FY2012 FY2014 Planned Executive Office Operations Finance (0.25) Total POSITION COUNT BY UNIT UNIT FY2011 FY2012 FY2013 Adopted FY2013 Incr(Decr) FY2012 FY2014 Planned Nonbargaining Teamsters ATU Total TOTAL EXPENSES BY DIVISION DIVISION FY2011 FY2012 FY2013 Adopted FY2013 Incr(Decr) FY2012 FY2014 Planned Executive Office 6,117,910 6,812,090 5,839,988 (972,102) $5,832,068 Operations 47,868,870 47,998,890 49,332,176 1,333,286 $51,024,347 Finance & Other Expenses 6,433,632 5,919,770 6,408, ,577 $6,441,808 Subtotal Operating Expenses 60,420,412 60,730,750 61,580, ,761 $63,298,223 Depreciation Expense 12,862,670 11,968,750 15,184,493 3,215,743 14,817,418 Total All Modes 73,283,082 72,699,500 76,765,004 4,065,504 78,115,641 Hillsborough Transit Authority Page 43

52 POSITION COUNTS ORGANIZATIONAL CHART Entire Authority Total Positions = Executive Division Total Positions = Executive Administration Total Positions = 7.00 Human Resources, Risk and Legal Services Total Positions = Operations Division Total Positions = Finance Division Total Positions = Operations Administration Total Positions = 2.00 Bus Operations Department Total Positions = Van Operations Department Total Positions = Maintenance Department Total Positions = Service Planning Department Total Positions = 7.25 Finance Administration Total Positions = 2.00 Finance Department Total Positions = Grants Management & Planning Department Total Positions = Procurement & Contracts Administration Department Total Positions = Marketing & Communications Department Total Positions = Information Systems Department Total Positions = 9.00 Hillsborough Transit Authority Page 44

53 EXECUTIVE DIVISION Executive Division Total Positions = / Total Expenses = $5,839,988 Executive Administration Positions = 7.00 / Total Expenses = $1,043,706 Human Resources, Risk & Legal Services Department Positions = / Total Expenses = $4,796,282 Human Resources Positions = 8.00 / Total Expenses = $960,628 Risk & Environmental Safety Positions = 8.00 / Total Expenses = $2,947,942 Legal Services Positions = 4.00 / Total Expenses = $887,712 Hillsborough Transit Authority Page 45

54 EXECUTIVE DIVISION EXECUTIVE ADMINISTRATION Executive Division Total Positions = / Total Expenses = $5,839,988 Executive Administration Positions = 7.00 / Total Expenses = $1,043,706 Vision Statement Our vision is to make transit a relevant and viable travel option for residents within HART s service area. Mission Statement The mission of the Hillsborough Transit Authority (HART) is to provide safe, innovative and cost effective public transportation services that enhance the quality of life in our community. Description of Service Provided The Office of the Chief Executive Officer is responsible for the performance of the bus, streetcar and paratransit systems. All Board of Directors functions are supported by the Executive Office, including the agenda development process and distribution of meeting agenda items, minutes, and meeting logistics. On an annual basis, the HART Board of Directors approves the fiscal year budget, strategic initiatives and key performance indicators (KPIs). These are directly measurable goals designed to track agency performance. The Board is updated on the level of attainment of these KPIs on a monthly basis throughout the fiscal year. The KPIs listed below were approved by the HART Board of Directors on November 5, 2012, and shall apply to FY2013. KEY PERFORMANCE INDICATORS FOR FY2013 GOAL CRITERIA 2013 TARGET Ridership Productivity Bus Passengers per Revenue Hour Greater than or equal to 24.0 Efficiency Gross Cost per Revenue Mile Less than or equal to $6.70 Safety Collisions per 100,000 Revenue Miles Less than or equal to.55 Quality of Service Complaints per 100,000 Passengers Less than or equal to 10.0 Mean Distance Between Vehicle Failures Greater than or equal to 7,450 OnTime Performance 1 Minute Early to 5 Minutes Late at Greater than or equal to 72% Finance Scheduled Timepoints Growth of fund balance and fiscal Sustainability Greater than or equal to 5% of previous year s ending fund balance Hillsborough Transit Authority Page 46

55 Other specific responsibilities include: Strategic management initiatives Policy development and assessment Agencywide rule conformance Planning, identification and review of capital facility and equipment requirements Contract administration monitoring Review of the operating and capital budgets Development and monitoring of both short and longrange plans Organizational assessments Media relations Internal communications Promoting transit use Management of public records requests EEO and Program Compliance section is responsible for administering HART s civil rights programs to ensure compliance with Federal, State, and local requirements. Responsibilities include the Equal Employment Opportunity Program/Affirmative Action Plan, Title VI program and Disadvantaged Business Enterprise (DBE) program, as well as ethics compliance and coordination of public records requests. Performance Objectives Goal #1 Exceed Customer Expectations Objectives: 1.1 Continue to improve service quality, reliability, and ontime performance 1.2 Ensure the service addresses the mobility needs of transit dependent and discretionary passengers 1.3 Ensure the user friendliness of all HART services 1.4 Expand service availability and accessibility 1.5 Maintain a priceaffordable fare structure Goal #2 Ensure Safety & Security Objectives: 2.1 Continue to implement improvements at HART facilities and assets to enhance safety and security throughout the system 2.2 Enhance workplace safety and health for all employees 2.3 Promote safe operations and best practices through partnerships and education 2.4 Enhance emergency and disaster preparedness Goal #3 Maximize Financial WellBeing Objectives: 3.1 Maintain sufficient operating and capital financial cash flow to meet established level of service 3.2 Provide a fare and fee structure that is tied to the cost of providing service through optimization of the HART system 3.3 Pursue grant funding for HART capital projects established as priorities setforth by the Board and Community 3.4 Maintain prudent reserves to be used in times of significant revenue decline to preserve HART s Hillsborough Transit Authority Page 47

56 ongoing ability to deliver safe and reliable service 3.5 Establish prudent reserves to support the lifecycle replacement of key infrastructure, both operational and capital 3.6 Pursue increased revenue from current and new sources to support operating and capital activities Goal #4 Foster a Thriving Internal Environment Objectives: Create a work environment that advances a culture of continuous learning where The Employer: 4.1 Provides encouraging and productive atmosphere 4.2 Embraces differences and seeks work synergy 4.3 Fosters trust, fairness and mutual respect The Employee: 4.4 Knows expectations and is empowered to perform them, is productive and results driven 4.5 Is welltrained with opportunities to grow 4.6 Is recognized for his or her contributions Goal #5 Enhance Connections within the County and Region Objectives: 5.1 Enhance overall accessibility of services and programs 5.2 Provide enhanced connections and serve new markets while sustaining existing service 5.3 Leverage resources through coordination with other agencies and entities 5.4 Encourage land use patterns that support transit to maximize ridership and enhance service effectiveness Goal #6 Embrace Innovative Practices and Systems Objectives: 6.1 Develop systems to provide timely, accessible and reliable services and information to customers and the agency 6.2 Pursue partnerships with the business community and other agencies for the funding and delivery of services and programs 6.3 Explore sustainability practices Hillsborough Transit Authority Page 48

57 EXECUTIVE DIVISION HUMAN RESOURCES, RISK AND LEGAL SERVICES DEPARTMENT Human Resources, Risk & Legal Services Department Positions = / Total Expenses = $4,796,282 Human Resources Positions = 8.00 / Total Expenses = $960,628 Risk & Environmental Safety Positions = 8.00 / Total Expenses = $2,947,942 Legal Services Positions = 4.00 / Total Expenses = $887,712 Vision Statement Human Resources is committed to providing strategic leadership and forecasting human capital management best practices with its business partners by developing, fostering and sustaining a thriving environment. Mission Statement The Human Resources Department embraces in the delivery of all of its core functions and services teamwork and diversity, accountability, integrity, trust and honesty, costeffectiveness, being customerdriven and leading innovation. Description of Service Provided Human Resources Human Resources manages and implements operational strategies and objectives to achieve HART s human capital management goals and has primary responsibility for benefits administration, total compensation, diversity, employee relations, labor relations, organization and employee development, staffing management, technology, ethics and sustainability and business leadership. Human Resources supports the agency s entire workforce and is responsible for a variety of activities including: recruitment and selection; training and career development; performance evaluation and management; employee relations; compensation, benefits and job administration; employee wellness; personnel record keeping; workforce diversity; and administration of various federally mandated requirements and programs, such as the Department of Transportation s medical examination and drug and alcohol free workplace programs. Hillsborough Transit Authority Page 49

58 SelfInsured Benefits Plan Human Resources manages all aspects of HART s benefit plans. These include vision and supplemental lines of insurance that are underwritten by competitively contracted health insurance providers. A separately funded health insurance reserve is maintained in an amount equal to a one year equivalent of the estimated liability for incurred claims based on experiential data built on HART s unique demographic composition. Reinsurance is maintained at appropriate levels to ensure adequate protection to HART against catastrophic medical claims expenses. An annual actuarial study is conducted to ensure proper calculation of selffunded reserves. Performance Objectives 1. Health insurance cost containment for HART employees. (HART Goal #3, Maximize Financial Condition) 2. Reduction in liability of health insurance costs to HART. (HART Goal #3, Maximize Financial Condition) 3. Success of HART s HealthyHART health and wellness program to maximize employee health and wellness and reduce population experience with lifestylerelated medical diagnoses. (HART Goal #3, Maximize Financial Condition & HART Goal #4, Foster A Thriving Internal Environment) 4. Commitment to diversity through continuous learning, organizational development, and workforce planning which includes recruitment and selection. (HART Goal #4, Foster A Thriving Internal Environment) 5. Routinely validate classification and compensation models as competitive within the local metropolitan service area (MSA) and performing national classification and compensation trend analyses. (HART Goal #4, Foster A Thriving Internal Environment & HART Goal #3, Maximize Financial Condition) 6. Provide human resource consultation and management in all aspects of employee relations and labor relations, including contract negotiation, administration, implementation and interpretation. (HART Goal #4, Foster A Thriving Internal Environment & HART Goal #6, Embrace Innovative Practices and Systems) 7. Continuous assessment of the agency s divisional organizational model to ensure sustainability, equity and functionality. (HART Goal #6, Embrace Innovative Practices and Systems & HART Goal #4, Foster A Thriving Internal Environment) 8. Compliance with all federal and state law mandated programs including, but not limited to, Title VI, Equal Employment Opportunity (EEO), Drug and Alcohol, DOT physical and medical testing, Family and Medical Leave Act (FMLA), Americans with Disabilities (ADA), Health Insurance Portability and Accountability Act (HIPAA), and the Genetic Information Nondisclosure Act (GINA). (HART Goal #4, Foster A Thriving Internal Environment & HART Goal #2, Ensure Safety & Security) Hillsborough Transit Authority Page 50

59 EXECUTIVE DIVISION RISK MANAGEMENT Vision Statement To provide enterprise risk management (ERM) solutions to support HART s delivery of safe, effective and efficient transportation options throughout the region. Mission Statement The mission of Risk Management and Environmental Safety Department is to provide, comprehensive risk management programs that contribute to the health, safety, and protection of assets, employees, customers, and patrons. Description of Service Provided The Risk Management Department includes risk evaluations, safety, security, loss control, internal investigations, external investigations, claims management, environmental compliance, occupational safety compliance, property and casualty insurance coverage, audits, and internal affairs. Each individual involved in investigating, reporting or assisting any Risk Management activity is under the direction of the authority Risk Management department for the these purposes. Performance Objectives 1. Implement an alternative work program for workers compensation. (Goal #2, Ensure Safety & Security) 2. Build a worldclass claims administration program by identifying risks in a timely manner, preventing incidents, and eliminating fraudulent claims. This will add dollars to the bottom line in this allimportant component of risk management. (Goal #3, Maximize Financial Condition) 3. Increase the revenue stream through more active subrogation. (Goal #3, Maximize Financial Condition) 4. Schedule quarterly litigations and claims review meetings with the HART board. (Goal #2, Maximize Financial Condition) 5. Continue monthly environmental safety compliance inspections. (Goal #2, Maximize Financial Condition) 6. Monitor environmental compliance remediation project. (Goal #2, Ensure Safety & Security) 7. Reduce workers compensation lost time by 15%. (Goal #2, Ensure Safety & Security & Maximize Financial Condition) 8. Provide a budget for the consequence of possible risk and strategy to transfer the risk to another party by insuring against a particular risk, like fire or a slipandfall accident. (Goal #3, Maximize Financial Condition) 9. Develop a continuity of operations plan (COOP) which will minimize the impact of business interruption should a disaster occur. Having a customized COOP in place will help the Risk Management Department to effectively respond to a crisis. (Goal #2, Ensure Safety & Security) Hillsborough Transit Authority Page 51

60 EXECUTIVE DIVISION SAFETY & SECURITY Vision Statement To fully prepare for any safety and security issue that will ensure the safe and efficient operation of our transit system. Mission Statement The mission of the Safety and Security office is to provide a comprehensive safety program that contributes to the health, safety, and protection of employees, customers, and the public, while also protecting HART s physical and financial assets. Description of Service Provided The Safety and Security office has primary responsibility for the safety and security of all passengers, employees, contractors, visitors and the public at large while on HART vehicles or at HART facilities. It is also responsible for coordination with regional emergency response agencies during emergency situations and for securing HART s property and assets under routine and emergency conditions. Safety and Security ensures that all incidents and accidents are properly investigated. It is responsible for oversight and compliance with city, state, and federal safety and security regulatory requirements, with specific reporting requirements to the Florida Department of Transportation (FDOT), the Federal Transit Administration (FTA), and the Department of Homeland Security s Transportation Security Administration. It also rates accidents and establishes corrective actions using U.S Department of Transportation s Transportation Safety Institute, National Transit Institute (NTI) and National Safety Council criteria and FDOT s regulatory guidelines. The Safety and Security office is responsible for creating, updating and maintaining HART s safety, security and emergency preparedness plans and procedures and for ensuring these documents are kept uptodate and meet federal, state and local requirements. It conducts safety reviews; threat and vulnerability assessments; and identifies hazards and develops corrective action plans. It oversees HART s contracted safety and security services, coordinates with emergency providers, and responds to security alarm situations at all HART facilities. The Safety and Security office is charged with meeting stringent safety and security requirements set forth in Chapter 1490, F.A.C. for bus and 49CFR Part 659 for rail, as these regulations are routinely reviewed and updated by the state and federal regulatory agencies. Ongoing world events have dictated a greater emphasis on safety and security criteria for bus and rail transit, specifically in the areas of accident reporting, investigation and corrective actions, and more rigorous employee background checks, driver selection, training, emergency preparedness drills, exercises and documentation. Safety and Security staff report to the Risk and Environmental Safety Manager, the Senior Director of Human Resources, Risk Management, and Legal Services, as well as executive staff on all major safety and security issues. Hillsborough Transit Authority Page 52

61 The Safety and Security office also chairs several safety/security committees such as: Maintenance Safety Committee, Transportation Safety Committee, Monthly Occurrence Loss Prevention and Analysis Committee, and the Streetcar Operations and Maintenance Committee. Performance Objectives 1. Create a program for retraining employees involved in accidents. (HART Goal #2, Ensure Safety and Security; Goal #4, Foster a Thriving Environment) 2. Create a listing of definitions and categories of accidents to ensure fair, consistent, and equitable treatment of all employees (HART Goal #2, Ensure Safety and Security; Goal #4, Foster a Thriving Environment) 3. Schedule quarterly emergency response drills (HART Goal #2, Ensure Safety and Security) 4. Schedule monthly safety reviews of maintenance facilities (HART Goal #2, Ensure Safety and Security) 5. Schedule monthly security reviews of HART facilities (HART Goal #2, Ensure Safety and Security) 6. Discover new funding sources for security upgrades and security guards (HART Goal #2, Ensure Safety and Security; Goal #3, Maximize Financial Condition) 7. Continue monthly Five Minute Safety Talks with maintenance employees (HART Goal #2, Ensure Safety and Security; Goal #4, Foster a Thriving Environment) 8. Continue to work with local first responders to improve response processes and provide training for updated transit equipment. (HART Goal #2, Ensure Safety and Security; Goal #5, Connect the County and Region) 9. Attend Urban Area Working Group meetings and training sessions to continue to seek training and grant opportunities to meet HART security initiatives. (HART Goal #2, Ensure Safety and Security; Goal #5, Connect the County and Region) 10. Continually update plans and procedures to meet new safety and security challenges. (HART Goal #2, Ensure Safety and Security; Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 53

62 EXECUTIVE DIVISION LEGAL SERVICES Vision Statement The Legal Department seeks to provide, manage, and coordinate all legal services in order to minimize legal risks and liability in a professional and costeffective manner. Mission Statement Our mission is to support the mission of HART which is to provide safe, innovative and cost effective public transportation services that enhance the quality of life in our community. Description of Service Provided Legal Services provides legal counsel and advice on all matters concerning the operation of the agency to all Departments/Divisions. Legal provides counsel on procurements, bid protests, labor and employment issues, engineering, real estate, planning, grants, operations, finance and other matters. Legal drafts and reviews contracts and agreements, handles arbitrations, manages the defense of labor actions and employment investigations, and coordinates employment actions at all levels of State and Federal Courts. Legal coordinates and reviews Board policy changes to ensure compliance with Federal laws and regulations and other requirements. Legal services also assists with internal and external audits, grant reviews and agreements, monitors litigation and dispute resolutions including the retention and management of outside counsel. Legal Services coordinates with the General Counsel to the Board including the review of Board policy and other Board matters. General Counsel General Counsel advises the HART Board and Chief Executive Officer on their powers and responsibilities so that their actions will stay within the legal framework as established by the State Constitution, the HART Charter and the Legislature. General Counsel attends Board meetings for the purpose of providing onthespot counsel and obtaining firsthand information on immediate and contemplated Board action. General Counsel provide advice and service to HART officials, departments, and advisory groups. They represent all departments in litigation and handle all suits against HART. Currently, HART has contracts with three firms to provide legal services in the following areas: General Counsel Services to the Board of Directors General litigation legal services Labor and Employment legal services In the future, the Legal Services will transition to provide fullscale legal services by handling additional legal services inhouse. Beginning early in 2013, the Legal Department will handle all general litigation matters primarily in the area of personal injury and workers compensation litigation and represent HART in pretrial settlement depositions, discovery, mediations, and trials in state and federal court or administrative proceedings. In addition, Legal Services will coordinate and handle most labor and Hillsborough Transit Authority Page 54

63 employment legal services internally, including litigation, where prudent to do so. Outside counsel will be utilized or contracted on a limited basis when necessary. Performance Objectives 1. Provide effective and efficient legal services. (Goal #1, Exceed Customer Expectations ) 2. Reduce the overall legal liability of HART via preventative legal counsel. (Goal #3, Maximize Financial WellBeing) 3. Increase legal staff to handle general litigation matters and workers compensation and reduce costs. (Goal #3, Maximize Financial WellBeing) 4. Leverage technology to assist in providing fullscale legal services with minimal staff. (Goal #6, Embrace Innovative Practices and Systems) 5. Provide legal review and recommendations for safety enhancements to ensure safety and security of the agency and the public. (Goal #2, Ensure Safety & Security) 6. Assist with the review and coordination of training programs, including diversity, to foster a thriving internal environment and meet legal requirements. (Goal #4, Foster a Thriving Internal Environment) Hillsborough Transit Authority Page 55

64 FINANCE DIVISION Finance Division Positions = / Total Expenses = $6,408,347 Finance Administration Positions = 2.00 / Total Expenses = $264,929 Finance Department Positions = / Total Expenses = $1,287,098 Grants Management & Planning Department Positions = / Total Expenses = $1,209,856 Finance & Budget Positions = 2.00 / Total Expenses = $235,864 Accounting & Financial Reporting Positions = 5.00 / Total Expenses = $353,613 Grants Management Positions = 5.00 / Total Expenses = $353,872 Strategic Development & Capital Projects Positions = 8.00 / Total Expenses = $855,984 Revenue Management Positions = / Total Expenses = $697,621 Procurement & Contracts Administration Department Positions = / Total Expenses = $993,787 Marketing & Communications Department Positions = / Total Expenses = $1,301,830 Procurement Positions = 7.00 / Total Expenses = $489,760 Materials Management Positions = / Total Expenses = $504,027 Marketing Positions = 8.00 / Total Expenses = $884,908 Retail Sales Positions = 7.00 / Total Expenses = $416,922 Organizational Costs $1,350,847 Hillsborough Transit Authority Page 56

65 FINANCE DIVISION FINANCE ADMINISTRATION Finance Administration Positions = 2.00 / Total Expenses = $264,929 Organizational Costs $1,350,847 Vision/Mission Statement Provide the foundation to ensure sound fiscal stewardship and sustainability through collaboration, analysis and consultation to stakeholders. Description of Service Provided The Finance Department provides financial and resource management services in 4 key areas: Financial Services: budget planning and management, asset management, accounting, and grants management. Capital Planning: planning and implementation of capital projects and construction management. Procurement and Contracts: procuring supplies and services, contract management, and inventory control. Marketing and Communications: community relations, intergovernmental communication, and fare pass sales and pass outlets. Organizational Costs are reported under Finance and they consist of: pension fees for transferred City of Tampa employees; unemployment compensation; City of Tampa Tax Increment Levy; overhead costs for the Executive Building (office supplies, printer and copier rental, employee parking and utilities); employee incentive; and employee organizational events. Measures 1. Increase Customer Satisfaction a. Achieve customer service ratings greater than average 80 percent overall for all Finance Department service delivery through targeted annual surveys. Additionally, conduct needs assessments and informal meetings with customers and business partners throughout the organization. Conduct continuous improvement in service delivery to eliminate layers of bureaucracy, increase quality, remove barriers, and improve task turnaround times. Hillsborough Transit Authority Page 57

66 2. Control Operating Expenditures and Capital Costs a. The Finance Department seeks to control operating expenditures and costs in all that it does and also provides support to the organization in its cost control efforts through analysis, consultation, and financial expertise goal to maintain budget variance less than or equal to 0%. 3. Improve Fiscal Sustainability a. The Finance Department operates with an eye to the future to ensure that the decisions we make now will sustain HART for years to come. We are ever conscious of protecting our limited resources of money and time to ensure that they meet our needs and the organization we support in the best possible fashion. We are careful with our operating resources and we provide advice and support to HART staff on future financial planning, issues of financing capital improvement projects and oversight of HART s fund balance and reserves. Grow fund balance by at least 5% each year. 4. Increase Quality and Productivity a. Maintain a culture of continuous process review and improvement. Review at least two financial processes annually for increased efficiency and productivity. Hillsborough Transit Authority Page 58

67 FINANCE DIVISION FINANCE DEPARTMENT Finance Department Positions = / Total Expenses = $1,287,098 Finance & Budget Positions = 2.00 / Total Expenses = $235,864 Accounting & Financial Reporting Positions = 5.00 / Total Expenses = $353,613 Revenue Management Positions = / Total Expenses = $697,621 Vision Statement Increase financial sustainability by promoting financial stewardship and transparency throughout HART s service area. Mission Statement Support HART s level of service by optimizing revenues, promoting cost effective measures, and providing accurate and timely reporting. Description of Service Provided Finance is responsible to manage the fiscal affairs of the Authority and to provide effective decisionsupport for HART's Board and executive leadership. Finance must endeavor to administer a financial plan that is integrated with and supports the service delivery strategies of operating departments and the HART Board. The Budget & Financial Planning Section serves as a primary source of financial data for the Authority. It ensures the appropriate allocation between operations and capital budgets; processing of payroll and related reporting requirements; monitoring grants which includes disbursements and receipt of funds and maintaining records related to fixed assets. The budget staff is responsible for the development of the HART s Annual Operating and Capital Budgets; working with staff to monitor actual versus budget variances and explain significant variances; monitoring expenditures on an ongoing basis; and assisting in the development of the multiyear financial plan contained within the Transit Development Plan. The Grants Accounting staff is responsible for: the accounting of project costs which are funded by grants, the billing of project costs to various grantors, and recording of reimbursements from grantors. Hillsborough Transit Authority Page 59

68 The Authority has many types of grantors including: Federal, State, local and private. Grants Accounting is responsible for adhering to grantor requirements, reporting the financial status of grants and projects and keeping HART from any overspend situations. The Accounting & Financial Reporting Section develops and implements accounting systems and procedures; maintains historical financial data and records; collects, initiates and tracks disbursements and receipts of funds; and prepares monthly, quarterly and annual financial reports. This section also monitors the expenditures against the adopted budget and prepares management organizational reports and longrange financial reports for budget planning. Accounting for federal, state and local grants, all HART banking, and production of the Comprehensive Annual Financial Report (CAFR) are performed within this section. This section acts as the primary liaison on financial audits and is responsible for the annual financial data reporting to the National Transit Database. Fixed Assets is responsible for maintaining records related to fixed assets, including updating the fixed asset ledger on a monthly basis, performing annual inspections on all fixed assets and reconciling the fixed asset ledger to the general ledger. Accounts Payable is responsible for matching of invoices, reviewing and posting of manual check requests, issuing payments, issuing 1099 s, and providing information as needed. The Revenue Management Section staff is responsible for counting revenue that is collected daily from the bus, paratransit, flex, and streetcar fare boxes, as well as funds received through accounts receivable and HART s transit centers. Revenue Management maintains the change machines located at transit centers and is responsible for stocking and maintaining ticket vending machines (TVMs) located at transit centers and along the Streetcar line. Payroll staff is responsible for developing and distributing payroll on a biweekly basis, adhering to all reporting requirements and maintaining payroll taxrelated records. Performance Objectives 1. Submit a balanced budget to the HART Board. (HART Goal #3, Maximize Financial Condition) 2. Control operating expenditures and capital costs through analysis, consultation and financial expertise. (HART Goal #3, Maximize Financial Condition) 3. Receive an unqualified opinion in audit letter within the Comprehensive Annual Financial Report. (CAFR) (HART Goal #3, Maximize Financial Condition) 4. Provide and exceed customer service expectations. (HART Goal #1, Exceed Customer Expectations) Hillsborough Transit Authority Page 60

69 FINANCE DIVISION GRANTS MANAGEMENT AND PLANNING DEPARTMENT Grants Management & Planning Department Positions = / Total Expenses = $1,209,856 Grants Management Positions = 5.00 / Total Expenses = $$353,872 Strategic Development & Capital Projects Positions = 8.00 / Total Expenses = $855,984 Vision Statement Our vision is to provide quality support solutions to HART staff and the general public that uses HART s capital facilities. Mission Statement Our mission is to lead the organization through partnering, planning, innovation and improvements in technology to ensure efficient use of funding to support HART s mission. Description of Service Provided Strategic Development plays a central role in the development of plans and strategies to guide the agency in addressing the community s transit needs. Staff prepares the annual Transit Development Plan (TDP), the agency s ten year business plan, which outlines the services and projects to address needs over the next ten years. FDOT requires transit agencies to submit a TDP annually. Key elements of the TDP include the financial plan which identifies priorities for the anticipated funding as well as the action program of strategies to address financial and other challenges facing the agency. The Department is the Authority s primary contact with the Federal Transit Administration, Florida Department of Transportation and Federal Highway Administration on planning and grant issues. Staff coordinate with the Hillsborough County MPO on the federal transportation planning process, participate in the development of the annual Unified Planning Work Program, and in regular updates to the MPO Long Range Transportation Plan. Staff prepares the transit element of the MPO s Transportation Improvement Program and ensures that federal and state funding awarded to HART is programmed in local and state financial planning documents. The Department represents HART on several committees of the MPO, including the MPO Technical Advisory and Livable Roadways Committees, and provides information and makes presentations on HART projects to other committees, including the Citizen Advisory and Policy Committees as well as the MPO Board. Staff coordinates with other agencies on planning initiatives, including Tampa Hillsborough Expressway Hillsborough Transit Authority Page 61

70 Authority, City of Tampa, Hillsborough County, Pinellas Suncoast Transit Authority, Hillsborough CountyCity Planning Commission, Hillsborough County Aviation Authority and Tampa Bay Area Regional Transit Authority. As a designated review agency for development and land use proposals, staff request provisions to ensure that future development is coordinated with existing and proposed transit services, and passengers have safe and convenient access to the service. Improvement requests include shelters, landing pads, sidewalk connections, bus pullouts and queue jump lanes. Staff also review and provide comments on Local Government Comprehensive Plan Amendments prepared by the Planning Commission as well as approvals associated with the Development of Regional Impact (DRI) process administered by the Tampa Bay Regional Planning Council. Capital Projects is responsible for the planning and implementation of capital projects to serve the agency s needs. The work effort includes all phases of project development, including planning and programming, design, property acquisition and construction. Specific activities to support these functions include: assessment of existing facilities and conditions, developing and evaluating alternative strategies to address current and future needs, programming, preparation of preliminary and final designs, and oversight of construction to ensure facilities and projects meet current design standards, are energy efficient, sustainable, and are completed within the project schedule and established budget. Additional activities include undertaking work to ensure that projects are in compliance with environmental requirements and acquisition of property. Projects include bus stop accessibility improvements, shelters, park and ride facilities, transfer centers, operation and maintenance facility improvements, as well as the introduction of bus rapid transit and the applicable technology infrastructure to support their efficient operations. Staff coordinates closely with other agencies and local jurisdictions to secure required permits and integrate projects with roadway, utility and development plans and projects. Programming for future needs and capital improvement plan development is an important aspect of the department s services to HART. Planning for a structured replacement and upgrading of aging infrastructure is critical to keeping the agency moving by anticipating and managing useful life expectancies of facilities and equipment. The department plays a critical role in disaster assessment and quick recovery support for emergency repairs and structural and or building envelope breaches due to natural or accidental circumstances. Grants Administration administers the grants program and undertakes accounting functions related to securing the funding. Staff submit funding proposals for federal, state and other funding, and develop and submit grant applications for funding awards. Progress reporting required by funding agencies is undertaken by staff that coordinate closely with project managers to secure the necessary information. This section also undertakes other requirements related to federal and state funding, including requesting Transportation Improvement Program (TIP) and State Transportation Improvement Program (STIP) amendments to ensure funding is programmed in local and state documents. Staff provides consultation and technical assistance to project managers on grant related matters and monitor progress of projects to ensure compliance with grant requirements. This section is also responsible for accounting functions related to grants. Staff submits reimbursement billings and reports on financial activities to funding agencies and maintains records of grant Hillsborough Transit Authority Page 62

71 expenditures and reimbursements. Funding agencies include Federal Transit Authority (FTA), Florida Department of Transportation (FDOT), City of Tampa and Hillsborough County. Performance Objectives Strategic Development 1. Develop the annual TDP which serves as the agency s ten year business plan. This plan identifies priorities, action plans and strategies to address fiscal and other challenges. (HART Goal #5, Connect the County and Region) 2. Develop planning documents and act as a liaison with applicable agencies. (HART Goal #5, Connect the County and Region) 3. Review development and land use proposals to ensure inclusion of transit improvements. (HART Goal #5, Connect the County and Region) 4. Provide opportunities for skill enhancement and professional development for staff. (HART Goal # 4, Foster a Thriving Internal Environment) Capital Projects 1. Provide effective project management, design and construction services to develop safe comfortable, user friendly and attractive facilities for the agency and traveling public. (HART Goal #1, Exceed Customer Expectations; HART Goal #2, Ensure Safety & Security) 2. Provide stewardship of funding budgeted for each project to maximize the utility and usefulness of design solutions for the benefit of the agency. (HART Goal #3, Maximize Financial Condition) 3. Develop program to address future agency needs for a structured replacement and upgrading of aging infrastructure. (HART Goal #2, Ensure Safety and Security and Goal #4 Foster a Thriving Internal Environment.) 4. Research and develop opportunities to enhance the agency through cost savings, energy savings and innovation. (HART Goal #6, Embrace Innovative Practices and Systems) 5. Foster cooperation within the Agency through involvement in the design programming through completion stages of each project. (HART Goal #4, Foster a Thriving Internal Environment) Grants Administration 1. Develop the annual priorities for anticipated grant funding. (HART Goal #3, Maximize Financial Condition) 2. Preserve funding and secure additional funding for services and programs. (HART Goal #3, Maximize Financial Condition) 3. Identify and evaluate other opportunities to enhance revenues. (HART Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 63

72 FINANCE DIVISION PROCUREMENT & CONTRACTS ADMINISTRATION DEPARTMENT Procurement & Contracts Administration Department Positions = / Total Expenses = $993,787 Procurement Positions = 7.00 / Total Expenses = $489,760 Materials Management Positions = / Total Expenses = $504,027 Vision Statement Work diligently with staff, transit agencies in our region and the business community of Hillsborough County in such a way that the staff and business community will view Purchasing as an accessible and valuable resource. Mission Statement To provide a strategic, ethical and servicedriven approach to procurement that provides HART with value for goods and services that are of high quality and enable the organization to achieve its goals. Description of Service Provided The Procurement & Contracts Administration Department procures all goods, equipment, construction and services on behalf of the agency in accordance with a myriad of policies and procedures prescribed for use by the federal government, the State of Florida and the HART Board of Directors. The department drafts, awards and administers purchase orders and contracts and manages contract changes. They work closely inhand with project managers agencywide to ensure that high quality goods and services are purchased on time from reputable business partners. Procurement also coordinates the disposition of obsolete and surplus goods and equipment through competitive processes. The department is responsible for fostering full and open competition in the business community, promoting public confidence in the integrity, fairness, and accountability of HART s procurement and contracting system. The Procurement & Contracts Administration Department staff works in collaboration with the Materials Management Department to manage and administer HART s fuel program. The Procurement & Contracts Administration Department is taking a proactive approach toward reaching out to its internal customers by conducting, at a minimum, monthly internal customer meetings regarding the progress of procurements, upcoming procurements and reviewing scopes of work before a requisition is submitted to the Procurement & Contracts Administration Department. This has a direct impact upon the turnaround time of the procurement thereby making the procurement process much quicker. The Procurement & Contracts Administration Department continues to partner with other local Hillsborough Transit Authority Page 64

73 transit agencies to combine purchase requirements where practical, placing standard parts and services on fixedprice, longerterm agreements (vs. conducting spot buys asneeded) and better educating HART staff on methods to structure and administer procurements to garner additional savings. Materials Management maintains an adequate and affordably priced supply of items in three separate warehouses and works multiple shifts that are aligned with the maintenance department staff that they serve. These items are used to repair, maintain and operate vehicles and facilities. The Materials Management Department develops and supports systems and processes to account for and safeguard inventoried items and ensures transit operations are not unduly interrupted by stock outages, while at the same time minimizing the agency s inventory investment. The Department strives to requisition, receive and issueout supplies when needed by its internal customers and also manages and safeguards bulk fluids and fuels, uniforms, shop mats, tools and hardware. Performance Objectives 1. Regardless of what type of solicitation, will complete all solicitations from requisition to purchase order and/or Board Approval, within 90 days. (HART Goal #1, Exceed Customer Expectations) 2. Support the organization in their procurement needs as it pertains to the agency goals & objectives to ensure all solicitations include the appropriate safety clauses. (HART Goal #2, Ensure Safety & Security) 3. Apply sound financial practices and ensure transparency in all procurements. Actively promote and practice responsible fiduciary behavior. (HART Goal #3, Maximize Financial Condition) 4. In developing solicitations, work with all departments that will be affected to ensure all agency needs are captured. (HART Goal #4, Foster a Thriving Internal Environment) 5. Proactively promote purchasing from the Hillsborough County business community. Proactively promote consortium solicitations with our sister agencies. (HART Goal #5: Connect the County and Region) 6. Ensure a level playing field for all innovative companies wishing to bring ideas to the agency. (HART Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 65

74 FINANCE DIVISION MARKETING AND COMMUNICATIONS DEPARTMENT Marketing & Communications Department Positions = / Total Expenses = $1,301,830 Marketing, Community Relations & Public Information Positions = 8.00 / Total Expenses = $884,908 Retail Sales Positions = 7.00 / Total Expenses = $416,922 Vision Statement Make communication easy, relevant and timely for residents within the HART service area, stakeholders and employees. Mission Statement Communicate, innovate and embrace costeffective measures as a responsible steward of taxpayer funds. Description of Service Provided The Marketing and Communications Department encompasses several functions and areas of expertise, including community relations, fare pass sales, local intergovernmental relations, marketing, advertising, creative services, media relations and social media. The Marketing and Communications Department is responsible for: Generating revenue primarily through bus and shelter advertising, as well as fare pass sales (also retail sales ); Keeping customers informed of service changes and upcoming projects; Building transit ridership by educating new and potential customers about the benefits of transit; Protecting the reputation of HART and inspiring confidence in HART as a responsible steward of taxpayer funds; Keeping employees informed about company changes and news, and educating and inspiring employees to provide excellent customer service. The Retail Sales Section is responsible for: Opening new retail sales outlets; Managing and generating revenue primarily via fare passes sold in HART outlets and through vendor partnerships (i.e. Marion Transit Center, HART on Franklin, UATC, Amscot Outlets, Hillsborough Transit Authority Page 66

75 ACE Check Cashing Outlets, THS vending machines, amongst others); Ensuring lost and found items are returned to the proper owner whenever possible; Daily and monthly auditing of all HART and HART/THS fare pass outlets to ensure the successful financial balance of fare pass sales to fare pass revenue by fare type; Maintain fare pass inventory; Distribution of fare media and maintenance of all schedule racks to ensure quantities are sufficient, timely, and accurate; Timely posting of HART information flyers and interior cards, or by other methods of marketing and communication. Performance Objectives Marketing 1. Identify innovative marketing and communications practices and systems that may result in new revenue streams. (HART Goal #3, Maximize Financial Condition) 2. Update the HART Brand Standards Manual in a format that is customerfriendly and ensures consistency of messaging amongst the community and stakeholders. (HART Goal #6, Embrace Innovative Practices and Systems) 3. Manage existing revenue sources ensuring compliance with HART Board Policies. (HART Goal #3, Maximize Financial Condition) 4. Educate customers and stakeholders about new service (i.e. MetroRapid), scheduled service changes, and the scheduled fare change in November (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 5. Educate the general public and generate interest in capital improvement projects, including Yukon Transfer Center, new fleet, MetroRapid (NorthSouth and EastWest), new parkandride locations, etc. (HART Goal #5 Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 6. Coordinate and educate customers and visitors about bus detours and temporary streetcar and bus schedules during special events, such as Gasparilla or hurricane evacuations. (HART Goal #5, Connect the County and Region) 7. Manage revenuegenerating advertising contracts. (HART Goal #3, Maximize Financial Condition) 8. Increase annual revenue from fare passes sold at HART outlets ($3.5 million in FY2012). (HART Goal #3, Maximize Financial Condition) 9. Maintain the number of highprofile and transitrelevant community outreaches with reduced staffing resources. (HART Goal #5, Connect the County and Region) Retail Sales 1. Develop new HART and THS sales outlets that are geographically desirable without oversaturation. (HART Goal #3, Maximize Financial Condition) 2. Increase participation of businesses (new and existing) in the HART Commuter Choices/Corporate Transit Program. (HART Goal #3, Maximize Financial Condition) 3. Adoption of weekly sales contact information which would include tracking contacts, sales, phone calls, visits, revenue and followup. (HART Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 67

76 OPERATIONS DIVISION Operations Division Total Positions = / Total Expenses = $49,332,176 Operations Administration Positions = 2.00 / Total Expenses = $228,700 Bus Operations Department Positions = / Total Expenses = $20,962,803 Van Operations Department Positions = / Total Expenses = $5,688,816 Bus Transportation Positions = / Total Expenses = $20,298,750 Streetcar Operations Positions = 7.50 / Total Expenses = $664,053 Van Transportation Positions = / Total Expenses = $1,489,935 Paratransit Operations Positions = / Total Expenses = $3,786,103 Customer Service Positions = 8.00 / Total Expenses = $412,778 Maintenance Department Positions = / Total Expenses = $19,133,531 Service Planning Department Positions = 7.25 / Total Expenses = $466,424 Administration Positions = 4.00 / Total Expenses = $354,869 Vehicle Fleet Maintenance Positions =82.50 / Total Expenses = $14,169,094 Service Planning Positions = 5.25 / Total Expenses = $306,723 Scheduling Positions =2.00 / Total Expenses = $159,701 Facilities & Passenger Amentities Maintenance Positions = / Total Expenses = $2,667,306 Communications & Electronics Positions = 5.00 / Total Expenses = $304,306 Streetcar Maintenance Positions = 9.00 / Total Expenses = $761,059 Paratransit Maintenance Positions = 3.00 / Total Expenses = $876,897 Information Systems Department Positions = 9.00 / Total Expenses = $2,851,902 Hillsborough Transit Authority Page 68

77 OPERATIONS DIVISION OPERATIONS ADMINISTRATION Vision Statement Operations Administration Positions = 2.00 / Total Expenses = $228,700 Our vision is to make transit a relevant and viable travel option for residents within HART s service area. Mission Statement To provide safe, innovative and costeffective public transportation services that enhances the quality of life in our community. Description of Service Provided Operations administration handles all modes of service delivery; route planning, scheduling runcutting, and rostering; customer service and travel training; information systems technology, all vehicle and facility maintenance; and operations, supervision, and dispatching of buses, vans, and streetcars. Consolidated service delivery allows staff to communicate seamlessly between work divisions and reinforces a teambased approach to operational issues and concerns. Working as a team, staff has reduced unused service and reinvested in high ridership routes; improved van services with rosters that more accurately reflect passenger demand and set spare ratios and maintenance protocols for van service; expanded the van fleet with new platforms to meet passenger demand; begun to pilot real time bus arrival software, developed and supported by Information System (IS), to speed customer service call times and alleviate the call load with dispatch; and implemented route and schedule modifications which will improve services for our patrons and in our county. Performance Objectives 1. Outperform KPI metrics by 5 percent. (HART Goal #1: Exceed customer expectations; HART Goal #2, Ensure safety and security; HART Goal #3, Maximize Financial Condition) 2. Introduce rosters, schedules, and policies to reduce overtime requirement for operators. (HART Goal #4, Foster a Thriving Internal Environment) 3. Reduce attrition by 25 percent in FY13. (HART Goal #4, Foster a Thriving Internal Environment) 4. Reduce unscheduled overtime in all divisions by 15 percent in FY13. (HART Goal #3, Maximize Financial Condition) 5. Complete and implement CNG transition plans for both facilities and vehicles. (HART Goal #3, Maximize Financial Condition; HART Goal #6, Embrace Innovative Practices and Systems) 6. Implement MetroRapid service. (HART Goal #5, Connect the County and Region) 7. Implement real time bus arrival program. (HART Goal #1, Exceed Customer Expectations; Goal #6, Embrace Innovative Practices and Systems) 8. Complete all major IS systems upgrades as scheduled. (HART Goal #3, Maximize Financial Condition; HART Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 69

78 OPERATIONS DIVISION BUS OPERATIONS DEPARTMENT Bus Operations Department Positions = / Total Expenses = $20,962,803 Bus Transportation Positions = / Total Expenses = $20,298,750 Streetcar Operations Positions = 7.50 / Total Expenses = $664,053 Vision Statement Our vision is to make transit a relevant and viable travel option for residents within HART's service area. Mission Statement To provide safe, innovative and costeffective public transportation services that enhances the quality of life in our community. Description of Service Provided The Authority provides public transportation services throughout Hillsborough County. Fixed route service includes local and express routes in addition to flex service which ensures underserved areas are not disenfranchised. Bus Operations also supplies operating personnel and services for the TECO Streetcar. The scope of service provided requires a budget of 380 bus operators to serve 243 square revenue miles and a population of more than 800,000. The Operations Department is responsible for ensuring safe, ontime, transit services through efficient and effective utilization of resources and processes. Bus operations support the following activities: Bus transportation for over 50,000 passengers per day; Ensuring bus operators are aware of federal, state, and local regulations including ADA compliance and safety initiatives; Building customer relationships through knowledgeable employees who advise passengers of routes, connections, transit centers, and points of interest; and Monitoring ontime performance through computer technologies; the current metrics for ontime compliance are no more than 59 seconds early or five minutes late. Streetcar Operations is tasked with the safe and efficient delivery of the TECO Line Streetcar System service. The rail system currently runs 2.7 miles from 20 th Street and 8 th Avenue in Ybor City, through Hillsborough Transit Authority Page 70

79 the Channel side District, and into the southwest end of the downtown Tampa Central Business District (CBD) terminating at Whiting Street. Streetcar Operations daytoday functions require the following staff: Assistant Manager of Streetcar Operations, nine full time motormen, one transit supervisor, and one dispatcher. Dispatchers are based at HART's 21 st Avenue operations facility and they schedule daily manpower requirements, coordinate daily vehicle pullouts and monitor the operators payroll/work hours. Transit supervisors conduct field operations, monitor quality of service, and ensure proper safety and security measures are followed. Performance Objectives 1. Lead by example in our communications by ensuring dignity and respect which is what is expected from them in interactions with customers. (HART Goal #1, Exceed Customer Expectations) 2. Review standard industry practices and develop innovative initiatives to enhance organizational performances while nurturing a positive working environment. (HART Goal #6, Embrace Innovative Practices and Systems) 3. Review hiring and training practices to retain and recruit quality talent. (HART Goal #4, Foster a Thriving Internal Environment) 4. Develop work assignments that provide quality services to the County and minimize operational expenses. (HART Goal #3, Maximize Financial Condition) Hillsborough Transit Authority Page 71

80 OPERATIONS DIVISION VAN OPERATIONS DEPARTMENT Van Operations Department Positions = / Total Expenses = $5,688,816 Van Transportation Positions = / Total Expenses = $1,489,935 Paratransit Operations Positions = / Total Expenses = $3,786,103 Customer Service Positions = 8.00 / Total Expenses = $412,778 Vision Statement Our vision is to make transit a relevant and viable travel option for residents within HART s service area. Mission Statement To provide safe, innovative, and costeffective public transportation services that enhance the quality of life in our community. Description of Service Provided Van Operations is responsible for ensuring safe and ontime demand response and Flex services. Van Operations support the following activities: Transporting an average of 450 passenger trips per week day in HARTPlus; Transporting an average of 115 passenger trips per week day in HART Flex. Responding to customer inquiries, scheduling HARTPlus and HART Flex trips, and taking customer input regarding HART services to the tune of about 23,000 calls per month. Continuous training of Van Operators on federal, state, and local regulations including ADA compliance and safety initiatives; Building customer relationships through knowledgeable employees who assist passengers with and without disabilities to and from destinations and along Flex routes; Monitoring ontime performance and operational efficiency. The current metric for ontime performance is no more than one minute late outside of the 30minute pickup window; Efficiently and cost effectively scheduling passenger trips using Trapeze scheduling software; Evaluating customers with disabilities for HARTPlus service within the 21day requirement. Hillsborough Transit Authority Page 72

81 The HARTFlex Program is a vanbased service that serves areas of Hillsborough County currently not served or underserved by HART, and where street networks and population density are not suited for traditional fixed route service. The Flex program started with service in Brandon and South Hillsborough County on April 12, In July 2011, three additional Flex services were added: Northdale Flex, Town N Country Flex, and South Tampa Flex. HARTFlex service operates one vehicle in each service area. Hours of operation are Monday through Friday from 6:00 a.m. to 8:00 p.m. Saturday service operates from 6:45 a.m. to 6:30 p.m. in Northdale Flex only. There is no Sunday service. HARTFlex serves a defined area in which the vehicle can make any safe curbside stops, or operate along a set route from which the vehicle deviates as time permits. Transportation service in flex zones are structured as routes with time points, to provide targeted service to major destinations. Each Flex zone gives customers the convenience of being picked up at their residence and being dropped off at any destination within the Flex zone. Customers can also catch the Flex van along a route and disembark at any Flex stop or transit center within the Flex zone. Customers can request a trip from three days to two hours in advance. Bilingual reservation services are available during Customer Service operating hours. In FY 2013 HART Flex charges $1.00 for a oneway trip or $2.00 for a oneday pass. Customers connecting to other HART routes are able to purchase local day passes from the Flex Operator. All valid HART fare media, such as annual or 31day passes, are accepted. The HARTPlus Program promotes improved mobility for persons with disabilities through the use of bus and van service. HARTPlus is a shared ride, doortodoor service designed to complement the level of service provided by HART s fixed route bus service. HARTPlus service operates in the same areas and during the same days and hours as fixedroute bus services to persons with disabilities who live within the transit service area, but cannot use bus service due to physical, cognitive or mental limitations. HARTPlus fares will increase from $3.50 per trip to $4.00 per trip in November All applicants for the HARTPlus program are required to complete an application process that includes an inperson assessment. Certifications for the service are given from 30 days to a maximum of 3 to 5 years. Once determined eligible, patrons who can ride the bus, but who cannot get to it due to geographic or manmade barriers may be provided with a combination service of bus and van to make their trips. Reservations to ride HARTPlus can be made from one to three days in advance. In FY2012 HARTPlus delivered an average of 10,700 trips per month of doortodoor service. This represents an increase of approximately 4.6 percent from FY2011. The travel trainer position conducts public outreach concerning HART services, including fixed route training for people with disabilities, generates disabled ID permits to groups and schools. Successful candidates of the travel training program become fixed route users, mitigating the costs on Paratransit. Not only can this keep overall costs down, it also provides the patron with increased confidence and broadens their opportunities for mobility throughout the system. HART s eligibility and travel training coordination program combines bus and paratransit services. It is designed to act as a mobility planning service that promotes the ability and independence of persons with disabilities. HART has instituted a comprehensive eligibility process. This enables the agency to develop an individual eligibility plan for customers who apply for HARTPlus service. Innovative Hillsborough Transit Authority Page 73

82 approaches to travel training and detailed eligibility plans offer patrons the use of all of HART s services to foster independent travel and responsible use of agency resources. By implementing a team approach for each customer, staff has been successful in instituting a shared feeling in using paratransit service only when barriers or physical limitations prevent the use of the fixed route bus system. Reductions in funding from the State of Florida and allocations for Medicaid have caused service levels available from other coordinated transportation partners in the County to decline. This reduction in funding to other county transportation providers has resulted in an increased demand for trips on HARTPlus. The Customer Service Center responds to customer requests for information on travel training, trip planning, and access to community services, route schedules and route changes. The customer service department is integrated with Van Operations service for persons with disabilities. In addition to providing the general public fixed route information, the department provides coordination of ADA eligibility certification trip scheduling, on demand and subscription trip bookings for HARTPlus and HARTFlex trips, cancellations and confirmations for certified Paratransit patrons. Customer service handles approximately 23,000 calls per month. The department also coordinates patron mailings on service changes to Paratransit for requested route schedules, brochures, applications for HARTPlus service and discount ID permits. Performance Objectives 1. To provide safe and dependable paratransit and flex transportation services. (HART Goal # 2, Insure Safety & Security) 2. To seek out and be responsive to persons with disabilities needs by working with the ADA Accessibility Committee. (HART Goal #1, Exceed Customer Expectations) 3. To maximize operating efficiency in all areas by training staff and communicating organizational goals and objectives to Van Operations staff. (HART Goal #3, Maximize Financial Condition) 4. To provide a work environment that instills a spirit of teamwork and achievement. (HART Goal #4, Foster a Thriving Internal Environment) 5. To educate the public about the benefits of public transportation through the Travel Training program. (HART Goal #1, Exceed Customer Expectations) 6. To improve ontime performance and service quality by upgrading the Trapeze scheduling program, pursuing a quality automated telephone system (IVR), and developing innovative practices. (HART Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 74

83 OPERATIONS DIVISION MAINTENANCE DEPARTMENT Maintenance Department Positions = / Total Expenses = $19,133,531 Administration Positions = 4.00 / Total Expenses = $354,869 Vehicle Fleet Maintenance Positions =82.50 / Total Expenses = $14,169,094 Facilities Maintenance Positions = / Total Expenses = $2,667,306 Communications & Electronics Positions = 5.00 / Total Expenses = $304,306 Streetcar Maintenance Positions = 9.00 / Total Expenses = $761,059 Paratransit Maintenance Positions = 3.00 / Total Expenses = $876,897 Vision Statement Reduce maintenance costs while increasing equipment performance and employee productivity through efficient use of resources and revision of processes. Mission Statement Efficiently provide safe, clean, and reliable vehicles and facilities to meet or exceed the daily requirements for HART s internal and external customers. Description of Service Provided The Maintenance Department provides life cycle management, equipment specifications, state of good repair and daily upkeep for all facilities and vehicles throughout the agency. It also provides for technical training for skill progression, skill enhancement and safety to ensure employees are able to perform maintenance and keep current with emerging technologies in a safe manner. The Maintenance Plan sets the stage for how crucial elements of our mission are implemented and processed to assure all equipment is maintained in an optimal state of good repair. This is a systematic business plan to manage change while improving service and performance with a continuous process of interaction between management and labor to clearly identify the mission requirements. The plan focuses on four established worktypes and provides vision on how to function under each. These worktypes are: Hillsborough Transit Authority Page 75

84 ConditionBased Maintenance Maintenance which is performed based on the vehicle s exterior, interior, and/or mechanical condition. Fixed Scheduled Maintenance Maintenance which is scheduled and based upon the vehicle s components life cycle. Corrective Maintenance Corrective repair of vehicles due to accidents, unscheduled mechanical failures, etc. Campaigns Fleet configuration modifications driven by OEM requirements and/or efficiencies. Maintenance is responsible for corrective, preventative, conditionbased maintenance to keep all assets in a good state of repair. The department also prepares technical specifications and has project management oversight for the procurement of buses, equipment and capital improvement projects. The Maintenance Department also maintains the Maintenance Document Control Library and Maintenance Management Information System. Further, the maintenance staff coordinates inplant inspections for buses on the production line. There are six sections that comprise the maintenance department which include: Maintenance Administration Fleet Maintenance Streetcar Maintenance Facility and Passenger Amenities Maintenance Technical Services Communications and Electronics The Maintenance Administration Section provides leadership, direction and compliance oversight for the Maintenance Department to ensure optimal state of good repair in an efficient and effective manner. It is responsible for the development and management of the Maintenance operating budget, and manages the life cycle plan and develops the capital budget requirements for vehicle replacement and facilities capital improvements. It prepares correspondence and reports for FTA, FDOT, HART Board of Directors, HART Executive staff. It coordinates with other departments to achieve agency mission as a team. The Fleet Maintenance Section includes all Conditionbased Maintenance, Corrective and Fixed Scheduled Maintenance for Bus, Flex and nonrevenue vehicles. Conditionbased Maintenance is synonymous with preventive maintenance. The preventive maintenance program ensures that vehicle systems are routinely inspected and repaired to minimize premature failure. These systems include air conditioning, wheelchair equipment, electrical components, safety systems, and similar subgroups. An aggressive vehiclecleaning program continues to enhance our image with the riding public with the focus on overall appearance of the vehicles, both interior and exterior. Other responsibilities include warranty processing management and quality assurance/quality control program administration. The Streetcar Maintenance Section is responsible for the maintenance of the 2.7 mile rail system, 10 streetcars, system rightofway, rail stations, and the Ybor City maintenance and operating facility (including all Conditionbased Maintenance, Corrective and Fixed Scheduled Maintenance.) Hillsborough Transit Authority Page 76

85 The Facility Maintenance and Passenger Amenities Section is responsible for maintaining the buildings and grounds of HART s Facilities at 21 st Avenue, Marion Transit Center, Dick Greco Transit Plaza, HART on Franklin sales center, Ybor Administrative and Streetcar Facility, Marion Street Transit Parkway, Netp@rk Transit Center, University Area Transit Center, Yukon Transit Center, and West Tampa Transit Center, North West Transit Center. It is responsible for the maintenance and upkeep of over 3,400 bus stops, 623 shelters, 470 benches, 673 trash receptacles and 22 parkandride lots. The Technical Services Section is responsible for warranty recovery, vehicle specification development, fleet maintenance program management, quality assurance/quality control program administration, vehicle capital project management, fleet planning, and fixed scheduled work program management. Additional responsibilities include new hire training, technical training, safety training, compliance training and equipment training for all maintenance staff. The emphasis is on mechanic training although the training section also provides paint and body, facilities and route maintenance, and communication/electronic classes. The Communications and Electronics Section is responsible for maintaining HART s communications and electronic equipment. Communication equipment consists of all radio equipment including the dispatch radio equipment, vehicle radios, radio shelter equipment and tower, automated passenger counters, automatic vehicle location system, and the video/audio system, fare collection equipment and destination signs. Performance Objectives 1. Manage expenditures within or 2 percent below budget. (HART Goal # 3, Maximize Financial Condition; Goal #6, Embrace Innovative Practices and Systems) 2. Effectively manage grants funds and capital projects with or under budget. (HART Goal #3, Maximize Financial Condition; Goal #6, Embrace Innovative Practices and Systems ) 3. Meet or exceed the Mean Distance between Failures of 7,450 miles. (HART Goal #1, Exceed Customer Expectations; Goal #2, Ensure Safety & Security; Goal #3, Maximize Financial Condition) 4. Maintain revenue vehicle spare ratio at 20 percent. (HART Goal #3, Maximize Financial Condition) 5. Meet vehicle requirements for scheduled service (HART Goal #1, Exceed Customer Expectations and #2, Ensure Safety & Security) 6. Perform fleet and facility conditionbased maintenance programs as scheduled. (HART Goal #1, Exceed Customer Expectations, Goal #2, Ensure Safety & Security; Goal #3, Maximize Financial Condition) 7. Perform fleet and facility Fixed Scheduled rebuilds /rehabs programs as scheduled. (HART Goal #1, Exceed Customer Expectations, #2, Ensure Safety & Security; Goal #3, Maximize Financial Condition) 8. Perform Fixed Scheduled facility rehabs, as scheduled. (HART Goal #1, Exceed Customer Expectations; Goal #2, Ensure Safety & Security; Goal #3, Maximize Financial Condition) 9. Ensure compliance with all Federal, State and Local Environmental regulations. (HART Goal #2, Ensure Safety & Security) 10. Ensure compliance with all Standard Operating Procedures and Work Instructions. (HART Goal #2, Ensure Safety & Security) Hillsborough Transit Authority Page 77

86 OPERATIONS DIVISION SERVICE PLANNING DEPARTMENT Service Planning Department Positions = 7.25 / Total Expenses = $466,424 Service Planning Positions = 5.25 / Total Expenses = $306,723 Scheduling Positions =2.00 / Total Expenses = $159,701 Vision Statement Service Planning will provide service plans, including internal/external schedules, which maximize the productivity of the HART network while addressing community needs and growth. Mission Statement Provide planning activities and services in support of HART adopted goals. Description of Service Provided The Service Planning Department of Operations supports the HART mission by promoting ridership growth and service efficiency along several divisional lines: Public and Operator Schedules Service Planning is responsible for the development of the bus schedules for all 46 local/express/flex routes used by the public, and work schedules (run cuts and rosters) that guide HART operator work assignments and vehicle assignments. Service Planning develops and bids operator rosters three times per year in accordance with the labor contract (March, July, and November). ShortTerm Transit Planning Service Planning develops the service plan implemented three times per year concurrent with the three annual operator rosters developed. The service plan may include: route additions, route deletions, route modifications, and schedule modifications. Service Planning coordinates shortterm service plans with other HART Departments including Finance (budget), Maintenance (vehicle requirements and mileage projections), Human Resources (personnel requirements), Operations (personnel requirements, vehicle requirements, and training), Community Relations (communication and outreach), and Information Systems (website and ITS updates). Hillsborough Transit Authority Page 78

87 LongTerm Transit Planning Service Planning develops the tenyear cost affordable and needs plans that go into HART s annual Transit Development Plan (TDP). Service Planning also coordinates and provides input data to the Long Range Transit Plans (LRTP) and models developed by the Hillsborough County Metropolitan Planning Organization (MPO) and Planning Commission. Statistical Development Service Planning is responsible for system performance monitoring. Service Planning develops ridership/operational reports, maintains ridership and operational databases, and reports ridership/operational data for HART s annual submission to the National Transit Database (NTD). Statistics and reporting are provided for all three of HART s reportable modes; bus, streetcar, and paratransit. Service Planning is also responsible for public information requests related to ridership and/or operational data. ITS Coordination Service Planning provides coordination and updates for HART s Intelligent Transportation System (ITS) including; Auto Vehicle Locator (AVL), Computer Assisted Design Auto Vehicle Locator (CADAVL), onboard enunciator system, and Automatic Passenger Counter (APC) system. Service Planning is responsible to monitor and recommend corrective actions to assure accuracy of enunciator and APC systems. ITS coordination also includes development of realtime information systems including ATIS signs (LED signs at transit centers/bus stops) and public retrieval via website or cell/smart phone. Performance Objectives 1. Submit three annual service plans including external/internal schedules. (HART Goal #1, Exceed Customer Expectations; Goal #2, Ensure Safety and Security; Goal #3, Maximize Financial Condition; Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 2. Develop shortrange and longrange service plans for incorporation into TDP and LRTP process. (HART Goal #3, Maximize Financial Condition; Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 3. Maintain statistical databases and reports including National Transit Database. (HART Goal #3, Maximize Financial Condition; Goal #6, Embrace Innovative Practices and Systems) 4. Increase the utilization of ITS tools including realtime information output. (HART Goal #1, Exceed Customer Expectations; Goal #2, Ensure Safety and Security; Goal #4, Foster a Thriving Internal Environment; Goal 5, Connect the County and Region; Goal 6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 79

88 OPERATIONS DIVISION INFORMATION SYSTEMS DEPARTMENT Information Systems Department Positions = 9.00 / Total Expenses = $2,851,902 Vision Statement Information Systems will provide technology to support HART s strategic goals and objectives. Mission Statement To enable the integration of technologies, methodologies, policies and practices allowing HART to become the leader in the utilization of transit industry information systems and technologies. Description of Service Provided The Information Systems (IS) Department plans, oversees, manages and maintains HART s information network infrastructure and data storage. This includes: computer hardware, computer software, internal cabling, external communications links, Internet sites, Intranet sites, network security, disaster preparedness, disaster recovery and business continuity planning, and telephone, voice and cell phone connectivity. IS works closely with all HART departments and staff and assists with the implementation and operation of complex applications. These include Enterprise Resource Planning (ERP) systems that integrate internal and external management information across the entire organization, financial management, financial reporting, fixed route scheduling and operations, Paratransit scheduling and operations, fleet maintenance, inventory control, human resources information management, security and surveillance systems. IS also provides training and support toward incorporating industry best practices and optimizing the use of the Agency s systems, tools and computers. IS maintains the Agency s long range information systems plans, establishes standards and practices for information systems, and recommends technology appropriate to the Authority s strategic goals and objectives. Testing and maintenance of the Agency s IS disaster recovery and business continuity strategies for mission critical data and resources are also key functions of the department. Performance Objectives 1. Create and maintain infrastructure support that assures an average of greater than 97 percent up time, excluding scheduled maintenance windows (like the 21 st Avenue relocation effort) for all systems. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 80

89 2. Create and maintain infrastructure that allows the archiving of all Agency data within 24 hours. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 3. Create and maintain out of state disaster recovery site that will facilitate processing of specified mission critical systems in the event of a failure of the local (Tampa, Florida) support site. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 4. Satisfactorily complete 85 percent of all Helpdesk tickets within the agreed SLA which is currently within three working days. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 5. Provide software upgrades that allow the Agency to optimize on software investments. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 6. Provide analytic tools to allow the Agency to report from disparate systems changing from a data rich and information poor environment to an information rich environment. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) 7. Provide support to Agency personnel to allow them to optimize on the capabilities of available software and information allowing the Agency to do more with less through technology. (HART Goal #5, Connect the County and Region; Goal #6, Embrace Innovative Practices and Systems) Hillsborough Transit Authority Page 81

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91 CAPITAL IMPROVEMENT PROJECTS (FY2013 FY2017) The FY2013 FY2017 Adopted Capital Budget includes projects and services to implement new infrastructure, update and expand facilities, maintain the fleet, technology and equipment in a good state of repair and enhance security of the system. A major infrastructure project underway is the MetroRapid NorthSouth which is extending along the Nebraska Avenue and Fletcher Avenue corridor to a supporting park and ride facility east of Interstate 75. The service provides connections to two of the county's largest activity centers Downtown Tampa and the University of South Florida area, as well as serves extensive employment and residential development along the corridor. The construction work will be completed by the spring of 2013, with new stations, shelters, benches, and ticket vending machines at the highest ridership stops, as well as provisions for future real time passenger information applications. Construction of a new park and ride facility to support the MetroRapid NorthSouth corridor will be completed in early 2013, providing motorists with convenient access to the new service. The facility is located in the Hidden River Office Park, immediately east of Interstate 75. Transit Signal Priority (TSP), an application that adjusts the traffic signal timing to hold the green cycle or shorten the red cycle for an approaching bus, will enhance the schedule reliability and speed of the service. The pilot TSP project will be implemented in late FY2012, with additional routes implemented in FY2013. Project development and final design work to the thirty percent level will continue on the MetroRapid EastWest, the second premium transit service. This service would extend between Tampa International Airport, the Westshore Business District and the City of Temple Terrace, with connections to the MetroRapid NorthSouth at Nebraska Avenue. The effort is finalizing the alignment for the service as well as the location and amenities at the various stops. Further work on the project will be dependent upon the acquisition of additional capital and operating funding. An additional infrastructure project included in the program is the continued implementation of accessibility improvements at bus stops throughout the system. Stops are being upgraded on a route by route basis to enhance accessibility for all passengers. The improvements include paved landing pads and sidewalk connections. Shelters are being installed at the highest ridership stops. Several capital facility projects are included in the program. The facility projects include: Finalization of renovations and an expansion to the 21st Avenue Administration Operations building. The facility houses the Operations Department, including the dispatch facility and operators breakroom, as well as other departments. The building is being updated to modernize the facility, enable it to meet current code and ADA requirements, as well as provide additional capacity. The facility is being designed to meet LEED standards which will provide significant utility and energy cost savings. Hillsborough Transit Authority Page 82

92 Renovations to the 21 st Avenue Heavy Maintenance and Preventative Maintenance buildings to upgrade the heating, ventilation and lighting, as well as replace two bus washes with upgraded systems that have water reclamation capabilities Development of a Compressed Natural Gas (CNG) fueling station to enable the revenue fleet to be transitioned to CNG. In addition, modifications will be made to the maintenance facility to provide the critical safety enhancements necessary for maintenance work to be performed on the vehicles. Hillsborough Transit Authority Page 83

93 Upgrades to the count room located at 21 st Avenue to address condition and water seepage issues. An expansion of HART s downtown transfer center, Marion Transit Center, to provide additional service capacity. One of the routes to be accommodated will be the new MetroRapid NorthSouth service. The MTC expansion will include new bus bays, a covered pedestrian pathway connection to the main terminal, paved bus circulation, as well as staging area for taxis and intercity buses. Build out of the Ybor Facility, including air conditioning and acoustical enhancements, and upgraded lighting. Several projects are directed at maintaining the fleet, facilities and infrastructure in a good state repair. Bus replacement is a significant and ongoing expense, and continues to be one of HART s highest priority needs. Replacement of vehicles that have reached the end of their useful lives lowers maintenance costs, enhances service reliability, and reduces emissions. Some of these vehicles are also needed to provide additional capacity for the paratransit service and the new MetroRapid NorthSouth service. Over the five year period, a total of 174 vans and buses are required. FY2013 bus orders include 14 buses for the MetroRapid NorthSouth service as well as 41 vans and buses for the fixed route, flex and paratransit service. Starting in FY2015, the vehicles would be CNG fueled. Additional state of good repair projects include installation of updated Information Technology (IT) network equipment at the 21 st Avenue Administration/Operations building, acquisition of major components for the bus and paratransit fleet, streetcar capital maintenance improvements, upgrades and new equipment at several facilities, including air conditioning, bus lifts, backup generator for the maintenance building, and replacement of IT hardware and software. The funding program supporting the capital program is diverse and includes Federal, State, Hillsborough County, City of Tampa, and HART Ad Valorem revenues. Hillsborough Transit Authority Page 84

94 Federal funds include Section 5307 Urbanized Area Program funding annually awarded through a formula that considers population, density and service levels Section 5309 Fixed Guideway Modernization funding annually awarded to HART for projects on the streetcar and the Marion Transitway Surface Transportation Program (STP) funding prioritized by the Hillsborough County Metropolitan Planning Organization (MPO) New Freedom funding prioritized by the Pinellas County MPO State funds include funding for one of the MetroRapid NorthSouth buses, as well as funding reprogrammed from the Tampa International Airport Transfer Center project to the Marion Transfer Center Expansion project. County funds include bond funds awarded to HART in FY2008 for the MetroRapid, park and ride and transit signal priority projects. City and county impact fees are allocated to HART annually by the City of Tampa and Hillsborough County. The fees are restricted to the zone from which they were collected. The funding currently projected over the five year period does not cover all of the agency s capital needs. Capital revenues are uncertain, at both the Federal and State levels. At the Federal level, the recent twoyear transportation funding bill authorization, entitled Moving Ahead for Progress in the 21st Century (MAP21), presents the funding programs that the Federal government will be supporting. The specific funding that will be allocated to HART for operating and capital projects has not as yet been defined. State funding programs are uncertain with the recent downturn in State revenues. In addition, funding needs for service operations is anticipated to continue to limit the amount of local and Federal formula funding that will be available for the capital program. Unfunded needs include bus replacement after FY2014, additional facility enhancements and upgrades, initiatives to enhance access to transit, security, and information services projects. One critical unfunded need is bus replacement. Over the five year CIP program, revenue is not being currently programmed for approximately one third of the replacement needs (52 vehicles), leaving a funding shortfall of approximately $ 18,000,000. Additional unfunded needs include Facility enhancements and upgrades o 21 st Avenue Facility projects Replacement of storm water pipe and areawide drainage improvements to alleviate flooding in the bus parking lot, maintenance building and count room Further upgrades to maintenance buildings to address Americans with Disability (ADA) and current code requirements, enhance the HVAC system and address condition issues Steam bay lift replacement and lighting enhancements Upgrades to third wash bay o Marion Transit Center (MTC) Drainage control structure replacement and bus lane and bus bay improvements in the main transfer center area Hillsborough Transit Authority Page 85

95 o Marion Transitway Refurbishment of shelters, information kiosks, benches, sidewalk repairs, and roadway structural repairs at intersections Projects to enhance access to transit o Upgraded fare collection system that includes provisions for smartcard and electronic payments o Additional applications to provide real time scheduling information to passengers o Transit signal priority at other intersections o Updated website for agency Information Systems o Updates and new software and hardware to support new technology applications Security projects including the installation of surveillance systems at several facilities, including the newly renovated Yukon Transfer Center, University Area Transit Center as well as the 21 st Avenue facility. Staff will continue to submit funding applications for competitive funding allocated by the federal and state agencies and the Hillsborough County and Pinellas County MPOs. Hillsborough Transit Authority Page 86

96 CAPITAL SPENDDOWN PLAN BY PROJECT AND FUNDING SOURCE FY2013 TO FY2017 Hillsborough Transit Authority Page 87

97 CAPITAL SPENDDOWN PLAN BY PROJECT AND FUNDING SOURCE FY2013 TO FY2017 (Con t) Hillsborough Transit Authority Page 88

98 ANTICIPATED EFFECT OF CAPITAL BUDGET ON OPERATING BUDGET Capital Budget Operational Change Uses of Funds FY2013 FY2013 FY2014 FY2015 FY2016 FY2017 Adopted Adopted Planned Projected Projected Projected Revenue Vehicles $12,845,700 $0 $0 $0 $0 $0 Non Revenue Vehicles $245,726 $0 $0 $0 $0 $0 Bus and Paratransit Maintenance $218,725 $0 $0 $0 $0 $0 Facility Maintenance $148,193 $0 $0 $0 $0 $0 Streetcar Maintenance $482,554 $0 $0 $0 $0 $0 MetroRapid NorthSouth $15,833,285 $1,287,957 $2,441,411 $2,503,451 $2,567,071 $2,632,314 Net Operating Cost of NW BTR $1,092,957 $2,240,561 $2,296,575 $2,353,990 $2,412,839 Utilities $195,000 $200,850 $206,876 $213,082 $219,474 MetroRapid EastWest $1,264,592 $0 $0 $0 $0 $0 Fletcher Park and Ride $286,762 $24,900 $25,647 $26,416 $27,209 $28,025 Utilities $22,500 $23,175 $23,870 $24,586 $25,324 Lease $2,472 $2,546 $2,623 $2,701 Transit Signal Priority $1,168,625 $86,400 $88,992 $91,662 $94,412 $97,244 General Maintenance, Staffing & Spare Parts $86,400 $88,992 $91,662 $94,412 $97,244 Brandon Park and Ride $0 $0 $0 $0 $0 $0 Marion Transit Center $969,345 $25,500 $26,265 $27,053 $27,865 $28,700 Utilities $22,000 $22,660 $23,340 $24,040 $24,761 Lease $3,500 $3,605 $3,713 $3,825 $3,939 Park and Ride $27,000 $0 $0 $0 $0 $0 Basic Transit Infrastructure $1,642,825 $0 $0 $0 $0 $0 Ybor Build Out $422,563 $1,000 $4,629 $8,366 $12,216 $16,182 Utilities $500 $3,905 $7,412 $11,025 $14,745 Lease $500 $724 $954 $1,192 $1,436 21st Ave Operations Renovations $1,087,490 ($20,758) ($23,018) ($19,471) ($15,818) ($12,055) Utilities ($9,733) ($8,881) ($5,915) ($2,859) $288 Lease ($11,025) ($14,137) ($13,556) ($12,959) ($12,343) 21st Ave Maintenance Renovations $500,000 $8,623 $15,433 $22,447 $29,672 $37,113 Utilities $8,623 $15,433 $22,447 $29,672 $37,113 CNG Fueling Station $125,000 $0 $0 $0 $0 $0 Count Room $114,791 $0 $0 $0 $0 $0 Security Projects $295,857 $0 $0 $0 $0 $0 Information Systems $752,249 $37,612 $37,612 $37,612 $37,612 $37,612 Trapeze Upgrade $30,000 $0 $0 $0 $0 $0 DBE Software $51,000 $0 $0 $0 $0 $0 Fleetwatch Upgrade $235,000 $0 $0 $0 $0 $0 Android Tables $3,000 $400 $200 $200 $200 $4,000 Tampa Airport Transit Center $0 $0 $0 $0 $0 $0 Yukon Transit Center $0 $1,240 $1,927 $2,635 $3,363 $4,114 Utilities $1,000 $1,615 $2,248 $2,901 $3,573 Lease $240 $312 $386 $463 $541 Other Passenger Facilities $0 $0 $0 $0 $0 $0 Planning Studies $0 $0 $0 $0 $0 $0 Undesignated Improvements $762,566 $0 $0 $0 $0 $0 Total Uses of Funds $39,512,848 $1,452,874 $2,619,099 $2,700,372 $2,783,803 $2,873,250 Hillsborough Transit Authority Page 89

99 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Bus and Van Replacement Category: Capital Projects State of Good Repair Location: 4305 E 21st Avenue, Tampa, FL Status: Bus manufacturing in progress Project No.: EXISTING FUNDS PROGRAMMED FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 12,269,289 $ 6,000,000 $ $ 5,000,000 $ $ 8,200,000 $ TOTAL 31,469,289 Description and Scope Acquisition of buses and vans to support the fixed route, MetroRapid, flex and paratransit service. Over the five year CIP period, a total of 174 buses and vans are required ($49.7 million) to replace older vehicles that have reached the end of their useful life and provide additional capacity for the paratransit program and the MetroRapid NorthSouth service. Rationale Replacement of vehicles when they have reached their useful life need is important to ensure reliable service and reduce maintenance costs. In addition, new vehicles have lower air quality emissions. Funding Strategy Existing federal and state grants and some of the FY2013 federal Surface Transportation Program (STP) revenue will be used for the FY2013 bus and van purchase. Programmed federal STP revenues cover some of the remaining year funding needs. Over the five year CIP program, revenue has not been currently programmed for just under one third of the replacement needs (52 vehicles). Operating Budget Impacts Project Map / Picture Schedule of Activities (Funded) Project Activities From To Amount MetroRapid 14 Units FY2013 FY2013 $ 5,509,000 Fixed Route 12 Units FY2013 FY2013 $ 4,712,700 Paratransit 21 Units FY2013 FY2013 $ 1,704,000 Flex Fixed Route 8 FY2013 FY2013 $ 920,000 Fixed Route 10 Units FY2014 FY2014 $ 4,442,302 Paratransit Chevy 8 Units FY2014 FY2014 $ 776,000 Demand Response 24 Units FY2015 FY2015 $ 1,773,000 Fixed Route 7 Units FY2015 FY2015 $ 3,432,288 Demand Response 12 Units FY2017 FY2017 $ 1,164,000 Fixed Route 6 Units FY2017 FY2017 $ 7,036,000 TOTAL: $ 31,469,289 Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 FEDERAL $ 11,921,487 HART Reserve $ 173,901 State $ 173,901 SubTotal: $ 12,269,289 $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 FEDERAL $ 576,411 $ 5,218,301 $ 5,205,288 $ 8,200,000 SubTotal $ 576,411 $ 5,218,301 $ 5,205,288 $ $ 8,200,000 Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 10,598,792 $ 7,672,100 SubTotal $ $ $ 10,598,792 $ $ 7,672,100 TOTAL: $ 12,845,700 $ 5,218,301 $ 15,804,080 $ $ 15,872, Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority Page 90

100 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: NonRevenue Vehicle Acquisition Category: Capital Projects State of Good Repair Location: Status: Project No.: EXISTING FUNDS PROGRAMMED FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 to Date $ 245, $ $ $ $ $ $ TOTAL 245, Description and Scope Replacement of NonRevenue Vehicles (NRV) directly supporting revenue operations and indirectly administrative transportation requirements. Rationale NonRevenue Vehicles that directly support revenue service such as Road Supervisors, Operator Relief, Route Maintenance, Facilities Maintenance are a vital part of providing the bus paratransit and flex service to the public while ensuring safe and clean amenities. Administrative support vehicles are an important part of providing transportation to meetings and construction projects at various locations with the service area. Funding Strategy Existing federal funding is used for FY 2013 purchase. Funding has not been programmed to future year needs. Operating Budget Impacts Nonrevenue vehicles retained beyond their useful life will impact the increased cost of major failures to the materials and outside vendor repairs. Project Map Project Activities 1 Streetcar Bucket Truck (2 person) Schedule of Activities (Funded) From To Amount FY2013 FY2013 $ 136, Ford Escape, 4 Ford Focus and 1 Silverado Pkup Truck FY2013 FY2013 $ 109, TOTAL: $ 245, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 FEDERAL (5307) $ 144, HART Reserve $ 101, SubTotal: $ 245, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ $ 200, $ 271, $ 218, $ 188, SubTotal $ $ 200, $ 271, $ 218, $ 188, TOTAL $ 245, $ 200, $ 271, $ 218, $ 188, Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority Page 91

101 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Bus and Paratransit Capital Maintenance Category: Capital Projects Location: 4305 E 21st Avenue, Tampa, FL Status: Ongoing Project No.: EXISTING FUNDS PROGRAMMED FUNDING Appropriated to Date FY 2013 FY 2014 FY 2015 FY 2016 FY $ 488, $ 488, $ 488, $ 488, $ 488, $ TOTAL 2,440, Replacement of Engines, Transmissions and hybrid battery packs. Description and Scope Rationale Engines, transmissions and hybrid battery packs begin to have major failures once they go beyond 300,000 miles. Buses need engines and transmissions mid life repower to allow them to reach their useful life. Failures while in service will dramatically increase and cause passenger inconvenience and negatively impact on time performance. Funding Strategy Federal Section 5307 funding is allocated annually to this project ($488,000). This funding covers the needs. Operating Budget Impacts Project Project Activities Engines and Transmissions Engines and Transmissions Engines and Transmissions Engines and Transmissions Engines and Transmissions Schedule of Activities From To Amount FY 2013 FY 2013 $ 218, FY 2014 FY 2014 $ 515, FY 2015 FY 2015 $ 729, FY 2016 FY 2016 $ 380, FY 2017 FY 2017 $ 192, TOTAL: $ 2,036, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds SubTotal: $ $ $ $ $ Programmed Spend down Grant FY13 FY14 FY15 FY16 FY17 Section 5307 $ 218, $ 515, $ 729, $ 380, $ 192, SubTotal (Existing and Programmed $ 218, $ 515, $ 729, $ 380, $ 192, Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 62, Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ 62, $ $ TOTAL $ 218, $ 515, $ 792, $ 380, $ 192, Hillsborough Transit Authority Page 92

102 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Facility Capital Maintenance Category: Capital Projects Location: 4305 E 21st Avenue, Tampa, FL Status: Ongoing Project No.: EXISTING FUNDS PROGRAMMED FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 to Date $ 595, $ $ $ $ $ $ TOTAL 595, Description and Scope Various projects to keep facilities and equipment in a state of good repair, see Facilities Capital Equipment Attachment for full scope. Rationale Items have reached their useful life and require replacement to sustain infrastructure to meet the mission requirements to support revenue service along with passenger safety and comfort. Funding Strategy The FY 2013 and FY 2014 program utilized existing federal funds and HART reserve funds. Funding has not been programmed to meet the needs for each year. Operating Budget Impacts Items kept beyond their life expectancy will require increased labor and material costs to keep in operation. Project Schedule of Activities (Funded) Project Activities From To Amount Training Bay Air conditioner FY 2013 $ 7, UATC Parking Lot Repairs FY 2013 $ 5, Purchase 2 floor scrubbers FY 2013 $ 19, Two Paint Booths in Main Shop FY 2013 $ 80, HVAC Replacement for Mezzanine at Ybor FY 2013 $ 36, $ 148, Portable Bus Lifts FY2014 $ 53, Steam Bay Lift FY2014 $ 130, Portable Bus Lifts FY2014 $ 263, $ 447, TOTAL: $ 595, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds (5307) $ 124, $ 179, $ $ $ HART Reserve $ 23, $ 267, SubTotal: $ 148, $ 447, $ $ $ Programmed Funds Grant FY13 FY14 FY15 FY16 FY17 Ad Valorem $ $ $ $ $ SubTotal (Existing and $ Programmed ) $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 187, $ 206, $ 205, $ 180, $ 99, Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ 187, $ 206, $ 205, $ 180, $ 99, Needs $ 335, $ 653, $ 205, $ 180, $ 99, Hillsborough Transit Authority Page 93

103 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Streetcar Capital Maintenance Category: Location: Status: Project No.: 1EXISTING FUNDS PROGRAMMED FUNDING Appropriated to Date FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 TOTAL $ 1,287, $ 1,287, Description and Scope Rebuild or replace major components of the streetcar system. Items include traction motors, tires, axles, inverters, controllers, rail switches and catenary components. Rationale Rebuild or replacement of major components is necessary to keep the streetcars in a state of good repair and fixed guideway components to ensure the operational capability and safety of the rail line. Funding Strategy These projects are funded with existing federal grants. FY 2013 FY 2017 funds are uncertain. Operating Budget Impacts Project Map Schedule of Activities (Funded) Project Activities From To Amount Roof Rehab (4) FY2013 FY2013 $ 3, Traction Motor Rebuild (8) FY2013 FY2013 $ 78, Inverter Rebuild (4) FY2013 FY2013 $ 70, Axle & Tire Replacement (8) FY2013 FY2013 $ 58, Controller Rebuild (6) FY2013 FY2013 $ 90, Switch Replacement FY2013 FY2013 $ 160, Conductors/Insulators FY2013 FY2013 $ 22, Subtotal $ 482, Roof Rehab (4) FY2014 FY2014 $ 3, Traction Motor Rebuild (16) FY2014 FY2014 $ 156, Inverter Rebuild (4) FY2014 FY2014 $ 70, Axle & Tire Replacement (8) FY2014 FY2014 $ 58, Controller Rebuild (6) FY2014 FY2014 $ 90, Subtotal $ 378, Traction Motor Rebuild (14) FY2015 FY2015 $ 136, Inverter Rebuild (2) FY2015 FY2015 $ 35, Axle & Tire Replacement (4) FY2015 FY2015 $ 29, Controller Rebuild (6) FY2015 FY2015 $ 90, Subtotal $ 290, Axle & Tire Replacement (2) FY2016 FY2016 $ 15, AC Replacement (4) FY2016 FY2016 $ 120, Subtotal $ 135, TOTAL $ 1,287, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 FEDERAL $ 482, $ 378, $ 290, $ 135, SubTotal: $ 482, $ 378, $ 290, $ 135, $ Programmed Funds Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 3, $ 150, SubTotal $ $ $ $ 3, $ 150, TOTAL $ 482, $ 378, $ 290, $ 139, $ 150, Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority Page 94

104 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: MetroRapid NorthSouth Project No.: Category: Infrastructure Location: 17.5 mile corridor along Nebraska & Fletcher Avenues Status: Contract awards for the site work, shelters, TVMs & fiber communications scheduled for the June 2012 HART Board Meeting EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 15,833, $ $ $ $ $ $ 15,833, Description and Scope The MetroRapid NorthSouth extends along Nebraska and Fletcher Avenue corridors to a supporting ride facility west of Interstate 75. The project includes new stations, shelters, benches, ticket vending machines at the highest ridership stops. Transit signal priority, an application that adjusts the traffic signal timing to hold the green cycle or shorten the red cycle for an approaching bus, will enhance the schedule reliability and speed of the service. Rationale The corridor is served by the system's highest ridership route (Route 2 Nebraska) and connects two of the county's largest activity centers: Downtown Tampa and the University of South Florida area. The project improvements will enhance service reliability, increase the speed and make transit easier to use. Funding Strategy The funding is provided by Hillsborough County pursuant to an agreement with HART. Operating Budget Impacts Project Map / Picture Construction Project Activities Schedule of Activities (Funded) From To Amount October 2012 February 2013 $ 15,833, TOTAL: $ 15,833, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 County Funds $ 15,833, SubTotal: $ 15,833, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 15,833, $ $ $ $ Hillsborough Transit Authority Page 95

105 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: MetroRapid EastWest Category: Capital Projects Project Development and Environmental Study Location: Hillsborough County Status: Ongoing Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 1,264, $ $ $ $ $ $ 1,264, Description and Scope Project development and 30% final design work will continue on the MetroRapid EastWest, the second premium transit service. This service will extend between Tampa International Airport, the Westshore Business District and the City of Temple Terrace, with connections to the MetroRapid NorthSouth at Nebraska Avenue. The effort is finalizing the alignment for the service as well as the location and amenities at the various stops. Rationale The project will provide faster and more reliable transit service on a corridor connecting the City of Temple Terrace to the Westshore Business District and Tampa International Airport. The project will enhance mobility along some congested roadways in the County and provide enhanced service to transit dependent residents living in the core of HART's service area. The new bus transfer will improve the bus route network serving the Westshore business district and facilitate a connection with PSTA. Funding Strategy The funding for the PD&E study and design is provided by Hillsborough County. Further work on the project will be dependent upon the acquisition of additional capital and operating funding. Operating Budget Impacts Project Map / Picture Design Project Activities Schedule of Activities (Funded) From To Amount October 2012 March 2013 $ 1,264, TOTAL: $ 1,264, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 County Funds $ 1,264, SubTotal: $ 1,264, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 1,264, $ $ $ $ Hillsborough Transit Authority Page 96

106 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: ParknRide Fletcher (Hidden River Regional ParknRide) Category: Capital Facility Location: Eastern End of MetroRapid corridor, in vicinity of I75 Interchange Status: Property Acquired, Design in Progress Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated To Date FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 TOTAL $ 86, $ 200, $ $ $ $ $ 286, Description and Scope Development of a new pparknride facility in the vicinity of Fletcher Avenue and I75. The park and ride will serve the MetroRapid NorthSouth and future express services. Rationale The purpose of the ParknRide Facility is to provide a convenient facility for residents to park their vehicle and access the M etrorapid service. Funding Strategy The funding is provided by Hillsborough County pursuant to an agreement with HART. City impact fees included in FY Operating Budget Impacts Ongoing costs for the operation of the parknride facility are approximately $13,575 annually. Project Map / Picture Construction Project Activities Schedule of Activities (Funded) From To Amount October 2012 February 2013 $ 286, TOTAL: $ 286, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 County Funds $ 86, SubTotal: $ 86, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 Impact Fees $ 200, City of Tampa SubTotal $ 200, $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 286, $ $ $ $ Hillsborough Transit Authority Page 97

107 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Transit Signal Priority (Countywide) Category: Capital Infrastructure Location: Bus Routes Status: Construction Bid Evaluation Ongoing Project No.: C69919 EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 1,168, $ $ $ $ $ $ 1,168, Description and Scope Software & Hardware to modify signal timing to increase the speed of transit. This contract is for the acquisition of equipment to be installed in buses and traffic signal locations that notifies the traffic signal of the location of the approaching bus. Rationale HART has been working to implement Transit Signal Priority (TSP) in the system to enhance service reliability and improve ontime performance. TSP is an application that provides transit vehicles with an extended green light or shorter red light at signalized intersections under certain predefined conditions. The benefits to transit are faster travel times and improved schedule adherence. Funding Strategy The funding is provided by Hillsborough County pursuant to an agreement with HART. Operating Budget Impacts Maintenance and repair for HART installed equipment, approximately $ 6,700 dollars annually. Project Map / Picture Construction Project Activities Schedule of Activities (Funded) From To Amount October 2012 February 2013 $ 1,168, TOTAL: $ 1,168, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 County Funds $ 1,168, SubTotal: $ 1,168, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 1,168, $ $ $ $ Hillsborough Transit Authority Page 98

108 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Marion Transit Center Expansion Category: Capital Facility Location: Marion Transit Center Status: Procurement (Design) is ongoing. Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 969, $ $ $ $ $ 969, Description and Scope The MTC expansion will encompass the parking lot recently leased from FDOT immediately north of the existing facility. Included are new bus bays, a covered pedestrian pathway connection to the main terminal, paved bus circulation, as well as staging area for taxis and intercity buses. Rationale The expansion is to provide additional service capacity. One of the routes to be accommodated will be the new MetroRapid NorthSouth service. Funding Strategy Funding is provided under (1) a joint participation agreement with the Florida Department of Transportation and (2) Hillsborough County pursuant to an agreement with HART. Operating Budget Impacts Additional operating and maintenance for site including maintenance of facilities, electrical power for site lighting and others based on final design. Project Map / Picture Project Activities Construction (FDOT) Construction (County Funds) Utilities and Permits (County Funds) Utilities and Permits (FDOT Funds) Contingency (FDOT) Schedule of Activities (Funded) From To Amount October 2012 June 2013 $ 750, October 2012 April 2013 $ 119, October 2012 April 2013 $ 20, October 2012 June 2013 $ 20, October 2012 June 2013 $ 60, TOTAL: $ 969, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 State Funds (FDOT) $ 830, County Funds $ 139, SubTotal: $ 969, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 969, $ $ $ $ Hillsborough Transit Authority Page 99

109 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: ParknRide Leases Category: Capital Projects Location: Crossroads, Victorious, Mt. Zion (Hillsborough and Pasco Counties) Status: Ongoing Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 1, $ 26, $ 21, $ 1, $ $ $ 49, Description and Scope ParknRide Facilities serve local and express service and promote van/carpool service. After conducting site selection, HART entered into lease agreements at the selected locations. HART has forged long term partnerships with private property owners to make their property available for joint use, including parknride service. In exchange for the use of their property, HART is making periodic lease payments. Rationale The purpose of the facility is to consolidate bus service and provide a facility whereby passengers can park their vehicles and access local and express buses to major points of interest such as businessess. HART's existing ParknRides are operated under a mix of leases, licenses, easements and ownership. HART continues to find ways to improve and enhance routing and facilities for express service. Funding Strategy Existing Ad Valorem Funds have been allocated for these contracts, with $1,000 of state funding in FY Operating Budget Impacts Project Map / Picture Project Activities Victorious Life Church Crossroads Community Church Mt. Zion Church Schedule of Activities (Funded) From To Amount October 2012 October 2014 $ 25, October 2012 July 2014 $ 22, October 2012 November 2012 $ 2, TOTAL: $ 49, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 State Grant $ 1, SubTotal: $ 1, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 Ad Valorem $ 26, $ 21, $ 1, SubTotal $ 26, $ 21, $ 1, $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 27, $ 21, $ 1, $ $ Hillsborough Transit Authority P a g e 100

110 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Basic Transit Infrastructure Program Category: Infrastructure Location: City of Tampa, City of Temple Terrace, Unincorporated Hillsborough County Status: On Going Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated To Date FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 TOTAL $ 2,737, $ 1,320, $ 277, $ 277, $ 277, $ 277, $ 5,168, Description and Scope Design and construct ADA accessible bus landing pads at HART's existing bus stops. The program identified the needs of each stop on route by route basis. HART utilized inhouse resources to design the improvements to each stop to make it ADA compliant. Work included combining of stops and eliminating under utilized stops. HART has contracted a General Construction Contractor (GCC) to perform the improvements. The program initially started with over 3,800 stops in the system and its currently at 3,268. Staff is estimating that at least 1,200 stops will have to be upgraded. As part of this initiative, HART is working in accordance with an agreement between HART and the City of Tampa in which HART will design and construct sidewalks on transit corridors. These sidewalks will include driveway repairs, ADA ramps at intersections, bus stop improvements, and drainage improvements. Rationale The Bus Stop Study of FY2008 identified deficiencies at bus stops regarding level and stable boarding. The Bus Transit Infrastructure program was started to address bus stops that were not ADA compliant and bring them up to current standards. The intent of this program was not just to make all stops in HART service area accessible to all patrons but to also realign all the stops to proper spacing, thereby improving service, and reducing vehicle wear and tear. One of HART's and the City of Tampa s goals is promote walkable communities which would increase pedestrian safety and increase ridership of HART s services with ADA access to nearby communities and HART bus stops. Funding Strategy Funding for this program is available through various Federal grants awarded to HART, including Federal Surface Transportation Program and Urbanized Area Formula Grant funds including New Freedom Funds. Ad valorem funding was allocated in FY2009 for the sidewalk projects for the City Corridor agreement. Additional funding for this program is available through Federal Section 5307 funds and annual local County and City of Tampa impact fees. Operating Budget Impacts There is no additional impact to the operating budget other than staff time to manage the project. Once complete the new landing pads would require less maintenance than the existing stops. With the removal of under utilized stops and realignment of stops that were poorly spaced, the overall reduction and better spacing of stops will reduce vehicle maintenance and improve service times. Sidewalks built under this program will be maintained by the City of Tampa once completed. Project Map / Picture Design Acquire Shelters Construction Project Activities Schedule of Activities (Funded) From To Amount FY 2012 FY 2017 $ 436, FY 2012 FY 2017 $ 621, FY 2012 FY 2017 $ 2,804, TOTAL: $ 3,862, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Existing Federal $ 1,577, $ 974, $ 159, General $ 25, Revenue SubTotal: $ 1,602, $ 974, $ 159, $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 Fed Section 5307 $ 259, $ 160, $ 143, County Imp Fees $ 20, $ 20, $ 20, $ 20, $ 20, City Impact Fees $ 20, $ 20, $ 20, $ 20, $ 20, SubTotal $ 40, $ 40, $ 299, $ 200, $ 183, Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 1,642, $ 1,014, $ 459, $ 200, $ 183, Hillsborough Transit Authority P a g e 101

111 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Ybor Office Build Out Category: Capital Facility Location: 1201 E. 7th Avenue Status: Programming and Design to be initiated on October Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated To Date $ 422, $ FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $ $ $ $ $ 422, Description and Scope The project involves completion of enhancements to the third floor of the Ybor Facility, including installation of acoustic ceilings, upgraded lighting and HVAC systems. The Ybor office third floor build out includes selective demoliton, mechanical, electrical, enhanced sound and privacy control systems, and associated finishes. Project elements include design, construction and CEI services. Rationale The current Ybor administration offices have excessive noise and privacy issues, inadequate HVAC and electrical systems, public meeting accessibility and is in need of an organized departmental layout to foster communications, access to files and common use facilities. The open ceilings in the facility presents acoustic challenges. Existing Federal grant funds have been allocated for this project. Funding Strategy Operating Budget Impacts Project Map / Picture Project Activities Design Construction Permitting Construction and Contingency Furniture Staff CA Schedule of Activities (Funded) From To Amount October 2012 October 2013 $ 24, April 2013 October 2013 $ 3, $ 359, $ 10, $ 25, TOTAL: $ 422, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal 5307 $ 422, SubTotal: $ 422, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 422, $ $ $ $ Hillsborough Transit Authority P a g e 102

112 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: 21st Avenue Administration/Operations Renovations Category: Capital Facility Location: 4305 E 21st Avenue, Tampa, FL Status: Construction work initiated in July 2011 Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 1,087, $ $ $ $ $ $ 1,087, Description and Scope Complete the renovations of the enhanced facility for administration and operations. The project includes acquisition of modular furniture to provide for efficient office layouts, secured areas for information systems, design provisions to comply with ADA guidelines and hurricane protection. The building will meet Leadership in Energy and Environmental Design (LEED) standards which will provide efficiencies in energy, water usage, enhanced air quality, recycling and sustainable materials. Rationale HART s 21st Avenue operations and administrative facility is over 40 years old and was last renovated on a large scale in the early 1980 s when HART acquired the property. Housing several administrative and operational departments, the facility is inadequate in size and configuration to serve the current needs of the organization. The project is being financed with existing federal grants. Funding Strategy Operating Budget Impacts LEED design of the renovations will reduce the utilities consumed per square foot in the Admin building, but because we are almost doubling the size of the existing building, we may see an increase in monthly utility bills. However, by increasing the office space in the admin building, HART will be able to remove Annex 1 (HART owned) and Annex 3 (HART leased) from the 21st Avenue property. By removing these annexes, we will be reducing our monthly costs by the amount of the lease. Project Map / Picture Project Activities Design/CEI Construction Furniture and Equipment Schedule of Activities (Funded) From To Amount October 2012 January 2013 $ 7, October 2012 January 2013 $ 693, October 2012 January 2013 $ 387, TOTAL: $ 1,087, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds $ 1,087, SubTotal: $ 1,087, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 1,087, $ $ $ $ Hillsborough Transit Authority P a g e 103

113 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: 21st Avenue HM/PM Building Renovations Category: Capital Facility Location: 4305 E. 21st Avenue, Tampa, FL Status: Construction contract awarded at May 2012 HART Board Meeting Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 500, $ $ $ $ $ $ 500, Description and Scope Project consists of the completion of the renovations to the HM/PM buildings at 21st Avenue. Project includes heating, ventilating and lighting upgrades as well as replacement of the existing bush wash system. The heating upgrades will consist of installation of natural gas fired, radiant tube heaters. The lighting renovations will include replacement with new more energy efficient fixtures. Rationale HART s 21st Avenue HM/PM building has no heat in bus bays and insufficient lighting. The bus wash equipment is outdated and in frequent need of repair. Because of the age of the bus wash system, there are no standard replacement parts available which prolongs the down time. The project is being funded with existing federal grants. Funding Strategy Operating Budget Impacts Project Map / Picture Construction Project Activities Schedule of Activities (Funded) From To Amount October 2012 August 2013 $ 500, TOTAL: $ 500, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds $ 500, SubTotal: $ 500, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 500, $ $ $ $ Hillsborough Transit Authority P a g e 104

114 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: CNG Fueling Station & Maintenance Facility Modifications Category: Capital Facility Location: 21st Avenue Maintenance Facility Status: Design Procurement in progress Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 2,320, $ $ $ $ $ $ 2,320, Description and Scope Construct a new HART owned and operated, compressed natural gas (CNG) compressing station with a minimum of two fastfill locations, phased expansion capabilities to accommodate CNG fleet expansion and modifications to Heavy Maintenance (HM) and Preventive Maintenance (PM) buildings and equipment for necessary safety upgrades required for regular servicing of CNG equipped vehicles. The project elements include design, construction and construction inspection services. Rationale Transitioning the fleet from diesel fuel to CNG provides operating cost and environmental benefits. CNG fuel costs approximately 20 percent less than diesel, providing ongoing operating cost savings. CNG vehicles produce lower carbon emissions than diesel fueled vehicles, resulting in enhanced environmental benefits. The project will be funded with Federal Clean Fuels Program funds. Funding Strategy Operating Budget Impacts Project Map / Picture Design/CEI Construction Project Activities Schedule of Activities (Funded) From To Amount October 2012 July 2014 $ 150, October 2013 July 2014 $ 2,170, TOTAL: $ 2,320, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds $ 125, $ 2,195, SubTotal: $ 125, $ 2,195, $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 125, $ 2,195, $ $ $ Hillsborough Transit Authority P a g e 105

115 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: 21st Avenue Countroom Renovation Category: Capital Projects Construction Location: 21st Avenue Maintenance Facility Status: Design 100% complete. Procurement in process. Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 114, $ $ $ $ $ $ 114, Description and Scope Project includes the renovation of the existing count room located in the Heavy Maintenance facility at 21st Avenue to mitigate water infiltration issues during intense rain events. The improvements include raising the floor slab and ceiling level and associated infrastructure and equipment. Also, the project includes providing a waterproof membrane on existing slab, interior and exterior surfaces of masonry walls. Rationale The facility is experiencing flooding conditions during intense rain events. This causes water infiltration in the cash counting room associated with the bus fare box collection system. The water rises over the existing floor level and seeps into the room through the door. This contributes to a continuous dampness created by the influx of water which also seeps into the surrounding wall materials and associated furniture and equipment. The project is being funded with existing federal grants. Funding Strategy Operating Budget Impacts Project Map / Picture Project Activities Rehab/Renov 21st Ave Countroom Schedule of Activities (Funded) From To Amount Sept Feb $ 114, TOTAL: $ 114, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Section 5307 $ 114, SubTotal: $ 114, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ TOTAL: $ 114, $ $ $ $ 1. Appropriated to Date: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority P a g e 106

116 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Security and Surveillance Systems Category: Capital Projects Security Location: Several HART facilities Status: Project No.: EXISTING 1 FUNDS PROGRAMMED FUNDING Appropriated to Date FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 TOTAL $ 295, $ 113, $ 113, $ 113, $ 113, $ 113, $ 861, Description and Scope Purchase and install security systems for HART facilities: security cameras at the 21 st Avenue Administration/Ops facility (exterior and interior), inventory store and University Area Transfer Center, prox cards system at the 21 st Avenue facility,upgraded lighting at HART facilities and upgraded camera and surveillance system at Ybor Station (facility and streetcar yard). Rationale Improve the quality of surveillance and security for employees, customers, and assets throughout the operational area of the Hillsborough Transit Authority and Hillsborough County. Funding Strategy Projects that are completed in FY 2013 will be funded with existing grant funds. 1% of the Section 5307 Formula Grant will be allocated for security needs in FY 2013 FY Additional security needs to be determined. Operating Budget Impacts Project Map / Picture Project Activities Security Cameras21st Ave Admin Bldg Security Lighting Upgrade Security CamerasInventory Prox Cards UATC Cameras Ybor Security Upgrades Schedule of Activities (Funded) From To Amount FY2013 FY2013 $67, FY2013 FY2013 $55, FY2013 FY2013 $25, FY2013 FY2013 $40, FY2013 FY2013 $108, FY2013 TOTAL FY2014 $101, $397, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 FEDERAL (5307) $ 295, $ 101, SubTotal: $ 295, $ 101, $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 $ 226, $ 113, $ 113, $ 113, SubTotal $ $ 226, $ 113, $ 113, $ 113, Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 1. Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ Total $ 295, $ 327, $ 113, $ 113, $ 113, Hillsborough Transit Authority P a g e 107

117 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Information Systems Software, Hardware & 3rd Party Consulting Category: Information Technology Location: HART IS Infrastructure Multiple locations Status: Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 792, $ $ $ $ $ $ 792, Description and Scope The FY 2013 expenditures are for the completion of the installation of network equipment, hardware and software to support the renovated 21st Avenue Administrations/Operations building. The installation is being undertaken by a third party contractor. Future year needs include additional hardware and software to support other agency functions and replace equipment that has reached the end of its useful life. Rationale The new network equipment will maintain continuity of information systems that support agency functions. The installation of the equipment requires specialized expertise that is not available inhouse. Funding Strategy FY 2013 expenditures would be funded by federal grants as well as ad valorem revenues. Funding for future year needs has not been identified. Operating Budget Impacts Project Map / Picture Project Activities Hardware Acquisition Hardware Acquisition Software Acquisition Staff Augumentation Schedule of Activities (Funded) From To Amount October 2012 September 2013 $ 587, October 2013 September 2014 $ 40, October 2012 September 2013 $ 124, October 2012 September 2013 $ 40, TOTAL: $ 792, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal $ 752, $ 40, SubTotal: $ 752, $ 40, $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 $ 2,623, $ 1,324, $ 966, $ 2,116, $ 1,111, SubTotal $ 2,623, $ 1,324, $ 966, $ 2,116, $ 1,111, TOTAL: $ 3,375, $ 1,365, $ 966, $ 2,116, $ 1,111, APPROPRIATED TO DATE: Existing grants and FY12 Grants (only show funding that has not been spent down by Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Funding 3. SCHEDULE OF ACTIVITIES Spend down of funding (do not include any activity that is not funded) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority P a g e 108

118 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Trapeze Upgrade Category: Capital Location: Status: Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 30, $ $ $ $ $ $ 30, Description and Scope Trapeze is the application used for the scheduling and runcutting of the fixed route and paratransit service. It also supports payroll activities. New features in the version promote greater efficiency and enhanced web application. The mapping application has not been updated since Rationale HART funds will be included in the FY 2012 Section 5307 grant as a local share. Funding Strategy Operating Budget Impacts Project Map Project Activities Trapeze Software and Installation Schedule of Activities (Funded) From To Amount FY2012 FY2012 $ 30, TOTAL: $ 30, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 HART Reserve $ 30, SubTotal: $ 30, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 30, $ $ $ $ Hillsborough Transit Authority P a g e 109

119 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: DBE Software Category: Information Systems Location: 1201 E. 7th Avenue Status: Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 51, $ $ $ $ $ 51, Description and Scope Acquisition of software that is needed to monitor and report DBE data required to fulfill the requirements of 49 CFR Part 26. System includes the set up for data tracking and reporting needs and hosting by a third party. Several software programs (3rd party hosted) can currently meet the tracking and reporting needs. Rationale Software is needed to continue properly managing the DBE program and comply with new program components, including new SBE program requirements, and to begin gathering and tracking accurate data in procurements. Existing federal funding and HART reserves. Funding Strategy Operating Budget Impacts Project Map / Picture Project Activities Acquisition of Software Schedule of Activities (Funded) From To Amount FY2013 FY2013 $ 51, TOTAL: $ 51, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal $ 39, HART Reserve $ 11, SubTotal: $ 51, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 $ SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ TOTAL: $ 51, $ $ $ $ 1. APPROPRIATED TO DATE: Existing grants and FY12 Grants (only show funding that has not been spent down by Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Funding 3. SCHEDULE OF ACTIVITIES Spend down of funding (do not include any activity that is not funded) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining Hillsborough Transit Authority P a g e 110

120 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Fleetwatch Fluid Management System Category: Location: 4305 E 21st Avenue, Tampa, FL Status: Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 235, $ $ $ $ $ $ 235, Upgrade Fleetwatch Fluid Management System. Description and Scope Rationale The Fleetwatch system has passed its useful life and needs to be upgraded to ensure accurate tracking of mileage and fluid consumption. The Fleetwatch system provides mileage, fuel and fluid consumption to the Maintenance Management Information System which is critical for the maintenance program implementation and fluid budgeting. Existing federal grants are funding this project. Funding Strategy Operating Budget Impacts Failures of the computer system and hubometers on the buses will continue to add material cost for replacement of components and will cost additional labor for offsite fueling along with increased fuel cost from paying noncontract pump prices for diesel. Project Project Activities Fuel Management System Schedule of Activities (Funded) From To Amount FY2013 FY2013 $ 235, TOTAL: $ 235, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal Funds $ 235, SubTotal: $ 235, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 235, $ $ $ $ Hillsborough Transit Authority P a g e 111

121 Hillsborough Transit Authority FY 2013 thru 2017 Adopted Capital Improvement Program Project Name: Android Tablets Category: Service Planning Location: Status: Project No.: EXISTING FUNDING PROGRAMMED FUNDING TOTAL FUNDING Appropriated FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 To Date $ 3, $ $ $ $ $ 3, Description and Scope Five (5) Android 3.2 Tablets will be purchased to replace the current PDA s used to collect onboard ride check data by the Planning Aides (Route Surveyors). The current PDA s are 4+ years old and experiencing significant problems and are no longer readily available on the market. Rationale The new version of Trapeze which HART will be upgrading to (version 12) supports Android 3.2 tablets and no longer supports PDA s. The project is being funded with existing federal grants. Funding Strategy Operating Budget Impacts Project Map / Picture Project Activities Android 3.2 Tablets (5) Schedule of Activities (Funded) From To Amount FY2012 FY2013 $ 3, TOTAL: $ 3, Means of Financing (Projected Spend Down By Year) Existing Funding Grant FY13 FY14 FY15 FY16 FY17 Federal $ 3, SubTotal: $ 3, $ $ $ $ Programmed Funding Grant FY13 FY14 FY15 FY16 FY17 SubTotal $ $ $ $ $ Unfunded Grant FY13 FY14 FY15 FY16 FY17 1. Existing Funding: Existing grants and FY12 Grants (Excludes funding spent before Sept. 30, 2012) 2. PROGRAMMED FUNDING: FY13 FY17 Anticipated Activities 3. SCHEDULE OF ACTIVITIES Spend down of funding (Excludes unfunded activities) 4. MEANS OF FINANCING: a. Existing Funding FY12 and Existing Grants b. Programmed Funding Anticipated Funding c. Unfunded Anything remaining SubTotal $ $ $ $ $ TOTAL: $ 3, $ $ $ $ Hillsborough Transit Authority P a g e 112

122 CAPITAL IMPROVEMENT PROJECTS UNFUNDED PROJECTS FY2011 TO FY2017 FY2011 Actual FY2012 Budget FY2013 Adopted FY2014 Planned FY2015 Projected FY2016 Projected FY2017 Projected Revenue Vehicles $0 $0 $0 $10,598,792 $0 $7,672,100 Non Revenue Vehicles $257,600 $0 $200,400 $271,200 $218,000 $188,100 Capital Maintenance $0 $0 $0 $62,600 $0 $0 Facility Maintenance $0 $187,200 $206,200 $205,000 $180,500 $99,000 Streetcar Maintenance $0 $0 $0 $0 $3,656 $150,000 MetroRapid NorthSouth $0 $0 $0 $0 $0 $0 MetroRapid EastWest $0 $0 $0 $0 $0 $0 Marion Transit Center $0 $0 $0 $0 $0 $0 Park and Ride Leases $0 $0 $0 $0 $0 $0 Basic Transit $97,750 $0 $0 $0 $0 $0 Infrastructure Fletcher Park and Ride $0 $0 $0 $0 $0 $0 Transit Signal Priority $0 $0 $0 $0 $0 $0 Ybor Build Out $0 $0 $0 $0 $0 $0 21st Ave Operations $0 $0 $0 $0 $0 $0 Renovations 21st Ave Maintenance $0 $0 $0 $0 $0 $0 Renovations CNG Fueling Station $0 $0 $0 $0 $0 $0 Count Room $0 $0 $0 $0 $0 $0 Security Projects $0 $0 $0 $0 $0 $0 Information Systems $2,431,400 $2,623,500 $1,324,887 $966,329 $2,116,186 $1,111,057 Trapeze Upgrade $0 $0 $0 $0 $0 $0 DBE Software $0 $0 $0 $0 $0 $0 Fleetwatch Upgrade $0 $0 $0 $0 $0 $0 Brandon Park and Ride $0 $0 $0 $0 $0 $0 Tampa Airport Transit $0 $0 $0 $0 $0 $0 Center Yukon Transit Center $0 $0 $0 $0 $0 $0 Other Passenger Facilities $0 $0 $0 $0 $0 $0 Planning Studies $10,300,000 $0 $0 $0 $0 $0 Undesignated $0 $0 $0 $0 $0 $0 Improvements Total Unfunded Projects $13,086,750 $2,810,700 $1,731,487 $12,103,921 $2,518,342 $9,220,257 Total Project Costs $10,699,437 $53,174,442 $42,323,548 $11,890,053 $18,902,979 $3,347,359 $17,908,465 Hillsborough Transit Authority P a g e 113

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124 HILLSBOROUGH COUNTY DEMOGRAPHICS Hillsborough Transit Authority P a g e 114

125 HILLSBOROUGH COUNTY POPULATION BY YEAR 1950 TO 2011 Year Population % Increase , % , % , % , % , % , % ,021, % ,049, % ,078, % ,109, % ,139, % ,172, % ,204, % ,224, % ,234, % ,229, % ,238, % Source: Hillsborough County Comprehensive Annual Financial Report FY2011 Hillsborough Transit Authority P a g e 115

126 HILLSBOROUGH COUNTY, FLORIDA DEMOGRAPHIC AND ECONOMIC STATISTICS FY1997 TO FY2011 Personal Income (per Public High School Graduation Total Public School Enrollment Year Population Median Age Unemployment Rate Personal Income (millions) capita) Rate , % $22,730 $24, , , % $24,754 $25, , , % $26,483 $26, , , % $28,646 $28, , ,021, % $29,829 $29, , ,049, % $31,151 $29, , ,078, % $31,933 $29, , ,109, % $34,849 $31, , ,139, % $37,379 $33, , ,172, % $42,675 $36, , ,204, % $44,020 $37, , ,224, % $44,583 $37, , ,234, % $45,511 $38, , ,229, % $0 $ , ,238, % $0 $0 Source: Hillsborough County Comprehensive Annual Financial Report FY2011 Hillsborough Transit Authority P a g e 116

127 Hillsborough Transit Authority P a g e 117

128 HILLSBOROUGH COUNTY, FLORIDA EMPLOYMENT BY INDUSTRY *2007 Employees 2008 Employees 2009 Employees 2010 Employees Rank Education and Health Services 68, , , ,591 1 Transportation, Utilities & Trade 126, , , ,119 2 Professional and Business Services 172, , , ,815 3 Leisure and Hospitality 59,322 61,960 61,313 61,307 4 Financial Activities 61,341 58,762 55,693 52,078 5 Public Administration / Government 79,148 27,040 26,868 26,714 6 Construction 42,251 38,171 30,025 26,184 7 Manufacturing 32,069 28,611 24,679 22,833 8 Information 22,554 20,587 18,353 17,188 9 Other Services 21,913 17,666 15,281 15, Natural Resources and Mining 13,064 12,030 12,513 11, Total 699, , , ,386 Source: The Hillsborough County CityCounty Planning Commission * 2007 Does not include Self Employed and Unpaid Family Workers Hillsborough Transit Authority P a g e 118

129 HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL EMPLOYERS Employer 2008 Employees 2009 Employees 2010 Employees 2011 Employees Rank Hillsborough County School District 24,692 25,596 24,700 29,603 1 MacDill Air Force Base 6,656 6,734 13,300 15,485 2 Hillsborough County Government 10,442 10,194 9,930 9,328 3 Verizon Communications Corp 7,000 7,850 7,458 9,065 4 University of South Florida 6,000 8,600 6,151 8,353 5 Tampa International Airport 7,500 7,500 7,500 8,060 6 Tampa General Hospital 5,842 6,020 6,020 6,900 7 Publix Food Centers 4,984 5,714 5,823 5,823 8 St. Joseph Hospital 4,273 3,770 4,437 4,400 9 City of Tampa 4,502 4,154 4,240 4, Total of Top Ten Employers 81,891 86,132 89, ,291 Source: Hillsborough County Comprehensive Annual Financial Report Tampa Chamber of Commerce Hillsborough Transit Authority P a g e 119

130 HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL TAXPAYERS (in millions of dollars) Taxpayers FY2008 Taxes Levied FY2009 Taxes Levied FY2010 Taxes Levied FY2011 Taxes Levied Rank Tampa Electric Company $31,181 $32,380 $34,683 $34,700 1 Verizon Communications Inc. $25,857 $26,455 $17,657 $17,700 2 Hillsborough County Aviation Authority $12,008 $11,040 $9,855 $9,900 3 Mosaic Company $8,101 $4,206 $6,459 $6,500 4 Camden Operating LP $5,759 $6,475 $5,539 $5,500 5 Liberty Property $5,286 $4,913 $4,607 $4,600 6 Post Apartment Homes LP $5,245 $4,585 $4,288 $4,300 7 WalMart $4,309 $4,048 $4,275 $4,300 8 Highwoods/Florida Holdings LP $6,455 $4,391 $4,156 $4,200 9 Brighthouse Network $0 $3,432 $3,771 $3, Total of Top Ten Taxpayers $104,200 $101,925 $95,290 $95,500 Source: Hillsborough County Tax Collector Hillsborough Transit Authority P a g e 120

131 HILLSBOROUGH COUNTY, FLORIDA PROPERTY TAX LEVIES AND COLLECTIONS (in millions of dollars) Taxes Levied for the Fiscal Year Collected Within the Fiscal Year of the Levy Collections in Subsequent Years Fiscal Year Tax Year Total Collections to Date $319,628 $316, % $864 $317, % $342,837 $338, % $935 $339, % $370,500 $365, % $1,060 $366, % $396,193 $388, % $980 $389, % $429,559 $422, % $2,887 $425, % $482,663 $474, % $2,797 $477, % $508,616 $500, % $644 $501, % $553,131 $547, % $1,227 $548, % $614,133 $608, % $2,232 $610, % $701,730 $696, % $802 $697, % $814,609 $808, % $618 $809, % $801,724 $795, % $1,321 $796, % $757,541 $745, % $1,483 $746, % $660,228 $648, % $1,529 $650, % $588,376 $576, % $3,048 $579, % Hillsborough Transit Authority P a g e 121

132 HILLSBOROUGH COUNTY, FLORIDA TAXABLE ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY FY1996 TO FY2011 (in millions of dollars) Estimated Actual Value Exemptions Assessed Value HART Year Real Property Personal Property Real Property Personal Property Real Property Personal Property Millage Rate 1996 $32,970 $6,890 $10,780 $1,980 $22,190 $4, $35,280 $7,160 $11,260 $1,910 $24,020 $5, $38,340 $7,480 $12,080 $1,920 $26,260 $5, $41,380 $7,810 $12,660 $1,930 $28,720 $5, $42,400 $7,280 $10,700 $1,180 $31,700 $6, $48,160 $7,530 $11,790 $1,190 $36,370 $6, $52,952 $7,438 $13,094 $1,171 $39,858 $6, $57,521 $7,479 $13,761 $1,146 $43,760 $6, $63,183 $8,011 $14,398 $1,281 $48,785 $6, $73,192 $8,643 $15,972 $1,549 $57,220 $7, $88,280 $8,774 $17,445 $1,455 $70,835 $7, $97,915 $8,988 $17,866 $1,432 $80,049 $7, $100,896 $9,120 $24,489 $1,905 $76,407 $7, $88,961 $9,195 $23,168 $1,899 $65,793 $7, $79,075 $9,227 $21,393 $2,106 $57,682 $7, $75,837 $8,925 $20,676 $2,077 $55,161 $6, Source: Hillsborough County Property Appraiser Hillsborough Transit Authority P a g e 122

133 HART FINANCIAL STATISTICS Hillsborough Transit Authority P a g e 123

134 CHANGES IN NET ASSETS/FUND EQUITY FY2002 TO FY2006 FY2002 Actual FY2003 Actual FY2004 Actual FY2005 Actual FY2006 Actual Operating revenues: Passenger fares $6,308,685 $7,167,522 $8,080,287 $9,054,930 $10,348,320 Advertising $170,833 $242,167 $343,821 $463,110 $482,917 Total Operating Revenues $6,479,518 $7,409,689 $8,424,108 $9,518,040 $10,831,237 Operating expenses: Salaries $15,297,839 $16,563,410 $18,140,615 $22,092,721 $23,631,683 Payroll Taxes, Fringes & Work Comp $4,021,481 $4,815,278 $6,899,164 $9,442,857 $10,941,290 Fuel and Lubricants $1,668,579 $1,627,750 $2,022,337 $3,515,541 $4,200,877 Parts and Supplies $1,612,760 $1,645,891 $1,819,765 $2,805,589 $3,031,564 Contracted services $3,379,722 $4,354,562 $4,483,635 $2,279,214 $2,673,728 Insurance $1,837,682 $1,374,196 $2,663,215 $1,949,227 $1,225,591 Utilities $423,071 $546,780 $570,692 $601,353 $674,603 Marketing and Promotions $622,672 $868,880 $642,438 $843,638 $735,051 Other Expenses $1,182,733 $1,131,925 $1,537,634 $1,628,148 $1,747,392 Operating Expenditures Reimbursed by Grants $1,443,775 $3,344,976 $3,211,740 $1,414,518 $2,473,473 Total Operating Expenses $31,490,314 $36,273,648 $41,991,235 $46,572,806 $51,335,252 Operating (Loss) Before Depreciation ($25,010,796) ($28,863,959) ($33,567,127) ($37,054,766) ($40,504,015) Depreciation $6,597,718 $7,741,655 $7,641,164 $7,400,882 $7,791,245 Operating (Loss) ($31,608,514) ($36,605,614) ($41,208,291) ($44,455,648) ($48,295,260) NonOperating Revenues: Federal $1,142,205 $3,569,651 $2,694,133 $5,385,927 $4,564,443 State $3,505,580 $3,523,230 $3,600,063 $3,574,740 $3,455,026 Local $761,197 $1,059,157 $1,832,989 $2,924,821 $1,509,868 Property Tax Proceeds, Net $19,604,163 $21,124,567 $23,180,746 $25,740,799 $29,813,313 Interest Income $149,751 $153,425 $171,635 $498,345 $1,161,011 Other Income $726,706 $398,378 $324,389 $286,833 $431,255 Sale of Land $829,800 $0 $0 $0 $0 Fund Balance $0 $0 $0 $0 $0 Total NonOperating Revenues $26,719,402 $29,828,408 $31,803,955 $38,411,465 $40,934,916 (Loss) Before Capital Grants ($4,889,112) ($6,777,206) ($9,404,336) ($6,044,183) ($7,360,344) Capital Grant Revenues: Federal $20,930,833 $19,957,940 $9,618,018 $5,116,600 $12,515,084 State $3,211,733 $3,103,855 $193,503 $968,857 $226,236 Local $881,100 $511,265 $300,805 $750,337 $924,981 Total Capital Grants $25,023,666 $23,573,060 $10,112,326 $6,835,794 $13,666,301 Increase (Decrease) in Net Assets $20,134,554 $16,795,854 $707,990 $791,611 $6,305,957 Net Assets, Beginning of the Year $65,254,841 $85,389,395 $102,185,249 $102,893,239 $103,684,850 Net Assets, End of the Year $85,389,395 $102,185,249 $102,893,239 $103,684,850 $109,990,807 Hillsborough Transit Authority P a g e 124

135 CHANGES IN NET ASSETS/FUND EQUITY FY2007 TO FY2011 FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual Operating revenues: Passenger fares $10,759,422 $12,127,912 $12,197,462 $12,409,955 $13,373,978 Advertising $532,250 $554,270 $591,970 $724,964 $718,919 Total Operating Revenues $11,291,672 $12,682,182 $12,789,432 $13,134,919 $14,092,897 Operating expenses: Salaries $26,048,272 $25,831,068 $27,331,650 $28,976,002 $28,472,681 Payroll Taxes, Fringes & Work Comp $11,149,153 $11,961,942 $14,150,767 $14,875,779 $14,616,889 Fuel and Lubricants $4,875,594 $5,294,121 $6,422,888 $5,332,088 $6,240,003 Parts and Supplies $3,594,222 $3,532,298 $3,638,090 $3,543,504 $2,870,170 Contracted services $2,953,046 $2,851,526 $3,174,271 $3,296,307 $3,492,770 Insurance $2,319,310 $3,136,144 $1,958,376 $2,310,511 $2,267,192 Utilities $732,533 $887,666 $1,027,030 $756,763 $701,272 Marketing and Promotions $841,890 $666,462 $1,027,373 $713,228 $524,863 Other Expenses $1,982,014 $1,727,176 $2,291,431 $1,463,051 $1,234,572 Operating Expenditures Reimbursed by Grants $1,505,948 $1,079,616 $3,737,612 $3,865,188 $3,607,225 Total Operating Expenses $56,001,982 $56,968,019 $64,759,488 $65,132,421 $64,027,637 Operating (Loss) Before Depreciation ($44,710,310) ($44,285,837) ($51,970,056) ($51,997,502) ($49,934,740) Depreciation $8,144,251 $9,335,084 $11,482,036 $13,394,583 $12,862,670 Operating (Loss) ($52,854,561) ($53,620,921) ($63,452,092) ($65,392,085) ($62,797,410) NonOperating Revenues: Federal $4,226,858 $4,445,445 $8,922,111 $8,566,909 $11,314,093 State $3,569,393 $3,694,543 $3,669,407 $3,937,879 $4,065,891 Local $1,784,338 $1,475,375 $1,257,145 $1,365,858 $1,281,761 Property Tax Proceeds, Net $36,423,195 $36,586,961 $34,723,204 $31,028,970 $27,701,558 Interest Income $1,588,849 $736,964 $86,189 $290,111 $136,840 Other Income $596,645 $583,170 $253,357 $576,924 $338,586 Sale of Land $0 $0 $0 $0 $0 Fund Balance $0 $0 $0 $0 $0 Total NonOperating Revenues $48,189,278 $47,522,458 $48,911,413 $45,766,651 $44,838,729 (Loss) Before Capital Grants ($4,665,283) ($6,098,463) ($14,540,679) ($19,625,434) ($17,958,681) Capital Grant Revenues: Federal $14,479,395 $13,486,392 $16,746,036 $19,717,043 $7,145,036 State $276,133 $424,348 $170 $38,139 $313,277 Local $961,972 ($2,083) $3,167,964 $640,624 $2,520,963 Total Capital Grants $15,717,500 $13,908,657 $19,914,170 $20,395,806 $9,979,276 Increase (Decrease) in Net Assets $11,052,217 $7,810,194 $5,373,491 $770,372 ($7,979,405) Net Assets, Beginning of the Year $109,990,807 $121,043,024 $128,853,218 $134,226,709 $134,997,081 Net Assets, End of the Year $121,043,024 $128,853,218 $134,226,709 $134,997,081 $127,017,676 Hillsborough Transit Authority P a g e 125

136 NET ASSETS BY COMPONENT FY2002 TO FY2006 FY2002 FY2003 FY2004 FY2005 FY2006 Business Type Activities Invested in Capital Assets $80,806,942 $93,735,491 $91,953,546 $91,029,537 $94,438,179 Unrestricted $4,582,453 $8,449,758 $10,939,693 $12,655,313 $15,552,628 Total Net Assets $85,389,395 $102,185,249 $102,893,239 $103,684,850 $109,990,807 NET ASSETS BY COMPONENT FY2007 TO FY2011 FY2007 FY2008 FY2009 FY2010 FY2011 Business Type Activities Invested in Capital Assets $100,884,345 $105,544,503 $108,873,525 $112,522,829 $106,688,130 Unrestricted $20,158,679 $23,308,715 $25,353,184 $22,474,252 $20,329,546 Total Net Assets $121,043,024 $128,853,218 $134,226,709 $134,997,081 $127,017,676 NOTES: (1) FY2002 Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. Hillsborough Transit Authority P a g e 126

137 REVENUES BY FUNCTION/PROGRAM FY2002 TO FY2006 FY2002 Actual FY2003 Actual FY2004 Actual FY2005 Actual FY2006 Actual FARES $6,308,685 $7,167,522 $8,080,287 $9,054,930 $10,348,320 PROPERTY TAX $19,604,163 $21,124,567 $23,180,746 $25,740,799 $29,813,313 FEDERAL ASSISTANCE $1,142,205 $3,569,651 $2,694,133 $5,385,927 $4,564,443 STATE ASSISTANCE $3,505,580 $3,523,230 $3,600,063 $3,574,740 $3,455,026 LOCAL ASSISTANCE $761,197 $1,059,157 $1,832,989 $2,924,821 $1,509,868 SUBTOTAL OPERATING ASSISTANCE $5,408,982 $8,152,038 $8,127,185 $11,885,488 $9,529,337 ADVERTISING $170,833 $242,167 $343,821 $463,110 $482,917 INTEREST INCOME $149,751 $75,878 $112,909 $498,345 $1,161,011 OTHER INCOME $1,556,506 $475,925 $383,115 $286,833 $431,255 SUBTOTAL OTHER REVENUES $1,877,090 $793,970 $839,845 $1,248,288 $2,075,183 SUBTOTAL OPERATING $33,198,920 $37,238,097 $40,228,063 $47,929,505 $51,766,153 FEDERAL CAPITAL $20,930,833 $19,957,940 $9,618,018 $5,116,600 $12,515,084 STATE CAPITAL $3,211,733 $3,103,855 $193,503 $968,857 $226,236 LOCAL CAPITAL $881,199 $511,265 $300,805 $750,337 $924,981 OTHER CAPITAL $0 $0 $0 $0 $0 SUBTOTAL CAPITAL $25,023,666 $23,573,060 $10,112,326 $6,835,794 $13,666,301 GRAND TOTAL $58,222,586 $60,811,157 $50,340,389 $54,765,299 $65,432,454 REVENUES BY FUNCTION/PROGRAM FY2007 TO FY2011 FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual FARES $10,759,421 $12,127,912 $12,197,462 $12,409,955 $13,373,976 PROPERTY TAX $36,423,195 $36,586,961 $34,723,204 $31,028,970 $27,701,559 FEDERAL ASSISTANCE $4,226,858 $4,445,445 $8,922,111 $8,566,909 $11,314,094 STATE ASSISTANCE $3,569,393 $3,694,543 $3,669,407 $3,937,879 $4,065,891 LOCAL ASSISTANCE $1,784,338 $1,475,375 $1,257,145 $1,365,858 $1,281,761 SUBTOTAL OPERATING ASSISTANCE $9,580,589 $9,615,363 $13,848,663 $13,870,646 $16,661,746 ADVERTISING $532,250 $554,270 $591,970 $724,964 $718,919 INTEREST INCOME $1,588,849 $736,964 $86,189 $290,111 $136,840 OTHER INCOME $596,645 $583,170 $253,357 $576,924 $338,586 SUBTOTAL OTHER REVENUES $2,717,744 $1,874,404 $931,516 $1,591,999 $1,194,345 SUBTOTAL OPERATING $59,480,949 $60,204,640 $61,700,845 $58,901,570 $58,931,626 FEDERAL CAPITAL $14,479,394 $13,486,392 $16,746,036 $19,717,043 $7,145,036 STATE CAPITAL $276,133 $424,348 $170 $38,139 $313,277 LOCAL CAPITAL $961,973 ($2,083) $3,167,964 $640,624 $2,520,963 OTHER CAPITAL $0 $0 $0 $0 $0 SUBTOTAL CAPITAL $15,717,500 $13,908,657 $19,914,170 $20,395,806 $9,979,276 GRAND TOTAL $75,198,449 $74,113,297 $81,615,015 $79,297,376 $68,910,902 NOTES: (1) FY2002 through FY1998 Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) Change in presentation of Other Capital consistent with Enterprise Fund reporting. (4) FY2002 restated in FY2003 audited financials consistent with GASB Statement No. 34. Hillsborough Transit Authority P a g e 127

138 Hillsborough Transit Authority P a g e 128

139 PROPERTY TAX REVENUE BY YEAR BUS AND PARATRANSIT ONLY FY2002 TO FY2011 Bus and Year Property Tax Dollars Percent Change Paratransit Revenue Percent of Total Millage FY2002 $19,604, % $27,729, % FY2003 $21,124, % $29,456, % FY2004 $23,180, % $36,060, % FY2005 $25,740, % $44,895, % FY2006 $29,813, % $49,433, % FY2007 $36,423, % $57,028, % FY2008 $36,586, % $57,861, % FY2009 $34,723, % $60,096, % FY2010 $31,028, % $60,415, % FY2011 $27,701, % $56,875, % Hillsborough Transit Authority P a g e 129

140 Bus Advertising Revenues ADVERTISING REVENUE Total Advertising Revenues % of Shelter % of Year Change Revenues Change FY2003 Actual $242, % $0 0.0% $242,167 FY2004 Actual $343, % $0 0.0% $343,821 FY2005 Actual $463, % $0 0.0% $463,110 FY2006 Actual $482, % $0 0.0% $482,917 FY2007 Actual $532, % $0 0.0% $532,250 FY2008 Actual $554, % $0 0.0% $554,270 FY2009 Actual $526, % $65, % $591,970 FY2010 Actual $599, % $125, % $724,964 FY2011 Actual $588, % $130, % $718,919 Hillsborough Transit Authority P a g e 130

141 EXPENSES BY FUNCTION/PROGRAM FY2002 TO FY2006 FY2002 Actual FY2003 Actual FY2004 Actual FY2005 Actual FY2006 Actual BUS OPERATIONS $14,548,313 $13,263,183 $14,683,663 $19,300,230 $19,126,750 VEHICLE & FACILITIES MAINTENANCE $6,556,789 $6,958,330 $7,499,606 $9,294,416 $10,192,485 ADMINISTRATION & OTHER $7,301,638 $9,690,729 $13,691,923 $13,173,813 $15,517,268 PARATRANSIT OPERATIONS $1, $1,137,757 $1,314,344 $1,741,080 $2,077,806 STREETCAR OPERATIONS $256,463 $1,878,673 $1,589,960 $1,648,749 $1,947,470 OPER EXP REIMBURSED BY GRANTS $1, $3,344,976 $3,211,740 $1,414,518 $2,473,473 OPERATING EXPENSE BEFORE DEPRECIATION $31,490,314 $36,273,648 $41,991,235 $46,572,806 $51,335,252 DEPRECIATION $6,597,718 $7,741,655 $7,641,164 $7,400,882 $7,791,245 TOTAL OPERATING EXPENSE $38,088,032 $44,015,303 $49,632,399 $53,973,688 $59,126,497 EXPENSES BY FUNCTION/PROGRAM FY2007 TO FY2011 FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual BUS OPERATIONS $23,618,322 $24,594,741 $28,894,299 $29,165,141 $29,595,224 VEHICLE & FACILITIES MAINTENANCE $10,633,951 $10,756,591 $11,675,248 $12,090,470 $11,089,856 ADMINISTRATION & OTHER $15,681,100 $15,422,058 $15,333,861 $14,305,866 $13,763,729 PARATRANSIT OPERATIONS $2,520,759 $2,996,917 $3,121,805 $3,712,329 $4,096,459 STREETCAR OPERATIONS $2,041,902 $2,118,096 $1,996,663 $1,993,427 $1,875,144 OPER EXP REIMBURSED BY GRANTS $1,505,948 $1,079,616 $3,737,612 $3,865,188 $3,607,225 OPERATING EXPENSE BEFORE DEPRECIATION $56,001,982 $56,968,019 $64,759,488 $65,132,421 $64,027,637 DEPRECIATION $8,144,250 $9,335,084 $11,482,036 $13,394,583 $12,862,670 TOTAL OPERATING EXPENSE $64,146,232 $66,303,103 $76,241,524 $78,527,004 $76,890,307 NOTES: (1) FY2002 through FY1997 Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) Other Expenses includes FTA Ineligibles, Risk Management Funds and Operating Expenses reimbursed by Capital Grants. (4) In FY2005, the Authority changed it's accounting practice of recording operating expenditures reimbursed by grants as a contraaccount to expense. The impact of this change is reflected in Other Expenses. Hillsborough Transit Authority P a g e 131

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143 TAX INCREMENT FINANCE PAYMENTS FY1984 TO FY2011 Year Amount % of Change FY1984 Actual $0 0.00% FY1985 Actual $11, % FY1986 Actual $38, % FY1987 Actual $56, % FY1988 Actual $73, % FY1989 Actual $121, % FY1990 Actual $120, % FY1991 Actual $115, % FY1992 Actual $103, % FY1993 Actual $104, % FY1994 Actual $105, % FY1995 Actual $100, % FY1996 Actual $94, % FY1997 Actual $94, % FY1998 Actual $118, % FY1999 Actual $135, % FY2000 Actual $184, % FY2001 Actual $207, % FY2002 Actual $262, % FY2003 Actual $292, % FY2004 Actual $312, % FY2005 Actual $340, % FY2006 Actual $341, % FY2007 Actual $452, % FY2008 Actual $510, % FY2009 Actual $571, % FY2010 Actual $480, % FY2011 Actual $407, % Hillsborough Transit Authority P a g e 133

144 13(C) Back Pension Payment FY2002 to FY2011 Year Amount % of Change FY2002 Actual $146, % FY2003 Actual $143, % FY2004 Actual $133, % FY2005 Actual $125, % FY2006 Actual $125, % FY2007 Actual $127, % FY2008 Actual $129, % FY2009 Actual $126, % FY2010 Actual $125, % FY2011 Actual $112, % Hillsborough Transit Authority P a g e 134

145 HART SERVICE STATISTICS Hillsborough Transit Authority P a g e 135

146 TREND OF STATISTICS AND FINANCIAL ACTIVITY BUS SERVICE FY2004 Actual FY2005 Actual FY2006 Actual FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual STATISTICS Total Miles 7,151,387 7,463,093 7,897,748 8,333,516 8,037,598 8,449,218 8,773,546 8,830,998 Revenue Miles 6,396,699 6,716,394 6,875,484 7,393,632 7,108,885 7,421,599 7,737,640 7,789,008 Total Hours 550, , , , , , , ,135 Revenue Hours 514, , , , , , , ,417 Vehicle Trips 478, , , , , , , ,687 Ridership 8,884,566 10,040,492 10,697,621 11,147,660 12,044,758 11,638,548 12,270,211 13,351,052 Positions REVENUES Fares $7,520,735 $8,467,030 $9,623,293 $9,896,046 $11,203,410 $11,277,703 $11,540,267 $12,450,521 Ad Valorem $22,774,746 $24,935,399 $28,785,900 $34,980,211 $34,783,461 $33,948,291 $29,983,864 $25,078,102 Grants $6,092,360 $9,782,041 $7,317,789 $7,121,161 $7,203,373 $10,235,930 $10,562,407 $14,062,336 Other $837,032 $1,231,916 $2,069,952 $2,690,621 $1,874,404 $919,153 $1,587,197 $1,187,695 Total Revenue $37,224,873 $44,416,387 $47,796,934 $54,688,039 $55,064,648 $56,381,077 $53,673,735 $52,778,654 EXPENSES Total Expenses $39,086,932 $43,182,977 $47,309,976 $51,439,321 $51,853,006 $59,641,020 $59,426,665 $58,056,039 KEY OPERATING INDICATORS Operating Cost per Total Mile $5.47 $5.79 $5.99 $6.17 $6.45 $7.06 $6.77 $6.57 Operating Cost per Revenue Mile $6.11 $6.43 $6.88 $6.96 $7.29 $8.04 $7.68 $7.45 Passengers per Revenue Mile Operating Cost per Passenger $4.40 $4.30 $4.42 $4.61 $4.31 $5.12 $4.84 $4.35 Fares Per Rider $0.85 $0.84 $0.90 $0.89 $0.93 $0.97 $0.94 $0.93 Percentage of Operating Cost Recovered from Passenger Revenues 19.2% 19.6% 20.3% 19.2% 21.6% 18.9% 19.4% 21.4% Hillsborough Transit Authority P a g e 136

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148 TREND OF STATISTICS AND FINANCIAL ACTIVITY PARATRANSIT SERVICE FY2004 Actual FY2005 Actual FY2006 Actual STATISTICS FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual Total Miles 625, , , ,038 1,235,785 1,217,037 1,299,813 1,407,700 Revenue Miles 519, , , ,853 1,063,657 1,003,087 1,104,180 1,218,100 Total Hours 40,246 48,060 53,060 62,475 77,484 80,837 88,070 95,666 Revenue Hours 33,052 41,190 46,346 55,957 64,182 66,180 69,837 77,565 Vehicle Trips 36,634 42,075 58,101 75,063 92,363 88,788 92, ,800 Ridership 40,158 49,277 63,165 82, ,426 97, , ,077 Positions REVENUES Fares $111,464 $135,997 $185,182 $255,952 $294,202 $275,331 $301,398 $314,275 Ad Valorem $406,000 $805,400 $1,027,413 $1,442,984 $1,803,500 $774,913 $1,045,106 $2,623,457 Grants $800,000 $800,000 $800,000 $821,823 $834,372 $2,251,980 $1,871,381 $1,158,469 Other $0 $0 $0 $0 $0 $0 $1,501 $253 Total Revenue $1,317,464 $1,741,397 $2,012,595 $2,520,759 $2,932,074 $3,302,224 $3,219,386 $4,096,454 EXPENSES Total Expenses $1,314,344 $1,741,080 $2,077,806 $2,520,759 $2,996,917 $3,121,805 $3,712,329 $4,096,454 KEY OPERATING INDICATORS Operating Cost per Total Mile $2.10 $2.47 $2.41 $2.53 $2.43 $2.57 $2.86 $2.91 Operating Cost per Revenue Mile $2.53 $2.96 $2.86 $2.87 $2.82 $3.11 $3.36 $3.36 Passengers per Revenue Mile Operating Cost per Passenger $32.73 $35.33 $32.89 $30.58 $29.55 $32.17 $35.57 $33.28 Fares Per Rider $2.78 $2.76 $2.93 $3.10 $2.90 $2.84 $2.89 $2.55 Percentage of Operating Cost Recovered from Passenger Revenues 8.5% 7.8% 8.9% 10.2% 9.8% 8.8% 8.1% 7.7% Hillsborough Transit Authority P a g e 138

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150 TREND OF STATISTICS AND FINANCIAL ACTIVITY STREETCAR SERVICE FY2004 Actual FY2005 Actual FY2006 Actual STATISTICS FY2007 Actual FY2008 Actual FY2009 Actual FY2010 Actual FY2011 Actual Total Miles 84,146 84,944 88,334 88,663 82,032 74,913 71,411 76,598 Revenue Miles 52,931 83,709 87,496 87,147 81,856 74,604 71,395 76,471 Total Hours 17,731 17,833 18,290 18,252 16,209 14,650 13,919 14,463 Revenue Hours 17,481 17,580 18,016 17,985 16,090 14,572 13,845 14,385 Vehicle Trips 36,586 36,928 37,430 37,296 36,445 33,053 31,570 30,921 Ridership 425, , , , , , , ,808 Positions REVENUES Fares $448,089 $451,903 $539,845 $607,423 $630,300 $644,428 $568,291 $609,180 Ad Valorem $0 $0 $0 $0 $0 $0 $0 $0 Grants $1,234,825 $1,303,447 $1,411,549 $1,637,605 $1,577,618 $1,360,753 $1,436,858 $1,440,941 Other $2,813 $16,371 $5,230 $27,123 $12,363 $3,300 $6,397 Total Revenue $1,685,726 $1,771,721 $1,956,624 $2,272,151 $2,207,918 $2,017,544 $2,008,449 $2,056,518 EXPENSES Total Expenses $1,589,960 $1,648,749 $1,947,470 $2,041,902 $2,118,096 $1,996,663 $1,993,427 $1,875,144 KEY OPERATING INDICATORS Operating Cost per Total Mile $18.90 $19.41 $22.05 $23.03 $25.82 $26.65 $27.91 $24.48 Operating Cost per Revenue Mile $30.04 $19.70 $22.26 $23.43 $25.88 $26.76 $27.92 $24.52 Passengers per Revenue Mile Operating Cost per Passenger $3.74 $3.79 $5.00 $4.67 $4.81 $4.32 $4.90 $5.11 Fares Per Rider $1.05 $1.04 $1.39 $1.39 $1.43 $1.39 $1.40 $1.66 Percentage of Operating Cost Recovered from Passenger Revenues 28.2% 27.4% 27.7% 29.7% 29.8% 32.3% 28.5% 32.5% Hillsborough Transit Authority P a g e 140

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153 GLOSSARY Accessible Ad Valorem Taxes Accrual Basis ADA Biennial Budget Bond Budget Bus Rapid Transit (BRT) Capital Budget Capital Expense Capital Grant As defined by FTA, a site, building, facility, or portion thereof that complies with defined standards and that can be approached, entered, and used by persons with disabilities. Property taxes computed by applying the approved millage rate to the taxable assessed value of real or personal property. A method of accounting that recognizes increases and decreases in economic resources as soon as the underlying event or transaction occurs. Under accrual accounting, revenues are recognized as soon as they are earned and expenses are recognized as soon as a liability is incurred, regardless of the timing of related cash flows. The Americans with Disabilities Act of This federal act requires many changes to ensure that people with disabilities have access to jobs, public accommodations, telecommunications, and public services, including public transit. Examples of these changes include mandating that all new buses and rail lines be wheelchair accessible and that alternative transportation be provided to customers unable to access the transit system. A budget that spans two fiscal years. An interest bearing promise to pay a specified sum of money on a specified date. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of funding them. A type of limitedstop service developed in the 1990s that relies on technology to help speed up the service. A formal plan of action for a specified time period for purchases of fixed assets using capital grants that is expressed in monetary terms. The costs associated with the purchase of property, buildings, vehicles and infrastructure improvements. It can also include the costs associated with the longterm maintenance of these assets such as bus overhaul programs, rail overhaul programs, and preventative maintenance. Also referred to as a capital improvement. Monies received from grantor funding agencies used to acquire, construct or rehabilitate fixed assets. Hillsborough Transit Authority Page 142

154 Corridor Contingency Demand Response Depreciation Enterprise Funds Enterprise Resource Planning (ERP) Express Service Fare Farebox Farecard A defined metropolitan area considered for significant transportation projects such as highway improvements, bus transitways, rail lines, bikeways, etc. A budgetary reserve set aside for emergencies or unforeseen expenditures. A type of transit service where an individual passenger can request transportation from a specific location to another specific location at a certain time. HART s demand response service is performed inhouse. The allocation of the acquisition cost of a fixed asset to each period benefited by the asset, based on a limited useful life of the fixed asset. A fund established to account for operations that are financed and operated in a manner similar to private business enterprises, where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. ERP systems attempt to integrate several data sources and processes of an organization into a unified system. A typical ERP system will use multiple components of computer software and hardware to achieve the integration. A key ingredient of most ERP systems is the use of a unified database to store data for the various system modules. The use of express service speeds up longer trips, especially in major metropolitan areas during heavilypatronized peak commuting hours, by operating long distances without stopping. Examples include parkandride routes, between suburban parking lots and the central business district that operate on freeways, and express buses on major streets that operate local service on the outlying portions of a route until a certain point and then operate nonstop to the central business district. The amount charged to passengers for bus, rail and paratransit services. Equipment used for the collection of bus fares. Electronic fare media used for payment of fares. Fiscal Year The fiscal year is the fiscal year for HART (October 1 through September 30). A 12month period to which the annual operating budget applies and at the end of which an entity determines its financial position and the results of its operations. Fixed Assets Resources of a longterm character that are intended to continue to be held or used, such as land, buildings, machinery, equipment and improvements. Hillsborough Transit Authority Page 143

155 Fixed Guideway Fixed Route Service FTA FullTime Equivalent (FTE) Fund Fund Balance Headway HTA (HART) Impact Fee Infrastructure Intermodal Light Rail A mass transit facility using and occupying a separate rightofway or rail for the exclusive use of mass transportation and other highoccupancy vehicles; or using a fixed catenary system usable by other forms of transportation. Buses that operate according to fixed schedules and routes. Federal Transit Administration. The FTA is HART s federal cognizant oversight agency. The FTA helps cities and communities provide mobility to their citizens. Through its grant programs, FTA provides financial and planning assistance to help plan, build, and operate rail, bus and paratransit systems. The total scheduled work hours of employees divided by the total work hours available annually provides number of FTE employees. A fulltime employee working 40 hours/week equals one FTE, where a parttime employee working 20 hours/week equals.5 FTE. A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose/activity. The cumulative amount that has not been used by which total revenues (including Public Funding) exceed total expenses over a series of years. Annual budget surpluses (or deficits) generally add to (or subtract from) the Fund Balance. This balance is available to fund current or future operating or capital needs. The time span between service vehicles (bus or rail) on specified routes. Sometimes called frequency. Hillsborough Transit Authority a.k.a. Hillsborough Area Regional Transit Authority. A fee to fund the anticipated cost of a new development's impact on various area services as a result of growth. This fee is charged to those responsible for the new development. The basic installations and facilities on which the continuance and growth of a community depend. For HART, this means such facilities as stations, track, repair shops, bus garages, rail terminals, power substations, etc. Transportation by more than one mode (bus, train, etc.) during a single journey. Lightweight passenger rail cars operating singly on fixed rails in rightsofway that are not separated from other traffic for much of the way. Light rail vehicles are typically driven electrically with power being drawn from an overhead electric line via a trolley or a pantograph. Hillsborough Transit Authority Page 144

156 Light Rail Car Millage Rate Mode M.P.O. NonOperating NonRevenue Vehicle Off Peak Operating Budget Operating Expenses Operating Revenues Paratransit Service Pass Passenger Miles Passenger Vehicle Has motive capability, is usually driven by electric power taken from overhead lines, and usually operates much or all of its route on nonexclusive rightsofway. Sometimes older cars are refurbished (vintage trolley cars) or newer cars are built to look like older cars (heritage trolley cars). The amount of tax stated in terms of a unit of the tax base. It determines how much revenue the government will receive and how much an individual property owner pays in taxes. A system for carrying transit passengers described by a specific rightofway, technology and operational features. HART utilizes the following modes: Bus, Light Rail, Demand Response and Vanpool. Metropolitan Planning Organization. A metropolitan planning organization (MPO) is a transportation policymaking organization made up of representatives from local government and transportation authorities. Expenses funded with capital grants. Vehicles that do not carry fare paying passengers that are used to support transit operations. Non rush hour time periods. Annual revenues and expenses forecast to maintain operations. Costs associated with the operation of the transit agency. Examples of operating expenses include fuel, maintenance supplies, labor, professional fees, and office supplies. Income generated from transit services and from other activities directly related to operations. Nonfixed route paratransit service utilizing vans and small buses to provide prearranged trips to and from specific locations within the service area to certified participants in the program. Paratransit represents demandresponse transportation services. Most often refers to wheelchairaccessible, demandresponse van service. Type of discounted media for fare payment which offers unlimited rides for a specified period of time. Examples include 30day pass, 7day pass and visitor s pass. The cumulative sum of the distances traveled by passengers. A vehicle used to carry passengers in transit service. Hillsborough Transit Authority Page 145

157 Peak PM Peak Period Positive Budget Variance Rush hour time periods, typically defined as 6:00 a.m. through 9:00 a.m. and 3:00 p.m. through 6:00 p.m., Monday through Friday. The period in the afternoon or evening when additional services are provided to handle higher passenger volumes. The period begins when normal headways are reduced and ends when headways are returned to normal. Calculated as the difference between HART s budgeted and actual revenue and expenses. A positive budget variance results when the actual expenses are less than budgeted expenses. Rapid Transit Corridor A rapid transit corridor represents a relatively wide linear area within which a potential rapid transit facility may be located. Recovery Ratio Reduced Fares Reserves Revenue Bond Revenue Service Revenue Vehicle Ride Rolling Stock Run One of the key performance indicators, which measures the amount of operating expense that was recovered from operating revenues. The ratio is calculated as system generated revenues divided by operating expenses excluding depreciation and other exempt expenses. Discounted fare for children age 7 11, grade school and high school students (with HART ID), except paratransit riders. That portion of a fund's assets that are (1) set aside for a specific purpose and therefore, not available for general appropriation, or (2) anticipated to be available for future reappropriation by action of the Board. A certificate of debt issued by an organization in order to raise revenue. It guarantees payment of the original investment plus interest by a specified date. Debt service payment is secured by a specific revenue source. The time when a vehicle is available to the general public and there is an expectation of carrying passengers. A vehicle in the fleet that is available to operate in revenue service, including spares and vehicles temporarily out of service for routine maintenance and minor repairs. A trip taken by passengers on the bus or rail system. Revenue vehicles used in providing transit service for passengers. The term revenue vehicle includes the body and chassis, except fare collection equipment and revenue vehicle movement control equipment (radios). For rubber tired vehicles, it includes the cost of one set of tires and tubes to make the vehicle operational, if the tires and tubes are owned by the transit agency. Rail or bus operator s assigned work for the day. Hillsborough Transit Authority Page 146

158 Service Area Shift Taxes Trip Unlinked Passenger Trip (UPT) Vanpool Vehicle Hours Vehicle Miles Vehicle Revenue Hours Vehicle Revenue Miles A measure of access to transit service in terms of population serviced and area coverage (square miles). A part of the daily working schedule for a transit employee. Compulsory charges levied by a government to finance services performed for the common benefit. Bus oneway bus trip. Rail oneway train trip from originating terminal to destination terminal. Each Boarding of a transit vehicle by a passenger is defined as an unlinked passenger trip. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination. The vanpool mode is comprised of vans (and, very rarely, small buses and other vehicles) operating as a ridesharing arrangement, providing transportation to a group of individuals traveling directly between their homes and a regular destination within the same geographical area. The vehicles have a minimum seating capacity of seven persons, including the driver. Hours a vehicle travels from the time it pulls out from its garage to go into revenue service to the time it pulls in from revenue service. It is often called platform time. For conventional scheduled services, it includes revenue time and deadhead time. The miles a vehicle travels from the time it pulls out from its garage to go into revenue service to the time it pulls in from revenue service. It is often called platform miles. For conventional scheduled services, it includes revenue miles and deadhead miles. The hours that vehicles travel while in revenue service (i.e., the time when a vehicle is available to the general public and there is an expectation of carrying passengers). Vehicle revenue hours include layover/recovery time but exclude travel to and from storage facilities, training operators prior to revenue service, road tests and deadhead travel, as well as school bus and charter services. The miles that vehicles travel while in revenue service (i.e., the time when a vehicle is available to the general public and there is an expectation of carrying passengers). Vehicle revenue miles exclude travel to and from storage facilities, training operators prior to revenue service, road tests and deadhead travel, as well as school bus and charter services. Hillsborough Transit Authority Page 147

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