HILLSBOROUGH TRANSIT AUTHORITY A/K/A HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY TAMPA, FLORIDA

Transcription

1 HILLSBOROUGH TRANSIT AUTHORITY A/K/A HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY TAMPA, FLORIDA

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3 FISCAL YEAR 2009 & FISCAL YEAR 2010 ADOPTED OPERATING AND CAPITAL BUDGETS October 1, 2008 through September 30, 2009 & October 1, 2009 through September 30, 2010 HILLSBOROUGH TRANSIT AUTHORITY TAMPA, FLORIDA Prepared by: The Finance Department

4 GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) Distinguished Budget Presentation Awards Program (Budget Awards Program) Eligibility Requirements The GFOA established the Distinguished Budget Presentation Awards Program (Budget Awards Program) in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's recommended practices on budgeting and then to recognize individual governments that succeed in achieving that goal. Documents submitted to the Budget Awards Program are reviewed by selected members of the GFOA professional staff and by outside reviewers with experience in public-sector budgeting. Each budget document submitted to the program is evaluated separately by three reviewers. There are four criteria that must be rated as proficient: The Budget as a Policy Document The Budget as a Financial Plan The Budget as an Operation's Guide The Budget as a Communications Device HART received the award for the FY2008 Budget.

5 The Government Finance Officer's Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Hillsborough Transit Authority, Florida for the Biennial Budget beginning October 1, In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

6 Table of Contents Page # Section I -- Introductory Information A Letter From HART's Chief Executive Officer...2 Board of Directors...3 Appointed Officials...5 Mission Statement...6 Organizational Overview...7 Organizational Chart...9 Budget Transmittal Letter...10 Organizational Accomplishments...28 Section II -- Financial Information FY2009 Adopted Budget...32 FY2009 Summary Budget All Modes...33 FY2009 Summary Budget All Modes with 2008 Comparisons and Changes...35 FY2009 Summary Budget All Modes with Comparisons to FY2008 as a Percent of Budget...39 Biennial Budget Process...43 FY2010 Summary Budget All Modes...44 FY2010 Summary Budget All Modes as a Percentage of Change...45 Notes to FY2010 Planned Budget...49 Revenue Projection Methodology...51 Sources and Uses of Funds Revenue Analysis (All Modes)...52 Sources and Uses of Funds Expense Analysis (All Modes)...53 Revenue Narratives and Trends...54 FY2009 Performance Objectives...73 Budget Process and Financial Management Policies...77 Section III Key Strategic Initiatives, Service Infrastructure, and General Operating Trends Key Strategic Initiatives...97 Transit Service Tampa Bay Regional Transportation Authority Act (TBARTA) Ridership Trends Transit Fleet Bus Trends and Statistics Bus Hours and Miles Report Section IV -- Departmental Program Information Departmental Information Fiscal Years Authorized Positions Executive Office Budget Narrative Administrative Division Budget Narrative Finance Division Budget Narrative Planning & Community Relations Division Budget Narrative Bus Operations Division Budget Narrative...142

7 Table of Contents Page # Maintenance & Engineering Division Budget Narrative Program Expenses Budget Narrative Net Assets Fund Equity Section V -- Paratransit Service Background and Status Paratransit Fares Paratransit Trends and Statistics Paratransit Hours & Miles Report FY2009 Paratransit Summary Budget Section VI -- TECO Line Streetcar System Overview Operation FY2009 Streetcar Summary Budget Financial Plan for Operations Streetcar Trends and Statistics Streetcar Hours & Miles Report FY2009 Streetcar Budget Section VII Capital Improvements Program Budget Capital Improvement Program Definitions Useful Lives and Thresholds of Capital Assets Projected Capital Spending Impact on the Operating Budget FY2009 Capital Budget FY2009 Capital Budget as a Percentage of Change C.I.P. Revenue Summary by Mode Unfunded Requests by Project Description FY2007- FY2009 Capital Projects Revenue Summary by Mode FY2007- FY2009 Capital Projects Appropriations Summary by Mode Capital Improvement Program Requests by Department Section VIII -- Appendix Supplemental Information Miscellaneous Statistics - HART Employment Indicators Hillsborough County, FL Population Hillsborough County, FL Changes in Net Assets (FY FY2002) Net Assets by Component (FY2007 FY2002) History of Fare Increases Program Revenues by Function/Program (FY2009 FY2004) Program Revenues by Function/Program (FY2003 FY1997)...256

8 Table of Contents Page # Expenses by Function/Program (FY2009 FY2004) Expenses by Function/Program (FY FY1997) Full-Time Equivalent Employees by Function/Program (FY FY2003) Average Age of Fleet (As of 3/31/08) HART Service Ridership Summary Monthly Comparison (March 2008) HART Service Ridership Summary Local Routes (March 2008) HART Service Ridership Summary Express Routes (March 2008) HART Currently Active Routes (March 2008) Historic Ridership Hours and Miles Report by Mode FY2009 Service Projections Statistical Information Demographic and Economic Statistics (FY2007 FY1997) Principal Employers (2007) Taxable Assessed Value and Actual Value of Taxable Property (FY2007 FY1996) Principal Taxpayers (2008) Property Tax Levies and Collections (FY2007 FY1997) County Wide Assessed Value and Actual Value of Taxable Property (FY2007 FY1996) Property Taxes (FY1997 FY2010) Glossary...297

9 SECTION I INTRODUCTORY INFORMATION HART -- FY Adopted Budget Page - 1 -

10 HILLSBOROUGH TRANSIT AUTHORITY A LETTER FROM HART'S CHIEF EXECUTIVE OFFICER These are challenging times. High energy costs have had a sobering effect on a nation accustomed to cheap oil. The transit industry in particular is caught between rapidly escalating ridership, rising costs, and demand for more and better service. Coupled with declining tax revenues, it s a perfect financial storm that has agencies across the state, and the rest of the country, reeling. The attached FY 2009 budget document is an attempt to balance these forces to provide the highest level of service that our available budget can support. In the past two years we have reduced unproductive service, substantially reduced overtime, and shifted grant money from capital to operating whenever possible. The product of these changes has been that HART has been able to provide an overall increase in service while other agencies have been cutting routes and hours of service. While that is good news, the current situation is not sustainable. If HART is to grow, as this community expects it to, it will require additional revenues. New Bus Rapid Transit (BRT) service will be expensive to operate, and light rail will require much higher levels of funding for both capital and operating. In order to meet these needs, HART must have additional funding. The HART Board has formed a Revenue Alternatives Task Force which continues to explore a number of possible revenue sources, including different tax options, public-private partnerships, and grant possibilities. Despite voter mandated tax reductions, HART had a number of notable accomplishments in FY Ridership continued to set records with an eight percent increase over 2007, itself a record year. We attained all of our other performance goals as well, with customer complaints, reportable accidents, and cost per mile all down. The TECO Line Streetcar has a balanced budget for the first time, operating costs have been reduced by almost 11 percent, and ridership is up. All HART buses are now equipped with on-board cameras and global positioning systems, and we have repositioned many HART field supervisors to secure and assist customers and employees at our transit and transfer centers. We opened two new transfer centers at West Tampa and in Northwest Hillsborough County to better serve the public. The attached budget will allow HART to move forward with the first BRT route and begin the process of re-entering the federal rail New Starts program, while sustaining core bus service. We are in a healthy, but constrained, financial position. During fiscal years 2009 and 2010 this agency will continue to improve and innovate, increasing both efficiency and effectiveness. If we are to ask for the public s support in a referendum, we need to show that we are doing the best possible job with the resources at our disposal. This budget makes a strong case that we are doing just that. HART -- FY Adopted Budget Page - 2 -

11 HILLSBOROUGH TRANSIT AUTHORITY BOARD OF DIRECTORS Officers Ron Govin, Interim Chairperson Allison Hewitt, Interim Vice Chairperson John Dingfelder, Interim Secretary Hillsborough County Wallace Bowers Dr. Steven Polzin David Storck Commissioner Rose Ferlita Commissioner Mark Sharpe Commissioner Al Higgenbotham City of Temple Terrace Council Member Ron Govin City of Tampa Councilman John Dingfelder David Mechanik Fran Davin State of Florida John Byczek Alison Hewitt Chief Executive Officer David J. Armijo General Counsel Joyner & Jordan-Holmes, PLC Auditors ValienteHernandez, P.A. Internal Auditors Cherry, Bekaert & Holland, L.L.P. HART -- FY Adopted Budget Page - 3 -

12 HART -- FY Adopted Budget Page - 4 -

13 HILLSBOROUGH TRANSIT AUTHORITY APPOINTED OFFICIALS Bob Potts, Chief of Staff/Chief Civil Rights Officer Ed Crawford, Chief of Government Affairs David Persaud, Chief Financial Officer Mary Shavalier, Chief of Planning & Community Relations Carlos Tobar, Chief of Operations Philip Hale, Chief of Maintenance and Engineering Brenda Mowen, Chief Administrative Officer HART -- FY Adopted Budget Page - 5 -

14 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HART MISSION STATEMENT The mission of the Hillsborough Area Regional Transit Authority (HART) is to provide public transportation services which are safe, dependable, and cost effective, thereby enhancing the quality of life in our community. HART -- FY Adopted Budget Page - 6 -

15 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET 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 chartered for the purpose of providing mass transit service to its 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 twelve-member Board of Directors ( Board ). The Board 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 one-half 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 a three mill levy, subject to public referendum. The Authority s ad valorem taxes are assessed as part of the annual assessment of Hillsborough County, which levies its taxes November 1 of each year. Collection of taxes is scheduled for 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, charter services, other revenue services and grants from the United States Government, the State of Florida, the City and the County. Located in Hillsborough County, Florida, on the west coast of Florida, the Authority is a regional provider of mass transportation services primarily within Hillsborough County. The total area is 1,266 square miles and has a population of 998,948 according to the 2000 Census and an estimated population of 1,204,770 in HART -- FY Adopted Budget Page - 7 -

16 Services and Service Delivery The Authority provides virtually all public transportation services in this area. These services include fixed route, paratransit, vanpool, and specialized services. The Authority maintains over 4,100 bus stops and shelters, 9 transfer stations, 2 transit centers, and a fleet of 163 motorbus coaches and 32 demand response vehicles. For FY2007, the total bus ridership was 11,147,660; Paratransit ridership was 437,612; and Streetcar ridership was 82,439. Tables in the Statistical Section contain service delivery statistics for ten years. Officials The Board establishes its policies and sets direction for the Authority. The Board is made up of a chair and eleven members. Three members are appointed by the City of Tampa, six members are appointed by the Hillsborough Board of County Commissioners, one member is appointed by the City of Temple Terrace, and two members are appointed by the Governor. Board members serve staggered three-year terms. Management The Chief Executive Officer is responsible for the Authority s daily operations and directly supervises the core personnel who lead the organization: Government Affairs, Finance, Planning and Community Relations, Bus Operations, Maintenance and Engineering, and Administration. Additionally, there are departments that support these functions. HART -- FY Adopted Budget Page - 8 -

17 HILLSBOROUGH TRANSIT AUTHORITY EXECUTIVE OFFICE AND SENIOR STAFF AS OF SEPTEMBER 22, 2008 HART Board of Directors 12 Members Auditors Internal and External General Counsel David Armijo Chief Executive Officer Ed Crawford Chief of Government Affairs Robert Potts Chief of Staff/Chief Civil Rights Officer Katherine Karalekas Public Information Officer Carrie Culbertson Administrative Assistant II Sylvia Berrien Staff Attorney Human Resources Manager Lisa Gantous Janice Cook DBE Coordinator Lena Petit Office Manager Gisela Rivera-Rios Secretary II / Ybor Receptionist Carlos Tobar Chief of Bus Operations David Persaud Chief Financial Officer Philip Hale Chief of Maintenance and Engineering Mary Shavalier Chief of Planning & Community Relations Brenda Mowen Chief Administrative Officer Luis Rivera Manager of Customer Service June Solanes Manager of Budget & Finance Todd Parsons Vehicle Maintenance Manager Jill Cappadoro Director of Marketing & Community Relations Cathy Zickefoose Procurement Manager Greg Brackin Operations Manager Debbie Ward Finance Project Manager Donna Loy Manager of Passenger Amenities and Facilities Steve Feigenbaum Planning Manager Rick Fitz-Gordon Manager of Information Systems Ruthie Reyes Paratransit Manager Rickey Kendall Risk & Environmental Safety Manager Eric Sitiko Asst. Manager of Streetcar Maintenance Robert Flannery Principal Planner Everardo Prieto Inventory Control Supervisor Joe Diaz Manager of Transit Services Vacant Director of Construction Management Jeannie Satchel Asst. Manager of Grants & Documentation Bob Andis Manager of Technical Services Vacant Long Range Strategic Planning Manager HART -- FY Adopted Budget Page - 9 -

18 BUDGET TRANSMITTAL LETTER DATE: August 8, 2009 TO: APPROVED BY: PREPARED BY: SUBJECT: Hillsborough Transit Authority Board of Directors David J. Armijo, Chief Executive Officer David Persaud, Chief Financial Officer Transmittal of FY2009 Adopted Budget and FY2010 Planned Budget We are pleased to transmit to you the Adopted Fiscal Year Budget in accordance with the Hillsborough Transit Authority s charter. The service priorities for FY2009 are two-fold: to continue to obtain adequate resources to support transit services in the community; and to continue to improve in the efficiency and effectiveness of the services provided. The FY2009 Budget is a comprehensive review of our service levels and we have initiated significant team strategies to include all the chiefs in the budget planning process and to improve the overall integrity of the planning process. The FY2010 planned budget, in accordance with the HART biennial budget process, is also included herewith. The Adopted FY2009 HART budget reflects changes brought about by the statutory legislative changes approved by both houses on Thursday, June 14, 2007, and Amendment I passed on January 29, Summary of Ad Valorem Tax Changes on HART FY2009 Budget: As an Independent Special Tax District, HART will be impacted as follows: 2007 Legislation Impact on FY2008 Budget (Current Fiscal Year) 1) HART was required to cut taxes in FY2008 to the 2007 level. This has reduced the growth in the property taxes reflected in the FY2008 Budget. 2) As a Special Taxing District HART was required to make an additional 3 percent cut on the 2007 tax collections calculated at $1,095,340. 3) Total tax cuts in FY2008 are $2.9 million or 8 percent on the FY2008 Adopted Budget tax revenues of $39.5 million. This has resulted in budgeted tax revenues of $36.6 million in the FY2008 budget. HART -- FY Adopted Budget Page

19 BUDGET TRANSMITTAL LETTER 2008 Constitutional Property Tax Reform Amendment On January 29, 2008, the Florida electorate approved an amendment to the Florida Constitution relative to property taxation. This amendment (referred to as Amendment 1) was placed on the ballot by the Florida Legislature at a special session held in October With respect to homestead property, Amendment 1 increases the current $25,000 homestead exemption by another $25,000 (for property values ranging from $50,000 - $75,000), except for school district taxes. Since the new $25,000 homestead exemption does not apply to school district taxes, this effectively amounts to a $15,000 increase to the existing homestead exemption, resulting in an estimated annual savings of $250 for an average homeowner. Amendment 1 also allows property owners to transfer (make portable) up to $500,000 of their Save Our Homes benefits to their next homestead when they move. Save Our Homes became effective in 1995 and limits (caps) the annual increase in assessed value for homestead property to three percent (3%) or the percentage change in the Consumer price Index, whichever is less. With respect to non-homestead property, Amendment 1 limits (caps) the annual increase in assessed value for non-homestead property which becomes effective on January 1, Based on final information received from the Hillsborough County Property Appraiser's Office, the estimated annual loss of property tax revenues for our special district from the additional homestead exemption and the $25,000 exemption for tangible personal property is approximately $268,000 or.74% when compared to the 2008 millage rate of Millage Impact: The HART Charter, Section 2, provides for funding as follows: Article VI, Section 2. Special Region Taxation. (a) The Authority shall be deemed a special tax district and shall be authorized to levy an ad valorem tax based on full valuation of real property not to exceed one half mill ($.0005) on the taxable real property within the jurisdictional limits of its constituent members, at a rate sufficient to provide an amount that may be necessary for effectuating the purposes of the Authority. The authorization to levy the aforesaid ad valorem tax shall be by approval of a majority of the members of the Authority and by referendum. FY2009 and 2010 Biennial Budget Development Process The HART budget serves several purposes: to serve as a policy-making tool for the HART Board to express measurable goals and objectives for management and to provide a perspective for others to review the authority functions and funding; and to describe, as clearly as possible, the level of service that is being provided by HART, the cost of the service, the proposed allocation of dollars, and the source of funds used to pay for the service and capital projects. The HART 2009 budget is comprised of six major programs: the operating budget consisting of the bus operations, paratransit operations, general liability, workers compensation, streetcar operations, and the capital budget. HART -- FY Adopted Budget Page

20 BUDGET TRANSMITTAL LETTER The budgetary process must be able to provide sufficient information to assure compliance with statutory budgetary controls. HART formally integrates budgetary appropriations and revenue projections into the accounting system. Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. Information which serves to generate the budget is developed initially by the various program areas as a result of the objectives which have been established. In some instances, the identification of objectives has yielded insight into staffing patterns and has resulted in modifications to manpower allocation. Data which is used in development of the budget process is gathered from each of the operating departments of HART and compiled by the Finance Department. Subsequently, the management team representing each of the operating departments meets to review the budget which has been developed. The HART Board reviews the budget in a workshop setting and then formally adopts the budget after two meetings which include public hearings. Budget Assumptions for FY2009 and 2010 As the Hillsborough Transit Authority (HART) developed the Fiscal Year Budget, transportation remains a key issue in the region. Transit ridership is at an all-time high. At the same time, continued growth in both population and employment emphasizes the need for regional discussion and expansion as well as greater investment in public transportation across the region. Maintaining service, living within our means, and meeting growing demands are our challenges for the new fiscal year. The amount of lost time and productivity associated with traffic and increasing congestion has a tremendous impact on the regional economy, environment, and quality of life. A quality transit system in the Tampa metropolitan area is a necessity for the region to remain competitive with other urban areas and meet increasing growth. The creation of the Tampa Bay Area Regional Transportation Authority (TBARTA) to address transportation issues in the area is a regional approach to transit services. The FY Budget carefully balances moderately growing revenues with higher operational costs and capital replacement needs while enhancing service consistent with our long range plan. HART -- FY Adopted Budget Page

21 BUDGET TRANSMITTAL LETTER Budget Assumptions for 2009 and 2010 General Assumptions about Economic Conditions The initial planning state of budget preparation involves evaluating the outside forces that effect funding decisions: national, state, and local economic condition; federal and state mandates; political environment; social environment; citizen concerns; and outside agency collaboration opportunities. Based on the state of the economy and response to incentives offered, the following assumptions were made to guide the development of the budgets for both years: Continued steady growth in the local economy Modest growth in residential constructions Continued growth in population Increase in commercial sector growth Potential for industrial sector growth is good Inflationary pressures constant at 3.0% Reductions in federal funds are probable FY2009 and 2010 Priorities Once these assumptions were developed, needs assessments were performed informally to develop priorities for available resources in 2009 and 2010 based on the community s needs. The following is a list of priorities for budget preparation. Maintain service levels and quality of life as Hillsborough County grows Continue regional planning and intergovernmental cooperation Continue efforts to obtain increased funding from FTA Focus on Technology to improve efficiency of service delivery Improve cost recovery from direct user charges Maintain a competitive salary and benefit program Increase ridership Annual review of all fares and routes Expand service in rural areas through the introduction of the flex route program Maintain target fund reserves to preserve financial integrity Pursue an active fleet replacement Revenues The tables located in the Financial Section of this document reflect the sources and uses of funds. Property taxes represent 30 percent of the FY2009 Budget; passenger fares and system revenue represents 15 percent; federal grant income represents 18 percent; state grant revenue represents 4 percent and Hillsborough County revenue bonds represent 33 percent of the FY2009 budget. The expenses are also presented to show the five (5) largest categories of expenses. HART -- FY Adopted Budget Page

22 BUDGET TRANSMITTAL LETTER Fare Increase for Bus Mode The HART Board adopted a fare increase with an implementation date of November With the price of diesel and gasoline escalating, it is impacting HART with additional costs to provide transit services. Revenue generated by the fare increase is reflected in the fuel line to offset projected increases in FY2009. For the FY2009 budget, ridership growth is projected at 4 percent over FY2008 projected year end estimates and 3 percent in Paratransit Operations The HART board adopted a fare increase for implementation in November Ridership projections for growth in FY2009 are stated at 25 percent and 20 percent for Streetcar Operations The streetcar fare is projected to increase in FY2009 from $2 per ride to $2.50; an increase of $.50 or 25 percent on the base fare. Additional revenue expected to be generated in FY2009 based on fare increases is estimated at $50,000. Service Improvements The FY2009 budget has addressed service enhancements on various routes. These improvements are addressed below with funding from fare revenues, City of Tampa contribution, federal grant revenues and ad valorem taxes. The routes affected are Route 1, 2, 6, 30, 39, 96, 97, 24X, 25X, and additional express services contingent upon availability of buses to provide additional trips. In FY2010, the first BRT routes on Route 2 Nebraska Avenue, the North South Corridor will be operational with projected costs of $452,690. FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET New Program Revenues Passenger Fares Route 1 Enhancement $15,240 $27,700 Route 2 Enhancement 50,600 53,640 Route 6 Enhancement 20,480 37,220 Route 24X Enhancement 33,500 35,510 Route 25X Enhancement 22,040 23,360 Additional Express Route Enhancements 14,220 15,070 Route 30 Enhancement 135, ,530 Route 39 Enhancement 30,960 56,260 Route 96 Enhancement 6,000 6,360 Route 97 Enhancement 5,190 5,500 HART -- FY Adopted Budget Page

23 BUDGET TRANSMITTAL LETTER FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET BRT - North/South Corridor 0 113,170 Sub-Total New Program Passenger Fares 333, ,320 Ad Valorem Route 1 Enhancement 60, ,790 Route 2 Enhancement 40,480 44,080 Route 6 Enhancement 81, ,860 Route 24X Enhancement 189, ,190 Route 25X Enhancement 124, ,350 Additional Express Route Enhancements 127, ,450 Route 30 Enhancement 540, ,060 Route 39 Enhancement 123, ,050 BRT - North/South Corridor 0 339,520 Maintenance Program 410, ,340 Sub-Total New Program Ad Valorem 1,700,900 2,750,690 Federal Revenue - CMAQ Route 2 Enhancement (CMAQ) 161, ,460 Sub-Total New Program Federal Revenue 161, ,460 City of Tampa Route 96 Enhancement 294, ,640 Route 97 Enhancement 167, ,880 Sub-Total New Program Local Revenue 461, ,520 Total Operating Revenue New Programs $2,657,980 $4,029,990 New Programs BRT - North/South Corridor 0 452,690 Route 1 Enhancement 76, ,490 Route 2 Enhancement 253, ,180 Route 6 Enhancement 102, ,080 Route 24X Enhancement 223, ,700 Route 25X Enhancement 146, ,710 Additional Enhancement Express Services 142, ,520 Route 30 Enhancement 675,560 1,227,590 Route 39 Enhancement 154, ,310 Route 96 Enhancement 300, ,000 Route 97 Enhancement 173, ,380 Maintenance 410, ,340 Total Operating Appropriations New Programs 2,657,980 4,029,990 Intergovernmental Revenues In FY2009, HART has recognized funding of $185,360 from the City of Tampa for the Downtown Connector service operating on Friday and Saturday evenings. Furthermore, additional funding from the City is recognized for new programs consisting of enhanced services HART -- FY Adopted Budget Page

24 BUDGET TRANSMITTAL LETTER totaling $461,810. The new programs are as follows: Restore midday service on the In-Town Trolley Downtown Purple Line (Route 96), and Add Thursday and Sunday evening service on the In-Town Trolley Downtown Green Line (Route 97). Capital Improvement Program Budget FY2009 Through FY2013 In 2007, HART developed a five-year capital budget. The Capital Improvement Program (CIP) is a five-year plan for the Authority s major projects and expenditures which is reviewed and revised annually. The CIP lists each capital project, the year it is expected to be started, the amount expected to be expended in each year of the program, the proposed method of financing these expenditures, and the department priority for each project. The first year of the CIP is enacted annually as the fiscal year s capital budget. With each annual update, the preceding fiscal year is deleted from the program and a fifth year added. Each year a program is prepared by staff in accordance with goals and policies of the HART long range plan. The CIP is an important tool for implementing HART s capital needs and it bridges the gap between the day-to-day operations of HART and its long-range goals. The capital improvement program process gives HART an opportunity to review overall transit planning goals annually. Only projects that meet the definition of a capital improvement are included in the CIP. Capital improvements are defined as physical assets, constructed or purchased, that have a minimum useful life of five (5) years and a minimum cost of $5,000. Normal replacement of vehicles or equipment and normal recurring renovation costing more than $5,000 are also included in the CIP. New and expanded physical facilities for the community of relatively large size, and over the $5,000 threshold; Large scale rehabilitation or replacement of existing facilities; Major pieces of equipment which are expensive and have a relatively long period of usefulness; The cost of engineering or architectural studies and services relative to the improvement; and The acquisition of land for a transit facility such as bus stops and transit facilities. The capital budget revenues and expenses over the five year with the FY2009 budget are reflected in the Capital Budget section. HART is currently constructing several new capital projects: Northwest Transit Center 21 st Avenue Facility Improvements Streetcar Extension Phase II Bus Rapid Transit (BRT) HART -- FY Adopted Budget Page

25 BUDGET TRANSMITTAL LETTER Intelligent Transportation System (ITS) Enterprise Resource Planning (Financial Management System) Bus Shelter Improvements Some of these projects will be operational in FY2009 and the budget reflects the operating impact of the new capital projects. As new projects are constructed, it is important to examine the planned capital spending impact on the operating budget since the costs could accumulate and place additional operating impact on future budgets. Finance has been very diligent in addressing the projected capital spending impact on the annual operating budget. Authorized Positions and Staffing The total authorized positions budgeted for FY2009 totals 733. The full year annualized personnel costs for new positions are listed below. Division 2009 Cost Annualized Position Title Operations Division $606,500 Twenty-two (22) Bus Operators (A, E) $166,900 Three (3) Supervisors (2 Road, 1 Dispatch) (B) $0 Two (2) Supervisors (Dispatch) (A, D) Maintenance Division $158,600 Three (3) Mechanics (B) $65,500 One (1) GIS Analyst (B) $43,230 One (1) GIS Administrative Assistant I (B) $30,000 Three (3) Mechanics Upgrade from Apprentice to Mechanic* (C) $114,900 One (1) Director of Construction Management (A,F) $288,700 Five (5) Mechanics (A) $64,300 One (1) Maintenance Coordinator (A) $57,800 One (1) Communications/Electronics Technician (A) Finance Division $55,000 One (1) Budget Analyst (A) Administrative Division $65,000 One (1) Information Systems System Administrator (A) Executive Division $50,000 One (1) Human Resources Administrative Assistant (A) Planning Division $94,800 One (1) Long Range Strategic Planning Manager (A) Total 2009 Cost Annualized $1,861,230 Notes: (A) Total of 36 new positions in FY2009 with 4 positions reduced in Streetcar for a net increase of 32 positions. HART -- FY Adopted Budget Page

26 BUDGET TRANSMITTAL LETTER (B) Positions added to FY2008 based on Board adoption in May (C) ATU contractual requirements. (D) No increase in annualized cost, offset against overtime. (E) Fall Improvements: Nine (9) bus operators; four (4) positions contingent upon City of Tampa funding for Route 96 and Route 97 enhancements. Spring Service Improvements: Thirteen (13) bus operators. (F) BRT Project Manager in adopted budget reevaluated based on needs and changed to Director of Construction Management. REVENUE AND EXPENSE SUMMARY The adopted budget totals $122,043,090. Of this amount, $56,901,710 is appropriated for bus operations, $54,987,220 is appropriated for bus capital expenses, $3,434,760 is appropriated for paratransit expenses, $2,015,880 is appropriated for streetcar operating expenses, and $4,703,520 is appropriated for streetcar capital expenses. The FY2009 budget authorizes staffing of 733 with 652 for bus operations, 56 for paratransit, and 25 for the streetcar. This is a net addition of 32 new employees over the 2008 authorized staffing level of 701. The following table compares the FY2008 Budget and the FY Budget: AMENDED BUDGET FY2008 ADOPTED BUDGET FY2009 VARIANCE INCREASE <DECREASE> $ (%) PLANNING BUDGET FY2010 BUDGET ITEM MODE Bus Operations $53,985,600 $56,901,710 $2,916, % $60,472,530 Bus Capital 14,382,300 54,987,220 40,604, % 0 Paratransit Services 2,898,500 3,434, , % 3,281,550 Streetcar Operations 2,435,580 2,015,880 (419,700) % 2,116,790 Streetcar Capital 2,580,690 4,703,520 2,122, % 0 Total $76,282,670 $122,043,090 $45,760, % $65,870,870 All Modes FY2009 adopted revenues and appropriations total $122 million, which is a $45.8 million or percent increase over the FY2008 budget. The changes are presented below: Bus Operations FY2009 revenues have increased 5.4 percent or $2,916,110 over FY2008 adopted revenues. The changes in revenues are presented below: Revenues Passenger Fares Passenger fares reflect a percent or $2.47 million increase over FY2008 adopted budget. HART -- FY Adopted Budget Page

27 BUDGET TRANSMITTAL LETTER A 4 percent growth in ridership for base services over FY2008 estimated year end ridership equates to percent of the increase with 3.3 percent of the increase attributable to fares generated by new programs for enhanced services. The fare increase scheduled for implementation in November 2008 is expected to generate an estimated $736,000 which equates to 7.27 percent of the total increase in passenger fares over FY2008. Other System Generated Revenue Other system generated revenues increased $160,000 or 7.78 percent over the fiscal 2008 adopted budget. This is in recognition of estimated investment earnings and revenue generated by advertising programs for bus wraps and shelters. Ad Valorem Ad Valorem taxes decreased $268,120 or.01 percent under the 2008 adopted budget. This decrease assumes a millage of.4682 and impacts from Amendment 1. Ad Valorem transfer to Capital and Paratransit The net transfer in ad valorem taxes from bus operations to bus capital and paratransit budgets increased by percent or $1,290,120 over the FY2008 adopted budget. The net change in the transfer consists of an increase of $89,620 programmed for paratransit operations and an increase in the match of capital projects by $1,200,500 for park and ride improvements, Bus Rapid Transit, Alternatives Analysis, basic transit infrastructure and planning studies. City of Tampa Funding Route subsidy for the Downtown Evening Connector weekend services decreased by $18,950 or 9.28 percent under the FY2008 adopted budget. New programs for enhanced services subsidized by the City of Tampa are presented in the FY2009 Adopted budget with a total cost of $468,810. Appropriations Salaries and Fringes Salaries and fringes are $287,600 or.82 percent under the amount programmed in the 2008 adopted budget for base services, excluding new programs. The FY2009 budgeted salaries are attributed to normal merit increases for non-bargaining employees, labor contract costs, medical insurance coverage, and performance goals. The decrease is due to non-bargaining staff reductions implemented beginning in FY2008 as well as fewer overtime hours scheduled in the markup for bus service. The FY2009 adopted budget reflects a net increase of thirty-two (32) positions over the FY2008 budget. Net full time equivalent position additions are as follows: twenty-eight (28) ATU positions, and the transfer of six (6) Teamster positions to Paratransit service. Twenty-two (22) bus operator positions are required for the implementation of the New Programs presented in the budget document. The FY2009 budget includes the annualized cost for new positions presented for Board adoption during the FY2008. Eleven new operators for bus and paratransit were approved by the Board in March An additional resolution was presented to the Board in May 2008 requesting authorization for eight (8) additional positions for hire during FY2008. HART -- FY Adopted Budget Page

28 BUDGET TRANSMITTAL LETTER New maintenance programs reflect the addition of five (5) mechanics (ATU), one (1) electronics/communications technician (ATU) and one (1) Maintenance Specialist (NB). In addition, five (5) non-bargaining positions are added as follows: One (1) Budget Analyst, one (1) Information Systems System Administrator, one (1) Human Resources Administrative Assistant, one (1) BRT Project Manager and one (1) Long Range Strategic Planning Manager. Self Insured Workers Compensation Self insured workers compensation is increased by $162,250 or percent over the FY2008 adopted budget due to anticipated claims activity in FY2009. Fuel and Oil Fuel is increased $676,550 or percent over the fiscal 2008 adopted budget. This increase is reflective of an increase in the cost of diesel fuel from $2.25 in FY2008 to $3.35 in FY2009. Operational Contract Services Operational contract services are decreased by $273,170 or percent over the fiscal 2008 adopted budget. The security services budget in this line reflects a decrease of 53 percent or $220,000. The security services reduction will be augmented with the recall of two road supervisors during FY2008, as presented to the Board for approval in May This increase includes $290,000 to rebrand 151 vehicles. Administrative Contract Services Administrative contract services are increased by $86,800 or 16 percent over FY2008. This increase is a result of an increase for auditing services fees. Parts and Supplies Parts and supplies have decreased 3.24 percent or $103,170 under the FY2008 adopted budget. The decrease reflects efficiencies within the Maintenance division for ongoing repairs and maintenance for transit buses, vans and administrative vehicles as well as for building and route maintenance, including new infrastructure improvements. The FY2009 capital budget for parts is increased to reflect a campaign to replace engines and transmissions. Insurance Premiums and Actuarial Study This line is reduced by percent or $113,114 under the FY2008 adopted budget. Insurance premiums have been held down due to a multi-year agreement for the property damage excess policy. Self-Insurance Liability Expense The Self-Insured Liability program is 38 percent or $516,030 over the FY2008 adopted budget. Claims liabilities, including incurred but not reported, have been evaluated and require an increase due to changes to bring the settlement of all actions against the Authority under the umbrella of the Risk Department. An actuarial study is scheduled for FY2009 that will address the current and projected levels of liability. Utilities Utilities are increased by $211,890 or percent due to the opening of new facilities in FY2008, including data, voice and video communications, electricity, and water. HART -- FY Adopted Budget Page

29 BUDGET TRANSMITTAL LETTER Public Relations The Public Relations budget is increased by $212,960 or percent over the FY2008 adopted budget for new programs. The enhanced community outreach program is to build increased public support for HART and the agency's plans. Planning Studies Planning studies are reprogrammed in FY2009 in the capital budget due to the timing of planning studies and the project/program cumulative life of capital grants. This provides increased flexibility in accomplishing tasks associated with infrastructure improvements. Other Operating Expenses Other operating expenses are increased by 9.08 percent or $143,970 over FY2008 adopted budget. These increases are a result of increases in the tax increment levy, diesel and gas excise tax, safety program equipment, and parking for the Ybor facility. 13(C) Back Pension This line is increased by 4.7 percent or $5,000 over the FY2008 adopted budget. There are 23 participants remaining in the plan. Reserves Reserves are reduced by 100 percent with none programmed for FY2009. A separate statement of the Authority s reserve policy and reserve level is presented within the body of the budget document. Contingency Contingency is reduced by 100 percent with none programmed for FY2009. Capital Projects Fund Budgeted capital expenditures for FY2009 are $42.7 million or percent higher than FY2008. The increase is for bus and streetcar capital improvements and programs. Of the total increase, 94 percent is for the Bus Rapid Transit project funded by Hillsborough County Bonds. Paratransit Expenses The FY2009 budget expenses of $3.43 million are $536,260 or 18.5 percent over FY2008 adopted budget. The increase is primarily a result of an increase in salaries and fringes for paratransit operators hired mid-year in FY2008 as well as the reallocation of resources from bus operations to paratransit for dispatch and customer service. Of the total increase, $300,000 or 56 percent is for new programs due to growth in ridership. Streetcar Expenses The streetcar FY2009 adopted budget is $419,700 and percent lower than the FY2008 adopted budget. This reflects a reduction of 3,476 or 20.1 percent of service hours. Reserves Policy The HART Board has adopted a formal reserve policy. Reserves are monies set aside as contingencies for revenue shortfalls or unanticipated expenditures. Reserves can also be used to finance cash flow and to fund self-insurance and capital replacement programs. A reserves fund HART -- FY Adopted Budget Page

30 BUDGET TRANSMITTAL LETTER policy establishes the type for reserves an organization will have, as well as the size and use of those reserves. It is not the intent of this policy to accumulate unnecessary or excessive levels of reserves. The purpose of this reserves policy is to: Provide overall, long-range approach to financial management. Ensure that HART is able to meet its financial obligations as they arise. Improve fiscal stability and protect HART during a financial emergency. Labor Contracts Labor costs are usually the single, largest expenditure for state and local governments. For this reason, the stakes in labor negotiations are high for all parties involved. HART has two labor contracts with two unions. The contract between HART and the Local 1593 Amalgamated Transit Union AFL-CIO-CLC (Union) was negotiated in 2006 and covers the period October 1, 2006, through September 30, The other contract between HART and the Teamsters Local 79 (Union) covers the period October 1, 2007 through September 30, Composition of HART Employees: Actual 2006 Actual 2007 Adopted 2008* Requested 2009 Budget 2009 Planned 2010 Non-Bargaining Teamsters ATU Total *Board approval of Resolutions in March 2008 and May General Financial and Economic Outlook for FY2009 and 2010 FY2009 Bus Operations FY2009 budget is balanced with estimated revenues equal to planned expenses. This is accomplished with the proposed financing method. FY2009 budget for bus operations is increasing by $2.9 million or 5.40 percent Revenues Property tax decline of $268,120 or.7 percent Passenger fares are expected to increase $2.5 million or 24 percent over FY2008 budget with 4 percent increase in ridership over estimated ridership through fiscal year end. Federal revenue is increasing by $1.5 million or 47 percent HART -- FY Adopted Budget Page

31 BUDGET TRANSMITTAL LETTER Expenses Salaries and fringes decreasing $287,600 million or.82 percent, excluding new programs. Planning studies expenses moved to capital budget since most of them are capital related $.7 million New programs total $2.7 million or 4.7 percent and are funded with a mixture of grants, fares and Ad Valorem Fuel is budgeted at $3.35 per gallon, of which percent is offset by the increase in HART's fare instruments. Reserve There is no contribution to the HART Reserve Fund in FY2009. In order to maintain financial stability and to avoid service interruptions in 2009, the appropriation to the reserve will be excluded for 2009 and staff will revisit this in FY2010. As of September 30, 2007, the audited reserve balance is $13.4 million or 82 percent (78 days of working capital available) (under $1.9 million, 18 percent) Other Considerations A fare increase is scheduled for implementation in November Revenues estimates from fare increases are estimated at $736,000 and are programmed to meet escalating fuel prices. Paratransit Operations The paratransit budget for FY2009 is increasing $536,260 or 18.5 percent Ad Valorem increasing $89,620 or 5 percent FTA grant is increasing $283,000 or 35 percent Fares increasing $164,000 or 60 percent Ridership increase is projected at 25 percent Expenses are increasing 18.5 percent for labor, fuel, and parts and supplies New programs to meet increased ridership demand is $300,000 Capital Budget The capital budget for bus and streetcar operations reflects funding from grants, Hillsborough County bonds, impact fees and other revenues totaling $59.7 million. Streetcar Operations The revised Streetcar business plan reflects reductions in operating expenses of $490,000 effective October 1, Budget is balanced The Streetcar capital budget of $4.7 million includes $4.38 million for extension of the line HART -- FY Adopted Budget Page

32 BUDGET TRANSMITTAL LETTER Financial Outlook for FY2010 To avoid budget problems and maintain more financial stability, staff will be evaluating the FY2009 budget during 2009 and developing fiscal strategies for budget decision in 2010 and beyond. The planned referendum for a sales tax for transit services as an alternative for the Ad Valorem taxes appears to be a prudent decision since the real estate market and the volatility in property taxes appears to be tied to future legislative deliberations and policy changes. The financial uncertainty in the property tax legislative deliberations and future funding for transit services at HART will require ongoing program evaluation. FY2010 and beyond will also require in depth analysis on the transit services in Hillsborough County given the funding constraints. Bus Operations and Paratransit Funding Top 5 Revenue Sources Bus Paratransit FY FY FY FY 2009* Budget Budget Budget Budget Total Bus & Paratransit FY 2009 Budget FY 2008 Budget Property Taxes 58% 64% 55% 62% 58% 64% Passenger Fares 22% 19% 13% 10% 21% 19% Federal Grants 8% 6% 32% 28% 10% 7% Other System Revenues 5% 4% 0% 0% 5% 4% State Revenue 7% 7% 0% 0% 6% 6% Total: 100% 100% 100% 100% 100% 100% Major Expense Categories Bus Paratransit FY FY FY FY 2009* Budget Budget Budget Budget Total Bus & Paratransit FY 2009 Budget FY 2008 Budget Salaries and Fringe Benefits 61% 65% 78% 84% 62% 66% Other Operating Expenses* 16% 12% 11% 1% 16% 12% Fuel and Oil 12% 12% 7% 11% 12% 11% Parts and Supplies 5% 6% 4% 4% 5% 6% Self Insurance Expenses 6% 5% 0% 0% 5% 5% Total: 100% 100% 100% 100% 100% 100% *Includes Bus Operations New Program Revenues and Appropriations HART -- FY Adopted Budget Page

33 BUDGET TRANSMITTAL LETTER PROPERTY TAX INCOME ANNUAL PERCENTAGE INCREASE PROPERTY TAX ANNUAL INCOME $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $ HART -- FY Adopted Budget Page

34 BUDGET TRANSMITTAL LETTER Budget Recommendations and Conclusion FY2009 Adopted Budget The total combined balanced budget for FY2009 totals $122,043,090, which is $45,760,420 or percent over the FY2008 adopted budget. The projections for FY are based on staff s best estimate of recurring revenues and expenses for next year. Based on the increase in projected ad valorem revenues, HART has identified several routes for enhanced services that will be implemented in the fall of 2008 and spring of During the past few years, the economic health of Hillsborough County, Florida, continued to show signs of increasing strength and vitality. Unemployment rates are low, building activity level is still strong, and property values are showing some decline. However, the property tax crisis and insurance crisis continue to reflect negatively on the Florida economy. The sales tax collection ratio from 2006 to 2007 also shows a slow increase. The important message in these facts is that the economic indicators are positive and growth is eminent. The same applies to HART s bus ridership program. The statistics provided in this report shows constant growth in ridership through FY2009 is showing an increase in ridership with four percent projected growth for bus ridership. The FY2009 budget is both responsive and responsible. It is responsible in that the budget continues to provide the level of service consistent with the demands without jeopardizing the fiscal health of HART. The budget is responsive in that it continues to meet the needs for our citizens by continuing to maintain the current service levels for ridership. The ability to do more with less has finally reached us as we attempt to stretch the current resources to provide the existing service levels and increase ridership. The budget for FY2009 is developed with top priority goals to provide enhanced services and eliminate non-productive services; maintain HART s financial stability; maintain and improve HART s equipment, facilities, infrastructure and other assets; improve the HART transportation system; and promote cooperative, positive employee relations by setting a positive climate for labor negotiations and other employee-related benefits. The FY2009 budget calendar provides the key dates for the passage of the budget adoption. The Chief Executive Officer and the Finance staff looks forward to working with the HART Board for the review, budget deliberations and adoption of the FY2009 Adopted Budget. Finally, we would like to thank the Finance Department employees and the chiefs for their hard work. Their contributions and dedication to making a positive difference in the life of each citizen we serve. END OF TRANSMITTAL LETTER HART -- FY Adopted Budget Page

35 Organizational Accomplishments HART -- FY Adopted Budget Page

36 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2008 ORGANIZATIONAL ACCOMPLISHMENTS Over the past year, HART has marked milestones in ridership, forged partnerships with other organizations, and completed new facilities. Million-Ride Months In August 2007, HART broke the million-ride month ridership threshold for the first time. In FY 2008, the one-million-ride mark was surpassed three more times. Ridership on the whole has increased almost 8% for the year, putting HART on pace to approach 12 million rides in Bus Rapid Transit The first phase of HART s Bus Rapid Transit service is moving from the drawing board to the streets of Hillsborough County. The initial route will operate in the I-275 North to South Corridor, on Nebraska Avenue from downtown Tampa, then east along Fletcher Avenue to the vicinity of Telecom Park (west of I-75). Design and engineering work will also be underway soon for an east-west BRT route, connecting Tampa International Airport, the Westshore Business District and HART s Netpark bus transfer center at Hillsborough Avenue and 56th Street. Student Ridership Grows The bus rides provided using the University Pass (U-Pass) partnership between HART and the University of South Florida continues to grow. The system allows students to ride fare free by showing their current USF ID card. Streetcar Extension Moves Forward The City of Tampa and HART have reached agreement on the extension of the line to Whiting Street. This project will provide better access to the downtown core and make the system more practical for work trips as the residential developments along the line become occupied. Construction should begin later this year. HART Represented on Regional Authority The newly formed Tampa Bay Area Regional Transportation Authority (TBARTA) is developing a transit plan for the region. HART is represented on the Transit Management Committee, which was created to give the existing transit operators input into the planning process. A Regional Transportation Master Plan is required by the legislation by July Tampa International Airport Transfer Center Partnering with Tampa International Airport, HART is making plans for a new bus transfer center on aviation authority property in the Westshore business district. The new center will be a hub for the planned East-West BRT route, local routes, and PSTA cross-bay expresses. New Transfer Centers HART dedicated the Netpark, West Tampa and Northwest Transfer Centers in the last year, giving our customers at those busy hubs brand new facilities featuring restrooms, vending machines, landscaping, large shelters and a pleasant place to wait for a bus. HART and PSTA Working Together HART and the Pinellas Suncoast Transit Authority have HART -- FY Adopted Budget Page

37 formed a joint funding task force to explore ways to expand transit funding in the Bay Area. New leadership at both agencies has opened doors to improved communication and a willingness to work on areas of shared interest. Funding Sought for Second BRT Line With the North-South BRT line funded, HART has begun seeking federal grants for a companion East-West BRT line. That line would connect Temple Terrace with Tampa International Airport and the Westshore business district using Hillsborough Avenue. New Shelters HART s Board of Directors approved a contract giving Signal Outdoor Advertising the rights to shelter advertising in Tampa and Hillsborough County. By partnering with Signal Outdoor Advertising, HART will nearly double the sheltered bus stops in two years, with 200 new shelters installed. Improving Access for Everyone HART is committed to improving pedestrian and wheelchair access to our bus stops. This requires a positive working relationship with all the HART jurisdictions and the Florida Department of Transportation in order to make many of the desired improvements. Expect to see more concrete landing pads for patrons, improved sidewalk connections, and retrofits to correct existing accessibility issues. A HART of Green HART has undertaken several green initiatives to further our goal of being an environmentally friendly company: Vehicles Operate three 40-foot Parallel Hybrid buses Hybrid buses emit 87% fewer total hydrocarbons than diesel, and get 18% more miles per gallon Two Toyota Prius hybrid cars in HART s fleet of staff vehicles average 38 MPG Company Practices Recycle waste oil, used uncrushed oil filters, coolant, scrap metal, aluminum and office paper Freon captured using a reclaim machine and reused Purchase recycled coolant Waterless urinals being installed to reduce water consumption Minimized use of aerosol products by using a chemical dilution with a spray bottle Fluorescent bulbs crushed; glass remains and Mercury are recycled Prior to purchasing any chemicals and cleaners, the Material Safety Data Sheet reviewed for product contents, flammability and reactivity rating; products containing certain ingredients are not allowed on any HART properties All new transit/transfer centers equipped with motion sensor lights in restroom facilities Six-month pilot program implemented in August of closing Ybor City administrative offices every other Friday in an effort to lower costs, reduce electricity usage and contribute fewer cars on the road HART -- FY Adopted Budget Page

38 Designations Named among Best Workplace for Commuters as an employee-friendly and environmentally conscious organization. Awarded Clean Air Partnership Designation by the Environmental Protection Commission. Received GreenFleet designation through the EPC HART -- FY Adopted Budget Page

39 SECTION II FINANCIAL INFORMATION ADOPTED BUDGET FY2009 HART -- FY Adopted Budget Page

40 HILLSBOROUGH TRANSIT AUTHORITY FY 2009 ADOPTED BUDGET Bus Bus Paratransit Streetcar Streetcar Total Operations Capital Operations Operations Capital Budget Revenues FY2009 Adopted $54,301,150 $53,300,220 $3,134,760 $2,015,880 $4,703,520 $117,455,530 Increase in Ad Valorem (.4682 Millage) 1,794, , ,000 2,531,880 Increase in Fare Revenue Generated by Fare Increase 736, ,000 Increase in Fare Revenue Generated by Service Improvements 69,680 69,680 Increase in Streetcar Fare Revenue Generated by Fare Increase 50,000 50,000 City of Tampa Tax Increment Financing 150, ,000 Due from THS, Inc. (200,000) (200,000) FTA Grant Section 5339** 1,250,000 1,250,000 Revenues FY2009 Adopted Total $56,901,710 $54,987,220 $3,434,760 $2,015,880 $4,703,520 $122,043,090 Appropriations FY2009 Adopted Operations: $54,301,150 $53,300,220 $3,134,760 $2,015,880 $4,703,520 $117,455,530 Bus Service Improvements (14 FTEs) 922, ,560 Community Outreach and Promotions 272, ,300 Rebranding of 151 Vehicles 290, ,000 Support Staff (3 FTEs) 170, ,000 Service Planning Staff (2 FTEs) 209, ,700 Fuel 736, ,000 Paratransit - New Programs due to Ridership Growth 300, ,000 Capital - City Corridor Program 288, ,900 Alternative Analysis 1,398,100 1,398,100 Appropriations FY2009 Adopted Total $56,901,710 $54,987,220 $3,434,760 $2,015,880 $4,703,520 $122,043,090 FY2009 STAFFING ADDITIONAL STAFFING* FY2009 AMENDED STAFFING *Reference Staffing Schedule in Budget Transmittal Letter HART -- FY Adopted Budget Page

41 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES BUS PARATRANSIT STREETCAR TOTALS OPERATING BUDGET Revenues System Revenue $14,821,330 $438,700 $646,210 $15,906,240 Ad Valorem Tax Revenue $36,406,240 $0 $0 $36,406,240 Ad Valorem Transfter to Paratransit & Capital ($3,276,620) $1,893,120 $0 ($1,383,500) Federal $4,706,930 $1,102,940 $200,000 $6,009,870 County $3,596,660 $0 $100,000 $3,696,660 City of Tampa $647,170 $0 $0 $647,170 Tampa Historic Streetcar, Inc. $0 $0 $1,069,670 $1,069,670 Total Operating Revenue $56,901,710 $3,434,760 $2,015,880 $62,352,350 Appropriations Salaries & Fringes $36,031,736 $2,860,725 $0 $38,892,461 Self Insured Worker's Compensation Expense $1,015,682 $0 $0 $1,015,682 Fuel & Oil $7,401,249 $314,919 $0 $7,716,168 Operational Contract Service $1,839,694 $1,798 $58,320 $1,899,812 Administrative Contract Service $628,450 $0 $0 $628,450 Parts & Supplies $3,282,576 $167,025 $260,430 $3,710,031 Insurance Premiums & Acturial Study $398,454 $4,044 $0 $402,498 Self Insured Liability Expense $2,004,665 $18,705 $0 $2,023,370 Utilities $1,127,790 $480 $169,000 $1,297,270 Public Relations $831,250 $0 $0 $831,250 Planning Studies $0 $0 $0 $0 Other Operating Expenses $1,742,164 $67,064 $0 $1,809, Back Pension Expense $125,000 $0 $0 $125,000 Streetcar Base Service $0 $0 $1,528,130 $1,528,130 Restricted Exp for Rte 96 & 97 Enhancement $473,000 $0 $0 $473,000 Total Operating Appropriations $56,901,710 $3,434,760 $2,015,880 $62,352,350 Depreciation Expense $10,573,000 $0 $0 $10,573,000 HART -- FY Adopted Budget Page

42 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES (Continued) CAPITAL PROJECTS BUDGET Revenues BUS PARATRANSIT STREETCAR TOTAL Federal $12,263,720 $0 $4,553,520 $16,817,240 State 800, ,000 HART 1,383, ,383,500 Hillsborough County Bonds 40,000, ,000,000 Hillsborough County 451, ,500 City of Tampa 88, , ,500 Total Revenue $54,987,220 $0 $4,703,520 $59,690,740 Appropriations Fleet Acquisition $2,337,360 $0 $0 $2,337,360 Basic Transit Infrastructure 1,728, ,728,900 Hardware/Software Upgrades 800, ,000 Operating, Maintenance & Administration 3,365, ,365,800 Facilities Security Projects 400, ,000 Bus Rapid Transit (BRT) 37,426, ,426,160 Park and Ride Facilities 4,450, ,450,000 Transit Signal Priority 2,000, ,000,000 Bus Stop Signage 75, ,000 Vanpool Program 273, ,370 Alternatives Analysis 1,398, ,398,100 Planning Studies 732, ,530 Streetcar Improvements , ,520 Streetcar Construction Extension - Phase IIA 0 0 4,380,000 4,380,000 Total Appropriations $54,987,220 $0 $4,703,520 $59,690,740 Total Adopted Operating and Capital Budget $111,888,930 $3,434,760 $6,719,400 $122,043,090 HART -- FY Adopted Budget Page

43 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH 2008 COMPARISONS AND CHANGES FY2008 ACTUAL THROUGH 2/29/2008 FY2008 ADOPTED BUDGET FY2009 ADOPTED BUDGET $ CHANGE FY2009 ADOPTED TO FY2008 ADOPTED % CHANGE FY2009 ADOPTED TO FY2008 ADOPTED BUS OPERATING BUDGET Revenues Passenger Fares $4,509,943 $10,130,050 $12,605,030 $2,474, % Charter Revenue Other System Revenue 796,799 2,056,300 2,216, , % Sub-Total System Revenue $5,307,192 $12,186,350 $14,821,330 $2,634, % Ad Valorem Tax Revenue $30,814,731 $36,674,360 $36,406,240 ($268,120) -0.73% Ad Valorem Transfer to Paratransit (675,854) (1,803,500) (1,893,120) (89,620) 4.97% Ad Valorem Transfer to Capital 0 (183,000) (1,383,500) (1,200,500) % Transfer from Reserve 0 147,780 0 (147,780) % FTA Revenue 1,365,990 3,203,050 4,706,930 1,503, % State Revenue 3,358,460 3,556,250 3,596,660 40, % Local Revenue 86, , , , % Sub-Total System Subsidy $34,950,143 $41,799,250 $42,080,380 $281, % TOTAL OPERATING REVENUE $40,257,335 $53,985,600 $56,901,710 $2,916, % Appropriations Base Service Salaries & Fringes $13,249,874 $34,940,700 $36,031,736 $1,091, % Self-Insured Workers' Compensation 230, ,180 1,015, , % Fuel and Oil 1,913,129 6,309,560 7,401,249 1,091, % Operational Contract Service 444,991 1,553,430 1,839, , % Administrative Contract Service 158, , ,450 86, % Parts and Supplies 1,211,421 3,183,090 3,282,576 99, % Insurance Premiums & Actuarial Study 181, , ,454 (83,686) % Self-Insured General Liability 956,511 1,353,790 2,004, , % Utilities 225, ,900 1,127, , % Public Relations 196, , , , % Planning Studies 162, ,600 0 (707,600) % Other Operating Expenses 689,524 1,586,290 1,742, , % 13(C) Back Pension Payment 0 120, ,000 5, % TOTAL OPERATING APPROPRIATIONS 19,619,960 53,166,620 56,428,710 3,262, % Reserves Operating Reserve $0 $330,470 $0 ($330,470) % Contingency 0 488,510 0 (488,510) % TOTAL RESERVES $0 $818,980 $0 ($818,980) % TOTAL BUS OPERATING $19,619,960 $53,985,600 $56,428,710 $2,443, % HART -- FY Adopted Budget Page

44 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH 2008 COMPARISONS AND CHANGES (Continued) FY2008 ACTUAL THROUGH FY2008 ADOPTED FY2009 ADOPTED $ CHANGE FY2009 ADOPTED TO FY2008 % CHANGE FY2009 ADOPTED TO FY2008 2/29/2008 BUDGET BUDGET ADOPTED ADOPTED Revenues over Appropriations Depreciation Expense $3,652,426 $10,401,290 $10,573,000 $171, % BUS CAPITAL Revenues Federal $4,609,940 $13,769,560 $12,263,720 ($1,505,840) % State 389, , , , % HART - Ad Valorem Taxes 0 183,000 1,383,500 1,200, % Hillsborough County Bonds ,000,000 40,000,000 - Hillsborough County 107, , , , % City of Tampa Impact Fees (11,912) 89,250 88,500 (750) -0.84% Other - Local 175, Total Bus Capital Revenues $5,271,122 $14,382,300 $54,987,220 $40,604, % Appropriations Fleet Acquisition $39,480 $6,069,170 $2,337,360 ($3,731,810) % Basic Transit Infrastructure 236, ,740 1,728,900 1,082, % Fareboxes 363,241 1,000,000 0 (1,000,000) % Hardware/Software Upgrades 2,361, , , , % Transit Centers 1,580, Operating, Maintenance & 920,120 2,440,000 3,365, , % Administrative Facilities Security Projects 0 90, , , % Transit Emphasis Corridors , , % Park and Ride Facilities 156, ,000 4,450,000 4,034, % Bus Rapid Transit (BRT) 0 2,682,690 37,426,160 34,743, % Transit Signal Priority 0 0 2,000,000 2,000,000 - Bus Stop Signage ,000 75,000 - Vanpools 0 245, ,370 28, % Alternative Analysis 0 0 1,398,100 1,398,100 - Planning Studies , ,530 -! Total Bus Capital Appropriations $5,657,767 $14,382,300 $54,987,220 $40,604, % Total Bus Operating and Capital Appropriations $25,277,727 $68,367,900 $111,415,930 $43,048, % HART -- FY Adopted Budget Page

45 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH 2008 COMPARISONS AND CHANGES (Continued) FY2008 ACTUAL THROUGH 2/29/2008 FY2008 ADOPTED BUDGET FY2009 ADOPTED BUDGET $ CHANGE FY2009 ADOPTED TO FY2008 ADOPTED % CHANGE FY2009 ADOPTED TO FY2008 ADOPTED PARATRANSIT OPERATING BUDGET Revenues ADA Passenger Fares $145,194 $275,000 $438,700 $163, % Ad Valorem Tax Revenue 675,854 1,803,500 1,893,120 89, % FTA Revenue 345, ,000 1,102, , % Total Operating Revenue $1,166,502 $2,898,500 $3,434,760 $536, % Appropriations Salaries & Fringes $930,237 $2,449,500 $2,860,725 $411, % Fuel and Oil 114, , ,919 3, % Parts and Supplies 29, , ,025 47, % Other Operating Expenses 1,797 18,500 91,611 73, % Operational Contract Service 24, ! Utilities % Total Operating Appropriations $1,100,728 $2,898,500 $3,434,760 $536, % STREETCAR OPERATING BUDGET Revenues Tampa Historic Streetcar, Inc. $526,046 $1,371,220 $1,069,670 ($301,550) % City of Tampa Tax Increment Financing 0 150,000 0 (150,000) - Passenger Fares 270, , ,210 31, % FDOT 100, , , % FTA 83, , , % Total Operating Revenue $979,477 $2,435,580 $2,015,880 ($419,700) % Appropriations Base Service $688,536 $1,985,960 $1,528,130 ($457,830) % Parts and Supplies 66, , ,430 70, % Contract Services 17,466 86,320 58,320 (28,000) % Utilities 67, , ,000 (4,500) -6.68% Total Operating Appropriations $839,610 $2,435,580 $2,015,880 ($419,700) % STREETCAR CAPITAL BUDGET Revenues Federal $45,435 $2,430,690 $4,553,520 $2,122, % City of Tampa - Tax Increment Financing $0 $150,000 $150,000 $0 0.00% Total Streetcar Capital $45,435 $2,580,690 $4,703,520 $2,122, % HART -- FY Adopted Budget Page

46 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH 2008 COMPARISONS AND CHANGES (Continued) FY2008 ACTUAL THROUGH 2/29/2008 FY2008 ADOPTED BUDGET FY2009 ADOPTED BUDGET $ CHANGE FY2009 ADOPTED TO FY2008 ADOPTED % CHANGE FY2009 ADOPTED TO FY2008 ADOPTED Appropriations Streetcar Improvements $28,887 $280,690 $323,520 $42, % Streetcar Construction Extension- 16,548 2,300,000 4,380,000 $2,080, % Phase II A Total Streetcar Capital Appropriations $45,435 $2,580,690 $4,703,520 $2,122, % Total Streetcar Operating and Capital Appropriations $885,045 $5,016,270 $6,719,400 $1,703, % TOTAL OPERATING APPROPRIATIONS AND RESERVES $27,263,500 $76,282,670 $121,570,090 $45,287, % HART -- FY Adopted Budget Page

47 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH COMPARISONS TO FY2008 AS A PERCENT OF BUDGET FY 2008 ACTUAL THROUGH 2/29/08 FY 2008 PERCENT TO ACTUAL THROUGH 2/29/08 FY 2008 ADOPTED BUDGET* FY 2008 PERCENT BUDGET FY 2009 ADOPTED BUDGET FY 2009 PERCENT BUDGET REVENUES BUS OPERATIONS System Revenue $5,307, % $12,186, % $14,821, % Ad Valorem Tax Revenue 30,814, % 36,674, % 36,406, % Ad Valorem Transfer To Paratransit & (675,854) -1.42% (1,986,500) -2.60% (3,276,620) -2.68% Capital Budgets Appropriated Reserve % 147, % % Federal 1,365, % 3,203, % 4,706, % State 3,358, % 3,556, % 3,596, % City of Tampa 86, % 204, % 647, % Total Bus Operations $40,257, % $53,985, % $56,901, % PARATRANSIT OPERATIONS System Revenue $145, % $275, % $438, % Ad Valorem Tax Revenue 675, % 1,803, % 1,893, % Federal 345, % 820, % 1,102, % Local % % % Total Paratransit Operations $1,166, % $2,898, % $3,434, % STREETCAR OPERATIONS Tampa Historic Streetcar, Inc. $796, % $2,135, % $1,715, % Federal 83, % 200, % 200, % State 100, % 100, % 100, % Total Streetcar Operations $979, % $2,435, % $2,015, % BUS CAPITAL Federal $4,609, % $13,769, % $12,263, % State 389, % 183, % 800, % HART - Ad Valorem Taxes % 183, % 1,383, % Hillsborough County Bonds % % 40,000, % Hillsborough County 107, % 157, % 451, % City of Tampa Impact Fees (11,912) -0.02% 89, % 88, % Other - Local 175, % % % Total Bus Capital $5,271, % $14,382, % $54,987, % STREETCAR CAPITAL Federal $45, % $2,430, % $4,553, % City of Tampa - Tax Increment $0 0.00% $150, % $150, % Financing Total Streetcar Capital $45, % $2,580, % $4,703, % TOTAL REVENUES $47,719, % $76,282, % $122,043, % HART -- FY Adopted Budget Page

48 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH COMPARISONS TO FY2008 AS A PERCENT OF BUDGET (Continued) FY 2008 ACTUAL THROUGH 2/29/08 FY 2008 PERCENT TO ACTUAL THROUGH 2/29/08 FY 2008 ADOPTED BUDGET* FY 2008 PERCENT BUDGET FY 2009 ADOPTED BUDGET FY 2009 PERCENT BUDGET APPROPRIATIONS BUS OPERATIONS Salaries and Fringes $13,249, % $33,502, % $36,031, % Self Insured Workers' Compensation 230, % 860, % 1,015, % Fuel and Oil 1,913, % 6,295, % 7,401, % Operational Contract Service 444, % 1,330, % 1,839, % Administrative Contract Service 158, % 712, % 628, % Parts and Supplies 1,211, % 2,959, % 3,282, % Insurance Premiums and Actuarial 181, % 489, % 398, % Study Self Insured Liability Expense 956, % 1,711, % 2,004, % Utilities 225, % 664, % 1,127, % Public Relations 196, % 804, % 831, % Planning Studies 162, % 800, % % Other Operating Expenses 689, % 1,855, % 1,742, % 13 (C) Back Pension Payment % 122, % 125, % New Programs % % 473, % Reserve % 882, % % Contingency % % % Transfer to Self Insured Liability % 370, % % Reserve Transfer to Self Insured Workers' % 240, % % Compensation Reserve Total Bus Operations Appropriations & Reserves $19,619, % $53,598, % $56,901, % PARATRANSIT OPERATIONS Salaries and Fringes $930, % $2,449, % $2,860, % Fuel and Oil 114, % 311, % 314, % Parts and Supplies 29, % 119, % 167, % Operational Contract Service 24, % % % Other Operating Expenses 1, % 18, % 91, % Utilities % % % Total Paratransit Operations Appropriations $1,100, % $2,898, % $3,434, % STREETCAR OPERATIONS Base Service $688, % $1,985, % $1,528, % Parts & Supplies 66, % 189, % 260, % Contract Services 17, % 86, % 58, % Utilities 67, % 173, % 169, % Total Streetcar Operations Appropriations $839, % $2,435, % $2,015, % HART -- FY Adopted Budget Page

49 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 SUMMARY BUDGET ALL MODES WITH COMPARISONS TO FY2008 AS A PERCENT OF BUDGET (Continued) FY 2008 ACTUAL THROUGH 2/29/08 FY 2008 PERCENT TO ACTUAL THROUGH 2/29/08 FY 2008 ADOPTED BUDGET* FY 2008 PERCENT BUDGET FY 2009 ADOPTED BUDGET FY 2009 PERCENT BUDGET BUS CAPITAL Fleet Acquisition $39, % $6,069, % $2,337, % Fareboxes 363, % 1,000, % % Basic Transit Infrastructure 236, % 646, % 1,728, % Hardware/Software Upgrades 2,361, % 492, % 800, % Transit Centers 1,580, % % % Operating, Maintenance & 920, % 2,440, % 3,365, % Administrative Facilities Security Projects % 90, % 400, % Transit Emphasis Corridors % 300, % % Park and Ride Facilities 156, % 416, % 4,450, % Bus Rapid Transit (BRT) % 2,682, % 37,426, % Transit Signal Priority % % 2,000, % Bus Stop Signage % % 75, % Vanpools % 245, % 273, % Alternative Analysis % % 1,398, % Planning Studies % % 732, % Total Bus Capital Appropriations $5,657, % $14,382, % $54,987, % STREETCAR CAPITAL Streetcar Improvements $28, % $280, % $323, % Streetcar Construction Extension-Phase 16, % 2,300, % 4,380, % II A Total Streetcar Capital Appropriations $45, % $2,580, % $4,703, % TOTAL APPROPRIATIONS $27,263, % $75,896, % $122,043, % Depreciation Expense $3,652,426 $10,401,290 $10,573,000 *Reflects FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

50 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 OPERATING BUDGET REVENUES SYSTEM WIDE ALL MODES Ad Valorem Taxes $36,406, % System Revenue $15,906, % Tampa Historic Streetcar, Inc. $1,069, % City of Tampa $647, % State $3,696, % Federal $6,009, % Total $62,352,350 Transfer to Capital Budget ($1,383,500) 2.0% Salaries & Fringes $38,892,461 63% Streetcar Base Service $1,528,130 2% 13 (C) Back Pension Payment $125,000 0% New Programs $473,000 1% Other Oper Expense $1,833,775 3% FY2009 OPERATING BUDGET APPROPRIATIONS SYSTEM WIDE ALL MODES Public Relations $831,250 1% Utilities $1,297,270 2% Self Insured Liability Expense $2,004,665 3% Self Insured Expenses $1,015,682 2% Fuel & Oil $7,716,168 12% Administrative Contract Service $628,450 1% Parts & Supplies $3,710,031 6% Contract Services $1,898,014 3% Insurance Prems $398,454 1% Total: $62,352,350 HART -- FY Adopted Budget Page

51 HILLSBOROUGH TRANSIT AUTHORITY BIENNIAL BUDGET PROCESS FY and FY HART adopts a biennial (two-year) budget process that can be seen as a continuous process for planning. HART employs a variation of biennial budgeting characterized by an annual appropriation linked to a tentative unenforceable spending plan for the following year. The Florida Statutes requires special districts to adopt an annual budget and to have an annual financial audit. However, there is no apparent legal prohibition against adopting two annual budgets at one time. Therefore, the HART Board will adopt the FY budget as the legal budget and the FY being the tentative unenforceable financial plan for multi-year budgeting purposes. Multi-year budgeting forces the government to assess future staffing levels, operating expenses, and their effect on the operating budget. Forecasting revenues for HART biennial budget is a real challenge. Although HART used the same methodology it had used to project revenues for the annual budget, it is somewhat more conservative with the second year s revenues because of the extended time-frame. Multi-year budgeting complicates revenue forecasting by extending the time horizon from one year to two or more years. The further projections are extended, the less accurate they become. The economic uncertainties of projecting revenues for a larger time horizon provided the impetus for the establishment of a permanent reserve of a portion of HART s general operating fund net assets. The use of a biennial budget approach or has extended the planning and management horizon and allows HART to introduce a number of process improvements that have further simplified budget preparation and enhance the financial and multi-year strategic budgeting. HART -- FY Adopted Budget Page

52 OPERATING BUDGET Revenues HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES BUS PARATRANSIT STREETCAR TOTAL System Revenue $15,542,350 $526,440 $605,160 $16,673,950 Ad Valorem Tax Revenue 37,498, ,498,430 Ad Valorem Transfer To Paratransit & Capital Budgets (1,652,170) 1,652, Federal 4,431,260 1,102, ,000 5,734,200 State 3,966, ,000 4,066,660 City of Tampa 686, ,000 Tampa Historic Streetcar, Inc ,211,630 1,211,630 Total Operating Revenue $60,472,530 $3,281,550 $2,116,790 $65,870,870 Appropriations Salaries & Fringes $36,306,050 $2,805,310 $0 $39,111,360 Self Insured Worker's Compensation Expense 1,035, ,035,250 Fuel and Oil 7,557, , ,836,890 Operational Contract Service 1,604, ,240 1,665,640 Administrative Contract Service 668, ,400 Parts and Supplies 3,086, , ,570 3,496,420 Insurance Premiums & Actuarial Study 394, ,000 Self Insured Liability Expense 1,932, ,932,230 Utilities 1,159, ,760 1,335,840 Public Relations 811, ,130 Other Operating Expenses 1,762,080 54, ,816, (C) Back Pension Payment 125, ,000 New Programs 4,029, ,029,990 Streetcar Base Service 0 0 1,612,220 1,612,220 Total Operating Appropriations $60,472,530 $3,281,550 $2,116,790 $65,870,870 Budget Reserves Transfer to Operating Reserve $0 $0 $0 $0 Contingency Total Operating Reserves $0 $0 $0 $0 Total Operating Appropriations & Reserves $60,472,530 $3,281,550 $2,116,790 $65,870,870 Depreciation Expense $10,996,000 $0 $0 $10,996,000 Total Planned Operating Budget $60,472,530 $3,281,550 $2,116,790 $65,870,870 HART -- FY Adopted Budget Page

53 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES AS A PERCENTAGE OF CHANGE FY2008 ADOPTED BUDGET* FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET $ CHANGE FY2010 PLANNED TO FY2009 ADOPTED % CHANGE FY2010 PLANNED TO FY2009 ADOPTED BUS OPERATING BUDGET Revenues Base Service Revenues Passenger Fares $10,130,050 $12,271,680 $12,639,830 $368, % Other System Revenue 2,056,300 2,216,300 2,283,200 66, % Sub-Total System Revenue $12,186,350 $14,487,980 $14,923,030 $435, % Ad Valorem Tax Revenue $36,674,360 $34,705,340 $34,747,740 $42, % Ad Valorem Transfer to Paratransit (1,803,500) (1,893,120) (1,652,170) 240, % Ad Valorem Transfer to Capital (183,000) (1,383,500) 0 1,383, % Transfer from Reserve 147, FTA Revenue 3,203,050 4,545,010 4,260,800 (284,210) -6.25% State Revenue 3,556,250 3,596,660 3,966, , % Local Revenue 204, , ,480 11, % Sub-Total System Subsidy Revenue $41,799,250 $39,755,750 $41,519,510 $1,763, % Total Operating Revenue Base Service $53,985,600 $54,243,730 $56,442,540 $2,198, % New Program Revenues Passenger Fares Route 1 Enhancement $0 $15,240 $27,700 $12, % Route 2 Enhancement 0 50,600 53,640 3, % Route 6 Enhancement 0 20,480 37,220 16, % Route 24X Enhancement 0 33,500 35,510 2, % Route 25X Enhancement 0 22,040 23,360 1, % Additional Express Route Enhancements 0 14,220 15, % Route 30 Enhancement 0 135, , , % Route 39 Enhancement 0 30,960 56,260 25, % Route 96 Enhancement 0 6,000 6, % Route 97 Enhancement 0 5,190 5, % BRT - North/South Corridor , ,170 - Sub-Total New Program Passenger Fares 0 333, , , % Ad Valorem Route 1 Enhancement 0 60, ,790 49, % Route 2 Enhancement 0 40,480 44,080 3, % Route 6 Enhancement 0 81, ,860 66, % Route 24X Enhancement 0 189, ,190 11, % Route 25X Enhancement 0 124, ,350 7, % Additional Express Route Enhancements 0 127, ,450 7, % Route 30 Enhancement 0 540, , , % Route 39 Enhancement 0 123, , , % BRT - North/South Corridor , ,520 - HART -- FY Adopted Budget Page

54 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES AS A PERCENTAGE OF CHANGE (Continued) FY2008 ADOPTED BUDGET* FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET $ CHANGE FY2010 PLANNED TO FY2009 ADOPTED % CHANGE FY2010 PLANNED TO FY2009 ADOPTED Maintenance Program 0 410, ,340 20, % Sub-Total New Program Ad Valorem 0 1,700,900 2,750,690 1,049, % Federal Revenue - CMAQ Route 2 Enhancement (CMAQ) 0 161, ,460 8, % Sub-Total New Program Federal Revenue 0 161, ,460 8, % City of Tampa Route 96 Enhancement 0 294, ,640 17, % Route 97 Enhancement 0 167, ,880 10, % Sub-Total New Program Local Revenue 0 461, ,520 27, % Total Operating Revenue New Programs $0 $2,657,980 $4,029,990 $1,372, % TOTAL OPERATING REVENUE $53,985,600 $56,901,710 $60,472,530 $3,570, % Appropriations Base Service Salaries & Fringes $34,940,700 $34,653,100 $36,306,050 $1,652, % Self-Insured Workers' Compensation 854,180 1,016,430 1,035,250 18, % Fuel and Oil 6,309,560 6,986,110 7,557, , % Operational Contract Service 1,553,430 1,826,600 1,604,400 (222,200) % Administrative Contract Service 541, , ,400 39, % Parts and Supplies 3,183,090 3,079,920 3,086,850 6, % Insurance Premiums & Actuarial Study 482, , ,000 25, % Self-Insured General Liability 1,353,790 1,869,820 1,932,230 62, % Utilities 915,900 1,127,790 1,159,580 31, % Public Relations 618, , ,130 (20,120) -2.42% Planning Studies 707, Other Operating Expenses 1,586,290 1,730,260 1,762,080 31, % 13(C) Back Pension Payment 120, , , % Sub-Total Operating Appropriations Base Service 53,166,620 54,243,730 56,442,540 2,198, % New Programs BRT - North/South Corridor , ,690 - Route 1 Enhancement 0 76, ,490 62, % Route 2 Enhancement 0 253, ,180 15, % Route 6 Enhancement 0 102, ,080 83, % Route 24X Enhancement 0 223, ,700 13, % Route 25X Enhancement 0 146, ,710 8, % Additional Enhancement Express Services 0 142, ,520 8, % Route 30 Enhancement 0 675,560 1,227, , % HART -- FY Adopted Budget Page

55 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES AS A PERCENTAGE OF CHANGE (Continued) FY2008 ADOPTED BUDGET* FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET $ CHANGE FY2010 PLANNED TO FY2009 ADOPTED % CHANGE FY2010 PLANNED TO FY2009 ADOPTED Route 39 Enhancement 0 154, , , % Route 96 Enhancement 0 300, ,000 18, % Route 97 Enhancement 0 173, ,380 10, % Maintenance 0 410, ,340 20, % Sub-Total Operating Appropriations New Programs 0 2,657,980 4,029,990 1,372, % TOTAL OPERATING APPROPRIATIONS $53,166,620 $56,901,710 $60,472,530 $3,570, % Reserves Operating Reserve $330,470 $0 $0 $0 - Contingency 488, TOTAL RESERVES $818,980 $0 $0 $0 - TOTAL BUS OPERATING $53,985,600 $56,901,710 $60,472,530 $3,570, % Depreciation Expense $10,401,290 $10,573,000 $10,996,000 $423, % PARATRANSIT OPERATING BUDGET Revenues ADA Passenger Fares $275,000 $438,700 $526,440 $87, % Ad Valorem Tax Revenue 1,803,500 1,893,120 1,652,170 (240,950) % FTA Revenue 820,000 1,102,940 1,102, % Total Operating Revenue $2,898,500 $3,434,760 $3,281,550 ($153,210) -4.46% Appropriations Salaries & Fringes $2,449,500 $2,671,730 $2,805,310 $133, % Fuel and Oil 311, , ,320 21, % Parts and Supplies 119, , ,000 2, % Other Operating Expenses 18,500 65,430 54,420 (11,010) % New Programs 0 300,000 0 (300,000) % Utilities % Total Operating Appropriations $2,898,500 $3,434,760 $3,281,550 ($153,210) -4.46% HART -- FY Adopted Budget Page

56 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES AS A PERCENTAGE OF CHANGE (Continued) FY2008 ADOPTED BUDGET* FY2009 ADOPTED BUDGET FY2010 PLANNED BUDGET $ CHANGE FY2010 PLANNED TO FY2009 ADOPTED % CHANGE FY2010 PLANNED TO FY2009 ADOPTED STREETCAR OPERATING BUDGET Revenues Tampa Historic Streetcar, Inc. $1,371,220 $919,670 $1,161,630 $241, % Passenger Fares 614, , ,160 8, % City of Tampa Tax Increment Financing 150, ,000 0 (150,000) % FDOT 100, , , % FTA 200, , , % Total Operating Revenue $2,435,580 $2,015,880 $2,116,790 $100, % Appropriations Base Service $1,985,960 $1,985,960 $2,075,380 $89, % Parts and Supplies 189, , , % Contract Services 86,320 86,320 90,640 4, % Utilities 173, , ,670 7, % Reductions per Adopted Business 0 (490,330) (490,330) % Plan Total Operating Appropriations $2,435,580 $2,015,880 $2,116,790 $100, % TOTAL OPERATING APPROPRIATIONS AND RESERVES *Reflects FY2008 Budget Amendments through May $59,319,680 $62,352,350 $65,870,870 $3,518, % HART -- FY Adopted Budget Page

57 HILLSBOROUGH TRANSIT AUTHORITY NOTES TO FY2010 PLANNED BUDGET REVENUES ANALYSIS Bus Operations FY2010 revenues total $60.5 million, which is $3.57 million or 6.28 percent increase over Adopted FY2009. The changes in revenues are presented below: Passenger fares for base service increased 3.0 percent or $368,150 over the FY2009 amended the amended budget. This is an increase of 4.0 percent in ridership. This includes increased revenues from the fare change that that is scheduled for implementation in FY2009. Other system revenues consisting of advertising revenues, interest revenue and miscellaneous revenues are expected to increase $66,900 or 3.0 percent in 2010 over Ad valorem taxes are projected to increase 3.0 percent over the FY2009 Adopted budget. Staff will closely monitor tax reform during 2009 for the potential impact on the FY2010 budget. Grant and local subsidy operating funding is expected to increase by 1.5 percent or $133,160 over Identifying grant funds for eligible operating expenses for fiscal 2010 is reflected as a priority in providing enhanced services in FY2010. Paratransit, Capital Budget and TECO Streetcar: The revenues for these other programs are expected to generally follow the same projections in FY2010 for the bus operations. Paratransit operating in FY2010 is projected to decrease $153,210 or 4.46 percent. Streetcar revenues for FY2010 are expected to increase $100,910 or 5.01 percent over FY2009, assuming the same level of service is provided. Bus Operations Appropriations APPROPRIATIONS ANALYSIS Bus operations for the FY2010 budget totaled $60.5 million or 6.28 percent over FY2009 budget. The major increases and/or decreases are presented below: Staff has budgeted 6.28 percent increases for the FY2010 budget with a priority on providing new services including the annualized cost to provide FY2009 service enhancements and the start up of the BRT in July The following information reflects variances over the 6.28 percent. HART -- FY Adopted Budget Page

58 Insurance premiums are expected to increase a nominal 6.78 percent or $25,000 over FY2009 budget. Fuel and oil are expected to increase 8.18 percent or $571,460 over FY2009 with diesel fuel budgeted to increase from $3.35 to $3.61 per gallon, or 7.8 percent over FY2009. Administrative Contract Services are increased by 6.36 percent or $39,950 over FY2009 primarily due to an increase of 15 percent in auditing fees. New programs for enhanced services beginning in FY2009 are carried forward into FY2010 and with the inclusion of the BRT North/South Corridor, this represents a 52 percent or $1,372,010 increase over FY2009. The BRT North/South Corridor will require the addition of 17 bus operators in the last quarter of fiscal Paratransit Appropriations The FY2010 budget is $153,210 or 4.46 percent under FY2009. Increases are conservatively estimated for salaries and fringes of 5.0 percent, fuel and oil of 8.3 percent, and parts and supplies of 2.01 percent. Other operating expenses are decreased by percent or $11,010 due to a reduction in minor equipment for operators. New programs of $300,000 implemented in FY2009 are not carried forward to FY2010 as services are being reevaluated in FY2009 to meet the increased demands of ridership. Streetcar Appropriations The streetcar FY2010 budget is $100,910 or 5.01 percent over FY2009. The increase is due to projected increases in salaries and benefits based on the ATU contract and operational contract services and utilities. HART -- FY Adopted Budget Page

59 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET REVENUE PROJECTION METHODOLOGY Bus Following a few years of strong growth, bus ridership is continuing to rise with a projected increase of 4 percent for base services in FY2009 over FY2008 projected ridership. The increase is based on current trends. New and enhanced services are expected to generate a 15 percent farebox recovery ratio. Paratransit Paratransit demand is expected to continue its pattern of very strong growth with no expected decline. The paratransit demand pattern is not expected to show a plateau effect for the next few years. Paratransit fare increases are scheduled for implementation in November Streetcar Streetcar ridership is expected to remain flat or decline due to FY2009 reductions in service hours. However, a fare increase of.50 is scheduled beginning in FY2009 and every three years thereafter. With the exception of Fiscal Year 2006 when ridership declined sharply, the ridership pattern for the streetcar has changed very little since the start of streetcar operations in October HART -- FY Adopted Budget Page

60 HILLSBOROUGH TRANSIT AUTHORITY FY2009 BUDGET SOURCES AND USES OF FUNDS REVENUE ANALYSIS ALL MODES DESCRIPTION OF THE TOP 5 REVENUE SOURCES A description of the top five revenues is as follows: REVENUE SOURCES Property Taxes -- The monies deposited into the Enterprise Fund help pay for salaries of employees and for operations of the transit authority. Federal Grants -- HART receives funding annually through FTA s urbanized area formula program which provides funding to transit agencies based on several factors, including population, population density, and the amount of service provided. Section 5307 funding is allocated to the Tampa St. Petersburg Clearwater urbanized area, and then shared by the entities operating transit services: PSTA, Pasco County Public Transit and HART, by an interlocal agreement. Systems Revenue -- passenger fare revenues are anticipated to reach $12.5 million and are deposited into HART s Enterprise Fund. The other revenues are investment income, revenues from other governments and private sector. Revenue Bonds -- In 2008, Hillsborough County authorized $40 million in revenue bonds for Bus Rapid Transit Corridors, park and rides, and transit signal authority capital projects. FY2007 ACTUAL FY2008 BUDGET FY2009* BUDGET 50% 48% 30% 23% 27% 18% 19% 20% 15% % State of Florida -- provides funding for transit operating and capital projects through a number of grant programs. 5% 5% 4% Total 97% 97% 100% *Includes new program revenue. HART -- FY Adopted Budget Page

61 HILLSBOROUGH TRANSIT AUTHORITY FY2009 BUDGET SOURCES AND USES OF FUNDS EXPENSE ANALYSIS ALL MODES DESCRIPTION OF THE FIVE CATEGORIES OF EXPENSES Salaries and fringe benefits (health insurance, life insurance, pension benefits, deferred compensation and unemployment compensation) FY2007 ACTUAL FY2008 BUDGET FY2009** BUDGET 49% 49% 30% Capital Expense for fleet and capital-related items. 18% 22% 49% All other operating expenses such as security; building and materials; vanpool; computer support; auditing fees; legal fees; training expenses; garbage contracts; general office supplies and miscellaneous equipment; selfinsurance program for workers compensation, general liability, personnel costs, risk management, reserves, and property insurance costs; utilities; flex service; public relations; planning studies; CRA payments; old city pension; contracted services(*), leases and reserves. 20% 15% 12% Diesel and unleaded fuel. 9% 9% 6% All vehicle parts and supplies 4% 5% 3% Total 100 % 100% 100% *Contracted services include Streetcar Base Service. **Includes new program appropriations. HART -- FY Adopted Budget Page

62 REVENUE NARRATIVES AND TRENDS HART -- FY Adopted Budget Page

63 HILSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 OPERATING BUDGET REVENUES BUS MODE Ad Valorem Taxes $36,406, % System Revenue $14,821, % Transfer to Capital Budget ($3,276,620) 5.75% City of Tampa $647, % State $3,596, % Federal $4,706, % Total: $56,901,710 New Programs $2,657, % 13 (C) Back Pension $125,000.25% Other Oper Expense $1,730, % FY2009 OPERATING BUDGET APPROPRIATIONS BUS MODE Salaries & Fringes $34,653, % Utilities $1,127, % Parts & Supplies $3,079, % Self Insured Expenses $1,016, % Contract Services $1,826, % Fuel & Oil $6,986, % Administrative Contract Service $628, % Public Relations $831, % Self Insured Liability Expense $1,869, % Insurance Premiums $369,000.75% Total: $56,901,710 HART -- FY Adopted Budget Page

64 ADVERTISING INCOME Bus Advertising Advertising income is comprised of two components: advertising on buses and bus shelter advertising. Advertising revenue for bus is projected at the minimum guaranteed amount of $555,100. On May 1, 2006, HART entered into an agreement with Vista Media Group, Inc. of Los Angeles, California, for Vista to provide transit advertising services on buses. The term of the agreement is for five (5) years (May 1, 2006 through April 30, 2011). The payment of revenue to HART during the terms of the agreement and the minimum annual guaranteed payment are as follows: Amount Year 1 (FY2007) $ 525,000 Year 2 (FY2008) $ 546,000 Year 3 (FY2009) $ 567,840 Year 4 (FY2010) $ 590,554 Year 5 (FY2011) $ 614,176 Total $2,843,569 For each of the terms, Vista shall pay to HART within 15 days after the end of the month, 1/12th of the guaranteed annual payment. The number of vehicles available for advertising under the agreement increased from 78 to 178. Advertising revenues for the period for actual and planned is presented below: Year Amount % of Change 2000 Actual $14, Actual $62, Actual $170, Actual $241, Actual $343, Actual $455, Actual $482, Actual $532, Budget $555, Budget $577, Planned $600, HART -- FY Adopted Budget Page

65 HART'S ADVERTISING REVENUES FY $675,000 $600,000 $525,000 $450,000 $455,667 $482,167 $532,000 $555,100 $577,300 $600,400 $375,000 $343,667 $300,000 $225,000 $150,000 $75,000 $0 $14, Actual $62, Actual $170, Actual $241, Actual 2004 Actual 2005 Actual 2006 Actual 2007 Actual 2008 Budget 2009 Budget 2010 Planned Bus Shelter Advertising On February 4, 2008, HART awarded a contract to Signal Outdoor Advertising for bus shelter advertising. The contract is for a 15-year period ( ). Over the first two years, the contract provides for installation of 200 new shelters and the retrofit of 150 existing shelters. At the end of the two years, HART's advertising income will be, at a minimum, $105,000 annually. However, due to starting mid-fiscal year, the first year advertising income in FY2008 is estimated at $30,000 with $60,000 anticipated for FY2009 and $60,000 for FY2010. The contract should reduce HART s shelter maintenance costs by maintaining new shelters as well as those retrofit for advertising. Year Amount FY2008 Budget $30,000 FY2009 Budget $60,000 FY2010 Budget $60,000 FY Budget (per year) $105,000 PROPERTY TAX Real property, which includes commercial and industrial property, means land, buildings, fixtures, and all other improvements to land. Personal property for the purposes of ad valorem taxation, are divided into four categories as follows: Household goods, intangible personal property, inventory and tangible personal property. Ad Valorem tax means a tax based on the assessed value of property. The assessed value of property means an annual determination of the just or fair market value of an item or property or the value of the homestead property as limited by Florida State Constitution. Property taxes based on assessed values at January 1 are levied on November 1 of each year. A four percent discount is allowed if the taxes are paid in November, with the discount declining HART -- FY Adopted Budget Page

66 by one percentage point each month thereafter. Taxes become delinquent on April 1 of the following year and tax certificates for the full amount of any unpaid taxes and assessments are auctioned beginning June 1 of that year. Property tax revenue is recorded when it becomes available. Available means when due and collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Florida Statutes, limits aggregate ad valorem tax millage against property of the County to 10 mills each for countywide and unincorporated area services unless increased by voter referendum. The Hillsborough Transit Authority is deemed a special taxing district and is authorized to levy an ad valorem tax on the taxable real and personal property in the transit area at a rate not to exceed three mills, subject to approval by a vote of the electors in the taxing district. The approved ad valorem tax rate for FY2008 was.4495 and the Adopted for FY2009 is mil. Chapter 197, Florida Statutes, governs property tax collections. The Hillsborough County Tax Collector ( Tax Collector ) bills and collects all property taxes levied within the County. Property Tax Revenues for the period 1997 through 2010 for actual and planned is presented below: Year Millage Amount Percent Increase 1997 Actual 0.5 $12,737, Actual 0.5 $13,789, Actual 0.5 $14,955, Actual 0.5 $16,164, Actual 0.5 $17,958, Actual 0.5 $19,604, Actual 0.5 $21,124, Actual 0.5 $23,180, Actual 0.5 $25,740, Actual 0.5 $29,813, Actual 0.5 $36,511, Budget $36,674, Budget $36,406, Planned $37,498, HART -- FY Adopted Budget Page

67 HART'S PROPERTY TAX REVENUE $40,000,000 $37,500,000 $35,000,000 $32,500,000 $30,000,000 $27,500,000 $25,000,000 $22,500,000 $20,000,000 $17,500,000 $15,000,000 $12,500,000 $10,000,000 $7,500,000 $5,000,000 $2,500,000 $12,737,785 $13,789,973 $14,955,656 $16,164,986 $17,958,159 $19,604,163 $21,124,567 $23,180,746 $25,740,799 $29,813,313 $36,511,240 $36,674,360 $36,406,240 $37,498,430 $ Act ual 1998 Act ual 1999 Actual 2000 Actual 2001 Actual 2002 Act ual 2003 Act ual 2004 Act ual 2005 Act ual 2006 Actual 2007 Actual 2008 Budget 2009 Budget 2010 Planned HART -- FY Adopted Budget Page

68 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET AD VALOREM TAX DISTRIBUTION BY MODE Mode FY2007 Actual FY2008 Budget FY2009 Budget FY2010 Planned Amount % Amount % Amount % Amount % Bus Operations $34,766, $34,687, $33,129, $35,846, Paratransit Services $1,624, $1,803, $1,893, $1,652, Capital Budget $120,340.3 $183,000.5 $1,383, $0 0 Total $36,511, $36,674, $36,406, $37,498, HART -- FY Adopted Budget Page

69 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET TRANSIT FARES Transit fares are fees charged for travel on publicly operated transportation systems, including rapid transit trains, trolleys and buses. Transit fares have long been partially subsidized in many North American cities; they are lower than fuel costs of providing services. Justifications for these subsidies often include assistance to lower income residents and reduction in automobile traffic. Affordable transportation is a significant barrier for people living in poverty to get to and from work. HART s transit fare policy has historically been reviewed every two years during the budget development process as part of HART s consideration of fee schedules for transit services. The last fare increase was in FY2006 with the next schedule increase in FY2008. The schedule below shows the ridership trends and fare revenues for bus operations since FY2000. Year Ridership % of Change Fare Revenues % of Change FY2000 Actual 8,190, $6,169, FY2001 Actual 8,557, $6,230, FY2002 Actual 8,182, $6,194, FY2003 Actual 8,205, $6,653, FY2004 Actual 8,881, $7,428, FY2005 Actual 10,040, $8,453, FY2006 Actual 10,697, $9,616, FY2007 Actual 11,147, $10,757, FY2008 Budget 10,900, $10,130, FY2009 Budget* 12,272, $12,271, FY2010 Planned 12,640, $12,639, *Based on projected ridership for FY2008 Adopted Budget; Ridership projections of 4 percent are based on estimated ridership for fiscal year ending based on 2008 trends. Excludes new program fares. Year to Date FY2008 Year to Date February 29, ,634, $4,509, Year to Date February 28, ,221,088 N/A $4,000,683 N/A HART -- FY Adopted Budget Page

70 HART'S RIDERSHIP & REVENUE TRENDS ,500,000 25,000,000 22,500,000 20,000,000 17,500,000 15,000,000 12,500,000 10,000,000 7,500,000 REVENUE 5,000,000 2,500,000 RIDERSHIP Actual 2002 Actual 2004 Actual 2006 Actual 2008 Budget 2010 Planned HART -- FY Adopted Budget Page

71 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET Current Fare Structure for FY 2008 and FY 2009 Adopted Category FY2007 FY2008 Current FY2008 Change % over FY2007 FY2009 Adopted Changes (Fall 2008) FY2009 Change % over FY2008 LOCAL Cash fare $1.50 $1.50 $ % Discount Cash Fare $0.75 $0.75 $ % Connector Cash Fare $0.50 $0.50 $0.50 0% Connector Discount Cash Fare $0.25 $0.25 $0.25 0% USF Employee Cash Fare $0.25 $0.25 $0.25 0% 1-Day Local Unlimited Rides $3.25 $3.25 $ % 1-Day Discount Unlimited Rides $1.60 $1.60 $ % 20-Ride Local $30.00 $30.00 Eliminate % 20-Ride Discount Local $15.00 $15.00 Eliminate % 10 Pack 1-Day Local Unlimited Ride $34.00 New 10 Pack 1-Day Local Discount Unlimited Ride $17.00 New 31-Day Local Unlimited Ride $50.00 $50.00 $ % 31-Day Discount Local Unlimited Ride $25.00 $25.00 $ % 31-Day Connector Unlimited Ride $10.00 $10.00 Eliminate % 31-Day Discount Connector Unlimited Ride $5.00 $5.00 Eliminate % 3-Day Visitor $9.75 $9.75 $ % 3-Day Visitor/Group (Bulk 200 or more) $8.00 $8.00 $ % 31-Day Local Unlimited Ride (Adult Student Discount)* $25.00 $ % 20-Ride Local Unlimited Ride (Adult Student Discount) $15.00 Eliminate % EXPRESS ROUTE FARES Express Cash Fare $2.50 $2.50 $ % Express Cash Discount Fare $1.25 $1.25 $ % 1-Day Premium Express Unlimited Ride $6.00 $6.00 Replaced % 1-Day Express Unlimited Ride $5.50 New 1-Day Discount Express Unlimited Ride $2.25 New 20-Ride Express $50.00 $50.00 Replaced % 20-Ride Discount Express $25.00 $25.00 Replaced % 10-Pack 1-Day Express Unlimited Ride $50.00 New 10-Pack 1-Day Discount Express Unlimited Ride $25.00 New 31-Day Express Unlimited Ride $80.00 $80.00 $ % 31-Day Discount Express Unlimited Ride $40.00 $40.00 $ % HART/PSTA Passport (Intercounty Pass) $85.00 $85.00 $ % ADA PARATRANSIT HARTlink 1-Way $1.75 $ % $ % HARTlink Round Trip $3.50 $ % $ % Simple Trip (one bus) $2.60 $ % $ % More Complex Trip (two buses) $3.90 $ % $ % Most Complex Trip (three or more buses) $5.20 $ % $ % 10-Ride HART Access Card New $ % $ % *15% discount; sales provided through colleges and universities under contract with HART. HART -- FY Adopted Budget Page

72 Fare Policy and Recovery Ratio The HART Board has directed the staff to review the fare structure every two years in order to insure HART keeps up with inflation. As indicated in the revenue section, passenger fare growth has not been consistently high. An analysis of the history of fare increases and future increases are presented below. Last Fare Increase Date of Fare Increase Percent of Increase Projected Revenue Mode Bus Operations (effective Jan. 2006) Jan. & Nov % $631,774 Paratransit Services Jan. & Nov Streetcar Operation October % $134,942 Projected Fare Increase Date of Fare Increase Percent of Increase* Projected Revenue Mode Bus Operations* 1 st Qtr. FY % $736,000 Paratransit Services October 2008 N/A N/A Streetcar Operation October % $50,000 *Excludes Adult Student Fare for 31-Day Local Unlimited Ride. The table below summarizes the recovery ratio from passenger fares from 2006 through Recovery Ratio From Fares FY2006 Actual FY2007 Actual FY2008 Budget FY2009 Budget FY2010 Planned Bus Operations 21.46% 19.86% 18.65% 22.15% 21.93% Paratransit Services 8.91% 10.15% 10.27% 12.77% 16.04% Streetcar Operation 27.72% 29.83% 26.83% 32.06% 30.95% OTHER REVENUES CITY OF TAMPA assumes subsidy assistance for the Downtown Evening Connector service on Fridays and Saturdays of $185,360. Furthermore, additional funding is assumed for new programs as follows: Restoration of mid-day service on the In-Town Trolley, Downtown-Purple HART -- FY Adopted Budget Page

73 Line with a subsidy of $294,000 and the addition of Thursday and Sunday evening service on the In-Town Trolley Downtown-Green Line with a subsidy of $173,000. HILLSBOROUGH COUNTY funding of $750,000 is not included for Flex Service. Actual FY2006 Actual FY2007 Budget FY2008 Budget FY2009 Planned FY2010 City of Tampa $339,000 $339,000 $204,310 $647,170 $686,000 Hillsborough County $14,320 $40,233 $0 $0 $0 Westshore Alliance $0 $0 $0 $0 $0 Private Subsidy $45,000 $45,000 $0 $0 $0 CHARTER REVENUES can be generated when HART becomes a subcontractor for a private charter company. Federal law prohibits transit authorities from directly competing with charter companies. However should such a company need additional capacity or specialized equipment (i.e., wheelchair lift equipped accessible buses) to provide a charter, it can subcontract the work to the transit authority. Revenue from this type of service is, therefore, difficult to predict and these revenues are immaterial to the overall budget. The charter rate for 2007 is $90 per hour with a minimum of three hours, and includes an escalator fee for fuel of $1.00 per hour for each 10% increase in the cost of fuel over $2.50 per gallon. The special service rate is $60.00 per hour with a one-day service (eight hours) minimum and includes the same escalator fee for fuel. FY2008 rates are consistent with FY2007 rates. Therefore, based on the description of this revenue type, no budget amount is reflected for FY2007, 2008 and Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008 Budget FY2009 Planned FY2010 Charter Revenues $13,432 $6,316 $630 $0 $0 $0 INTEREST INCOME Interest income attributable to HART eligible cash balances invested at the Florida State Board of Administration and the HART bank is deposited into the operating budget to support general operating expenses. Under the current banking agreement, HART is using the Zero Balance Account (ZBA) system. The ZBA is a checking account system in which the balance of zero is maintained for the payroll and accounts payable accounts. Funds are automatically transferred from the master account to cover checks when presented. The zero balance account is used to eliminate excess cash balances in separate accounts and maintain greater control over disbursements. Funds in the master account are invested resulting in no idle cash. The table below shows interest revenue from HART -- FY Adopted Budget Page

74 YEAR INTEREST INCOME 2003 Actual $137, Actual $171, Actual $498, Actual $1,161, Actual $1,588, Budget $1,157, Budget $1,350, Planned $1,390,500 $1,800,000 $1,650,000 $1,500,000 $1,350,000 $1,200,000 $1,050,000 $900,000 $750,000 $600,000 $450,000 $300,000 $150,000 $ Actual HART'S INTEREST INCOME Actual 2005 Actual 2006 Actual 2007 Actual 2008 Budget 2009 Budget 2010 Planned GRANT INCOME HART receives several grants from different federal funding programs. The grants cover costs related to capital, planning and operating projects and services. Section 5307 Urbanized Area Formula Program HART receives funding annually through FTA s urbanized area formula program which provides funding to transit agencies based on several factors, including population, population density, and the amount of service provided. Section 5307 funding is allocated to the Tampa St. Petersburg Clearwater urbanized area, and then shared by the entities operating transit services: PSTA, Pasco County Public Transit and HART, by an interlocal agreement. For fiscal year 2009, the funds will be used for buses, vanpools, facilities, security, basic transit infrastructure, ITS projects, capital equipment, and planning projects. Section 5309 Discretionary Program This program provides funding under three programs: Bus and Bus related programs, Fixed Guideway Modernization and New Starts. The Bus and Bus related program is a discretionary HART -- FY Adopted Budget Page

75 program, sometimes referred to as special appropriations, with all of the funding earmarked by the US Congress. Eligible projects are capital projects for buses, facilities and equipment. Fixed Guideway funds are allocated by formula and can be used to modernize or improve fixed guideway systems. A fixed guideway refers to any transit service that has exclusive use of controlled rights-of-way or rails entirely or in part. For fiscal year 2009, Section 5309 funds will be used for facility, bus rapid transit, and fixed guideway projects. Section 5339 Alternatives Analysis Program This program assists in financing the evaluation of all reasonable modal and multimodal alternatives and general alignment options for identified transportation needs in a particular, broadly defined travel corridor. The transportation planning process of Alternatives Analysis includes an assessment of a wide range of public transportation or multimodal alternatives which will address transportation problems within a corridor or subarea. Information collected via the AA process provides ample information to enable the Federal Transit Administration to determine if the project is justified and whether there is the necessary local financial commitment. The end product of the AA is the selection of a locally preferred alternative which then must be adopted as part of the local Metropolitan Planning long-range transportation plan. Funds may be used to assist State and local governmental authorities in conducting alternatives analyses when at least one of the alternatives is a new new fixed guideway system or an extension to an existing fixed guideway system. Funds for Alternatives Analysis projects are allocated based on a statutory or discretionary basis. A grant may be made up to 80 percent of net project cost. Funding is available for a total of three years (year of appropriation plus two years). Surface Transportation Program Funding The Surface Transportation Program is a federal funding program that finances highway and/or transit projects. The funding is prioritized by the Hillsborough MPO, with local jurisdictions and HART is eligible to receive the funds. The funding is prioritized approximately five years in advance. HART received $4.9 million in STP funding in FY2008. In FY2009, the funding shown is from last year's allotment being rebudgeted and reprogrammed. New Freedom These federal funds are allocated by Pinellas County MPO and require a 20% local match. The funds have been allocated to bus stops and accessibility projects to be matched with local impact fees. FHWA These federal funds were recently awarded by the U.S. Congress for surface transportation priorities. They have been programmed for the Streetcar line extension project. State Funding The State of Florida provides funding for transit operating and capital projects through a number HART -- FY Adopted Budget Page

76 of grant programs. Park-and Ride-Program The Park-and-Ride Program funds design, construction, operation, and maintenance of park-andride facilities. State Intermodal As programmed by FDOT, these funds are slated for the transit emphasis corridor (BRT) project. Local Funding TIF City of Tampa HART has a perpetual agreement with the City of Tampa for taxes collected within the Tax Increment Financing District. These funds are used for improvements and enhancements to the Streetcar rail, vehicles and stations. Impact Fees in 2009 Hillsborough County and the City of Tampa levy impact fees on development to support infrastructure improvements within local districts. HART receives a portion of the impact fees for district improvements. The funds each year have been programmed for park and ride facilities, bus bays, shelters, and accessibility improvements. Hillsborough County In FY2008, the County set aside $40 million from its Revenue Bonds (funded with a 1 sales tax referendum) for the bus rapid transit signal priority. The SAFTI agreement with the County will fund basic transit infrastructure (BTI) projects in FY2009. Ad Valorem Taxes HART provides match to the State's Park and Ride annually and intermodal (FY2009) grants. Also in FY2009 is match to Federal 5307 grant for planning studies as well as match for basic transit infrastructure improvements and the Alternatives Analysis. HART -- FY Adopted Budget Page

77 Operating Revenues Bus Operations Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008 Budget 2009 Planned FY Section 5307 Grant $3,648,807 $3,164,537 $3,053,216 $3,203,050 $4,232,210 $4,070, Section 5309 Grant Section 3037 Grant $681,037 $335, Section 5208 Grant $14,705 $61, JARC $312,800 $190, CMAQ Grant $29,903 $2,545 $102,419 0 $161,920 $170, Surface Transportation Program Florida DOT Grant $3,574,739 $3,355,025 $3,469,393 $3,556,250 $3,596,660 $3,966,655 Local Funding 1. City of Tampa 0 0 $339,000 $204,310 $647,170 $686, Hillsborough County 0 0 $40, Other Funding $1,900,378 $398,319 $45, HART Ad Valorem (Match) $160,000 $340,770 $224,000 HART -- FY Adopted Budget Page

78 Revenues Capital Budget Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008* Budget FY2009 Planned FY Section 5307 Grant $2,220,611 $10,824,901 $10,896,250 $6,577,810 $5,721,760 $3,460, Section 5309 Grant $1,840,510 $837,977 $2,722,286 $3,391,750 $3,891,960 $1,673, Section 3015 Grant 0 $64, Section 5208 Grant $96,819 $638, Section 5339 Grant $1,250,000 $1,250, CMAQ Grant $171, $400, Surface Transportation Program $3,500,000 $1,200,000 $4,500, Transportation Enhancement $300,000 0 $700, Florida DOT Grant $968,857 $226,236 $276,133 $183,000 $800,000 $200, New Freedom $200,000 $150,000 Local Funding 1. Impact Fees City of Tampa $224,236 $299,822 $358,694 $89,250 $88,500 $88, Impact Fees - Hillsborough County $358,568 $625,160 $203,697 $157,490 $201,500 $305, Hillsborough County 0 0 $355,470 0 $250, Hillsborough County Revenue Bonds $40,000, Other Funding 0 0 $44, HART Ad Valorem $183,000 $1,383,500 $200,000 *Reflects Budget Amendment HART -- FY Adopted Budget Page

79 Operating Revenues Paratransit Budget Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008 Budget FY2009 Planned FY Section 5307 Grant $800,000 $800,000 $821,823 $820,000 $1,102,940 $1,102, Section 5309 Grant CMAQ Grant Surface Transportation Program Florida DOT Grant Local Funding 1. Impact Fees City of Tampa Impact Fees - Hillsborough County Other Funding Operating Revenues Streetcar Budget Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008 Budget FY2009 Planned FY Section 5307 Grant $200,000 $200,000 $200,000 $200,000 $200,000 $200, Section 5309 Grant CMAQ Grant $11, Surface Transportation Program Florida DOT Grant 0 $100,000 $100,000 $100,000 $100,000 $100,000 Local Funding 1. Impact Fees City of Tampa Impact Fees - Hillsborough County Tax Increment Financing City of Tampa $150,000 $150, Other Funding $1,091,973 $1,116,320 $1,363,141 $1,371,220 $919,670 $1,161,630 HART -- FY Adopted Budget Page

80 Capital Revenues Streetcar Budget Actual FY2005 Actual FY2006 Actual FY2007 Budget FY2008* Budget FY2009 Planned FY Section 5307 Grant $759,221 $91,237 $617, Section 5309 Grant $27,558 $58,012 $243,636 $130,690 $173,520 $206, CMAQ Grant $900, Surface Transportation Program $1,400,000 $3,400, FHWA ,000 0 Local Funding 1. City of Tampa Tax Increment Financing $150,000 $150,000 $150, Other Funding $100, *Reflects Budget Amendment HART -- FY Adopted Budget Page

81 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 PERFORMANCE OBJECTIVES The HART Board of Directors has established the following performance objectives for the Chief Executive Officer and the organization: Goal Criteria Note Proposed Target FY 2009 Ridership Productivity Efficiency Passengers per Revenue Hour Operating Cost per Revenue Mile Safety Collisions per 100,000 Revenue Miles Quality of Service Complaints per 100,000 Passengers 1 Greater than or equal to Less than or equal to $ Less than or equal to Less than or equal to 9.5 Notes: 1. Bus passengers divided by bus revenue hours. 2. FY09 bus and paratransit modes gross operating costs divided by bus and paratransit revenue miles, excluding reserves. 3. Collisions as reported to the National Transit Database for all modes divided by revenue miles for bus, paratransit and streetcar modes. 4. Validated customer service complaints divided by bus, paratransit and streetcar passengers. Excludes commendations and suggestions requiring a service expansion and/or Board budget or policy decision. ANALYSIS AND TREND ASSESSMENT FY09 ORGANIZATIONAL PERFORMANCE GOALS DEVELOPMENT Ridership Productivity Ridership productivity is measured as passengers per revenue hour for bus service. This measure is determined by dividing estimated ridership for the fiscal year by the estimated revenue hours for the fiscal year. The trend for this measure has been steady growth over the past two years. See Attachment III. HART is proposing a goal of 20.0 passengers or more per revenue hour for bus operations for FY 2009 based on projected ridership trends and related influencing factors. The new goal represents a 5% improvement over the FY08 ridership target goal. In developing the proposed ridership goal, consideration was given to the following concerns: Uncertainty of the initial level of productivity for service adjustments planned for implementation in FY09 HART -- FY Adopted Budget Page

82 The growth rate next fiscal year may begin to slow and eventually plateau due to the impact of higher fares going into effect November 2008, the possible stabilization/decline of fuel prices and a possible reduction in employer transit fare card subsidies due to the strained economy. Efficiency Efficiency is measured by cost per revenue mile for the bus and paratransit modes combined. HART s cost per revenue mile has been trending slowly upward in a consistent pattern over the past few years. Rising fuel prices along with the costs of wage and benefits, in particular health care insurance, are the major factors driving the growth trend. HART is proposing a goal of $6.94 or less per revenue mile for bus and paratransit operations for This figure was established dividing projected revenue miles by the operating costs reflected in the 2009 proposed budget. The new cost efficiency goal reflects a 3% improvement over the FY08 target goal. HART was able to institute several cost saving initiatives during the current fiscal year that should result in continued reductions in scheduled overtime, turnover and absenteeism levels that will assist in meeting the proposed goal. Safety Safety is measured by collisions per 100,000 revenue miles. Collisions are defined as those reportable to the National Transit Database (NTD) which result in property damage above a $7,500 threshold and/or which result in injuries requiring emergency medical transport. This measurement includes bus, paratransit and streetcar modes. The chart in Attachment IV shows the safety trend year to date for FY 2008 which equates to 0.36 collisions per 100,000 miles. This figure is under the target of HART s accident experience month to month varies a great deal. In April 2008 there were seven reported collisions and none reported for the following two months of May and June Many of the reportable collisions continue to involve rear-end collisions (non-preventable) or passengers falling which resulted in injuries. HART conducts a monthly review of accidents involving the Safety and Risk Management Departments. The objective is to identify emerging trends and take preventive actions. The proposed safety goal for FY09 is 0.45 collisions per 100,000 revenue miles. The new goal represents a 10% improvement over the FY08 goal for collision experience. The proposed goal will require maintaining a monthly average of less than four collisions per month. Quality of Service Quality of service is measured by service complaints received by HART s Customer Service Center per 100,000 bus, paratransit and streetcar passengers. It excludes commendations and suggestions requiring a service expansion and/or Board budget or policy decision Service complaints have shown a noticeable decline in the past four months. It is felt that our Operators are becoming more focused on customer service and engaging in the necessary functions, such as readily providing passengers with service connection and schedule information, resulting in this performance measure improvement. Another factor is the employer s ability to evaluate complaints to establish validity through the use of technology improvements such as the new on-board security camera system and automatic vehicle locator HART -- FY Adopted Budget Page

83 and passenger count equipment. Although the recent trend has shown improvement, planned changes for the upcoming fiscal year such as fare increase and ongoing service modifications to enhance productivity will continue to impact the level of complaints filed. The Quality of Service goal for FY 2009 is proposed to be 9.5 complaints per 100,000 passengers. The new goal represents a 5% performance improvement for this area which gauges overall customer satisfaction with service delivery. PROGRESS TO DATE ON PERFORMANCE OBJECTIVES Ridership Productivity For FY 2008 the measure of ridership productivity was revised from passengers per revenue mile to passengers per revenue hour. Passengers per revenue hour are generally accepted within the transit industry as the primary measure of productivity and a more demonstrative statistic. Through March 2008 ridership productivity is ahead of target and is expected to exceed the goal by the end of the fiscal year. Reductions in non-productive services in November 2007 and ridership growth are contributory factors. November 2007 Service Revisions Service revisions implemented in November 2007: Passengers per Revenue Hour Corporate Goal: Ridership Productivity October March 2008 Measure: Passengers Per Revenue Hour Greater Than or Equal to Goal Year To Date Elimination of low productivity routes 52LX, 86, and 98 Elimination of low productivity trips on routes 22X, 27X, 35LX, 47LX, and 59LX Rerouting of Route 41 to West Tampa Transit Center Frequency reductions to Routes 10, 14, 16, and 89 Reductions in late night trips to Routes 30 and 83 In order to increase productivity and maximize resources, HART will continuously monitor services in order to identify poor performing segments that are in need of revision, and reallocate resources to identified growth segments. HART -- FY Adopted Budget Page

84 Efficiency Year to date through March 2008, HART is ahead of this goal. The budget is monitored closely to ensure proper spending levels are maintained. Rising fuel prices continue to provide a challenge. HART currently locks in fuel prices by purchasing fuel futures which is typically cheaper than buying at the rack rate. Cost per Revenue Mile $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $- Corporate Goal: Efficiency October March 2008 Measure: Cost per Revenue Mile Less Than or Equal to $7.15 $7.15 Goal $6.10 Year 1 To Date Safety Through March 2008, HART is below the target of less than.5 collisions per 100,000 revenue miles. Emphasis is being placed on driver training with assurance that new driver trainees will graduate with a through knowledge of safe operating practices and the provision of refresher training for all established operators. Collisions per 100,000 Revenue Miles Corporate Goal: Safety October March 2008 Measure: Collisions Per 100,000 Revenue Miles Less Than or Equal to Goal Year 1 to Date Quality of Service Through March 2008, this goal is not meeting the maximum target for the year. Complaints will continue to be monitored for validity and potential actions. Establishment of new on-board video and vehicle location technologies will allow for additional follow up activities related to complaints. Complaints per 100,000 Passengers Corporate Goal: Quality of Service October March 2008 Measure: Complaints per 100,000 Passengers Less Than or Equal to Goal 1 Year to Date HART -- FY Adopted Budget Page

85 BUDGET PROCESS AND FINANCIAL MANAGEMENT POLICIES BUDGET PROCESS AND POLICIES BUDGET PROCESS AND CALENDAR ACCOUNTING POLICIES GENERAL FISCAL/BUDGET POLICIES FISCAL POLICY FOR ANNUAL OPERATING REVENUE AND EXPENSES FISCAL POLICY FOR CAPITAL EXPENDITURES AND DEBT FINANCING INVESTMENT POLICY HART -- FY Adopted Budget Page

86 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET BUDGET PROCESS AND POLICIES Budget Process and Calendar The budget process for special districts in Florida is in large part statutorily driven as outlined in the following timetable. (For further detail please refer to the Florida Statutes Section ). Immediately following the statutory timetable is the specific budget calendar for HART. Every employee of HART has a role in preparing the budget. The budget needs to be formulated, prepared, implemented, and evaluated. Each Chief is accountable to the Chief Executive Officer for the performance of their respective personnel and whether or not their department meets their objectives within the allocated resources. Several important improvements were made to the budget process in the past year. While normally the Budget Division used its fiscal model to project revenues and expenditures for the next fiscal year, this year the model was improved to include detailed projections. The additional information gives the HART Board a clear, longer-term view of the level of financial control needed to develop upcoming budgets. HART uses a biennial budget format in which the first year establishes the appropriated budget and the second year concentrates on financial planning. Enabling strategic as well as tactical thinking, the multi-year format together with two year projections provides for improved decision making with a longer-term focus on goal achievement and infrastructure maintenance. The budget relies on the identification of essential transportation needs of Hillsborough county residents, and budget and financial priorities including the identification and ranking of critical transit services. The following outlines the various stages of budget development and administration and identifies the roles and responsibilities of the key participants in the process: The Planning Phase Budget development begins in January each year when plans are set forth for next year s budget process. The Budget Division reviews obstacles and problems from the previous year s process. Objectives for the next year s process are designed and plans are made to overcome any prior problems. Two year projections are prepared. Also, instructions and examples are reviewed, training classes are arranged and the budget calendar dates are set. At the beginning of January, the tentative calendar is distributed to all departments along with a reminder of the date of the budget process. The Preparation Phase The Budget Kickoff sets the pace for the preparation of the budget and is presented in a meeting. Provided is the financial status of HART, economic growth, and issues that need to be addressed HART -- FY Adopted Budget Page

87 during future budget work sessions. Departments are directed to return a status quo program budget and requests for service improvements (if any) for consideration. The staff of the Budget Division reviews the submitted requests with each of the departments and their respective divisions; changes to the requests are made at this time. Once all changes have been completed, the Chief Executive Officer reviews the final product. After his review, work sessions are scheduled with the departments, Budget Division staff, and the Chief Executive Officer for any final changes. These reviews begin in April and continue until the proposed budget is submitted to the HART Board. A tentatively balanced budget is presented to the HART Board at a regularly scheduled Board meeting in June. The Review and Adoption Phase Board and Finance Committee work sessions, held in a public setting, are scheduled for the remainder of July and August. In these sessions the HART Board reviews budget issues and recommends funding of said issues. During this time period, the Notice of Proposed Property Taxes, otherwise known as TRIM (Truth in Millage) notices, are prepared and mailed by the Property Appraiser. Published on the TRIM notice is the date of the first public hearing to adopt the tentative budget and the tentative millage rate. The purpose of the public hearing is to give the general public an opportunity to speak for or against the proposed budget and millage rate. At the end of the first public hearing, a date and time is set for the final public hearing. An advertisement for the hearing is placed in a local newspaper. This ad contains summary budget information along with the tentative millage rate and the tentative approved budget based on the first hearing. Also noted are the time, date and location for the final hearing. The purpose of the final public hearing is to give the general public a second opportunity to speak for or against the budget and millage rate. At this meeting the HART Board adopts the final budget and millage rate. Within the next three days the Property Appraiser, Tax Collector and State Department of Revenue must be notified of the adopted millage rate. The Tax Collector mails final tax invoices to property owners at the beginning of November. The budget is effective on October 1 of each year. Amendments After Adoption As provided in Florida Statute , once the budget is adopted it may be amended by the HART Board at any time within a fiscal year in the following manner: 1. Appropriations for expenses in the fund may be decreased and other appropriations in the same fund correspondingly increased, provided that the total of the appropriations of the fund are not changed. 2. Appropriations from the Reserve for Contingencies may be made to increase the appropriation for any particular expense in the same fund, or to create an appropriation in the fund for any lawful purpose, but expenses may not be charged directly to the reserve HART -- FY Adopted Budget Page

88 for contingencies. 3. Revenue of a nature or source not anticipated in the budget and received for a specific purpose such as grants, donations, gifts, or reimbursement for damages may, by resolution of the Board, be appropriated and expended for that purpose. 4. Increased receipts for enterprise or proprietary funds received for a particular purpose may, by resolution of the Board, be appropriated and expended for that purpose. Any amendment to the budget not specified above may be authorized by resolution or ordinance of the Board following a public hearing. HART -- FY Adopted Budget Page

89 BUDGET CALENDAR Local Government TRIM Timetable (State Guidelines) Day # Typical Date* Agency Activity 1 July 1 or Date of Certification, Whichever is Later Property Appraiser Property Appraiser certifies interim roll (DR-420). Within 15 July 15 Taxing Authority Budget Officer submits tentative budget to taxing authority. 35 August 4 Taxing Authority 55 August 24 Property Appraiser Taxing authority advises Property Appraiser of proposed millage, rolled-back rate, and date, time and place of the TENTATIVE BUDGET HEARING. Property Appraiser prepares notice of proposed property taxes (DR-474, 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 (DR-422). Taxing Authority completes and certifies DR-422 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. HART -- FY Adopted Budget Page

90 HILLSBOROUGH TRANSIT AUTHORITY FY2009 Budget Calendar Date February 5, 2008 January 29, 2008 February - March 2008 February March 2008 February - March 2008 March 14, 2008 February 29, 2008 Distribution of FY Budget Instruction s Package Florida Property Tax Referendum Announcement to selected support groups of need to gather background information service levels, payroll schedules, revenue estimates, etc. Begin position request process for new budget year for the following changes: (1) Position grade changes; upgrade/downgrade (2) Position title change (3) Add or eliminate position (4) Position responsibility change Position change requests for FY submitted to budget department and Human Resources for review for approval/rejection. Chiefs to submit FY capital budget requests. Submit to CFO revenue and statistics: miles, hours, operator manpower, passengers, passenger revenue, investment income, sales tax revenue, etc. by Planning and Finance departmental staff. Initial estimate of percent increase in benefits expense from benefits department. February 29, 2008 February 29, 2008 March 31, 2008 April 14-18, 2008 April 21-25, 2008 Approved position changes forwarded to budget department to incorporate in FY and also notify cost center managers. Chiefs submit all budget requests in budget system for Finance review (lock the budget). Preliminary estimate of FY2009 revenues and expenses completed in budget system to start the process and determine deficit/surplus target. Presentation of Analysis of Budget Request to Chief Executive Officer and senior staff. Meetings with Chief Executive Officer and Chiefs for senior level discussion on operating budget. HART -- FY Adopted Budget Page

91 April 21-25, 2008 May 12, 2008 June 2, 2008 June 9, 2008 July 1, 2008 Late July September 8, 2008(*) Meetings with Chief Executive Officer and Chiefs on the operating and capital budgets (final recommendations). Final Tentative Budget Prepared. Budget workshops held with Finance Audit and Administrative Committee. Proposed Fiscal Years 2009 Operating and Capital Budget 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 thirty-five (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. September 22, 2008(*) October 1, 2008 Mid-October 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 FY2009. 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. *This is a tentative date and subject to change. HART -- FY Adopted Budget Page

92 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET ACCOUNTING POLICIES Summary of Accounting Policies Government resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. The various funds are grouped within two broad categories as follows: The Hillsborough Transit Authority is accounted for as a Business Type Activity, as defined by Governmental Accounting Standards Board (GASB) Statement No. 34, Basic Financial Statements Management's Discussion & Analysis for State and Local Governments and its budget and financial statements are presented on the accrual basis of accounting. Under this method, revenues are recognized when they are earned, and expenses are recognized when they are incurred. Grants are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Grants received in advance of revenue recognition by the Authority are shown as unearned grants revenue. Enterprise funds distinguish operating revenues and expenses from nonoperating items. Operating revenues and expenses generally result from providing services in connection with the fund's principal ongoing operational activities. Charges to customers represent the Authority's principal operating revenues and include passenger fees, and revenues from use of its capital assets for advertising, right-of-way activities. Operating expenses include the cost of operating, maintaining, and supporting transit services and related capital assets, administrative expenses, and depreciation. All revenues and expenses not meeting this definition are reported as nonoperating or other revenues and expenses. Basis of Accounting: Basis of accounting refers to when revenues and expenditures or expenses are recognized in the financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. HART s budget uses a basis of accounting that mirrors the basis used for actual accounting of Enterprise Fund revenues and expenses. Budgeting for governmental funds is done using the accrual basis of accounting. Revenues are budgeted for the fiscal year. Those revenues are expected to become measurable and available as net current assets. Expenditures are budgeted for the fiscal year when the related fund liability is expected to be incurred, except for principal and interest, on general long-term debt which is recognized when due. Basis of Budgeting: The preparation, approval, adoption and execution of HART s budget are in compliance with Florida Statute (Chapter 189) and consistent with generally accepted accounting principles. Budgets for Proprietary Funds (Enterprise) use the accrual basis of accounting. Revenues are recognized in the period in which they are earned and expenditures are recognized in the period in which the liability is incurred. HART -- FY Adopted Budget Page

93 The Comprehensive Annual Financial Report (CAFR) shows the status of HART s finances on the basis of generally accepted accounting principles. Generally, this is the way the budget is prepared. One exception is the treatment of unpaid vacation and sick leave accumulated by employees. The entire unpaid liability for vacation and sick leave is recorded in the Government-Wide statement of Net Assets in the CAFR, whereas the current liability of employees is budgeted as an appropriation in the year when it s expected to be expended. Internal Budget Adjustments: Budget adjustments are designed to give HART limited flexibility in its budgetary proceedings. They may generally be approved for one of three reasons. First, a mistake may have been made in the original approved budget. Because the budget cycle begins so early in the year, it is very easy to overlook certain items that should have been included, or to over or under estimate the expenses or need for certain other items. A second reason for which transfers may be approved is emergency purchases. In many instances, equipment, supply, or maintenance costs must be incurred at a higher level than could have been anticipated due to a breakdown of equipment, the assumption of a new service, or unusually large contract prices. A third justification for an adjustment is an avoidance of future cost increases. Such opportunities often arise when products or services can be purchased at a certain time rather than putting off the purchase until a later date. Budget adjustments exist for very specific reasons as noted above. They should not be used to balance an organization s budget each month. Operating within one s available budgetary resources is a managerial responsibility, and one which should be taken very seriously. The approved budget is only a plan and can be adjusted as circumstances change; however, it should be adhered to as closely as possible. When needs are less than originally anticipated or prices come in lower than budgeted, excess funds should accrue as savings to HART. They should not be considered as available dollars for additional expenditures. These accrued savings become cash forward in the next year s budget, a very valuable revenue in maintaining service levels and avoiding tax rate increases. Capital equipment items not approved in the budget can be purchased in one of three ways. First, if the amount is less than $1,000, and if the requesting party has the funds available, then the Budget Division can approve the purchase. Second, if the individual items or systems exceed $1,000 but do not exceed $5,000, and if the requesting party has funds available, then the Chief Financial Officer or designee can approve the purchase. Third, individual items or systems over $5,000 require HART Board approval with justification of fund availability whether from within one s own budget or if requiring a transfer of the appropriate contingency. Encumbrances: Encumbrances represent commitments related to unperformed contracts for goods or services and are recorded in order to reserve that portion of the applicable appropriation. However, HART utilizes it in the Enterprise Fund for financial control. HART -- FY Adopted Budget Page

94 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET GENERAL FISCAL/BUDGET POLICIES General Policy 1. The annual operating budget of HART shall balance the public transit service needs of the community with the fiscal capabilities of HART. It is intended to achieve the goals and objectives established by the HART Board for the following fiscal year. HART programs will represent public transportation needs and compliance with various state and federal regulations. A balance between personnel and other classes of expenditures will also be achieved. 2. HART recognizes that its citizens deserve a commitment from HART to fiscal responsibility, and that a balanced operating budget is the cornerstone of fiscal responsibility. Annual operating expenses (personal services, operating costs and capital outlay) will be fiscally balanced with revenues or income estimates that can reasonably and normally be planned to be received during the fiscal year. New programs or changes in policies, which would require the expenses of additional operating funds, will either be funded through reductions in existing programs of lower priority or through adjustments to fees, service charges, or taxes. Requests for new or changes to programs or policies will be accompanied by an analysis of the short and long-term impact on the operating budget caused by such changed or new program or policy. 3. New programs, services, or facilities shall be based on general citizen demand or need. 4. HART shall prepare and implement a Capital Improvement Budget which shall schedule the funding and construction of projects for a five-year period. The CIP Program shall balance the needs for improved public facilities, as identified in HART s comprehensive plan, within the fiscal capabilities and limitations for HART. 5. HART shall maintain its accounting records in accordance with generally accepted accounting principles (GAAP), applied to governmental units as promulgated by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB). 6. HART shall provide funding for public services on a fair and equitable basis, and shall not discriminate in providing such services on the base of race, sex, color, religion, national origin, or physical handicap. 7. Budgets for all HART departments and all other HART expenses shall be under HART Board appropriation control. 8. Inter-fund loans must be supported by a fiscally sound source of funds available for repayment. 9. Preparation of HART s budget shall be in such a format as to allow correlation with the costs reported in HART s Comprehensive Annual Financial Report. HART -- FY Adopted Budget Page

95 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FISCAL POLICY FOR ANNUAL OPERATING REVENUE AND EXPENSES ALL FUNDS REVENUE 1. Revenue projections will be based on an analysis of historical trends and reasonable assumptions of future conditions. 2. Revenue estimates will be made on a reasonable conservative basis to ensure that estimates are realized. 3. The operating budget will be prepared based on 95% of the certified taxable value of the property tax roll and other anticipated revenues. 4. HART will not use long-term debt to finance expenses required for operations. 5. The operating budget will be balanced using current year revenues to finance current year expenses. Fund balances shall not normally be budgeted as a resource to support routine annual operating expenses. Fund balances may be budgeted as a resource to support capital, debt, or extraordinary major maintenance needs on a non-recurring basis, or as reserves to be carried forward. 6. As early as practical in each annual budgeting cycle, the HART Board shall give direction to administration as to the circumstances under which an ad valorem tax millage increase would be considered. Normally, such direction should be given in January of each year in conjunction with the setting of a tentative budget calendar. 7. Fees should be collected on all HART-provided services for which specific users may be readily identified and use may be reasonably quantified. The amount of the fee should be based on actual costs incurred in providing the services (or facility), and shall be reviewed at least biannually. The degree to which fees shall recover full costs shall be a policy determination of the board, but in no instance should it exceed that total cost. ALL FUNDS REQUIREMENTS 1. Normal maintenance requirements necessary to sustain the basic asset value will be included in the budget of the proper operating fund. 2. Contractual obligations and compensation plans for employees will be provided. 3. As early as practical in the budget process, the HART Board shall discuss with Administration HART staffing for both current and planned years. 4. Capital will be provided for major improvements and automation of services based on multiple-year planning and appropriate cost benefit analysis. Each year, as early as practical, the HART Board shall discuss specific capital replacement requirements and HART -- FY Adopted Budget Page

96 policies for the upcoming year. 5. Future capital improvement requirements and replacement will be included in operating plans requiring such reserves as may be necessary. The annual amount set aside to provide reserves for future capital requirements should be consistent with individual fund needs. 6. Reserve for Contingency This reserve should be established only in those funds where emergencies may occur. The amount recommended is a minimum of 2% of operating for major funds. (Statutory maximum is 10%). 7. Along with all other required budget material submitted by division and department directors in March and April of each year, the Risk Manager shall prepare an estimate of amounts to be budgeted for workers compensation, self-insured, and other related claims. ALL FUNDS FUND BALANCE (Fund Balance Resources remaining from prior years which are available to be budgeted in the current year.) 1. Maintaining an adequate cash balance is essential. Minimum of 25% for major funds based on individual fund s needs or an amount equal to that is necessary to avoid any short-term borrowing. 2. The balances of each fund will be maintained by using a conservative approach in estimating revenues and by ensuring that expenditures do not exceed appropriations. 3. Any anticipated deficit at year-end, unless it can be eliminated from the cash flow from operations within the first three months of the next fiscal year, will be provided for in the current year s transfers. SPECIFIC GUIDELINES FOR INDIVIDUAL FUNDS General Fund It is the objective of HART to pay as great a portion of operating expenses of the general fund as possible from sources other than ad valorem taxes. Only to the extent that non-ad valorem tax sources of revenue are inadequate to support services at desired levels should ad valorem taxes be considered for assessment. Service charges and fees for all general fund services will be analyzed to ensure an appropriate proportional recovery of direct costs and overhead. The Enterprise Fund is HART s general operating fund. Proprietary Funds The annual operating budget includes one enterprise that has multiple funds: public transit, paratransit, self-insured and the streetcar operations. Each reimburses the general fund for its proportionate share of the cost of general administrative departments. Service charges and fee structure are established to ensure recovery of costs for these funds to the fullest extent possible, HART -- FY Adopted Budget Page

97 considering public benefit. A review of cost of service and rate structures for public transit service charges are performed on a biannual basis. The recommended budget sets forth the amount to be recovered by the service charges, which will be based on the cost of services provided. The impact of such cost of services on rate schedules shall be presented to the HART Board in a timely manner to allow review and analysis prior to their approval. Internal Services Funds Charges to departments for services rendered will be sufficient to cover the total cost of performing those services on an efficient basis. Rate changes for such services shall be presented to the HART Board for implementation and shall be accompanied by an analysis and justification. Replacement of equipment considering inflationary cost factors will be included in the cost of furnishing services. Lease purchase or borrowing of funds will be considered appropriate only if it involves a major conversion from which the cost saving benefits will accrue in future years during the useful life of assets acquired by such methods. HART -- FY Adopted Budget Page

98 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FISCAL POLICY FOR CAPITAL EXPENDITURES AND DEBT FINANCING ALL FUNDS Revenue Revenue projections for the CIP Budget shall be based on conservative assumptions of revenues. Requirements Capital projects shall be justified in relation to the applicable elements of HART s comprehensive plan or other requirements or needs. Estimated requirements for capital projects shall include all costs reasonably associated with the completion of the project. The impact of each project on the operating revenues and requirements of HART shall be analyzed as required by the general fiscal policy stated above. DEBT MANAGEMENT AND FISCALLY RESPONSIBLE DEBT POLICY The cornerstone of developing a fiscally responsible capital cost management system is a solid debt policy. A debt policy is a format document governing when, how, for what purposes, and to what extent the Authority may issue debt. A sound debt policy offers many benefits to the Authority that want to better manage their capital improvement programs: helps the Authority avoid common pitfalls of debt issuance and management; promotes long-term financial stability; sends a message of responsibility to taxpayers; can help the Authority earn better bond ratings from rating agencies; enhances regulatory compliance; and assures that borrowing is done at the lowest cost to taxpayers. An effective debt policy should be firm but not onerous, flexible but not loose. Elements should include the purposes for which debt may or may not be used and the standards for debt issuance. The debt management policy must contain the following discussions: A discussion of ability to afford existing general obligation debt, authorized future general obligation debt and proposed future general obligation debt; A discussion of capacity to incur authorized and proposed future general obligation debt without exceeding the applicable debt limit; A discussion of general obligation debt that is payable from property taxes per capita as compared with such debt of other municipalities in this state; A discussion of general obligation debt that is payable from property taxes as a percentage of assessed valuation of all taxable property within the boundaries of the Authority; HART -- FY Adopted Budget Page

99 Policy regarding the manner in which the Authority expects to sell the debt; A discussion of sources of money projected to be available to pay existing general obligation debt, authorized future general obligation debt and proposed future general obligation debt; and A discussion of its operational costs and revenue sources, for the ensuing five fiscal years, associated with each project included in its plan for capital improvement. The Authority's five year capital projects budget has identified other assets, capital projects and infrastructure that need funding or the identification of funding as HART continues to expand and grow in the transportation business. The HART charter does provide for the issuance of bonds. The Authority, with the approval of each member, may issue bonds to carry out its authorized powers or purposes. In the creation of bonded indebtedness, the procedure shall be in conformance with the laws of the State of Florida. Since the HART Charter requires the preparation of a Capital Improvements Budget, the issuance of bonded debts to fund the CIP project is an area that should be explored to keep the infrastructure in a sound financial condition. Currently, the Authority has no bonded debt. Long-Term Debt: Long-term borrowing will not be used to finance current operations or normal maintenance. A policy of full disclosure will be followed in all financial reports and official statements for debt. Medium-Term Debt: Lease purchase methods, bonds, or other debt instruments may be used as a medium-term (4 to 10 years) method of borrowing for the financing of vehicles, other specialized types of equipment, or other capital improvements. The equipment or improvement must have an expected life at least equal to the years leased or financed. HART will determine and utilize the least costly financing methods available. Such debt arrangements will be repaid within the expected life of the equipment or improvement acquired. Short-Term Debt: Short-term borrowing may be utilized for temporary funding of anticipated tax revenues, anticipated grant payments, anticipated bond proceeds, or other expected revenues. Such debt should normally be made from pooled cash: however, in rare circumstances, it may be by the use of the line-of-credit at HART s depository, utilizing a short-term note maturing before the end of the current appropriation period. Other short-term debt, such as tax exempt commercial paper, bond anticipation notes, tax anticipation notes, or grant anticipation notes, may be used when it provides immediate financing and an interest advantage, or the advantage to delay long-term debt until market conditions are more favorable. HART will determine and utilize the least costly method for short-term borrowing. Short-term debt may be refunded in accordance with applicable federal laws. Anticipated funding is defined as an assured source with the anticipated amount based on conservative estimates. SPECIFIC GUIDELINES 1. General Capital Improvements: General capital improvements, or those improvements not related to HART-owned enterprises, shall be funded from general operating fund revenues or fund balances, the sale of revenue bonds, or general obligation bonds, and from special assessments and grants. HART -- FY Adopted Budget Page

100 2. Pay-As-You-Go Capital Improvements: Pay-As-You-Go capital improvements shall be funded from general operating fund revenues or fund balances, state and federal grants, special assessments, or other sources of revenue which may become available to HART. Major capital projects related to the delivery of general public services shall be paid from general-purpose revenues. 3. Special Assessments: When special assessments are used for Pay-As-You-Go general capital improvements where HART as a whole receives the benefit, HART consistent with state law will establish the interest rate charged. 4. Revenue Bond Debt Limit: Sale of revenue bonds shall be limited to that amount which can be supported by user fees and other associated revenues. Revenue bond coverage shall not be less than parity-required coverage. The total net annual general revenue bond debt service should not exceed 25% of the total net general-purpose revenue and other funds available for such debt service. Net annual debt service shall be gross annual debt service less estimated interest on debt service less estimated interest on debt service reserve accounts and funds from other governmental units designated for payment of such debt service. 5. Enterprise Capital Improvements: Pay-As-You-Go Improvements: Enterprise funds should support needed capital improvements on a Pay-As-You-Go basis to the greatest extent possible. Revenue Bond Debt Limit: Enterprise revenue bond coverage shall not be less than parity-required coverage. BUDGET AMENDMENTS/TRANSFERS Budget Transfers: Budget transfers are designed to give HART limited flexibility in its budgetary proceedings. Transfers may generally be approved for one of three reasons. First, a budgetary mistake may have been made in the original approved budget. A second reason for which transfers may be approved is emergency purchases. A third justification for a transfer is the avoidance of future costs. Budget transfers should not be used to balance an organization s budget each month. The approved budget is only a plan, and can be changed as circumstances change; however, it should be adhered to as closely as possible. Any budgetary organization may request a transfer. To do so, a completed Budget Transfer Request form must be submitted to the Budget Division. The submitted form must contain all information requested including Cost Center information, justification for the transfer, the amount of the transfer, the origin and destination of funds, and signed approval of the appropriate director or designee. Should there be insufficient space on the form to provide adequate justification, an additional page may be attached. Incomplete forms will be returned to the requesting organization. Upon receipt of a completed Budget Transfer Form, the Budget Division reviews the information provided for accuracy and evaluates the merits of the request. Once all necessary information requirements have been satisfied, the office processes a journal voucher to document the proposed transfer for auditing purposes. The request for transfer of funds requires the department manager s signature. The term HART -- FY Adopted Budget Page

101 department shall, in this instance, refer to any of the departments into which HART s budget is divided. Divisions shall mean all designated subdivisions of these departments. Transfers that require the expenditure totaling $100,000 and over from contingencies may only be made with the approval of the HART Board. Such transfers shall be placed on the Board s agenda and will contain all information necessary to enable a reasonable decision by the HART Board, and will include a recommendation for either approval or denial by the Budget Division. All transfers less than $100,000 may be made by the Chief Executive Officer or the Chief Financial Officer. Transfers that require the transfer of monies from one department to another shall require approval of the Chief Financial Officer. Once the appropriate authority has approved a transfer request, it shall be the responsibility of the Budget Division to ensure that an accurate report is forwarded to the Budget staff in the form of a Journal Voucher, complete with all necessary supporting information. Only those budget transfers that are of an emergency nature will be processed immediately. All other requests will be processed on a quarterly basis on January 1, April 1, July 1, and September 15 of each budget year. Amendments Request for appropriations of funds not previously budgeted will be processed as budget amendments as required by Florida statutes, Chapter (2)(d) and (e) and Chapter All budget amendments that increase the annual budget requires the approval of the HART Board of Directors. Capital Equipment Capital equipment items not approved in the budget can be purchased in one of three ways. First, if the amount is less than $1,000, and if the requesting party has the funds available, then the Budget Division can approve the purchase. Second, if the individual items or systems exceed $1,000 but do not exceed $5,000, and if the requesting party has funds available, the Chief Executive Officer or designee can approve the purchase. Third, individual items or systems over $5,000 require Board approval with justification of fund availability whether from within one s own budget or if requiring a transfer from the appropriate contingency. HART -- FY Adopted Budget Page

102 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET INVESTMENT POLICY SCOPE This investment policy applies to all financial assets which are under the direct control of the HART Board. INVESTMENT OBJECTIVES The following investment objectives will be applied in the management of HART s funds. By using an active portfolio management philosophy, rather than a buy and hold philosophy, portfolio yield will be enhanced without any appreciable increase in risk. 1. Safety of Capital Safety of capital is regarded as the highest priority in the handling of investments for HART. All other investment objectives are secondary to the safety of capital. Each investment transaction shall seek to first ensure that capital losses are avoided, whether they be from securities defaults or erosion of market value. From time to time, securities may be traded for other similar securities to improve yield, maturity, or credit risk. For these types of transactions, a loss may be incurred for accounting purposes, provided any of the following occurs with respect to the replacement security: Yield has been decreased; Maturity has been reduced; Quality of the investment has been improved. 2. Liquidity HART s investment strategy will provide sufficient liquidity such that cash flow requirements are met through the utilization of marketable securities with structured maturities. 3. Yield When investing public funds, HART will strive to maximize the return on the portfolio but will avoid assuming unreasonable risk. STANDARDS OF CARE 1. Prudence and Ethical Standards The prudent person standard shall be used in the management of the overall investment portfolio. The prudent person standard is herewith understood to mean the following: Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. Investment officers, or persons performing the investment functions, acting as a prudent person in accordance with this written policy and procedures, exercising due diligence and investments authorized by law, shall be relieved of personal responsibility, for an individual HART -- FY Adopted Budget Page

103 security s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion, as described in the internal control section of this policy, and appropriate action is taken to control adverse developments. 2. Investment Authority Responsibility for the administration of the investment program is vested in the Office of the Chief Financial Officer. The Chief Financial Officer shall exercise this authority and regulate the administration of the investment program through the Finance office. 3. Ethics and Conflicts of Interest The Finance employees involved in the investment process shall refrain from personal business activity that could conflict with the proper execution and management of the investment program, or that could impair their ability to make impartial decisions. The above mentioned shall disclose any material interests in financial institutions with which they conduct business. They shall further disclose any personal financial or investment positions that could be related to the performance of the investment portfolio. Investment related officers and personnel shall refrain from undertaking personal investment transactions with the same individual with whom business is conducted on behalf of their entity. HART -- FY Adopted Budget Page

104 SECTION III KEY STRATEGIC INITIATIVES, SERVICE INFRASTRUCTURE, AND GENERAL OPERATING TRENDS HART -- FY Adopted Budget Page

105 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET KEY STRATEGIC INITIATIVES UPDATE ON STATUS AND NEW OBJECTIVES (Schedule for FY2008) Application of New Technologies Objectives: Original Date Status Update New Target New voice radio system Dec 06 Design complete, installation Feb 08 will begin in September 2007 All buses and streetcars w/cameras Dec 06 Installation will begin in June Aug Mobile data terminals all vehicles Dec 06 Design complete, installation Feb 08 will begin in September 2007 All vehicles with Automatic Vehicle Location July 07 Design complete, installation Feb 08 will begin in September 2007 Automated next stop announcements July 07 Time points and transfers Feb 08 announced in English and Spanish, installation begins September 2007 Real time bus telemetry July 07 Design complete, installation Feb 08 will begin in September 2007 Paratransit customer scheduling Dec 05 Real time stop info Phase 1 July 07 Electronic real time arrival signs June 08 at transit and transfer centers as well as the airport. ERP Implementation June 07 In vendor selection stage June 08 Real time stop info Phase 2 June 09 Real time next bus arrival information available via automated phone system. June 09 Facilities, Equipment and Infrastructure Improvements Install new bus shelters (35) in FY 07 Oct 07 On target to install 35 new bus shelters by Oct. 1, 2007 Complete design of 21st Ave fueling facilities Dec 06 At 70% design as of April 2007; progressing with 100% design Build-out of third floor and mezzanine level of Ybor facilities Jun 07 Near 100% design as of May 2007; construction expected to commence in July 2007 with a five month construction period Replace fuel facilities & tanks Jan 08 Procurement process to begin in Sept with contract award in Dec 2007; construction to commence in Jan with a one year construction period Replace 3 trolleys & 5 paratransit vehicles Aug 06 7 paratransit vehicles received Feb 07 Install 40 bus shelters in FY 08 Complete design by July 07 Nov/Dec 2007 Dec 08 5 trolleys- June 07 HART -- FY Adopted Budget Page

106 Objectives: Original Date Status Update New Target Complete EA & costing of Whiting streetcar extension June 2007 NEPA review nearing completion; submittal of supplemental environmental assessment to FTA in May/June 2007; response/approval expected by October No change Commence design of Streetcar extension Feb Initiate procurement process for A/E services in late 2007; award in early 2008 No change Complete construction of West Tampa transfer Nov 07 In construction No change center Complete construction of Northwest transfer Center Feb In construction No change Increase System Travel Speed Bus stop evaluation & realignment Begin 01/06 Effort revised to comprehensive inventory and assessment of all stops and facilities. Study commenced in fall 06, with inventory nearing completion. Ranking and prioritization to be undertaken with public and stakeholder input, followed by preparation of plan. Complete detailed evaluation of Florida Ave & Hillsborough Ave Transit Emphasis Corridors Encourage testing of highway bus shoulder operations & HOV-HOT lanes Sep 06 Ongoing Board authorized contract award for BRT planning studies of two corridors studies in March 07. Work to commence in April. Suggestions have been submitted to FDOT. FDOT will be invited to next Joint Meeting of HART-PSTA Boards, with this topic on the agenda. Implement signal priority program Jul 07 Board authorized contract award for BRT planning studies of two corridors studies in March 07.Transit signal priority will be addressed in these studies. Sept 07 Dec 07 Spring 08 June 08 Ten Year Community Vision Plan Incremental fare adjustments every 2 years Begin 01/06 Evaluation of fares for FY 2008 begun April Recommendation to HART Board May 07. Final Report Jun 06 Completed. Ten Year Vision Plan approved by HART Board June 06. Update begun March Oct 07 Sept 07 (update) HART -- FY Adopted Budget Page

107 Planning Objectives: Original Date Status Update New Target Participate in MPO Long Range Transit Study Participate in other local and regional transit initiatives Undertake bus stop inventory and develop comprehensive improvement plan: accessibility, operations and security improvements and passenger amenities Study is underway Dec 07 HART staff is participating in several initiatives, including downtown circulator. Study underway. Data collection on all stops nearing completion. Ranking and prioritization to be undertaken with public and stakeholder input, followed by preparation of phased improvement plan. Timing is dependent upon lead agencies Sept 07 Employee Development Objectives: Original Date Status Update New Target Leadership and Disability Awareness Training for Workforce FY 2007 Weekly sessions being scheduled through end of fiscal year Dec 2007 completion Ridership Development Monitor service and implement follow up actions to increase ridership, including promotion, schedule and service adjustments Evaluate effectiveness of new night service FY 2007 Ridership development initiatives included U-Pass program, South Shore marketing and direct mail, commuter express campaign, new late night hours campaign, and summer youth pass program. First phase analysis completed. Service exceeding original projections. Will continue to monitor and provide evaluation report October 07. Continuation throughout FY 08 Oct 07 HART -- FY Adopted Budget Page

108 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET TRANSIT SERVICE Service Overview Each weekday HART transports approximately 40,500 passengers on the 47 fixed routes as well as 330 passengers on the paratransit system Local and Express Routes HART -- FY Adopted Budget Page

109 Services, transit infrastructure, and coordination provided by HART include the following: Services Fixed Route 27 Local routes 10 Express routes 7 Connector routes 3 Limited Express routes 100 percent wheelchair/bicycle accessible buses and vans Paratransit Door-to-door van services for disabled persons Streetcar Streetcar service operated and maintained under contract to 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 park-and-ride lots Transit centers: - Marion Transit Center - University Area Transit Center Transfer Centers - Britton Plaza - Westshore Plaza - Hanley Waters Plaza - West Tampa - Netp@rk - Yukon - Westfield Shoppingtown Brandon and Citrus Park - University Mall Marion Street Transit Parkway Ybor Station Southern Transportation Plaza 4,100 bus stops 258 passenger shelters Partnerships Support and vans for vanpool program operated by Bay Area Commuter Services (BACS) University Transit Pass (U- Pass) Program for students and staff of University of South Florida Partners with the 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/Pinellas Suncoast Transit Authority inter-county Passport HART -- FY Adopted Budget Page

110 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET TAMPA BAY AREA REGIONAL TRANSPORTATION AUTHORITY ACT The Tampa Bay Area Regional Transportation Authority was created as an agency of the state on July 1, 2007 to plan, develop, finance, construct, own, purchase, operate, maintain, relocate, equip, repair, and manage multimodal systems in Citrus, Hernando, Hillsborough, Manatee, Pasco, Pinellas, and Sarasota Counties. The authority's purpose is to improve mobility and expand multimodal transportation options for passengers and freight throughout the seven-county region. Members, Officers, and Employees The authority will be represented by a 16 member board serving two year terms with a limit of three consecutive terms, or three year terms with a limit of two consecutive terms. Board terms may be staggered. The chair of the authority will first be appointed by the Governor for a twoyear term. The Board will elect a vice Chair and a Secretary-Treasurer for a minimum one-year term. At the completion of the initial chair's term, elections will be held to appoint a subsequent Chair, Vice chair, and Secretary-Treasurer. Voting Members (15): 7 County Commission Appointees o 2-year terms, up to 3x 4 Gubernatorial Appointees o 3 year terms, up to 2x Largest city served by HART o 2-year term, up to 3x Largest city served by PSTA o 2-year term, up to 3x Largest cities in Manatee & Sarasota o Rotates every 2 years West Central Florida Chair's Coordinating Committee (CCC) Appointee o 2-year term, up to 3x Non-Voting Member (1): Florida Dept. of Transportation (FDOT) Members of the Board shall: Serve without compensation Be entitled reimbursement for related travel expenses Comply with applicable financial disclosure requirements The Authority may employ: Executive Director Executive Secretary Legal Counsel and Staff Technical Experts (e.g. Engineers) (FT or PT) HART -- FY Adopted Budget Page

111 Required Committees: Transit Management Committee Citizen's Advisory Committee Optional Committees: Planning Committee Policy Committee Finance Committee Technical Advisory Committee(s) Actions required at first meeting: Elect Vice Chair and Secretary-Treasurer Establish duties and powers of officers Establish rules of conduct and meting procedures The Authority SHALL: Follow all existing laws Promote seamless integration between regional and local systems Coordinate with existing agencies, municipalities, governing bodies Develop and adopt a conflict resolution process by July 1, 2008 to address consistency between Transportation and land use plans Develop and Adopt and Regional Transportation Master Plan by July 1, 2009 Coordinate with FDOT to further SRTNA Coordinate plans and projects with the CCC Institute procedures to ensure equal opportunity hiring The Authority MAY: Enter into public-private, joint development, and intergovernmental agreements Issue bonds (State Bond Act) Enforce access, air, view, and light property rights Acquire, purchase, or sell property Use the power of Eminent Domain Approve proposals for action Collect fares and tolls Adopt bylaws and corporate seal Lease or rent management of operations Accept grants and donations Accept unsolicited proposals Delegate certain powers and rights to the FDOT Appoint FDOT as construction agent The Authority MAY NOT: Pledge the credit or taxing power of the state HART -- FY Adopted Budget Page

112 TRANSIT MANAGEMENT COMMITTEE The Authority's enabling legislation requires the creation of a Transit Management Committee (TMC) to advise the TBARTA Board. The Committee shall advise the Authority on matters relating to the creation and implementation of multimodal transportation master plan. The mission of the Transit Management Committee is to: Serve as an advisory body to the Tampa Bay Area Regional Transportation Authority Establish a liaison between the Authority Board and local transit agencies Provide technical assistance regarding the development and implementation of a multimodal transportation plan The Committee consists of representatives from the following agencies: Sarasota County (SCAT) Hernando County (THE Bus) Citrus County Manatee County (MCAT) Bay Area Commuter Services Hillsborough Area Regional Transit (HART) Pinellas Suncoast Transit Authroity (PSTA) District 1 Commuter Assistance Program Polk Transit Authority (Advisory Member) HART -- FY Adopted Budget Page

113 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET 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 have been experienced in fiscal year Fixed Route Service Through March FY2008, total bus ridership averaged 980,267 boardings a month, representing a 7.22 percent increase from the comparable period in Bicycles on Buses All HART buses are equipped with frontmounted bike racks. This enables passengers to bike between their bus stop and their destination. Equipping all of the buses in the fleet with bike racks has contributed to the steady growth in usage of the bike racks. Through March 2008, bicycle boardings on buses averaged 21,272 per month, representing a 22.2 percent increase from the comparable period in FY2007. Rides per Month 30,000 25,000 20,000 15,000 10,000 5,000 - Total Transit Monthly Ridership FY 2007 & FY ,200,000 1,000, , , , ,000 0 Oct. Nov. FY 2007 FY 2008 # of Bicycle Boardings FY 2007 & FY 2008 Dec. Jan. Feb Mar. Apr. May June July Aug. Sept. FY 2007 FY 2008 Oct. Nov. Dec. Jan. Feb Mar. Apr. May June July Aug. Sept. HART -- FY Adopted Budget Page

114 Wheelchair Boardings All of HART s revenue vehicles are fully accessible to wheelchair patrons. The provision of lifts on the fixed route vehicles enables passengers with mobility limitations to use the fixed route service instead of being limited to the paratransit service, and now the new buses have ramps which are more dependable and allow faster boarding. Through March of FY2008, wheelchair boardings on the fixed route buses averaged 3,591 per month, representing a 12.2 percent decrease from the comparable period in fiscal year ,500 4,000 3,500 3,000 2,500 2,000 1,500 1, # of Wheelchair Boardings FY 2007 & FY 2008 Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. FY 2007 FY 2008 U-Pass Program The U-Pass is a cooperative effort between University of South Florida (USF) and HART. USF facility, staff and students ride free on HART buses, with USF reimbursing HART for rides at the established contract amount of 50 a ride. The U-Pass program has been very successful since its inception. A contract has been implemented with USF limiting the qualified pass users and new measures have been implemented in cooperation with USF to limit abuse of the program. Ridership through March of FY2008 is down by 9.34 percent from the comparable period in ,000 25,000 20,000 15,000 10,000 5,000 0 Oct. Nov. # of U-Pass Boardings FY 2007 & FY 2008 Dec. Jan. Feb Mar. Apr. May June July Aug. Sept. FY 2007 FY 2008 HART -- FY Adopted Budget Page

115 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET 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. There has been considerable progress in bus fleet renewal over the last few years. Buses and Vans Acquisition of revenue rolling stock is a key feature in the delivery of public transit. HART continues to make bus purchases to replace vehicles as they reach their useful life. In 2003, the average age of HART s buses was 7.2 years; the average age in 2008 through March 31, 2008, is 6.35 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 or small heavy duty bus is 12 years, small medium duty bus is 7 years and a van is 5 years or less based on mileage. ADA Vans for Paratransit Services HART owns 36 vans for HART operated transit service. The average age of this fleet through March 31, 2008, is 2.72 years. Operated in compliance with the Americans with Disabilities Act (ADA), the paratransit program provides door-to-door service for persons with disabilities who cannot use transit. ADA vans are expected to last for 100,000 miles. Vans for Vanpools HART owns 33 vanpool vans managed by the Bay Area Commuter Services. Vans are expected to last 100,000 miles before they are replaced. Support Vehicles HART has a fleet of 45 staff cars for road supervisors, engineers, transit planners, marketing, and driver relief. In addition, HART has a fleet of 26 maintenance vehicles. 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 double-truck 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 steel-framed with double four-wheeled trucks and four 25- hp GE traction motors mounted on Peter Witt-style 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 HART -- FY Adopted Budget Page

116 A tenth car, which is a Gomaco replica breezer streetcar, was received in late REVENUE RECOVERY RATIO - BUS Operating Expenses (Excl. Depr.) Recovery Ratio Year Fare Revenues FY2002 Actual $29,850,515 $6,189, % FY2003 Actual $33,257,219 $6,645, % FY2004 Actual $39,086,931 $7,481, % FY2005 Actual $43,182,977 $8,453, % FY2006 Actual $47,309,976 $9,616, % FY2007 Actual $51,439,321 $9,893, % FY2008 Budget $53,985,600 $10,130, % FY2009 Budget* $56,901,710 $12,271, % FY2010 Planned* $60,472,530 $12,639, % *Includes new program fare revenue. HART -- FY Adopted Budget Page

117 STATISTICS FY 2003 ACTUAL HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET BUS TRENDS AND STATISTICS FOR THE FISCAL YEARS FY 2004 ACTUAL FY 2005 ACTUAL FY 2006 ACTUAL FY 2007 ACTUAL FY 2008 BUDGET FY 2009 ADOPTED BUDGET FY2010 PLANNED BUDGET Total Scheduled Bus Miles 7,032,594 7,151,387 7,463,093 7,897,748 8,333,516 8,037,598 8,036,274 8,166,640 Revenue Bus Miles 6,236,420 6,396,669 6,716,394 6,875,484 7,393,632 7,058,569 7,048,002 7,203,934 Total Passengers (from GFI) 8,205,718 8,881,741 10,040,492 10,697,621 11,147,660 10,900,000 12,272,000 12,640,160 Total Passenger Revenue $6,645,771 $7,481,053 $8,453,598 $9,616,978 $9,893,827 $10,130,050 $14,929,660 $16,669,821 Total System Generated Revenue $7,500,415 $8,507,381 $9,723,888 $11,685,609 $12,428,684 $12,186,350 $17,145,960 $18,953,021 Total Operating Expenses $33,257,219 $39,086,931 $43,182,977 $47,309,976 $51,439,321 $54,299,050 $57,221,648 $59,646,180 Total Operating Subsidy $25,756,804 $30,579,550 $33,459,089 $35,624,367 $39,010,637 $42,109,900 $40,075,688 $40,693,159 RATIOS Operating Cost Per Total Bus Mile $4.73 $5.47 $5.79 $5.99 $6.17 $6.76 $7.12 $7.30 Operating Cost Per Revenue Bus $5.33 $6.11 $6.43 $6.88 $6.96 $7.69 $8.12 $8.28 Mile Passengers Per Revenue Bus Mile Operating Cost Per Passenger $4.05 $4.40 $4.30 $4.42 $4.61 $4.98 $4.66 $4.72 Operating Subsidy Per Passenger $3.14 $3.44 $3.33 $3.33 $3.50 $3.86 $3.27 $3.22 Average Passenger Fare $0.81 $0.84 $0.84 $0.90 $0.89 $0.93 $1.22 $1.32 Percentage of Operating Cost Recovered from Passenger Revenues 20.0% 19.1% 19.6% 20.3% 19.2% 18.7% 26.1% 27.9% Percentage of Operating Cost Recovered from all Operating Revenues *Excludes service enhancements. 22.6% 21.8% 22.5% 24.7% 24.2% 22.4% 30.0% 31.8% HART -- FY Adopted Budget Page

118 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET BUS HOURS & MILES REPORT Fiscal Year Bus Actual 2004 Total Miles 7,151, Revenue Miles 6,396, Total Hours 550, Revenue Hours 514, Total Miles 7,463, Revenue Miles 6,716, Total Hours 574, Revenue Hours 542, Total Miles 7,897, Revenue Miles 6,875, Total Hours 608, Revenue Hours 556, Total Miles 8,333, Revenue Miles 7,393, Total Hours 628, Revenue Hours 588,622 Budget 2008 Total Miles 8,037, Revenue Miles 7,058, Total Hours 605, Revenue Hours 567, Total Miles* 8,036, Revenue Miles* 7,048, Total Hours* 605, Revenue Hours* 565, Total Miles* 8,166, Revenue Miles* 7,203, Total Hours* 615, Revenue Hours* HART -- FY Adopted Budget Page

119 SECTION IV DEPARTMENTAL PROGRAM INFORMATION HART -- FY Adopted Budget Page

120 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET DEPARTMENTAL INFORMATION This section discusses the functions and responsibilities of each of the departments within the agency, upcoming challenges for the next fiscal year and includes position charts and organizational charts. DEPARTMENT OR DIVISION FISCAL YEARS AUTHORIZED POSITIONS **ENTIRE AUTHORITY** FY2006 POSITIONS FY2007 POSITIONS FY2008 POSITIONS FY2009 POSITIONS FY2010 POSITIONS Executive Office Administration Finance Planning & Community Relations Engineering and Development* Marketing and Community Relations* Bus Operations & Transportation Maintenance & Engineering Paratransit Streetcar Total *Combined with other divisions during 2008 reorganization. **As of August 21, 2008 UNIT EMPLOYEE COUNT BREAKDOWN BY UNIT FY2006 POSITIONS FY2007 POSITIONS FY2008* POSITIONS FY2009 POSITIONS FY2010 POSITIONS Non-bargaining Teamsters ATU Totals HART -- FY Adopted Budget Page

121 EXECUTIVE DIVISION EXECUTIVE OFFICE Functions and Responsibilities The Office of the Chief Executive Officer is responsible for the performance of the bus, streetcar and paratransit systems. Performance goals are established by the Board of Directors and encompass controlling costs, maintaining service quality, increasing ridership and enhancing public perception. Other specific responsibilities include: the planning, identification and review of capital facility and equipment requirements; contract administration monitoring; the review of capital and operating budgets; the development and monitoring of both short and long range plans; establishing organizational structure; managing and directing the workforce; liaison with business, community and political jurisdictions; media relations; promoting transit usage; representing HART and its interests; managing current resources and planning for the future. All Board of Directors functions are managed by the Chief Executive Officer's Office, including the preparation and distribution of all meeting minutes and meeting coordination. LEGAL Functions and Responsibilities The Staff Attorney provides the coordination and oversight of some outside legal services for the agency and acts as legal advisor to HART Staff & Board as assigned. Sample duties include review of outside legal services billings, requests for proposals, and resolutions, review and/or negotiation of contracts and routine legal correspondence for departments. Independent external general council will still report directly to the Board and the Chief Executive Officer. CHIEF CIVIL RIGHTS OFFICER Functions and Responsibilities HART s Chief of Staff serves as the Chief Civil Rights Officer for the organization and is responsible for ensuring that HART complies with all state and federal requirements, including Federal Transit Administration regulations, Equal Employment Opportunity, Affirmative Action, Disadvantaged Business Enterprise, as well as the Authority s internal policies such as ethics and professional codes of conduct. The Chief Civil Rights Officer is also responsible for compliance with the Administrative Procedures Act and addressing ethics and whistleblower claims. HART s Chief of Staff/Civil Rights Officer reports directly to the Chief Executive Officer. HUMAN RESOURCES DEPARTMENT Functions and Responsibilities The HR Department will continue to deal with the issue of successfully recruiting and retaining employees within the current labor market. Both proactive recruitment as well as reducing turnover within HART s workforce poses a significant challenge to this department. HR staff will work closely with respective departments, specifically Maintenance division to improve the ability to attract skilled labor in a tight labor market. The HR Department will continue to monitor absenteeism and the use of Family Medical Leave Act (FMLA). Absenteeism and the unscheduled overtime that results from it is a significant cost to the agency. The HR staff will continue to work closely with the transportation department in HART -- FY Adopted Budget Page

122 monitoring staffing levels. Over the next two years, the HR Department will also conduct ongoing review of compensation levels and benefits for non-bargaining employees and phase in any changes that are warranted to remain competitive within the job market. The HR Department will work closely with the Executive team to establish a creative strategic approach to improve the employee work experience and environment within the current budgetary constraints as one of our goals for continued retention of quality employees. Lastly, employee combined benefits will be reviewed with a careful look at group health insurance expenses. These costs represent a significant portion of HART s personnel costs. Making health insurance affordable for both HART as an agency and its workforce is the most serious challenge faced by this department. HART -- FY Adopted Budget Page

123 EXECUTIVE DIVISION POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief Executive Officer Office Manager Secretary II/Receptionist TOTAL GOVERNMENT AFFAIRS OFFICE POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief of Government Affairs Public Information Officer TOTAL CHIEF OF STAFF/CIVIL RIGHTS OFFICE FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions POSITION TITLE Chief of Staff/Chief Civil Rights Officer Administrative Assistant II Staff Attorney DBE Coordinator SUBTOTAL HUMAN RESOURCES POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Human Resources Manager Human Resources Admin. Asst Human Resources Coordinator HR Analyst HR Assistant Drug & Alcohol Program D.E.R SUBTOTAL HART -- FY Adopted Budget Page

124 Budget Narrative 2006 Actual BUDGET SUMMARY 2008 Budget 2007 Budget 2009 Requested* 2009 Adopted 2010 Planned $ Expenditures $634,971 $685,860 $616,633 $1,352,630 $1,645,891 $1,413,370 Staffing NOTE: During reorganizations in FY2008, the Staff Attorney was transferred from the Finance Division to Executive. The Compliance Officer was transferred from Administration to Executive. The Public Information Officer was transferred from Public Relations to Executive. The Administrative Assistant II was transferred from Public Relations to Executive. Human Resources transferred from Administration to Executive. *One (1) Human Resources Administrative Assistant position included in FY2009 budget request. HART -- FY Adopted Budget Page

125 HILLSBOROUGH TRANSIT AUTHORITY EXECUTIVE OFFICE AS OF SEPTEMBER 22, 2008 David Armijo Chief Executive Officer Ed Crawford Chief of Government Affairs Robert Potts Chief of Staff/Chief Civil Rights Officer Lena Petit Office Manager Katherine Karalekas Public Information Officer Carrie Culbertson Administrative Assistant II Gisela Rivera-Rios Secretary II / Ybor Receptionist Sylvia Berrien Staff Attorney Lisa Gantous Human Resources Manager Walt Blichasz H.R. Coordinator Andrea Chen H.R. Assistant Kelli White H.R. Assistant Elena Vetrano H.R. Analyst Jackie Berrien Drug & Alcohol Program D.E.R. (.5 FTE) Vacant H.R. Administrative Assistant Janice Cook DBE Coordinator HART -- FY Adopted Budget Page

126 ADMINISTRATIVE DIVISION Procurement Department Program Description The Procurement Department is responsible for the development, maintenance, and implementation of procurement and contracting procedures, and conducts competitive bidding, requests for proposals and other procurements. After the department negotiates contracts, it monitors them for expiration and maintains the original contract file. Specific responsibilities include purchasing buses, parts, materials, and services required for current transit operations, as well as office supplies, furniture, equipment, construction projects, and miscellaneous services for all areas of the Authority. The division maintains all official contract and agreement files, bidders' lists, vendors files, and directories. This section is also responsible for capital asset disposition. In addition, Procurement provides records related to all purchasing functions and transactions, which are retained and available for audit and periodic review in accordance with federal, state, and local retention requirements. Major Department Goals 1. Develop and maintain a level of performance considered excellent by those we serve as customers while maintaining a high degree of efficiency and economy. 2. Provide HART's user departments with needed materials and services in a timely manner. 3. Develop and maintain a positive, productive, value-added working relationship with all user departments. Major Department Objectives for FY Train HART personnel in procurement procedures, applicable laws, and Great Plains and Maximus. 2. Expand e-commerce Internet auction of surplus equipment. 3. Expand annual contracts for services and supplies. HART -- FY Adopted Budget Page

127 Inventory Control Department Program Description HART employs an Inventory Control Supervisor, an Assistant Inventory Control Supervisor, five Storekeepers and a Shipping & Receiving Agent. The Inventory Control Supervisor reports to the Chief Financial Officer. The Inventory Control Supervisor is responsible for supervising and managing the inventory of HART s transit vehicle maintenance and administration operation. The Assistant Inventory Control Supervisor assists the Inventory Control Supervisor in supervising and managing the inventory of the Authority. Storekeepers perform routine storekeeping work involving the receipt, storage, and issuance of materials and supplies. The Shipping & Receiving Agent performs functions that include the receipt, storage and issuance of materials and supplies. The need for inventory is driven by the parts, supplies, fuel, and fluids required for repairs, maintenance and continued operation of transportation vehicles. In this context, the primary goal of inventory management is to provide the right item, at the right location and time, at the lowest cost in order to maintain vehicles so they may operate safely. The inventory management system should be designed to maintain a complete record of all inventory items, provide accurate usage and cost information, maintain the security and accountability of inventory components and provide appropriate inventory levels to ensure transit operations continue without interruption. Controls should be designed to provide reasonable assurance as to accountability, effectiveness, and efficiency of inventory management, as well as the reliability of financial reporting. HART s inventory generally consists of bus replacement parts and supplies, fluids, and fuel. As an indication of inventory amounts and volume processed, total inventory presented on HART s financial statements at September 30, 2007, was $1,464,547 for parts and supplies, fuel and fluids. Inventory is located at two maintenance facilities, with the primary facility located on 21 st Avenue and another facility located in Ybor City. The primary maintenance facility has two parts buildings; the main parts building for unscheduled maintenance and a secondary parts building for preventative maintenance. The Ybor City facility has one small building, used solely for maintenance of electric streetcars. All buildings are locked at all times to maintain security, with keys provided to Storekeepers, Supervisors, Management, and certain Facility Maintenance individuals. Major Department Goals 1. Cross train all storekeepers with receiving 2. Maintain reorder listing 3. Maintain adequate minimums and maximums on inventory parts 4. Adjust/update OEM numbers as necessary 5. Control overtime 6. Pull all obsolete inventory for disposal 7. Create Storekeepers Manual for Streetcar division Major Department Objectives for FY Continue to improve warehouse security, accuracy and service. 2. Adjust to new ERP system for procuring parts and supplies. HART -- FY Adopted Budget Page

128 Information Systems Department Functions and Responsibilities The Information Systems (IS) Department plans, oversees, manages and maintains HART s information network infrastructure and data storage. This includes all hardware, software, internal cabling, and external communications links, as well as HART s public Internet and company-wide Intranet sites, network security and disaster preparedness, recovery and business continuity planning. The IS Department works closely with all HART departments and staff, assisting with the implementation and operation of complex applications, including ERP, financial management and reporting, scheduling and operations, paratransit scheduling and operations, inventory control, human resources information management, security and surveillance systems. The IS Department is also provides training and support towards incorporating industry best practices and optimizing the use of the systems and tools and computers. Telephony, voice and cell phone, connectivity are managed by the IS Department. The IS Department is involved in the design and implementation of a several major technology related projects including; ERP, Intelligent Transportation Systems (ITS), Ybor to 21 st Avenue fiber connectivity, Geographic Information Systems (GIS), new transfer facilities, replacement of security systems and bus stop accessibility studies. The IS Department maintains HART s Long Range Information Systems Plan, establishes standards and practices for information systems, and recommends technology appropriate to the Authority s plans and goals. Testing and maintenance of Disaster Recovery/Business Continuity strategies for securing critical data resources are also key functions of the department. Challenges and Opportunities in FY2009 The IS Department continues to address a large number of new projects as well as an increase in the needs and demands for ongoing technology support. Noteworthy among these are the Intelligent Transportation System (ITS), the Enterprise Resource Program (ERP) and the addition of the Trapeze Blockbuster module which are ongoing. The support requirements associated with the telecommunications systems, both lines and wireless also continues to grow. The HART network infrastructure continues to be increased and expanded. The Web infrastructure is also being increased and expanded. Additionally there are also plans to redesign the HART web site. As influenced in the increased number and scope of applications/environments being supported the challenges for FY2009 would include, but not be limited to, the following: Very high demands on the available IS support personnel Adequacy of the funding (both capital and operating) for hardware, software, HART -- FY Adopted Budget Page

129 implementation and training for new projects Adequacy of funding (both capital and operating) for specialized technical skills, used on a temporary basis, to augment the skill set of the HART IS personnel Upper management support for the prioritization of projects and the expected implementation timeline Data Security continues to be an ongoing concern. The implementation of best practices for network access (local and remote), wireless networks, server and data replication, continuity of operations and disaster recovery will be revisited and where required improved. Telecommunications needs, including the antiquated PBX system, cell phones, satellite phones and wireless network cards also need to be revisited. Planned expansions and renovations will also present challenges to the IS team. Under consideration are the anticipated MTC second floor build out and the renovation of the 21 st avenue facility. HART -- FY Adopted Budget Page

130 ADMINISTRATION DIVISION POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief Administrative Officer General Manager of Administration Administrative Assistant II TOTAL INFORMATION SYSTEMS DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Manager of Information Systems Systems Administrators Web Master/Applications Programmer Programmer Analysts TOTAL PURCHASING DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Procurement Manager Administrative Assistant I Purchasing Agent II Purchasing Agent I TOTAL INVENTORY CONTROL POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Inventory Control Supervisor Assistant Inventory Control Supervisor Shipping and Receiving Agent Storekeeper Inventory Control Assistant TOTAL HART -- FY Adopted Budget Page

131 Budget Narrative 2006 Actual BUDGET SUMMARY 2008 Budget* 2007 Budget 2009 Requested** 2009 Adopted 2010 Planned $ Expenditures $2,395,500 $2,962,803 $2,419,960 Staffing *Information Systems and Purchasing transferred from the Finance Department in FY2008 to the newly Administration Department. Inventory Control transferred from Maintenance to Administration during FY2008. ** One (1) System Administrator position included in FY2009 budget request. HART -- FY Adopted Budget Page

132 HILLSBOROUGH TRANSIT AUTHORITY ADMINISTRATIVE DIVISION AS OF SEPTEMBER 22, 2008 Brenda Mowen Chief Administrative Officer Cathy Zickefoose Procurement Manager Rick Fitz-Gordon Manager of Information Systems Everardo Prieto Inventory Control Supervisor Melissa Smiley Administrative Assistant I Michael Batholomew Webmaster / Applications Programmer Willie Cooper Asst. Inventory Control Supervisor Damaris Cordova Purchasing Agent II Paul Buckley Programmer Analyst Vince Collura Shipping/Receiving Agent Laura Jean Flowers Purchasing Agent I Tim Wicktor Programmer Analyst Adrian Whidden Inventory Control Assistant Lisa Creel-Harris Purchasing Agent I Steven Glass System Administrator Storekeepers Marcus Auman System Administrator George Gonzalez System Administrator Michael Farrington System Administrator Vacant System Administrator HART -- FY Adopted Budget Page

133 FINANCE DIVISION Finance Administration Program Description The Chief Financial Officer is responsible for the overall management and direction of the Division. The Division is responsible for providing administrative support to the Authority in the areas of contracting, financial planning, financial management, risk management and treasury management. The general function expenses are maintained under the control of the Chief Financial Officer for the purpose of monitoring and controlling expenses, which are considered the cost of doing business. There are no employees assigned to this function. Expenses, which pertain to the entire Authority rather than an individual department, i.e., legal costs, utilities, purchased transportation, etc., are charged to the General Function. The departments in the Finance Division are Accounting and Budget, Audit and Control, Risk Management, Grants, and Cash Management. Major Department Goals 1. Plan for HART's future financial growth and ensure that HART remains fiscally sound. 2. Ensure that HART's financial system produces financial information that is reliable and usable. 3. Ensure HART's financial accountability and responsible use of resources. Major Department Objectives for FY Continue to improve financial accountability and transparency. 2. Complete reporting requirements for Governmental Accounting Standards Board for the 2008 Comprehensive Annual Financial Report (CAFR). 3. Plan for the effective implementation of the new Enterprise Resource Planning System for financial and non-financial systems. HART -- FY Adopted Budget Page

134 Budget Department Program Description The Budget & Accounting Departments serves as a primary source of management and financial information for the Authority including preparation of financial statements and reports; processing of payroll, disbursements, and receipt of funds; and the appropriate allocation between operations, capital programs and planning grants. The Department is responsible for the development of the Authority s Annual Operating and Capital Budgets, monitoring the Authority s expenditures on an ongoing basis, and assisting in the development of the Authority s multi-year financial plan in the Transit Development Plan. Major Department Goals 1. Safeguard HART's assets by maximizing resources, minimizing costs, and protecting cash principal, while optimizing investment earnings with safety and liquidity. 2. Prepare an annual operating and capital improvement budget that includes HART's operations plan for providing HART services. 3. Evaluate and make recommendations on HART's operations and procedures to make HART more effective in providing services to the citizens of Hillsborough County and more efficient in the use of HART resources. Major Department Objectives for FY Continue to improve financial accountability and transparency. 2. Complete reporting requirements for Governmental Accounting Standards Board for the 2008 Comprehensive Annual Financial Report (CAFR). 3. Obtain the Distinguished Budget Presentation Award and exemplary rating as a communication device, policy document, operations guide, and financial plan from the Government Finance Officers Association's (GFOA) Distinguished Budget Award Presentation program for the FY budget. 4. Implement the E.R.P. system for budget preparation and forecasting. HART -- FY Adopted Budget Page

135 Accounting Department Program Description The Accounting 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 division also monitors the expenditures against the adopted budget and prepares management organizational reports and long-range financial reports for budget planning. Accounting for federal, state and local grants, all Authority banking, treasury management and budgeting are performed within this division. This section acts as the primary liaison on financial audits of the Authority and is responsible for annual financial data reporting to the National Transit Database. The Payroll Section is responsible for developing and distributing payroll, adhering to all reporting and requirements and maintaining payroll tax-related records. The Grants Section seeks funding for services and capital projects. Staff develop and submit applications for state and federal funding, ensuring that the applicable grant related requirements are met. Staff submit quarterly reports on grant activities and progress to funding agencies. This section also undertakes other requirements related to the federal and state funding, including preparation of the transit element of the Hillsborough County MPO Transportation Improvement Program (TIP), requesting TIP and State Transportation Improvement Program (STIP) amendments, and developing HART s portion of the MPO s Unified Planning Work Program, which details planning activities undertaken with federal funding. Staff coordinates and regularly communicates with FTA staff, FDOT staff, representatives of the Metropolitan Planning Organization (MPO) staff and other relevant internal and external staff to ensure all necessary reports and information is properly entered in local, state and federal planning and programming documents. The federal, state and local planning and programming documents include the Transportation Improvement Program, State Transportation Improvement Program, Transit Development Plan, FDOT Work Program and the Unified Planning Work Program. This section monitors, reviews and communicates federal regulations and state policies to staff to ensure compliance with federal and state grant regulations. Staff also submits quarterly reports on grant activities and progress to funding agencies. Major Department Goals 1. Provide financial information to all users in the form, the frequency, and the timeliness needed for management decisions. 2. Provide financial reporting in conformity with Generally Accepted Accounting Principles (GAAP), Governmental Accounting Standards Board (GASB), Financial Accounting Standards Board (FASB), accounting and reporting, and project and cost accounting. 3. Provide for timely and accurate payments to HART's vendors. 4. Maintain a process of payment frequency that will allow for early payment discounts to be taken when offered by vendors. 5. Submit grant applications and amendments to FTA, FDOT and other federal and state agencies. 6. Provide timely and accurate progress reports and invoices to grantors. Major Department Objectives for FY Continue to receive the "Certificate of Achievement for Excellence in Financial Reporting." HART -- FY Adopted Budget Page

136 2. Distribute quarterly financial reports by the 15 th working day of the following month. 3. Provide a financial report on a monthly basis. 4. Present the Comprehensive Annual Financial Report by February Review and implement the E.R.P. system for the accounting and fund accounting for HART. 6. Develop/update accounting policies and procedures to ensure compliance with Governmental Accounting Standards Board (GASB)/GAAP requirements. 7. Continue staff professional and technical development. 8. Update grants procedures manual to ensure compliance with federal and state regulations. Manual also serves as a how to guide for staff. HART -- FY Adopted Budget Page

137 Office Services/Treasury Management Program Description The Office Services staff provides administrative support to the Chief Financial Officer. Office Services are also responsible for counting revenue that is collected daily from the bus and streetcar fareboxes as well as funds received through Accounts Receivable and HART s Transit Centers. Office Services maintains the change machines located at Transit Centers and are responsible for stocking and maintaining Ticket Vending Machines (TVM) machines also located at all transit centers. Major Department Goals 1. Insure bus/paratransit/streetcar funds deposited to the bank daily. 2. Insure change machines are serving patrons. 3. Insure ticket vending machines are stocked and serving patrons. 4. Insure interoffice mail and money from outlets delivered and secured. Major Department Objectives for FY Assist with implementing an additional 10 ticket vending machines scheduled for installation. Finance Project Manager Program Description The Finance Project Manager is responsible for the day-to-day project oversight for projects undertaken by HART to support transit finance. The position assists with the preparation plans and specifications, contract negotiations, maintains project control for budget, document and control procedures, internal plan implementation and reporting requirements, cost and schedule control procedures, and inspection of Finance information technology projects undertaken by HART to support transit operations. Duties include managing contracts with consultants, vendors, contractors, attorneys and other providers of services for projects undertaken by the Authority, including cost control, scheduling, change orders, necessary reports, and appropriate presentations. The position also coordinates the annual TRIM (Truth in Millage) compliance for budget, conducts special studies and compiles reports for the Chief Financial Officer. Risk Management Department Program Description The Risk Management Division is responsible for protecting the Authority's assets through field evaluations audits, internal investigations and inspections of HART property to identify, appraise, and correct risk hazards and/or determine potential loss. This Division administers the total claims function under a program of self-insurance. It processes, investigates and adjusts any property damage and personal injury claims incidental to HART s bus, paratransit and streetcar operations and its vehicles, and Workers Compensation claims. In addition, this division is responsible for environmental compliance with EPA and other governmental agencies, developing accident prevention and loss control methods and procedures. Major Department Goals 1. Assist the training department with new bus operator orientation in report writing and WC procedures. HART -- FY Adopted Budget Page

138 2. Work with the maintenance department in the implementation of the above ground storage tanks compliance dead line of December 31, Decrease GL claims to and average of Decrease litigated claims to Increase our labor rate for subrogated claims from the current $50 to $ Work closer with the rail division with rail audits and safety. 7. Decrease general liability attorney billing expenses. Challenges and Opportunities in FY2009 Currently the Risk Division is working closely with the project Manager of the HART ERP system. This new system will give the Risk Management Department the flexibility to tracking accidents and incidents in more timelier and accurate manner. The current DVR (Digital Video Recorder) that are being installed into the HART bus fleet should be near completion. Once the fleet is operational, this new system will assist in the Risk Departments claims process. Currently The Risk Department, Safety, and Security have collaborated in a new procedure for the securing of all videos prior to any release to the public and or any municipality. The Risk Division will need to become familiar with new technology as new systems are brought on-line. Risk will be the depository for the data captured by the cameras on buses for use in claims investigation, litigation, etc. when the new communications system is implemented. Risk will be instrumental in developing and implementing a new Risk Management Information System for tracking accident statistics. HART -- FY Adopted Budget Page

139 FINANCE DIVISION POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief Financial Officer Office Services Coordinator Finance Assistant II Administrative Aide Finance Project Manager Staff Attorney TOTAL ACCOUNTING DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Manager of Budget & Finance Asst. Mgr. of Budget & Accounting Asst. Mgr. of Grants & Financial Reporting Budget Analyst Senior Accountant Accountant II Accounting Assistant II A/P Coordinator Accounting Assistant II (Part time)- A/P Payroll Coordinator Payroll Assistant II Payroll Assistant I TOTAL PURCHASING DEPARTMENT* POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Procurement Manager Administrative Assistant I Purchasing Agent II Purchasing Agent I TOTAL HART -- FY Adopted Budget Page

140 RISK MANAGEMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Risk & Environmental Safety Manager Risk Specialist III Risk Specialist I Risk Administrative Assistant I TOTAL INFORMATION SYSTEMS DEPARTMENT* POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Director of Information Services Information Systems Manager Network Systems Administrators Web Master/Applications Programmer Programmers TOTAL HUMAN RESOURCES DEPARTMENT* POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Human Resources Manager Human Resources Coordinator Benefits Specialist FMLA Specialist HR Aide HR Assistant Interns Drug & Alcohol Program D.E.R Compliance Officer TOTAL HART -- FY Adopted Budget Page

141 BUDGET SUMMARY Budget Narrative 2006 Actual* 2007 Budget* 2008 Budget** 2009 Requested*** 2009 Adopted 2010 Planned $ Expenditures $6,073,911 $6,669,970 $6,024,370 $4,487,890 $6,572,792 $4,600,880 Staffing *During FY2008 Reorganizations, Purchasing and Information Systems were transferred to Administration. **Human Resources and the Staff Attorney were transferred to the Executive Division under the Chief of Staff/Chief Civil Rights Officer s Office. Part time position transferred from Planning Department to Accounting Department in FY2008. ***One (1) Budget Analyst position included in FY2009 budget request. Note: Risk Salaries and Benefits are transferred to and reflected in the Self Insurance Program. HART -- FY Adopted Budget Page

142 HILLSBOROUGH TRANSIT AUTHORITY FINANCE DIVISION AS OF SEPTEMBER 22, 2008 David Persaud Chief Financial Officer Helen Davis Office Services Coordinator Kenneth Jackson Finance Assistant Steve Katrinak Finance Assistant Katrina Neal Finance Assistant Debbie Ward Finance Project Manager Rickey Kendall Risk & environmental Safety Manager June Solanes Manager of Budget & Finance Elma Williams Administrative Assistant II Sandy Ammons Payroll Coordinator Ken Wagner Asst. Manager of Budget & Accounting Kristine Karmazon Asst. Mgr. Grants & Financial Reporting Chaz Smith Risk Specialist III - Property & Casualty Gail Dahlback Payroll Assistant II Joan Brown Senior Accountant - GL Michael Burton Accountant II - Grants Faith Knight Risk Specialist III - W/C & Records Custodian Lois Vita Risk Specialist I - Investigation & Liability Lois Grimes Payroll Assistant I Wanda Adcock Accountant II - A/R Pat Osborn Accountant II - Fixed Assets Helenar Swain Accounting Assistant II - Workorders/Fuel Sandy Colon A/P Coordinator Kim Smith Accounting Assistant II Narcissa Escano Accounting Assistant II (P/T) Ann Fresina Sr. Accountant Vacant Budget Analyst HART -- FY Adopted Budget Page

143 PLANNING AND COMMUNITY RELATIONS DIVISION PLANNING DEPARTMENT Functions and Responsibilities The Planning Division is responsible for performance monitoring, land use and comprehensive plan reviews, service planning, service scheduling and run cutting, conducting research and analysis and financial planning and programming. It is the primary liaison to the cities, Hillsborough County, Hillsborough County Metropolitan Planning Organization (MPO), Florida Department of Transportation (FDOT), and the federal government. The Division provides input as to HART s needs to these units of government. Planning Division staff represents HART on several committees with ongoing functions. They are the Citizens Advisory and Technical Advisory Committees of the MPO, and West Central Florida Regional Transit Committee. HART provides information to other committees including the Policy Committee and Transportation Disadvantaged Board of the MPO and the Tampa Bay Regional Planning Council. HART also participates on the HART Accessibility Committee. The Planning Division is responsible for monitoring and reporting of program specific information. The Division reports non-financial data every month to the National Transit Database and the American Public Transit Association (APTA). It prepares the transit element of the MPO s Transportation Improvement Program, participates in the development of the biannual MPO report on Transit Level of Service and the MPO's Unified Planning Work Program; and prepares the annual update of HART's Transit Development Plan. The Planning Division coordinates short range and long range planning as well as the monitoring of services and plans. Staff evaluates trends over time and in comparison to other transit properties. Data collection related to transit performance is compiled by the Planning Department, with staff conducting on-board surveys for all modes of public transportation, analyzing ridership and productivity of HART services, administering the Automated Passenger Counter program, and making recommendations for modifications and service improvements. The Division also coordinates service and schedule adjustments to bus routes in response to funding issues and passenger needs. The Scheduling Section is responsible for creating and administering the operator general run bids. These run bids include matching drivers with assigned runs and schedules; vehicle assignments; data analysis; creating schedules and route maps for public timetables; the administration of the actual bidding process and the operators vacation and holiday bids. Staff also research and assist in preparing grant applications for federal and state funding. The Planning Division manages the contracts for general planning consultants that provide assistance on specialized issues concerning service and financial planning and federal requirements. HART -- FY Adopted Budget Page

144 Challenges and Opportunities in 2009 Revenue reductions will continue to be one of the major issues facing HART in FY The recent voter approval of Amendment 1 will have a significant impact on HART s ad valorem revenues, with the loss currently estimated at $ 3.4 million. There are a number of other revenue uncertainties with other revenue sources currently funding HART s fixed route service program. These include City of Tampa funding (currently $204,000 for Route 97- In town Trolley Green line); City of Tampa is considering continuing this funding and providing additional funding for service enhancements to the route. Continued state funding for Routes 51X New Tampa/Pasco Express and Route 200X Clearwater Express. Federal funding for other service improvements, including Congestion Mitigation and Air Quality (CMAQ) funding for Route 2 frequency enhancements (subject to Hillsborough County MPO approval of the funding programming) and future Job Access and Reverse Commute (JARC) funding allocated by Pinellas County Metropolitan Planning Organization. Maintaining ridership growth patterns is an agency goal. Staff will be undertaking additional outreach efforts and reviewing service alternatives in an attempt to maximize ridership on the system. Several projects will be underway that will enhance the service provided to passengers. Bus Rapid Transit (BRT) preliminary engineering will be a major focus of the planning program. Engineering and design of the North/South BRT corridor is scheduled to commence in FY 2008, and continue in FY Most of the project is funded by Hillsborough County, with additional funding provided by federal grants. The East/West BRT corridor work program and schedule will be dependent upon whether funding under the federal Very Small Starts Program will be pursued. It is anticipated that engineering and design activities for this corridor will be underway later in FY 2009; Hillsborough County is funding these activities. Hillsborough County is funding two other projects through their bond program that will enhance service provided to passengers: Development of two park-and-ride lots: one in Brandon and the second in the vicinity of Fletcher Avenue/ Interstate 75. Both facilities will make it easier for passengers to access transit. The Fletcher/Interstate 75 park-and-ride lot will support the North/South BRT corridor. Implementation of transit signal priority at locations throughout the service area. Staff will be coordinating closely with traffic representatives with Hillsborough County, City of Tampa and FDOT to select intersections and the technology. This technology will help increase the speed of transit along routes. HART -- FY Adopted Budget Page

145 COMMUNITY RELATIONS AND MARKETING DEPARTMENT Functions and Responsibilities The Community Relations and Marketing Division is the public face of HART, from the words it speaks, to the design of its look, to the attitude it projects. Specifically, the Community Relations and Marketing Division is charged with five key initiatives: Ridership Development, Revenue Development, Transit Services Development, Internal Communications, and Community Awareness. In many ways these initiatives are interrelated, but each carries a distinct importance to the organization. Community relations and marketing efforts that support the key initiatives include: Assessing potential markets, determining the need for new services and the need to modify existing services, and marketing these services Implementing coordinated, theme-based outreach programs that sell mobility, result in educated consumers and provide for convenient access to fare cards, permits, and information Educating, informing and motivating the public to try transit and to retain existing riders Conducting market research Activity/event planning Coordination and implementation of project needs and project budgeting Community and business outreach programs and resident awareness programs Dissemination of transit information from more than 200 locations throughout the county Management of the HARTride Fare Card program which includes approximately 60 sales outlets, fare cards-by-mail program and the new OnLine Transit Store Implementation and promotion of programs such as Bay Area Vanpool, Emergency Ride Home, Shuttle and Circulator promotions, Special Services and Business Development, Exterior/Interior Transit Advertising, Shelter Advertising, and multi-media advertising campaigns Management and staffing of Customer Service Centers at the Marion Transit Center, University Area Transit Center and the HART Transit Center on Franklin Street Responsibility for producing informational materials that will promote public awareness and use of HART and TECO Line Streetcar System services Managing internal communications to ensure employee understanding of HART s corporate goals, achievements and challenges Community partnerships play an important role in HART s continued outreach strategies. HART maintains close ties with local alliances, including Bay Area Commuter Services; the City of Tampa Transportation Demand Management Program; the Tampa Downtown Partnership Transportation Management Organization; the Hillsborough County Bicycle Advisory Committee and Transportation Demand Management Project; the New North Transportation Initiative; the Westshore Alliance Transportation Management Organization; Pinellas Suncoast Transit Authority and Pasco County Public Transportation; the Florida Department of Transportation; the Tampa Bay Convention and Visitors Bureau; and the Tampa Housing Authority, among others. HART has an assertive public and patron outreach program that includes patron news notices, on-board public service announcements, telephone on-hold messages, interior bus displays, HART -- FY Adopted Budget Page

146 flyers, notices and materials for the commuter centers at Westshore Plaza, University Mall and HART terminals and Customer Service Centers. To ensure community involvement in transit decision making, including proposed service and fare structure changes and facility design, HART hosts focus groups with participants representing various segments of the community. The Community Relations and Marketing staff heads up such consumer education programs as the Speakers Bureau, Transit Education in the Schools, and Neighborhood Relations. The division also coordinates buses, vans and streetcars for promotions and community events, as well as HART volunteers for community projects. Challenges for Fiscal Year 2009 The fiscal year 2009 Marketing and Community Relations Plan supports goals and objectives set forth by the HART Board of Directors. Key initiatives of Ridership Development, Revenue Development, Transit Services Development, Community Awareness and Internal Communications will be met with projects that include target marketing of In-Town Trolley, Commuter Express and HARTline routes, Summer Blast Youth Pass, Adult Student Discount Fare program, Commuter Choices program, speaking engagements and an annual media plan. This year HART will begin the engineering and design phases of its Bus Rapid Transit program, providing the challenge of building awareness and trial use of this new service; this division will direct the branding and signage aspects of BRT in advance of its introduction. Additional challenges to be met in 2009 are the continued ridership and fare revenue growth, in spite of the budgetary constraints faced by HART and other public agencies. Unique marketing initiatives will be required to encourage trial use of Commuter Express and HARTline Local bus routes, and to retain existing riders when services may be reduced. Efforts will continue for HART s branding campaign, to review and enhance public information materials including the web site, passenger schedules, transit guide and other collateral. This division will continue to build upon its speakers bureau and efforts to build advocacy for public transportation. Staff will continue its appearances before residential and agency groups including HOPE, Service Providers Area Network, South Shore Alliance, neighborhood associations, and numerous Chambers of Commerce. Additionally, staff will continue to promote commuting via transit to employees of Hillsborough County, Temple Terrace, the City of Tampa, the Aviation Authority along with other large and small employers. Enhanced projects will include promotion of the In-Town Trolley routes and USF U-Pass program, and expansion of programs with other entities, ridership development on the TECO Line Streetcar System, increasing business participation in the Commuter Choices Program (corporate transit subsidy), a cooperative regional marketing campaign with the Pinellas Suncoast Transit Authority, introduction of service changes, and targeted marketing to rider, neighborhood and new resident groups. HART -- FY Adopted Budget Page

147 PLANNING AND COMMUNITY RELATIONS DIVISION FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions POSITION TITLE General Manager of Planning, Development & Public Relations* Chief of Planning and Community Relations Administrative Assistant II Graphic Technician II Principal Planner TOTAL PLANNING DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Manager of Planning Senior Planner Planner II Planning Aides (2FT, 3PT reported in FTE s)** Scheduler II Scheduler I Long Range Strategic Planning Mgr TOTAL GRANTS PLANNING DEPARTMENT FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions POSITION TITLE Assistant Manager of Grants & Documentation Administrative Assistant I TOTAL HART -- FY Adopted Budget Page

148 COMMUNITY RELATIONS & MARKETING DEPARTMENT FY2006 FY2007 F2008 FY2009 Positions Positions Positions Positions FY2010 Positions POSITION TITLE Director of Marketing & Community Relations Administrative Assistant I Special Services & Business Development Liaison Community Services Coordinator Advertising & Promotions Manager Graphics Designer Community Liaison Specialist Public Information Coordinator Lead Marketing Customer Service Representative Marketing Customer Service Representatives Marketing Field Representative TOTAL BUDGET SUMMARY Budget Narrative 2006 Actual 2007 Budget 2008 Budget** 2009 Requested*** 2009 Adopted 2010 Planned $ Expenditures $2,984,289 $4,078,630 $3,730,267 $2,632,390 $3,136,777 $2,668,260 Staffing *During FY2008 Reorganization, General Manager of Planning, Development and Public Relations transferred to Executive Division as Chief of Staff/Chief Civil Rights Officer. **During FY2008, part time Planning Aide transferred to Finance Division. ***One (1) BRT Project Manager and One (1) Long Range Strategic Planning Manager are included in FY2009 budget request HART -- FY Adopted Budget Page

149 HILLSBOROUGH TRANSIT AUTHORITY PLANNING AND COMMUNITY RELATIONS DIVISION AS OF SEPTEMBER 22, 2008 Mary Shavalier Chief of Planning and Community Relations Mary Lou Maynes Administrative Assistant II Mike Sheldon Graphics Technician II Robert Flannery Principal Planner Jill Cappadoro Director of Marketing & Community Relations Steve Feigenbaum Manager of Planning Jeannie Satchel Asst. Manager of Grants & Documentation Vacant Long Range Strategic Planning Manager Dorcas Jameson Administrative Assistant I Linda Walker Planner II Vacant Administrative Assist. I Donna Chen Special Services & Business Dev. Liaison Carla Williams Community Services Coordinator Vacant Advertising & Promotions Manager Kirk Mieczkowski Graphics Designer James Hayes, Marvin Jones Planning Aide James Schweizer, Mathias Leitner Planning Aide (PT) John Creaton Scheduler II Merita Oswald Scheduler I Bob Trout Public Information Coordinator Edwin Sanabria Lead Marketing Customer Service Rep. Marketing Customer Service Representatives Gerald Copeland Marketing Field Representative HART -- FY Adopted Budget Page

150 BUS OPERATIONS DIVISION TRANSPORTATION DEPARTMENT Functions and Responsibilities The Transportation division delivers bus, paratransit and streetcar services. HART has the following positions budgeted in fiscal 2008: 356 full time fixed route bus / van operator positions, 12 part-time bus operator positions measured as 6 FTEs, 36 paratransit van operator positions and 14 streetcar conductor positions. The Transportation Division is responsible for the safe and efficient operation of all of the above referenced services. The transit supervisors and dispatchers are responsible for fleet communications and service delivery. Dispatchers are based at HART's 21 st Avenue operations facility. They schedule the daily manpower requirements, coordinate daily vehicle pullouts and work with the Payroll Section on operators time keeping. Transit supervisors conduct field operations, monitor quality of service, and safety and security performance. The customer service and telephone information center responds to customer requests for information on travel training, trip planning, and access to community services, route schedules and route changes. This department handles approximately 18,000 calls per month. This is a significant increase, approximately 45 percent more than the previous year. The customer service representatives also process approximately 120 compliments and/or complaints per month about HART s performance, about 20 percent more than the pervious year. The increase in the number of compliments and/or complaints received is directly correlated with the increase in calls handled. This department is integrated with HARTplus Paratransit service for the disabled and provides coordination of ADA eligibility certification trip scheduling, trip cancellation, and trip conformation for Paratransit patrons. The HARTplus program promotes improved mobility for persons with disabilities through the use of bus and van service. Those individuals who can ride the bus, but who cannot get to it due to geographic or man-made barriers may be provided with a combination service of bus and van to make their trips. Other patrons receive door-to-door van service when their disability prevents them from riding the bus. HARTplus deliveries are fast approaching an average of 8,550 trips per month of door-to-door service. This represents an increase of approximately 33 percent with continued growth anticipated with recent changes in Medicare and Medicaid service delivery in Hillsborough County. In addition to HARTplus trips, the vans are used to backup HART buses when infrequent wheelchair lift failures occur. Challenges and Opportunities in 2009 HART s ITS Project will have completed all design phases, Factory Acceptance Testing, fixed end and radio tower installations. FY 2008 will mark the beginning of Mini-Fleet testing on the Routes 9 and 30. Testing of these two routes will demonstrate all system functionality before the there is a fleet-wide deployment. This will provide opportunity to discover any systemic failures that arise in a controlled environment, mitigating impacts that could be uncovered later in the project. Upon successful Mini-Fleet testing, the remainder of fleet vehicles will be installed in December 07 and January 08. February 2008 the system will go live and begin burn in and final acceptance testing. The system should be complete and go into warranty in May HART -- FY Adopted Budget Page

151 Implementation of new procedures that accommodate the operational changes created by the implementation of the ITS system will create challenges for supervisory and operational staff members. HART has created a committee of departmental representatives to anticipate and react to the cultural changes that will be experienced by the Agency once the ITS technology has been deployed. This budget includes an additional thirty-two full time bus operators for service enhancements planned in fiscal SAFETY, SECURITY & TRAINING DEPARTMENT Training section Functions and Responsibilities This department is charged with the development of a professional and skilled transit vehicle operator workforce through training and staff development programs. It is responsible for designing and administering HART s basic new hire operator training programs, as well as ongoing refresher training courses. The goal of this department is to ensure that HART develops qualified, competent, and professional front-line employees. Training functions for bus, van and streetcar operators are performed within this department, including new hire, refresher and remedial training, defensive driving training, ADA and sensitivity training, and safety and security training. New hire operator training requires eight weeks of training, which includes a combination of class room instruction and field training. Annual bus operator refresher training consists of one day training, bi-annually. New hire van operator training requires five weeks of training, which includes a combination of class room instruction and field training. Van operator refresher training consists of one-day of training, twice annually. CPR recertification is required biannually. New hire streetcar motorman training requires six weeks of training, which includes a combination of class room instruction and field training. Streetcar motorman refresher training consists of one day of training, twice annually. Certifications for streetcar conductors are completed on an annual basis. Standard refresher training courses consists of reviewing standard operating procedures, safety and security, customer service and defensive driving practices. The Training Department also coordinates HART s Annual Bus, Paratransit & Maintenance Roadeo Competition to challenge bus and van operators professional driving skills, as well as the diagnostic skills of the maintenance personnel. Challenges in FY2009 The Training Department will be challenged with continually providing enhanced quality training for both new and existing transportation employees. The training will enable our frontline employees to learn the necessary skills and competencies as specified by federal, state and HART requirements. It is envisioned that over the next two years, the Training Department anticipates delivering over 7,500 hours of training per year for: New-hire training for bus operators, van operators, and streetcar conductor motormen Refresher/Certification courses for existing bus operators, van operators, and streetcar HART -- FY Adopted Budget Page

152 motormen Selective courses on collision avoidance, customer service, drug and alcohol awareness, TARR (Terrorist Activity Recognition Reaction) Training, etc. Refresher training courses for existing dispatchers and transit supervisors. With the implementation of the ITS in FY 2008 and 2009, all operators, motormen, dispatchers, and supervisors will need to be trained on the use of the new radios, mobile data terminals and automated dispatching equipment and system procedures. The Training Department will be responsible for facilitating this training. Safety and Security Section Functions and Responsibilities This 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. The Safety and Security Office also is responsible for coordination with regional emergency response agencies during emergency situations and securing HART s property and assets under routine and emergency conditions. This office 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, the Federal Transit Administration, 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 and National Safety Council criteria and Florida Department of Transportation regulatory guidelines. The Safety and Security Office is responsible for creating, updating and maintaining HART s safety, security and emergency preparedness plans and procedures, ensuring these documents are kept up to date to meet evolving federal, state and local requirements. It conducts safety reviews, threat and vulnerability assessments, identifies hazards and develops corrective action plans. It oversees HART s contracted safety and security services, coordinates with emergency providers and monitors and responds to security and fire alarm systems at all HART facilities. The Safety and Security Office continuously challenged to meet stringent safety and security requirements set forth in Chapter 14-90, 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 transits, 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. HART s Safety, Security and Training Officer has the responsibility to report directly to the Chief Executive Officer on all safety and security issues. Challenges in FY2009 The Safety and Security Office will continue to strategize to meet more stringent system security regulatory requirements as outlined by the Florida Department of Transportation the State Safety Oversight Agency, in addition to Department of Homeland Security Transportation HART -- FY Adopted Budget Page

153 Security Administration newly appointed oversight as directed by the President of the United States. In short, the strategy calls for: Completion of system threat, vulnerability, and consequence assessment Development of baseline security standards Assessment of operator security status Development of plans to close gaps in security standards Enhancement of facility security systems Continuously monitoring threat and incident information and as appropriate make recommendations or implement security procedures by issuing informational advisories or, where warranted, security directives Developing and maintaining security training and exercise regimes to enhance preparedness, response and recovery. Identifying industry best practices and lessons learned. HART -- FY Adopted Budget Page

154 BUS OPERATIONS DIVISION POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief of Bus Operations Operations Project Manager* Administrative Assistant II Secretary II TOTAL TRANSPORTATION DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Transportation Manager Manager of Transit Services Transit Services Project Coordinator Administrative Assistant I Secretary III Operations Manager Transit Supervisors Transit Dispatchers** Transportation Assistant Full Time Fixed Route Bus Operators*** Part Time Bus Operators - (12 Positions measured in FTEs) TOTAL CUSTOMER SERVICE DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Customer Service/Paratransit Manager Manager of Customer Service Travel Trainer Customer Service Representatives TOTAL HART -- FY Adopted Budget Page

155 SAFETY, SECURITY & TRAINING DEPARTMENT FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions POSITION TITLE Director of Operations Training & Skills Safety, Security & Training Officer Safety & Security Specialist Administrative Assistant I Training Instructor Lead Training Instructor Safety & Security Coordinator TOTAL BUDGET SUMMARY Budget Narrative 2006 Actual 2007 Budget 2008 Budget 2009 Requested*** 2009 Adopted 2010* Planned $ Expenditures $21,600,223 $27,709,110 $28,463,990 $28,241,030 $28,785,968 $28,826,470 Total Staffing Operations Project Manager transferred to Maintenance as Project Manager I in FY2008. **Two (2) Dispatchers added to Bus Operations in FY2009 after transfer of Dispatchers to Paratransit Operations based on Paratransit audit recommendation. Salaries and Fringes of the two supervisor positions will be offset by a reduction in overtime hours. ***Twenty-two Bus Operators (additional FTE s) added in FY2009 for Service Enhancements on Routes 1, 2, 6, 30, 39, 96, 97, 24X, 25X and additional express trips contingent upon availability of vehicles. *Seventeen bus operators FTE are planned to be added in July 2010 for the start-up of the North/South Bus Rapid Transit (BRT) route. HART -- FY Adopted Budget Page

156 HILLSBOROUGH TRANSIT AUTHORITY BUS OPERATIONS DIVISION AS OF SEPTEMBER 22, 2008 Carlos Tobar Chief of Operations Mona Karaban Administrative Assistant II - Operations Martha Milligan Administrative Assistant II - Streetcar Luis Rivera Manager of Customer Service Joe Diaz Manager of Transit Services Greg Brackin Operations Manager Ruthie Reyes Paratransit Manager Customer Service Representatives - Transportation Melissa Hernandez Administrative Assistant I Transit Dispatchers Donna Pasley Administrative Assistant I - Paratransit Customer Service Representatives - Paratransit Ralph Lavado Transit Services Project Coordinator Bus Operators John Morais Paratransit Scheduler I Mark Sheppard Travel Training Transit Supervisors Alvin Orgeron Paratransit Services Coordinator David Kelsey, Jr. Safety, Security & Training Officer Paratransit Operators Jackie Berrien Safety & Security Coordinator (.5 FTE) Robert Dorsey Lead Training Instructor Frank Colavolpe Training Instructor Peter Mikos Asst. Mgr. of Streetcar Operations Transit Supervisors/Dispatchers (shared with bus operations) Streetcar Motormen HART -- FY Adopted Budget Page

157 MAINTENANCE AND ENGINEERING DIVISION Functions and Responsibilities The Maintenance Division consists of seven separate sections and is responsible for the maintenance of HART s 199 buses, 36 demand response buses and 70 support vehicles, 5 transit centers, 2 operations facilities, and support systems utilized to provide service to our customers. The division is also responsible for the maintenance of the TECO Streetcar system as well as engineering and system project management. The division is responsible for the preparation of technical specifications for buses, equipment, capital improvement projects and the management and oversight of vehicle purchases and equipment, and facility improvements and equipment. Further, the maintenance staff coordinates in-plant inspections for buses on the production line. Vehicle Maintenance includes all Condition-based Maintenance, Corrective and Fixed Scheduled Maintenance. Condition-based 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 sub-groups. An aggressive vehicle-cleaning program continues to enhance our image with the riding public. The focus is on the overall appearance of the vehicles, both interior and exterior. Other responsibilities include warranty processing management and quality assurance/quality control program administration. Facilities Maintenance is responsible for maintaining the buildings and grounds of HART s Facility at 21 st Avenue, Marion Transit Center, Southern Transportation Plaza, HART Transit Center on Franklin Street, Ybor City offices, Marion Street Transit Parkway, Netp@rk Transit Center, University Area Transit Center, Yukon Transit Center, West Tampa Transit Center, and the new North West Transit Center, which opened on July 29, Other responsibilities include the monitoring of all capital improvement projects and assisting in the creation of project specifications. Maintenance of the facilities, landscaping, lawn service, and certain facility upgrades will all be cost drivers. Passenger Amenities Maintenance is responsible for the maintenance of bus stops, shelters and park-and-ride lots. There are approximately 4,400 bus stops that must be cleaned and maintained on a scheduled basis. A bus stop sign identification and tracking program has been completed. An action plan is in place for GIS analysis, jurisdictional responsibility, and implementation of improvements. A large number of new benches and shelters at bus stops are being added, to the already 249 plus inventory, which is resulting in additional demands for maintenance. The parkand-ride lots are cleaned, repaired and maintained on a monthly, or as needed schedule. Technical Services responsibilities include warranty processing management, vehicle specification development, vehicle maintenance program management, quality assurance/quality control program administration, maintenance document control, 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 personnel. The emphasis is on mechanic training although the training section also provides paint and body, facilities and route maintenance, and HART -- FY Adopted Budget Page

158 communication/electronic classes. There is labor cost associated with the time needed for employees to be in training classes. The result, however, is a more efficient and effective workforce. Communications and Electronics is responsible for maintaining HART s communications and electronic equipment. Communication equipment consists of all radio equipment including the dispatch consoles, vehicle radios, radio tower, automated passenger counters, automatic vehicle location system, and the video/audio system. The communications and electronics staff also maintains destination signs, marketing information systems and computer electronics for the fleet. The major upgrade of the communications and electronics systems on vehicles and the Operations building at 21 st Avenue will be completed by the end of 1 st quarter FY09. Engineering is responsible for the coordination and management of preliminary planning, development, review, design, overseeing construction of major capital projects and system amenities to support transit operations. They also complete, review, supply input, and integrate transportation projects with federal, state and local agencies. Construction projects include: transfer centers, sidewalks and accessibility features, shelters, benches, bus bays, park-and-ride improvements, bus stop improvements, roadway construction projects and rehabilitation of existing HART facilities. The section manages the general engineering consultant contract. The section staff represents HART on the MPO s Livable Roadways Committee, provide administrative and staff support for the ADA Committee, and works in close coordination with other governmental agencies on various roadway, utility and land use projects. TECO Line Streetcar is responsible for the maintenance of ten streetcars, system right of way, rail stations, and the Ybor City maintenance and operating facility. This includes all Conditionbased Maintenance, Corrective and Fixed Scheduled Maintenance. Condition-based 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, electrical components, safety systems, and similar sub-groups. An aggressive vehicle-cleaning program continues to enhance our image with the riding public. The focus is on the overall appearance of the vehicles, both interior and exterior. Other responsibilities include warranty processing management and quality assurance/quality control program administration. Challenges and Opportunities in 2009 The Maintenance Department is tasked with several large projects during the 2009 fiscal year. The Communications and Electronics personnel will continue to rebuild fareboxes in the fleet. There are approximately 250 fareboxes in the HART fleet, including spares. Route Maintenance personnel will be engaged in an aggressive rework of the bus stop placements, shelter installation, and bus stop amenities programs. Passenger Amenities Maintenance will also be tasked with changing out all of the bus stop and shelter signage to reflect HART s new name and logo. Vehicle Maintenance personnel will continue to pursue an aggressive maintenance program, and facilitate the integration and disposal of fleet vehicles and full implementation of the revised maintenance plan. Facility Maintenance personnel will oversee the 21 st Avenue facility upgrade project, and the fuel tank replacement project, along with maintaining additional transit centers. A major fleet rebranding project will begin in the 1 st quarter of FY09. This project will include the rebranding of 151 buses, 4000 bus stops and 250 bus shelters. As part of HART s fleet plan HART -- FY Adopted Budget Page

159 30 buses which have completed the schedule life cycle will be replaced. The Maintenance Department is challenged with maintaining the TECO Streetcar system within the constraints of the 20 year business plan. Development and implementation of the Fixed Scheduled quarter-life work programs for the car, and right of way will ensure asset protection and continued service reliability. The Maintenance Department will revise the current maintenance plan to comply with transit industry standards, which will improve vehicle and streetcar fleet reliability and improve efficiencies. Maintenance is developing a needed Master Document Control library, which will consist of Standard Operating Procedures, Work Instructions, Standard Campaign Bulletins, Standard Practice Bulletins, Vendor Product Testing and Specifications. A functional Maintenance Document Control Library will be implemented by the end of 1 st quarter FY09. A new Management Information System is scheduled for implementation in conjunction with the maintenance plan revision which will expedite the maintenance plan modification. The development of the Maintenance Plan sets the stage for how crucial elements of our mission are implemented and processed. This marks the needed accomplishments to perform the most important actions with our business. The Maintenance Plan is a systematic way to manage change while improving service and performance. This is a continuous process of interaction between our customers, management, and labor so that a clear identification of our mission is apparent. The plan focuses on four established work-types and provides vision on how to function under each. These work-types are: CONDITION-BASED MAINTENANCE - Maintenance which is performed based on the vehicle s exterior, interior, and/or mechanical condition CORRECTIVE MAINTENANCE - Corrective repair of vehicles due to accidents, unscheduled mechanical failures, etc FIXED SCHEDULED MAINTENANCE - Maintenance which is scheduled and based upon the vehicle s components life cycle CAMPAIGNS - Fleet configuration modifications driven by OEM (Original Equipment Manufacture) requirements and/or efficiencies Goals Manage Mean Distance between Service Calls Bus, Demand Response, and Streetcar Increase emphasis on Preventative Maintenance Inspections Review and revise all Preventative Maintenance Inspections bi-annually Decrease Service Calls by 8% Reallocate labor from Corrective to Condition-based by 15% Develop written work instructions and processes Manage Bus and Rail Fleets Manage bus spare ratio Manage streetcar spare ratio Meet scheduled service Develop and implement work process tracking HART -- FY Adopted Budget Page

160 Manage Divisional Budget Manage expenditures Perform semi-annual inventory audit of non-stock items, which will focus on all divisional inventory purchases Manage average number of Workers Compensation time lost days Manage divisional absences Develop and implement cost per mile budgeting Implement new Management Information System Develop and implement labor tracking processes Manage Assets Develop and implement Fixed Scheduled programs for bus and streetcar Perform fleet and facility condition-based maintenance programs as scheduled Perform fleet and facility fixed scheduled rebuilds /rehabs programs as scheduled Perform fixed scheduled facility rehabs as scheduled Initiate the facility rehabilitation of the 21 st Avenue facility Implement the Maintenance Master Document Control library Replace 31 buses which have reached life-cycle Promote Safety and Environmental Compliance Perform monthly facility safety inspections Ensure compliance with all Standard Operating Procedures and Work Instructions Ensure compliance with HART's System Safety Plan and Security Plan Ensure compliance with all Federal, State and Local Environmental regulations Address outstanding ADA issues with the TECO Streetcar System HART -- FY Adopted Budget Page

161 MAINTENANCE & ENGINEERING DIVISION POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Chief of Maintenance and Engineering Admin. Assistant II TOTAL VEHICLE MAINTENANCE DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Vehicle Maintenance Manager Asst. Mgr. of Vehicle Maintenance Communications & Electronics Coordinator Communications & Electronics Technician Fleet Service Supervisor Service Attendant Service Attendant Part Time (measured in FTEs) Maintenance Attendant Vehicle Maintenance Attendant - Vehicle - Part Time (measured in FTEs) Maintenance Supervisor II/I Mechanic( Master, A & B) Paint & Body Technician Maintenance Training Instructor TOTAL FACILITIES MAINTENANCE DEPARTMENT FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions POSITION TITLE Manager of Passenger Facilities and Amenities Asst. Mgr. of Passenger Amenities & Facilities Assistant Facilities Maintenance Coordinator Facilities Maintenance Tech. (Master, A or B) General Maintenance Attendants Facility (14FT, 1PT) Transitway Supervisor Maintenance Attendants - Facility HART -- FY Adopted Budget Page

162 POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Custodians Custodian - Part Time (measured in FTEs) Route Maintenance Supervisor Maintenance Attendants Route TOTAL POSITION TITLE INVENTORY CONTROL DEPARTMENT* FY2006 FY2007 F2008 Positions Positions Positions FY2009 Positions FY2010 Positions Inventory Control Supervisor Assistant Inventory Control Supervisor Shipping and Receiving Agent Storekeeper Parts Runner TOTAL ENGINEERING DEPARTMENT* POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Director of Construction Management Administrative Assistant I Development Services Manager Construction/Contracts Manager Construction Services Specialist GIS Analyst Project Manager I Project Manager II TOTAL HART -- FY Adopted Budget Page

163 TECHNICAL SERVICES DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Manager of Technical Services Maintenance Training Instructor Maintenance Coordinator TOTAL MAINTENANCE AND ENGINEERING DIVISION BUDGET SUMMARY Budget Narrative 2006 Actual 2007 Budget 2008 Budget* 2009 Requested** 2009 Adopted 2010 Planned $ Expenditures $10,610,475 $10,783,210 $11,799,430 $10,699,490 $12,179,446 $11,062,270 Staffing *Inventory Control moved to Administration and Engineering moved from Planning, Development and Community Relations in FY2008. **New positions include five (5) Mechanics, one (1) Communications/Electronics Technician, one (1) Maintenance Coordinator, and one (1) Director of Construction Management. HART -- FY Adopted Budget Page

164 HILLSBOROUGH TRANSIT AUTHORITY MAINTENANCE AND ENGINEERING DIVISION AS OF SEPTEMBER 22, 2008 Philip Hale Chief of Maintenance and Engineering Christine Mieczkowski Administrative Assistant II Todd Parsons Vehicle Maintenance Manager Donna Loy Manager of Passenger Amenities and Facilities Vacant Director of Construction Management Eric Sitiko Assistant Manager of Streetcar Maintenance Bob Andis Manager of Technical Services Steve Taylor Asst. Manager of Vehicle Maintenance David Chamberlain Asst. Manager of Passenger Amenities and Facilities Les Weakland Project Manager II Mechanics Jim Udell Maintenance Training Instructor Communication/Electronic Techs Facilities Maintenance Techs Judy Hays-Evon Administrative Assistant I Facilities Maintenance Techs Vacant Maintenance Coordinator Fleet Service Supervisors Maintenance Attendants - Facilities Lynda Mifsud Project Manager I Service Attendants Service Attendants Warren Atha Transitway Supervisor Daniel Rodriguez Project Manager I General Maintenance Attendants Maintenance Attendants - Vehicle Maintenance Attendant - Facility Justin Begley Project Manager I Maintenance Supervisors Billy Churchwell Route Maintenance Supervisor Shannon Haney GIS Analyst Mechanics Maintenance Attendant - Route Paint & Body Specialists HART -- FY Adopted Budget Page

165 PROGRAM EXPENSES BUDGET NARRATIVE The focus of the FY2009 Budget is to continue providing the high level of service and enhancements to existing service levels in order to meet the goals of HART to increase ridership. This section of the budget is intended to provide budgetary discussions for those programs that are considered non-departmental expenses or where budgetary discussions would help the readers to understand major budgetary issues, trends and resources with key facts. The following program areas of the budget are presented with information. Fuel Costs Budget Flex Service Budget Security Service Budget Vanpool Program Budget Computer Software Servicing Fees Budget Auditing Fees Budget Legal Fees Budget Operational Contract Service and Administrative Contract Service Budgets Tires Budget Parts & Supplies Budget Self-Insured Liability Expense Budget Community Relations & Marketing Budget Planning Studies Budget Rentals and Leases Budget Travel & Training, Dues & Subscriptions, Staff Development Fund, Management Development Fund, and Travel & Meetings Budgets Tax Increment Payment Budget 13(C) Back Pension Payment Budget Budget Reserves Reserve Policy HART -- FY Adopted Budget Page

166 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Fuel Costs Budget HART has been and continues to be impacted by historically volatile diesel fuel prices. HART has identified a cost effective fuel procurement strategy using index-related price contracts. The buyer and seller enter into a contract with a price relative to the futures markets for a defined period of time. HART currently procures low sulfur diesel fuel #2 and ultra low sulfur diesel fuel through the NYMEX and OPIS indexes. The New York Mercantile Exchange, Inc. (NYMEX) is the world s largest commodity futures exchange and the predominant trading forum for energy and precious metals. The challenge of meeting price volatility takes place in the vigorous give and take among the traders on the NYMEX where the best up-to-the-minute price emerges from their consensus. The price quotations are then used as benchmarks by buyers and sellers in the energy and metals markets worldwide. Future prices are not price predictions, but are the current opinion of the marketplace of where prices appear to be heading. That opinion, and the direction of prices, can change in an instant, which makes trading these markets so challenging and potentially rewarding. The Oil Price Information Service (OPIS) is the world s most comprehensive source of petroleum pricing and news information. OPIS is comprised of more than 50 information specialists and pricing experts track more than 70,000 rack prices for fuel and diesel. The price calculation is determined by adding the fuel fee per gallon to either the NYMEX futures contract price per gallon or the OPIS index. The applicable futures contract price per gallon is based on futures contract prices per gallon obtained on the index for each month that HART exercises this option to buy diesel. The FY2009 budget assumes up to $3.35 per gallon, which includes a fixed fee per gallon delivery for and the Federal mandate to transition to ultra-low sulfur diesel. Ultra-low sulfur diesel will also have a slightly negative impact on miles per gallon average for the bus fleet. HART currently has three underground storage tanks with each consisting of 30,000 gallons for diesel and one tank with 10,000 gallon capacity for unleaded fuel. The historical costs for fuel are presented below: HART -- FY Adopted Budget Page

167 DIESEL & GASOLINE PURCHASES FY2005 ACTUAL Gallons Amount Diesel 2,099,008 $3,981,703 Gasoline 48,582 $92,583 DIESEL & GASOLINE PURCHASES FY2006 ACTUAL Gallons Amount Diesel 2,022,417 $4,550,018 Gasoline 55,388 $133,461 DIESEL & GASOLINE PURCHASES FY2007 ACTUAL Gallons Amount Diesel 2,166,246 $4,567,189 Gasoline 50,789 $97,641 DIESEL & GASOLINE PURCHASES FY2008 BUDGET Gallons Amount Diesel 2,700,000 $6,115,310 Gasoline 37,400 $84,150 DIESEL & GASOLINE PURCHASES FY2009 BUDGET Gallons Amount Diesel 2,088,880 $7,002,640 Gasoline 42,300 $126,900 FY2009 Enhancements Diesel 85,090 $255,270 DIESEL & GASOLINE PURCHASES FY2010 PLANNED BUDGET Gallons Amount Diesel 2,088,880 $7,585,170 Gasoline 42,300 $137,475 FY2010 Enhancements Diesel 115,690 $375,990 HART -- FY Adopted Budget Page

168 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Flex Service Budget HART awarded a contract for a new type of transit service to be implemented in spring 2007 to introduce transit service into lower density areas that are difficult to serve with traditional fixed route service. The flexible neighborhood service is a highly customized service that picks up riders and drops them off at any location within a designated service area. The service also provides connections to adjacent fixed routes. The flexible service was to have been implemented in seven areas of the county: Temple Terrace, Town N Country, Seffner, Carrollwood, and three areas in Brandon. Delivering service with cutaway style vehicles allowing better access to neighborhoods where large buses cannot travel. Due to property tax reform in FY2007 this service was not implemented. The value of the awarded contract over the 30-month term was approximately $3,731,828. Budget by Year Cost by Summary by Year Contractor Proposal* Annual Budget FY2007 Actual $738,548 $50,056 FY2008 $1,481,196 $0 FY2009 $1,512,084 $0 FY2010 $0 $0 Total $3,731,828 N/A *The contract was awarded to M.V. Contract Transportation, Inc. The Flex Service schedule for implementation in Spring 2007 was cancelled in light of the passage of Property Tax Amendment 1 that reduced property taxes by 3 percent in FY2008. The Flex Service is still under consideration for a reduced level of flex services. HART -- FY Adopted Budget Page

169 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Security Service Budget HART s security program consists of security guards for protection against trespassers, vandals, thieves, terrorists and protection of the agency's assets. The service for this type of security is provided by contracts through privatization. The other type of security is the acquisition of security services for building and fire system monitoring and also for the information technology monitoring on all computer related technology for protection from damages and fire. The costs for all these services and the method through privatization have served HART economically well. The security expenses budget over the period of FY2005 through FY2010 is presented below: Year Annual Expenses 2005 Actual $349, Actual $374, Actual $391, Budget $424, Budget $197, Planned $207,510 HART -- FY Adopted Budget Page

170 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Vanpool Program Budget Bay Area Commuter Services, Inc. (BACS) Capital Vanpool Lease The agreement dated October 1, 2001, for a five-year lease was to expire on September 30, 2006, with HART. However, on March 2, 2006, the lease was modified to make changes for the number of vanpool vehicles. The agreement was subsequently extended through September 30, A new agreement was executed to cover the period October 1, 2007, through September 30, 2009, and may be renewed for 3 additional periods of one year each. The agreement requires BACS to operate the vanpool program utilizing HART-owned vans. The vans are used for the commuter vanpool program which is designed for work-related and work-readiness transportation of groups or individuals working for a company or not-for-profit or social service agency HART agrees to pay BACS an annual fee of $20,000, plus $1 per vehicle annually for the administration costs of the program. The expenses for this program are presented below: Year Annual Expenses 2004 Actual Actual Actual $16, Actual $20, Budget $52, Budget $20, Planned $20,000 HART -- FY Adopted Budget Page

171 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Computer Software Servicing Fees Budget Computer Software Licensing Fee The expense is for maintenance support and licensing fees for software. The major increase in cost is the implementation of a new ERP package during FY2007. These fees will continue throughout the life of the ERP. There will also be increases in licensing fees as we implement Intelligent Transportation System (ITS) in the future. Year Annual Expenses 2007 Actual $189, Budget $384, Budget $450, Planned $473,360 Computer Hardware Computer hardware expenses include contracted support for the Information Technology infrastructure. This includes switches, routers, security, printers, servers and uninterrupted power supplies (UPS) support. There are several components that have contributed to the anticipated increase in hardware maintenance. The number of facilities has grown which increases security and the infrastructure requirements. Threats and vulnerabilities of technology continue to rise requiring additional equipment and support to protect the data and equipment. ITS and ERP also increase the number of servers, the network infrastructure, support and maintenance. Year Annual Expenses 2007 Actual $51, Budget $73, Budget $82, Planned $94,270 HART -- FY Adopted Budget Page

172 Web Hosting Services HART has its web server and services hosted by a vendor. These fees include dedicated web server, Internet Service Provider (ISP), Internet connectivity, security and support. Also in FY2008 was the implementation of the HART Transit Store and its payment processing which is contracted through a vendor. In FY2009, web hosting services will be rolled into a new contract with HART's telecommunications provider. Year Annual Expenses 2007 Actual $ Budget $24, Budget $5, Planned $0 HART -- FY Adopted Budget Page

173 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Auditing Fees Budget Annual Financial Audit HART engaged the services of ValienteHernandez P.A. for the annual financial audit. The contract is for three (3) years June 20, 2007, through June 20, HART is required to conduct an annual organization-wide audit on its financial records. The audit is a state mandated function and is done in accordance with the Office of management and Budgets (OMB) Circular 133, Audits of States, Local Governments and Non Profit Organizations; the Single Audit Act of 1984 (amended 1996); Government Auditing Standards (Yellow Book); and the Florida Single Audit Act Chapter Rules of the Auditor General of the State of Florida. The Auditor is also required to review and provide certification of HART s FTA Section 5307 statistical data contained in the National Transit Database (NTD) Report. The FY2009 and 2010 budgets provide funding for this audit totaling $60,000 and $60,000 respectively. Internal Auditing HART has engaged the services of Cherry, Bekaert and Holland, LLP, CPA s for internal auditing services. The contract is for three (3) years April 13, 2005 through April 12, There was extension option for an additional 2 year period and the contract has been extended through April 12, An internal audit is an independent and objective appraisal service within the organization: An internal audit primarily provides an independent and objective opinion to the HART organization on risk management, control and governance, by measuring and evaluating their effectiveness in achieving the organization s agreed objectives. In addition, an internal audit s findings and recommendations are beneficial to line management in the audited areas. Risk management, control and governance comprise the policies, procedures and operations established to ensure the achievement of objectives, the appropriate assessment of risk, the reliability of internal and external reporting and accountability processes, compliance with applicable laws and regulations, and compliance with the behavioral and ethical standards set for the organization. Internal audits also provide an independent and objective consultancy service specifically to help line management improve the organization s risk management, control and governance. The service applies the professional skills of internal audit through a systematic and disciplined evaluation of the policies, procedures and operations that management put in place to ensure the achievement of the organization s objectives and through recommendations for improvement. The FY2009 and 2010 budgets provide funding for this service totaling $120,000 and $146,400, respectively. HART -- FY Adopted Budget Page

174 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Legal Fees Budget The HART Attorney advises the HART Board and Chief Executive Officer on their powers and responsibilities so that their actions will stay within the legal framework laid down by the State Constitution, the HART Charter and the Legislature. The HART Attorney attends the HART Board meetings for the purpose of providing on-the-spot counsel and obtaining first hand information on immediate and contemplated Board action. The HART attorney and staff provide advice and service to HART Officials, departments, and advisory groups. They represent all departments in litigation and handle all suits against HART. HART has contracts with three firms to provide legal services in the following areas: 1. General legal services and litigation services (one firm provides both services). 2. Labor law legal services. 3. Workers compensation legal services. Historical expenses over the period 2004 through 2006 are presented below with budgeted information for FY2007 through FY2010. Year Legal Expenses 2004 Actual $793, Actual $660, Actual $744, Actual $783, Budget (*) ( 1 ) $538, Budget $655, Planned $655,000 *With the addition of an in-house staff attorney, legal expenses should decline. ( 1 ) Reflects Budget Transfers HART -- FY Adopted Budget Page

175 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET LEGAL EXPENSE BREAKDOWN BY TYPE OF LEGAL SERVICE Firm Name Legal Service Type FY2005 Actual FY2006 Actual FY2007 Actual FY2008 Budget ( 1 ) **** FY2008 YTD (2/28/08) FY2009 Budget FY2010 Planned Joyner & Jordan- Holmes General Counsel $177,196 $108,175 $138,107 $150,000 $8,981 $165,000 $165,000 Joyner & Jordan- Holmes General Liability Risk Management $220,379 $430,775 $461,725 $208,000 $97,776 $281,500 $281,500 Joyner & Jordan- Holmes Other $33,089 $5,008 $1, $2,500 $2,500 Sub-Total $430,664 $543,958 $601,282 $358,000 $106,757 $449,000 $449,000 Barbas, Weed Worker's Compensation***** $52,040 $52,202 $39,818 $28,000 $6,861 $70,000 $70,000 Allen, Norton & Blue Labor Law $98,222 $105,286 $100,974 $42,000 $9,318 $90,000 $90,000 Barr, Murman General Liability Litigation * $65,394 $10,816 $16,012 $8,000 $3,593 $10,000 $10,000 Gray, Robinson EEOC ** $27,995 $20,053 $30,000 $9,500 $30,000 $30,000 Other*** Employee Action $13,804 $4,729 $5,577 72,000 0 $6,000 $6,000 Total Outside Legal Costs $660,124 $744,986 $783,716 $538,000 $129,168 $655,000 $655,000 Staff Attorney Authorized by HART Board in FY2006 for reducing legal fees. *Handling old liability litigated files through to fruition. **Firm contracted thru HART's Insurance Policy. ***Arbitration grievances. ****In FY2008, the staff attorney hired in March 2007, was expedited to assume a greater role in providing legal work for HART to reduce legal expenses in light of the escalation of legal expenses and the trend that is reflected above from *****Workers' Compensation legal fees paid through third party administrator (TPA). FY2008 YTD paid through January 31, 2008 by TPA. ( 1 ) Reflects Budget Transfers HART -- FY Adopted Budget Page

176 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Operational Contract Service and Administrative Contract Service Budgets Operational Contract Service The operational contract service budget covers expenses relating to professional contractual services for marketing, safety audits, compensation analysis, ethics point reporting, training for staff development, benefits analysis for health insurance, real estate services, land acquisition, legislative lobbying services, Trapeze training, HART Vision 2016 Plan and other external services that requires independent analysis that cannot be performed in-house. The budgeted expenses by year are provided below. Year Annual Expenses 2005 Actual $1,046, Actual $1,156, Actual $1,261, Budget $1,553, Budget $1,826, Planned $1,604,400 Administrative Contract Service The administrative contract service budget covers expenses relating to auditing fees*, legislative liaisons, pre-employment testing, human resources, public relations, drug screening, immunizations, general legal fees*, and counseling fees. These expenses are provided by external contracts to support the administrative staff where it is most cost effective by privatizing these services. The annual expenses from FY2005 through FY2010 are presented below. Year Annual Expenses 2005 Actual $837, Actual $754, Actual $580, Budget $541, Budget $628, Planned $668,400 *These fees are also detailed on prior pages. HART -- FY Adopted Budget Page

177 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Tires Budget Tire Leasing Expenses for Transit Buses HART awarded a contract for tire leasing for all transit buses for the period 2007 through 2010 with an option to extend for two additional one-year periods. The contract for the tires requires the lessor to furnish HART necessary tires and applicable materials for all HART buses and paratransit vehicles. In addition, the lessor is responsible for installation and removal of tires on vehicles. The projections for tire leasing for the last period are presented below. Period Projections Miles per Tire(*) Tire Mileage Rate Range(+) Budget Projections Bus Mode Year ,168,122 $ to $ Year ,217,644 $ to $ Year ,217,644 $ to $ Budget Projections Paratransit Mode Year ,416,696 $ Year ,358,976 $ Year ,358,976 $ * This section is based on 6 tires per vehicle (or 4 tires for some paratransit vehicles) times the total annual vehicle miles for each year. + This is the cost per mile for each tire. Budget Expenses Year Bus Paratransit 2005 Actual $445,292 N/A 2006 Actual $260,566 N/A 2007 Actual $272,273 $21, Budget $280,000 $20, Budget $366,220 $42, Planned $391,400 $45,000 HART -- FY Adopted Budget Page

178 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Parts & Supplies Budget The parts and supplies expense consists of ongoing repairs and maintenance expense for the operation of transit buses, vans and other administrative support vehicles as well as for ongoing maintenance of HART facilities. The cost of bus expenses are capitalized since it extends the life of the asset and the monetary value in accordance with HART and FTA Capitalization policy. The services for maintenance of HART vehicles are performed in-house by the maintenance staff. The historical expenses from FY2005 through FY2010 are presented below: Budget Year Annual Expenses 2005 Actual $2,715, Actual $2,824, Actual* $3,271, Budget* $3,183, Budget* $3,079, Planned* $3,086,850 *Includes tire lease. HART -- FY Adopted Budget Page

179 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Self-Insurance Liability Expense Budget Self Insurance Program Appropriate insurance coverages are maintained to mitigate the risk of material loss or in compliance with contractual obligations. For self-insured retentions, a separately funded Insurance Reserve shall be maintained in an amount equal to three (3) years run out of the estimated liability for incurred losses and reasonable allowance for claims incurred but not filed. These funds are used to maintain statutorily mandated self-insurance, escrows and liability reserves. Liabilities for workers compensation, and public liability and property damage claims are maintained to mitigate the related risk. Workers compensation self-insured benefits are estimated liabilities for injury claims charged to operations in the year the events giving rise to the claims occur; estimates of outstanding liabilities are made by management during the year. Self-insured liabilities are reported when it is probable that a loss has occurred and the amount of the loss can be reasonably estimated. Liabilities include an amount for claims that have been incurred but not reported. Because actual claims liabilities depend on such complex factors as inflation, changes in legal doctrines, and damage awards, the process used in computing claims liability does not necessarily result in an exact amount. Claims liabilities are evaluated on a case-by-case basis and are reevaluated periodically to take into consideration historical experience of recently settled claims, the frequency of claims, and other economic and social factors. The budget for the total self-insurance program for FY2009 and FY2010 totals $2,886,250 and $2,933,200 respectively. HART -- FY Adopted Budget Page

180 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Community Relations and Marketing Budget for Advertising & Promotions and Printing System Promotions 2009 Budget Summary and Spending Plan Initiative Ridership Development Program/Project Fall Service Reductions Route Specific, Commuter Express, Park and Ride, Open Later Printing System Promotion 9,000 10,000 Advertising & Promotion 15,000 80,000 Other Legal Adv. 3,000 Total 27,000 90,000 In-Town Transit Marketing 20,000 20,000 USF /U-pass Ridership Development 2,000 10,000 12,000 HCC Ridership Development 1,000 7,000 8,000 Adult Student Program 1,200 7,000 8,200 Summer Youth Blast Pass 3,000 30,000 33,000 Commuter Choices Program 3,000 3,000 6,000 Spring 2009 Service Changes 10,000 16,000 7,000 33,000 APTA Dump the Pump, Accelerate Campaigns, TMOCG 0 18,000 18,000 Public Information /Brochures 0 15,000 15,000 Targeted Marketing Initiatives 0 25,000 25,000 Hispanic Market Initiatives 0 15,000 15,000 *Marketing Grant FPN (Rt 27X FishHawk / So. Brandon) 0 15,500* 15,500* Revenue Development HARTride Fare Card Sales Outlet Incentive Program 4,000 3,000 7,000 HARTride & HARTplus Fare Cards 19, ,000 HART -- FY Adopted Budget Page

181 2009 Budget Summary and Spending Plan Initiative Program/Project Printing System Promotion Advertising & Promotion Other Legal Adv. Total Community Understanding Community Report Quarterly Performance 18,000 3,000 12, ,000 3,000 Black History Month 1,500 3,500 5,000 Stuff A Bus 1,000 1,000 Public Involvement Transit Design 18, ,620 19,620 National Public Radio 10,000 10,000 Misc. Brochures/Public Information 12, ,300 Employee Communication New Programs HARTwave Employee Newsletter Corporate Goals Awareness 40,000 11,000 1, ,300 40, ,300 11,000 1,000 Roadeo Competition 1,000 1,000 Annual Employee Awards 1,500 1,500 Professional Awards & Recognition Other Promotional/ Demonstration 0 2,000 2,000 Printing of Schedules 0 64,830 64,830 Postage 0 8,000 8,000 Art Supplies 0 3,000 3,000 Operating Total $171,000 $497,300 $117,830 $29,620 $815,750 Grants Total* *$15, $15,500 Grand Total $171,000 $512,800 $117,830 $29,620 $831,250 Consulting services are excluded from the Public Relations budget at the summary level and is included in Administrative Contract Services at $40,000 for FY2009 and $45,000 for FY2010. Funding history for this program from FY2004 through FY2010 is as follows: Year Annual Expenses 2004 Actual $653, Actual $896, Actual $731, Actual $879, Budget $618, Budget $831, Planned $811,130 HART -- FY Adopted Budget Page

182 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Planning Studies Budget Bus Rapid Transit planning and preliminary engineering will be a major focus of the planning program. These efforts will be a major determinant of the capital improvements along the corridors and the service operations. Other planning efforts will include: o Data collection and analysis to support the Hillsborough Metropolitan Planning Organization (MPO) MPO Multi-Modal Transit Study and FY 2009 MPO Long-Range Transportation Plan update o Planning of facility needs o Implementation of Bus Stop Accessibility and Facility Plan findings and actions o Conducting a public opinion survey on attitudes towards transit services o Undertaking the annual Transit Development Plan (TDP) update. Bus Rapid Transit planning and preliminary engineering will be a major focus of the planning program. Corridor planning will continue to be undertaken for improvements, tentatively on Florida Avenue and Hillsborough Avenue. Engineering and design work is planned to commence in FY 2008, with construction following in FY Opportunities to obtain additional funding, including federal Very Small Starts funding will be pursued. The type and extent of the capital improvements will be dependent upon funding and whether other funding sources, such as the federal Very Small Starts program funding, is awarded. The revised service operation along these corridors would commence in late FY The specific service parameters will be dependent upon the amount of funding that will be available for enhanced service in conjunction with the travel time savings obtained from the capital improvements. Additional planning activities will include: o MPO Multi-Modal Transit Study and LRTP Update data collection and analysis to support activities for the MPO Multi-Modal Transit Study and the FY 2009 update of the MPO Long Range Transportation Plan. Funding has been included for undertaking a system wide onboard passenger survey of the fixed route system, which will obtain detailed information on passengers travel patterns, including origins, destinations, trip purpose, routes taken, and frequency of travel and demographic and socio-economic information. This information is vital for several ongoing agency functions, including service planning, Title VI planning and development of capital improvement programs. o Facility planning projecting future needs for operations and maintenance facility space, identification and evaluation of alternatives, and developing strategies to develop and fund the facility requirements. Federal requirements will be addressed as part of the planning. o Bus Stop Accessibility and Facility Plan Additional efforts to implement the plan findings and actions, including outreach, coordination with local jurisdictions on improvements, development of enhanced GIS information on improvements. o Conduct a Community Opinion Survey as a follow up to the 2005 survey to provide insights into attitudes and perceptions of passengers and the public toward HART s services. The HART -- FY Adopted Budget Page

183 information will be used to increase the effectiveness of transit planning and the efficiency of transit service delivery. The budget for planning studies over the period FY2005 through FY2010 are presented below: Year Annual Expenses 2005 Actual Actual $212, Actual $503, Budget $800, Budget* $732, Planned* $250,000 *Capital planning budget transferred from operating to capital budget in FY2009. HART -- FY Adopted Budget Page

184 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Rentals and Leases Budget The lease agreement between California State Teachers Retirement System and HART for the Kennedy Boulevard leased space obligations are presented below. The revised lease dated December 12, 2000, for office space consisted of 10,168 rentable (8,842 usable) square feet. The lease was extended through May 10, 2011, with base rent payable as provided below. With the construction of the Ybor office space completion date of early 2008, only four months operating lease were reflected in the FY2008. FY2009 expenses include rental for modular office space, copy machines, parking, off-site storage, and other operational-related equipment. Period Monthly Base Rent Annual Base Rent Per Rentable Square Foot May 11, 2006 May 10, 2007 $17, $20.69 May 11, 2007 May 10, 2008 $18, $21.52 May 11, 2008 May 10, 2009 $18, $22.38 May 11,2009 May 10, 2010 $19, $23.28 May 11, 2010 May 10, 2011 $20, $24.21 Year Annual Expenses 2005 Actual $281, Actual $290, Actual $315, Budget $149, Budget $100, Planned $87,600 HART -- FY Adopted Budget Page

185 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Travel & Training, Dues & Subscriptions, Staff Development Fund, Management Development Fund, and Travel & Meetings Budgets Travel and Training Budget The expenses for training and travel consists of expenses for professional development, required and/or mandatory training for continuing professional education, training for maintenance of certificates and all staff training, seminars and professional conferences in the best interest of HART. This budget category also includes expenses for staff for APTA and other professional organizations as well as expenses relating to recruitment of senior management staff, and travel for the Chief Executive Officer and HART Board members. Year Annual Expenses 2006 Actual $92, Actual $102, Budget $102, Budget $177, Planned $182,730 Dues, Subscriptions and Fees Budget The expenses for dues and subscription consists of those expenses relating to professional organizations, memberships and attendance of business related activities for the benefit of HART networking with the community. This classification also includes several expenses relative to administrative charges for business activities such as health insurance, safety, minority business and finance related activities. Year Annual Expenses 2006 Actual $85, Actual $80, Budget $91, Budget $93, Planned $94,080 HART -- FY Adopted Budget Page

186 Staff Development Fund Budget The expenses relating to the staff development fund budget consists of tuition reimbursement expenses for all employees participating in continuing education programs, quarterly employee recognition programs, and general expenses for advancement of employee education programs and training for the benefit of HART. Year Annual Expenses 2006 Actual $126, Actual $105, Budget $120, Budget $115, Planned $115,350 Management Development Fund Budget The Management Development Fund is for employees in job classification of C-9 and higher. The purpose of this program is to provide the ability for individuals to personally identify an area or areas in which they can further their professional development. The fund is available to use for purposes such as membership dues in professional organizations, community organizations, tuition for classes not ordinarily included in the Tuition Reimbursement policy, travel and learning experiences which will benefit HART, and other creative uses which may be considered. This line was combined with staff development in FY2008. Year Annual Expenses 2006 Actual $15, Actual $18, Budget $ Budget $ Planned $0 Travel and Meetings Budget The travel and meetings budget consists of expenses relating to recruitment of senior management staff, and travel to APTA seminars for senior management, the Chief Executive Officer and HART Board members. This line was combined with the Travel and Training budget in FY2008. Year Annual Expenses 2006 Actual $26, Actual $40, Budget $ Budget $ Planned $0 HART -- FY Adopted Budget Page

187 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Tax Increment Payment Budget Community Redevelopment Agency (CRA) Fund Payment (F.S. Section ) The Community Redevelopment Agency (CRA) payment to the City of Tampa is for property tax proceeds associated with values in designated blighted areas. The payments from HART are directed to the Non-Core CRA District. Downtown Tampa is comprised of two Community Redevelopment Areas (CRA s). The initial Non-Core CRA was established in The two CRA s cover the entire central business district. Each has Tax Increment Finance (TIF) provisions which together are currently the primary source of debt service payment for the Tampa Convention Center. The historical payments by HART to the CRA are presented below. Tax Increment Finance Payments 1984 $ $11, $38, $56, $73, $121, $120, $115, $103, $104, $105, $100, $94, $94, $118, $135, $184, $207, $262, $292, $312, $340, $341, $452, Budget $453, Budget $510, Planned $535,500 HART -- FY Adopted Budget Page

188 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE 13(C) Back Pension Payment Budget City of Tampa General Employees Retirement Fund Payments HART makes quarterly payments to the City of Tampa for pension annuities actually paid to selected retirees. These retirees are on the City of Tampa Pension Plan. As of September 30, 2007, there were 36 retirees receiving benefits for an estimated annual payment of $120,000. The payments for the period FY2005 through FY2010 are presented below: Year Annual Expenses 2005 Actual $125, Actual $125, Actual $127, Budget $120, Budget $125, Planned $125,000 HART -- FY Adopted Budget Page

189 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NON-DEPARTMENTAL EXPENSE NARRATIVE Budget Reserves Reserve Appropriations Reserve policies are an important factor in maintaining HART in good fiscal health. HART employs two primary types of reserves. 1. Operating Reserve 2. Fund Reserve The degree of need for these reserves differ based upon the type of fund or operation involved. However, one policy statement for each type of reserve can be uniformly applied to all funds. Operating Reserve An appropriated contingency provides for unexpected or unanticipated expenditures during the year. This is the amount of contingency budget, normally stated as part of the operating budget. HART will establish a general operating fund contingency expenditure reserve to provide for unanticipated expenditures of a nonrecurring nature, or to meet unexpected small increases in service delivery costs. This reserve will not exceed three percent (3%) of the General Operating Fund. FY2009 and FY2010 budgets provide for a contingency reserve of $400,000 each year. Fund Reserve Fund balance reserve of working capital is established to provide for unforeseen revenue losses. If something happens to the economy, there is flexibility without worrying that current expenditures will exceed the total revenues available. This reserve is not appropriated but recognized and maintained in the fund balance. The amount of reserve is based upon potential revenue loss that would most probably occur in the general operating fund. HART has an acceptable reserve policy to fund working capital up to ninety days and to provide for unforeseen economic decline and for revenue stability. The FY2009 and FY2010 budgets provide funding of $500,000 each year for the general operating reserve. Debt Reserves Debt reserves are established to protect bond holders from payment default. Adequate debt reserves are essential in maintaining good bond rating. There is no debt reserve since HART has no outstanding debt. HART -- FY Adopted Budget Page

190 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET RESERVE POLICY (FYE 9/30/07) On June 3, 2002, HART established a reserve policy approved by the HART Board, Action Item No. M The purpose of the reserve is to ensure that sufficient funds are always available in the event of either unanticipated revenue short falls, unavoidable expense needs and for positive cash flow thereby discontinuing borrowing in the form of short-term tax anticipation notes. The goal of the reserve is to set aside an unrestricted operating reserve in an amount equivalent to three months of operating expenses or 25% of the budget or 90 days. Reserve Level at September 30, 2007 (Audited) (21.8%) $13,471,840 FY2009 Operating Budget $62,352,350 FY2009 Capital Budget $59,690,760 Total FY2008 Budget $122,043,090 FY Months Operating Expenses (25%) $15,558,000 Percent of Reserve to Operating expenses 87 % Working Capital Available Days 78 days Amount of Reserve Level Under 25% Threshold (13%) (or 3.2% under 25% level) $2,086,160 HART as a Transit Agency receives federal and state grants for operating and capital budgets. These grants are reimbursable, therefore we have to disburse the expenses and then request reimbursements. In past years HART was using short term tax anticipation notes to provide cash flow during the year. These notes are issued with expense. Because of the reserve HART has discontinued short term borrowing. In summary, HART as a Transit Agency has a reserve policy to meet its cash flow and working capital needs and the reserve is not excessive. In other local governments with a diverse revenue base it is not unusual to have reserves at 10% to 15% of annual operating expenses. HART -- FY Adopted Budget Page

191 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 NET ASSETS FUND EQUITY Actual Budget Budget Total Revenues & Other Sources $75,198,449 $76,282,670 $122,043,090 Total Expenses ($64,146,232) ($59,134,290) ($62,352,350) Excess of Revenues & Other Sources over (under) Expenses & Other USPS $11,052,217 $17,148,380 $59,690,740 Beginning Balance October 1 $109,990,807 $121,990,807 $139,139,187 Ending Balance September 30 $121,990,807 $139,139,187 $198,829,927 Restricted/Unrestricted Assets $20,158,679 $20,489,149 $20,489,149 Capital Assets $100,884,345 $118,650,038 $178,340,778 Note: For Proprietary Funds (Enterprise Funds) fund equity is often defined as the non-capital portion of net assets (i.e. both restricted net assets and unrestricted net assets.) HART -- FY Adopted Budget Page

192 SECTION V PARATRANSIT SERVICE HART -- FY Adopted Budget Page

193 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HART PARATRANSIT SERVICE BACKGROUND AND STATUS HART provides door-to-door transportation (HARTplus) to disabled persons who live within the transit service area, but who cannot use bus service due to physical, cognitive or mental limitations. In addition, HART provides connections to the bus system (HARTlink) for disabled persons who can ride transit but who 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 ability and 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 State funding and allocations for Medicaid has 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. Paratransit ridership through March 2008 is up 30.8 percent from the same period in fiscal year An average of 97 percent of paratransit applicants have been approved to receive service. The remaining three percent are usually able to ride the bus and thus are not eligible for paratransit service. All applicants are referred to HART s travel training team for evaluation and assistance with utilizing the fixed route bus service. Presently, about 343 paratransit vehicle trips are provided each weekday, mostly in the morning and in the 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 36 vans and 43 van operators dedicated to the program, the ability to manage the services required. HART -- FY Adopted Budget Page

194 Effective October 7, 2007, a flat fare structure was implemented for Paratransit service. Paratransit fares are no more than twice the cost of the fare on the local fixed route bus system. The one way cash fare for a paratransit trip is $3.00 and a HARTplus 10-Ride fare card is available for $ Challenges and Opportunities HART paratransit costs reflect the individual nature of the trips. Paratransit services are expensive since they are personalized and operate at the demand of the customer. An additional travel trainer was added in 2006 to the paratransit department to improve HART s ability to assist new and/or existing registered HARTplus patrons to use regular bus service whenever possible. 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. New vans purchased in 2008 will improve overall performance in HART will implement innovative plans to include the possibility of using sedan staff vehicles to delivery trips for ambulatory passengers. Customer call-wait-time is a key measure in quality of paratransit service. In 2008, wait time has stabilized to an average on hold time of 90 seconds. Implementation of the flat fare structure will allow for utilization of the automated trip booking feature via the call center automated line. Patrons utilizing the automated line booking feature will be able to book, cancel and confirm trips up to seven days in advance thereby shorter wait times are expected. Emphasis on complaint resolution and customer satisfaction will be substantially increased. Staff will implement a more personal approach to comment resolution for patrons and a customer service improvement program campaign for employees HART employees will also participate in community events throughout the year to promote services available to transit customers. Future of Demand Response Services Florida has been a leader in the coordination of transportation services to elderly, disabled and economically disadvantaged citizens. Recent changes in Medicaid funding allocations for medical transportation will result in an increased demand for transportation alternatives. HARTplus will ultimately experience capacity growth in the coming year. HART -- FY Adopted Budget Page

195 PARATRANSIT FARES Paratransit fares are fees charged for travel on publicly operated transportation systems for doorto-door services. Paratransit fares have long been partially subsidized in many cities; they are lower than fuel costs of providing services. Justifications for these subsidies often include assistance to persons with disabilities who live within the transit service area, but who cannot use bus service due to physical, cognitive, or mental limitations. Affordable transportation is a significant barrier for people living in poverty to get to and from work. HART s transit fare policy has historically been reviewed every two years during the budget development process as part of HART s consideration of fee schedules for transit services. A Flat Fare structure was established in October The last fare increase was in FY2006 with the next scheduled increase in FY2009. The following table reflects HART's ADA fare structure established in October Paratransit Fares FY2008 FY2009* HARTplus One-Way Cash Fare $3.00 $3.50 HARTlink 1-Way $1.75 $2.00 HARTlink Round Trip $3.50 $ Ride HARTplus Pass $30.00 $35.00 *Implementation scheduled for 1 st Quarter of FY2009 The schedule below shows the ridership trends and fare revenues for paratransit operations since FY2002. Year Ridership % of Change Fare Revenues % of Change FY2002 Actual 35,542 n/a $100,372 n/a FY2003 Actual 34,745 <2.3> $88,597 <14.5> FY2004 Actual 40, $114, FY2005 Actual 49, $135, FY2006 Actual 63, $185, FY2007 Actual 82, $255, FY2008 Projected* 107, $350, FY2009 Budgeted 133, $438, FY2010 Budgeted 160, $526, *Year-to-date ridership through March 2008 is up 30.8 % as compared to year-to-date March HART -- FY Adopted Budget Page

196 REVENUE RECOVERY RATIO - PARATRANSIT Operating Expenses (Excl. Depr.) Recovery Ratio Year Fare Revenues FY2002 Actual $1,383,336 $100, % FY2003 Actual $1,137,757 $88, % FY2004 Actual $1,314,344 $111, % FY2005 Actual $1,741,080 $135, % FY2006 Actual $2,077,806 $185, % FY2007 Actual $2,520,759 $255, % FY2008 Budget $2,898,500 $275, % FY2009 Budget $3,434,760 $438, % FY2010 Planned $3,281,550 $526, % HART -- FY Adopted Budget Page

197 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 OPERATING BUDGET REVENUES PARATRANSIT MODE Ad Valorem Tax Revenue $1,893, % Federal $1,102, % System Revenue $438, % Total: $3,434,760 FY2009 OPERATING BUDGET APPROPRIATIONS PARATRANSIT MODE Salaries & Fringes $2,860,725 83% Fuel and Oil $314,919 9% Other Operating Expenses $91,611 3% Utilities $480 0% Parts and Supplies $167,025 5% Total: $3,434,760 HART -- FY Adopted Budget Page

198 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PARATRANSIT TRENDS AND STATISTICS FOR THE FISCAL YEARS STATISTICS FY 2003 ACTUAL FY 2004 ACTUAL FY 2005 ACTUAL FY 2006 ACTUAL FY 2007 ACTUAL FY 2008 BUDGET FY 2009 ADOPTED BUDGET FY2010 PLANNED BUDGET Total Paratransit Miles 571, , , , ,038 1,085,425 1,348,890 1,618,668 Revenue Paratransit Miles 464, , , , , ,955 1,188,912 1,426,694 Total Passengers ( including PSAs and 34,745 40,158 49,277 63,165 84,439 91, , ,500 Companions) Total Passenger Revenue $88,597 $111,464 $135,997 $185,182 $255,952 $275,000 $438,700 $526,440 Total System Generated Revenue $88,597 $111,464 $135,997 $185,182 $255,952 $275,000 $438,700 $526,440 Total Operating Expenses $1,137,757 $1,314,344 $1,741,080 $2,077,806 $2,520,759 $2,898,500 $3,434,760 $3,281,550 Total Operating Subsidy $1,049,160 $1,202,880 $1,605,083 $1,892,624 $2,264,807 $2,623,500 $2,996,060 $2,755,110 RATIOS Operating Cost Per Total Paratransit Mile $1.99 $2.10 $2.47 $2.40 $2.53 $2.67 $2.55 $2.03 Operating Cost Per Revenue Paratransit $2.45 $2.53 $2.96 $2.87 $2.87 $3.22 $2.89 $2.30 Mile Passengers Per Revenue Paratransit Mile Operating Cost Per Passenger $32.75 $32.73 $35.33 $32.89 $29.85 $31.63 $25.68 $20.45 Operating Subsidy Per Passenger $30.20 $29.95 $32.57 $29.96 $26.82 $28,63 $22.40 $17.17 Average Passenger Fare $2.55 $2.78 $2.76 $2.93 $3.03 $3.00 $3.28 $3.28 Percentage of Net Operating Cost 7.8% 8.5% 7.8% 8.9% 10.2% 9.5% 12.8% 16.0% Recovered from Passenger Revenues Percentage of Net Operating Cost Recovered from all Operating Revenues 7.8% 8.5% 7.8% 8.9% 10.2% 9.5% 12.8% 16.0% HART -- FY Adopted Budget Page

199 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PARATRANSIT HOURS & MILES REPORT Fiscal Year Paratransit Actual 2004 Total Miles 625, Revenue Miles 519, Total Hours 40, Revenue Hours 33, Total Miles 704, Revenue Miles 588, Total Hours 48, Revenue Hours 41, Total Miles 862, Revenue Miles 726, Total Hours 53, Revenue Hours 46, Total Miles 996, Revenue Miles 876, Total Hours 62, Revenue Hours 55,957 Budget 2008 Total Miles 1,085, Revenue Miles 900, Total Hours 68, Revenue Hours 57, Total Miles* 1,541, Revenue Miles* 1,358, Total Hours* 93, Revenue Hours* 83, Total Miles* 1,849, Revenue Miles* 1,630, Total Hours* 112, Revenue Hours* 100,165 HART -- FY Adopted Budget Page

200 PARATRANSIT OPERATING BUDGET Revenues HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 PARATRANSIT SUMMARY BUDGET FY2008 ACTUAL THROUGH 2/29/2008 FY2008 ADOPTED BUDGET FY2009 ADOPTED BUDGET $ CHANGE FY2009 ADOPTED TO FY2008 ADOPTED % CHANGE FY2009 ADOPTED TO FY2008 ADOPTED FY2010 PLANNED BUDGET ADA Passenger Fares $145,194 $275,000 $438,700 $163, % $526,440 Ad Valorem Tax Revenue 675,854 1,803,500 1,893,120 89, % 1,652,170 FTA Revenue 345, ,000 1,102, , % 1,102,940 Total Operating Revenue $1,166,502 $2,898,500 $3,434,760 $536, % $3,281,550 Appropriations Salaries & Fringes $930,237 $2,449,500 $2,671,730 $222, % $2,805,310 Fuel and Oil 114, , ,920 (53,180) % 279,320 Parts and Supplies 29, , ,200 19, % 142,000 Other Operating Expenses 1,797 18,500 65,430 46, % 54,420 Operational Contract Service 24, New Programs , , Utilities % 500 Total Operating Appropriations $1,100,728 $2,898,500 $3,434,760 $536, % $3,281,550 PARATRANSIT DEPARTMENT POSITION TITLE FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2010 Positions Paratransit Manager Admin. Assistant I - Paratransit Transit Dispatcher - Paratransit Transit Supervisor Paratransit Services Coordinator Customer Service Rep. - Paratransit Paratransit Van Operators Paratransit Travel Trainer Paratransit Scheduler I TOTAL HART -- FY Adopted Budget Page

201 Budget Narrative 2006 Actual BUDGET SUMMARY 2008 Budget 2007 Actual 2009 Requested 2009 Received 2010 Planned $ Expenditures $2,077,806 $2,520,759 $2,677,450 $3,454,590 $3,434,760 $3,281,550 Staffing HART -- FY Adopted Budget Page

202 HILLSBOROUGH TRANSIT AUTHORITY PARATRANSIT DEPARTMENT AS OF SEPTEMBER 22, 2008 Ruthie Reyes Paratransit Manager Donna Pasley Administrative Assistant I Alvin Orgeron Paratransit Services Coordinator Paratransit Van Operators John Morais Paratransit Scheduler I HART -- FY Adopted Budget Page

203 SECTION VI TECO LINE STREETCAR SYSTEM HART -- FY Adopted Budget Page

204 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET STREETCAR SYSTEM OVERVIEW HART operates the TECO Line Streetcar System in Tampa, Florida, under contract with the Tampa Historic Streetcar, Inc. (THS, Inc.). This chapter provides a description of the system, how it is funded, performance goals for fiscal year 2009 and both capital and operating plans for future years. The first phase of the TECO Line Streetcar System began operation October 19, The streetcar system is an electrically powered rail transit system approximately 2.4 miles in length. The initial segment functions as a single-track, bi-directional 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. Ybor Station Ybor Station (car barn) occupies the ground and mezzanine levels of the HART Raymond C. Miller building, the top floor is occupied by the HART administrative office. The streetcar facility includes a yard and support services for rolling stock maintenance and a base of operation for the streetcar system. The site is located in Ybor City on the block bounded by 6 th Avenue to the south, 13 th Street on the east, 7 th Avenue to the north, and Nuccio Parkway on the west. Ybor Station was designed to be constructed in phases. The first phase has sufficient capacity to accommodate the storage and maintenance of up to twelve streetcars. In addition to the yard and the building to support maintenance and operation of the system, the site includes a small park known as Rough Riders Park, and pedestrian improvements. The facility includes administrative offices, locker rooms, rest room facilities, storage space for supplies, an automatic vehicle wash system, two undercarriage work pits, hydraulic jacks, and equipment to maintain the fleet. Some heavy repairs are contracted out. HART owns a trailer to transport the vehicles when necessary for major maintenance and emergency evacuation. HART -- FY Adopted Budget Page

205 Southern Transportation Plaza The Southern Transportation Plaza is an intermodal facility that provides access and connection among pedestrians, the streetcar system, HART buses (Route 96 In-Town Downtown Trolley, Route 97 Weekend Downtown Evening Shuttle), tour buses, and taxis. The facility is located on the southern half of the block (approximately) bounded by St. Pete Times Forum Drive to the south, Florida Avenue on the east, Channelside Drive to the north, and Franklin Street on the west directly in front of the Convention Center. The streetcar alignment crosses the site diagonally to allow for a later extension of the system north into the Central Business District (CBD). The design of this station stop differs from the other nine station stops in a number of ways. It is much larger due to its location and usage, and it includes bus bays and a taxi queuing area, extensive landscaping and pedestrian pathways, and space for vendors. 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 received in 2004 and purchased in The streetcars closely resemble the double-truck 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 steel-framed with double, four-wheeled trucks and four 27-hp 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 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, typically 15 and 20 minute headways are used. OPERATION HART manages and operates the TECO Line Streetcar System under a contract with Tampa Historic Streetcar, Inc. (THS) a non-profit corporation formed by the City of Tampa. HART provides three types of service for the system. Each is defined and discussed below. Base Service is the day-to-day service frequency and hours of operation. The THS Board, in its original corporate business plan, established the service frequency and hours of operation for basic service as presented below. HART -- FY Adopted Budget Page

206 Hours of Service Service Frequency Sunday 12:00 pm to 8:00 pm every 15 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 3:00 pm every 20 minutes 3:00 pm to 10:00 pm every 15 minutes Friday 11:00 am to 3:00 pm every 20 minutes 3:00 pm to 1:00 am* every 15 minutes 1:00 am to 2:00 am * every 30 minutes Saturday 9:00 am to 11:00 am every 30 minutes 11:00 am to 1:00 am* every 15 minutes 1:00 am to 2:00 am * every 30 minutes * am next day. This schedule results from trials of higher operating speeds and reduced car numbers (i.e. 2 cars 20 minute) and is sufficient for current and short term projected patronage demand. Additional efficiencies may not be achieved until the streetcars environment (road crossings, traffic signals, manual fare system) are transitioned. A higher operating speed and reduced number of cars translates into approximately 13,780 billable hours of service annually. Extra service is defined as service that exceeds the Base Service level. Extra service includes the use of additional vehicles to provide more capacity or increase service frequency to meet patronage requirements. Note: Assumes no operation on Thanksgiving and Christmas Hourly Service Rates per Vehicle Hour FY2007 FY2008 FY2009 Base Service Rate $ $ $ Extra Service Rate (Within Base Service Period) $66.72 $76.97 $66.02 Extra Service Rate (Outside Base Service Period) $86.63 $99.09 $93.72 Special Service Rate $ $ $ (Does not include THS Profit Base Service Cost Base Service Hours 17,204 17,256 13,780 Base Service Rate / Hour $ $ $ Base Service Cost to THS $ 2,204,680 $2,435,580 $2,015,880 Credit of Revenue from Grant and Other Sources $ 300,000 $ 300,000 $300,000 Total Cost to THS $ 1,904,680 $2,135,580 $1,715,880 HART -- FY Adopted Budget Page

207 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 STREETCAR SUMMARY BUDGET FY2008 ACTUAL THROUGH 2/29/2008 FY2008 ADOPTED BUDGET FY2009 ADOPTED BUDGET $ CHANGE FY2009 ADOPTED TO FY2008 ADOPTED % CHANGE FY2009 ADOPTED TO FY2008 ADOPTED STREETCAR OPERATING BUDGET Revenues Tampa Historic Streetcar, Inc. $526,046 $1,371,220 $919,670 ($451,550) % City of Tampa Tax Increment Financing* 0 150, , Passenger Fares 270, , ,210 31, % FDOT 100, , , % FTA 83, , , % Total Operating Revenue $979,477 $2,435,580 $2,015,880 ($419,700) % Appropriations Base Service Including Risk $688,536 $1,985,960 $1,985,960 $0 $0 Parts and Supplies 66, , ,430 70, % Contract Services 17,466 86,320 86, Utilities 67, , , Reduction per Adopted Business Plan 0 0 (490,330) (490,330) - Total Operating Appropriations $839,610 $2,435,580 $2,015,880 ($419,700) % STREETCAR CAPITAL BUDGET Revenues Federal $45,435 $2,430,690 $4,553,520 $2,122, % City of Tampa - Tax Increment Financing 0 150, , % Total Streetcar Capital $45,435 $2,580,690 $4,703,520 $2,122, % Appropriations Streetcar Improvements $28,887 $280,690 $323,520 $42, % Streetcar Construction Extension-Phase II A 16,548 2,300,000 4,380,000 2,080, % Total Streetcar Capital Appropriations $45,435 $2,580,690 $4,703,520 $2,122, % Total Streetcar Operating and Capital Appropriations $885,045 $5,016,270 $6,719,400 $1,703, % *TIF funds are not restricted for specific use in the Streetcar budget. HART -- FY Adopted Budget Page

208 ACCOMPLISHMENTS Ridership for fiscal year 2007 was 437,612 boardings. Total Streetcar ridership through March 2008 averaged 38,874, down 3.1 percent from the comparable period in fiscal year ,000 50,000 40,000 30,000 20,000 10,000 0 # of Streetcar Boardings FY 2007 & FY 2008 FY 2007 FY 2008 Oct. Dec. Feb. Apr. June Aug. PERFORMANCE GOALS The Streetcar Operations and Maintenance Plan sets out a series of performance measures to track system maintenance and operations. The purpose of the performance measures is to document to the THS Board, the HART Board and the City of Tampa how the system is performing. Two goals for the streetcar relate to ridership and budget. The Streetcar 20-Year Business Plan assumes 1.5% growth per year. The plan also includes a projected fare increase of 25 cents every 3 years starting in 2009 with an expected 2.5% loss in ridership in the fare increase year. The financial goal is to preserve and increase the balance of the Endowment fund to the maximum extent possible. FINANCIAL PLAN FOR OPERATIONS Assessment District - In February 2000, the City of Tampa created an assessment district that includes downtown Tampa, central business district, the Channel District and Ybor City to provide financial support for the operation of the streetcar system. The assessment district generated $435,049 in fiscal year The City of Tampa estimates collections of $486,650 for 2008 with a 5.5% growth in each of the following years. A new Special Assessment District has been formed in Channelside with collections starting in To generate this revenue, all properties within the district that do not have a homeowner s exemption are taxed at a rate of one-third mil. These funds are collected by the City and then transferred to the not-for-profit corporation. Endowment Fund - An endowment fund was created from funds generated from the termination of a little used people mover system, the sale of system naming rights, vehicle naming rights, station naming rights, and seats in the streetcars. Tampa Historic Streetcar, Inc. invests and manages the fund. Income derived from the fund is used to support the operation of the system. The fund is estimated to have a balance of $2.381 at the end of FY2008. Fares - The Board of Tampa Historic Streetcar, Inc. sets the fare policy and HART as the contract operator collects the fares. HART -- FY Adopted Budget Page

209 Advertising - HART and THS administer the advertising program for the streetcar system. Each vehicle has space on the inside and designated vehicles on the outside to allow for advertising. Grants and Public Sector State, Federal grants and local funds were used to construct the system and purchase the streetcars. Additional grant funding is programmed for a proposed future extension. The streetcar system generates additional state and federal formula funding for HART, a portion of which is used to offset its operating cost. The Tampa Port Authority also contributes operating funds to the system. HART -- FY Adopted Budget Page

210 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 OPERATING BUDGET REVENUES STREETCAR MODE Federal $200,000 10% Tampa Historic Streetcar, Inc. $1,715,880 85% State $100,000 5% Total: $4,703,520 $2,015,880 Streetcar Base Service $1,528, % FY2009 OPERATING BUDGET APPROPRIATIONS STREETCAR MODE Utilities $169, % Parts and Supplies $260, % Contract Service $58, % Total: $4,703,520 HART -- FY Adopted Budget Page

211 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET STREETCAR TRENDS AND STATISTICS FOR THE FISCAL YEARS FY 2009 ADOPTED BUDGET FY2010 PLANNED BUDGET STATISTICS FY 2004 ACTUAL FY 2005 ACTUAL FY 2006 ACTUAL FY 2007 ACTUAL FY 2008 BUDGET Total Streetcar Miles 84,146 84,944 88,334 88,663 86,580 76,315 76,315 Revenue Streetcar Miles 82,931 83,709 87,496 87,147 86,400 76,135 76,135 Total Passengers (from GFI) 425, , , , , , ,920 Total Passenger Revenue $448,089 $451,903 $539,845 $607,423 $653,500 $646,210 $655,160 Total System Revenue** $1,535,726 $1,771,721 $1,956,624 $2,272,153 $2,435,580 $2,015,880 $2,116,790 Total Operating Expenses $1,439,960 $1,648,750 $1,947,470 $2,041,902 $2,435,580 $2,015,880 $2,607,120 Total Operating Subsidy ($95,766) ($122,971) ($9,154) ($230,251) $0 $0 $490,330 RATIOS Operating Cost Per Total Streetcar Mile $17.11 $19.41 $22.05 $23.03 $28.13 $26.42 $34.16 Operating Cost Per Revenue Streetcar Mile $17.36 $19.70 $22.26 $23.43 $28.19 $26.48 $34.24 Passengers Per Revenue Streetcar Mile Operating Cost Per Passenger $3.38 $3.79 $5.00 $4.67 $5.73 $5.27 $6.72 Operating Subsidy Per Passenger ($0.23) ($0.28) ($0.02) ($0.53) $0.00 $0 $1.26 Average Passenger Fare $1.05 $1.04 $1.38 $1.39 $ Percentage of Net Operating Cost 31.1% 27.4% 27.7% 29.7% 26.8% 32.1% 25.1% Recovered from Passenger Revenues Percentage of Net Operating Cost Recovered from all Operating Revenues 106.7% 107.5% 100.5% 111.3% 100.0% 100.0% 81.2% Note: Includes all revenue for the System, including passenger fares, THS, Inc. reimbursement to the Authority, and miscellaneous income. HART -- FY Adopted Budget Page

212 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET STREETCAR HOURS & MILES REPORT Fiscal Year Streetcar Actual 2004 Total Miles 84, Revenue Miles 82, Total Hours 17, Revenue Hours 17, Total Miles 84, Revenue Miles 83, Total Hours 17, Revenue Hours 17, Total Miles 88, Revenue Miles 87, Total Hours 18, Revenue Hours 18, Total Miles 88, Revenue Miles 87, Total Hours 18, Revenue Hours 17,985 Budget 2008 Total Miles 86, Revenue Miles 86, Total Hours 16, Revenue Hours 16, Total Miles* 76, Revenue Miles* 76, Total Hours* 13, Revenue Hours* 13, Total Miles* 76, Revenue Miles* 76, Total Hours* 13, Revenue Hours* 13,370 HART -- FY Adopted Budget Page

213 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 STREETCAR BUDGET Revenues Passenger Fares The FY2009 Adopted budget reflects an increase of 12.5 percent for fare instruments utilized on the streetcar line. There is no significant increase in fare revenue projections; however, the fare increase is expected to offset lost ridership and generate fare revenue of approximately $114,970 Federal, State and Local Revenue Federal, state and local assistance are programmed in FY2009 at $200,000, $100,000, and $150,000 respectively. Appropriations Salaries and Fringes (Streetcar Staff) The Adopted FY2009 budget assumes a decrease of $418,470 or percent under the FY2008 adopted budget for salaries of streetcar dedicated staff. The decrease is a net result in the reduction of one full time equivalent non-bargaining management position, four full time equivalent motorman positions (two (2) full time and four (4) part time positions) in conjunction with contractual increases for ATU and Teamsters as well as a four percent increase for nonbargaining staff. Overtime for ATU and Teamster supervisory positions has been cut consistent with the proposed cuts in streetcar service hours. Benefits include a 9 percent increase in health benefits and a.9 percent increase in the Florida Retirement System from a 9.85 percent contribution in FY2008 to a percent contribution in FY2009. Parts and Supplies Parts and supplies for FY2009 reflects a $70,630 or percent increase over FY2008 adopted. The increase is attributable to parts and supplies for ongoing maintenance of the streetcars as well as an increase for the repair of fareboxes on the streetcars. System Support Costs System support for Public Relations is reduced by $6,150 or 18 percent for advertising and promotion with an additional decrease for Insurance Premiums of $39,000 or 55.7 percent due to a reduction in premiums resulting from a multi-year contract. Capital Budget Capital Improvements Projects for FY2009, totaling $4.7 million, exceed the FY2008 budget by 82.3%. The majority of this increase is for the extension of the Streetcar system at $4.38 million. HART also receives impact fees and fixed guideway grant dollars which have been programmed for streetcar projects. HART -- FY Adopted Budget Page

214 Hours of Service and Hourly Rate Year Base Hours Base Rate Extra Service Rate (Inside) Extra Service Rate (Outside) Special FY ,358 $77.15 $43.69 $54.62 $83.00 FY ,260 $94.55 $54.50 $67.00 $ FY ,212 $ $58.42 $71.82 $ FY ,204 $ $59.50 $72.73 $ FY ,204 $ $66.72 $86.63 $ FY ,256 $ $76.97 $99.09 $ FY ,780 $ $66.02 $93.72 $ Year Revenues/Ridership % of Ridership Change Fare Revenues % of Change Service Policy FY2003 Actual 421,764 - $408,503 - FY2004 Actual 425, $448, FY2005 Actual 434, $451, FY2006 Actual 389, $475, FY2007 Actual 437, $609, FY2008 Budget 425, $653, FY2009 Budget 382, $642, FY2010 Planned 387, $655, Three types of service have been identified by the THS Board. Each is defined and discussed below. Base Service Base service is defined as the day-to-day service frequency and hours of operation. The approved annual Operation Budget defines the service frequency and hours of operation for basic service as approved by the THS Board. The Base Service Level is the basis for the Operation Budget. All anticipated functions, manpower needs, and direct and indirect costs in the budget are based on this service level. Extra Service Extra service is defined as service that exceeds the Base Service level. Extra Service includes the use of additional vehicles to provide more capacity or increase service frequency; or additional hours of service, either starting earlier or operating later than required to provide Base Service; or a combination of the two. The rate for this service within the Base Service hours and the rate for Extra Service outside of the Base Service hours are recalculated annually and approved as part of the annual operating budget. HART has been authorized by THS to run extra service for overcrowding at all times. If the extra service will require motormen to be scheduled in advance, HART is required to get authorization from the THS Board. Extra service is reported to the THS Board on a monthly basis. HART -- FY Adopted Budget Page

215 Special Service Special service is defined as third-party sponsored service. Requests for service are made to HART; THS sets the rate for the service and receives payment. HART reports to the THS Board the number of streetcars used for the service, the length of the service, and the number of riders. The ability to provide service is dependent on the availability of vehicles. HART bills THS for Special Service at the fully allocated service rate (as required by the FTA for Charter Service) times the number of hours with a one hour minimum. In addition to HART s annually calculated cost to provide this service, THS adds a small profit. Operator s Agreement for the TECO Streetcar The agreement dated October 8, 2006, between HART and the Tampa Historic Streetcar, Inc. is for five (5) years and is scheduled to terminate on September 30, 2011 ( ). The City of Tampa, THS and HART are also parties to a Tri-Party Agreement dated October 1, 2001, (the Tri-Party Agreement). The Tri-Party 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. Revenue Recovery Ratio Streetcar per Contract with HART Operating Expenses (Excl. Depr.) Recovery Ratio Year Fare Revenues FY2002 Actual $256,463 $0 N/A FY2003 Actual $1,878,672 $415, % FY2004 Actual $1,439,960 $448, % FY2005 Actual $1,648,750 $451, % FY2006 Actual $1,947,470 $539, % FY2007 Actual $2,041,902 $607, % FY2008 Budget $2,435,580 $653, % FY2009 Budget $2,015,880 $646, % FY2010 Planned $2,116,790 $655, % HART -- FY Adopted Budget Page

216 POSITION TITLE STREETCAR DIVISION FY2006 Positions FY2007 Positions F2008 Positions FY2009 Positions FY2009 Amended Positions Manager of Streetcar Services Assistant Manager of Streetcar Operations Assistant Manager of Streetcar Maintenance Administrative Assistant I Streetcar Dispatcher Streetcar Road Supervisor Conductor Motorman Generals Conductor Motorman Mechanics Facilities Maintenance Technicians General Maintenance Attendants Service Attendants TOTAL FY2009 STREETCAR REORGANIZATION IMPACT ON FY2009 BUDGET Amended Positions Reduction of one FTE for Manager of Streetcar Services ($98,830) Parity Adjustment for Assistant Manager of Streetcar Maintenance $12,180 Reclassification of Maintenance Positions $57,430 TOTAL SAVINGS FY2009 ADOPTED BUDGET ($29,220) Budget Narrative 2006 Actual BUDGET SUMMARY Budget Budget 2009 Received* 2010 Planned $ Expenditures $1,947,470 $2,644,130 $2,435,580 $2,015,880 $2,116,790 Staffing *Positions deleted as a result of FY2009 proposed service cuts are two (2) full-time motormen and four (4) part-time motormen, which is equivalent to two (2) full time equivalents. HART -- FY Adopted Budget Page

217 HILLSBOROUGH TRANSIT AUTHORITY STREETCAR OPERATIONS AS OF SEPTEMBER 22, 2008 Carlos Tobar Chief of Operations Martha Milligan Administrative Assistant II - Streetcar Joe Diaz Manager of Transit Services Pete Mikos Assistant Manager of Streetcar Operations Transit Dispatcher Transit Supervisor Motormen HART -- FY Adopted Budget Page

218 HILLSBOROUGH TRANSIT AUTHORITY STREETCAR MAINTENANCE AS OF SEPTEMBER 22, 2008 Philip Hale Chief of Maintenance and Engineering Eric Sitiko Assistant Manager of Streetcar Maintenance Mechanics Facilities Maintenance Techs Service Attendants General Maintenance Attendants HART -- FY Adopted Budget Page

219 SECTION VII CAPITAL IMPROVEMENTS PROGRAM BUDGET FY2009 FY2013 The Capital Improvements Projects (CIP) section is a component of the non-operating expense section of the budget. The CIP budget includes expenses for fixed asset and equipment purchases as well as the accumulation of expenditures for construction projects undertaken by the Authority. HART -- FY Adopted Budget Page

220 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET CAPITAL IMPROVEMENTS PROGRAM DEFINITIONS The first year of the CIP is the Capital Improvements Budget and funding for the improvements identified therein is contained in the adopted FY Budget. The remaining four years of the CIP lists the capital projects identified for implementation and their estimated cost. Through placement in a year, the priority is indicated. Each year, the list of projects is reviewed for need, cost and priority. New projects may be added and other projects deleted. Vehicles or equipment are included in the CIP when they have an expected life of five (5) years or more, and a cost of $5,000 or greater. Generally, capital improvements are defined as physical assets, constructed or purchased, that have a useful life of five years or longer and a cost of $5,000 or more. Carry-Over During the previous fiscal year, certain capital improvement projects were either not completed or started during the year. However, the Authority intends to complete these projects and expend the funds in the next fiscal year. Therefore, the items are treated as a carry-over. This means that the project is being carried forward from the previous fiscal year to the new fiscal year capital improvement budget. Additionally, the unused funds are moved from the previous fiscal year to the new fiscal year. There are several carry-over capital improvement projects for FY Prior year projects are evaluated during the financial planning process of the CIP budget. Funding of Capital Improvements Expenditures The FY2008/09 CIP expenditures are being funded from several funding sources capital grants, ad valorem taxes, impact fees, and other capital contributions as indicated in the revenue section of the CIP Budget. The CIP budget for the five (5) year period FY2009 through FY2013 is shown in the summary table by year. A significant amount of the capital projects requested in FY2009 remains unfunded and will be deferred to later years until funding is recognized. In FY2010, the budget development process and the CIP program will be renewed for another five (5) years and again prioritized. HART has relied significantly on the pay-as-you-go approach with significant dependency on FTA federal grants. The capital grants received are not keeping pace with HART s capital needs, nor funding the fleet replacements on an effective replacement schedule. In the Appendix Section of the CIP budget, a table on the aging of the fleet is presented which shows the average age of each vehicle in the fleet. The average age of the fleet by vehicle type is as follows: HART -- FY Adopted Budget Page

221 HART VEHICLES Total Life Expectancy* Approx Age at Vehicle Type Units Years Mileage March 31, Buses (light duty) , Buses (heavy duty) , ' Buses (heavy duty) , Trolley-Look 30 Buses (heavy duty) , Buses (heavy duty) , Buses (heavy duty) , Paratransit , Streetcars N/A 9.80 Vehicles 71 4 N/A 5.69 Total 304 *Source: FTA Circular C (Useful Lives of Certain Rolling Stock) Buses on the whole have an average life as of March 31, 2008, of 6.35 years. Three buses have exceeded their minimum "life expectancy". The remainder of the bus fleet by "vehicle type" ranges from 20 percent to 86 percent of their minimum "life expectancy". If these buses are not replaced on a planned schedule, the average age of the fleet will increase, and the aging of the fleet will place a higher level of maintenance expense in future years. The schedule provides additional information on the other types of vehicles. The five year capital projects budget has also identified other assets, capital projects and infrastructure that need funding or the identification of funding as HART continues to expand and grow in the transportation business. The HART Charter does provide for the issuance of bonds. The Authority, with the approval of each member, may issue bonds to carry out its authorized powers or purposes. In the creation of bonded indebtedness, the procedure shall be in conformance with the laws of the State of Florida. Since the HART Charter requires the preparation of a Capital Improvements Budget, the issuance of bonded debts to fund the CIP project is an area that should be explored to keep the infrastructure in a sound financial condition. The FY2009 capital budgeted revenues and expenses are reflected in the schedule for FY2007 through A summary of the five (5) year CIP Program is also included to show HART s capital needs. HART -- FY Adopted Budget Page

222 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET USEFUL LIVES AND THRESHOLDS OF CAPITAL ASSETS* Class Asset Capitalization Life (Yrs)* Total Miles Land Land and Site Improvements Inexhaustible Buildings Buildings, Parking Lots, Bus Bays - NEW 30 Buildings Building Improvements 5-15 Buildings & Building Renovations (e.g. exterior painting) 15 Improvements Buildings & Parking Lot Rehabilitations 10 Improvements Buildings & Air Conditioning, Plumbing, Electrical 10 Improvements Replacement Buildings & New Wood Fences and Decks 10 Improvements Buildings & Metal Fences 15 Improvements Buildings & Landscaping 5 Improvements Equipment Bus Shelters 10 Equipment Bus Large Size, Heavy Duty, ,000 Equipment Bus Medium Size, Heavy Duty, ,000 Equipment Bus Medium Size, Medium Duty, ,000 Equipment Bus Medium Size, Light Duty, ,000 Equipment Trolley Medium Size, ,000 Equipment Paratransit Vans Small Size, Light Duty 4 100,000 Equipment Paratransit Buses Medium Size, Light Duty 5 150,000 Equipment Computer Hardware and Software 3 Equipment Data Processing Equipment 3 Equipment Maintenance Equipment 5 & 7 Equipment Misc. Equipment, Furniture, Furnishings 5 Equipment Non-Revenue Vehicles 4 Equipment Radio Equipment 5 Equipment Radio Towers 10 Equipment Revenue Collection Equipment 7 Equipment Streetcar 30 N/A Improvements Underground Fuel Tanks 15 Infrastructure Parking Lots 30 *Source: FTA Circular C (Useful Lives of Certain Rolling Stock) HART -- FY Adopted Budget Page

223 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PROJECTED CAPITAL SPENDING IMPACT ON THE OPERATING BUDGET IMPACT OF CIP ON OPERATING BUDGET Once a project is complete, any impact on operations is included in the operating budget during the first year of impact, whether it be an expense or a revenue. There may even be reductions to future operating and maintenance budgets based on replacements of high maintenance on items or cost saving improvements. The identification of specific significant financial impacts on current and future year's non-routine capital expenses are reflected in this report. The Authority's identification of significant expenses derived from the interpretation that projected capital spending impact is considered material or significant only when it would require increase in revenues or reduction in expenses in other areas to compensate for the anticipated increase from capital spending impact. The projected anticipated operating impacts on the FY2009 and Planned FY2010 budgets are: Fleet Operating expenses for additional buses are reflected in the operating budget for diesel, gas, lubes, tires and scheduled preventative fleet maintenance generally the fiscal year following the budgeted capital due to the lead time necessary from ordering to delivery of the buses. Bus Rapid Transit Systems Estimated operating costs to begin in July 2011 for staff, supplies, utilities and fuel, offset by fare revenue and other savings totaling $39,500. The full year annualized costs are reflected in the schedule below. Park and Ride Facilities The expenses for leasing these properties are reflected in the operating budget. Park and ride leases are subsidized fifty percent by the Florida Department of Transportation. Other factors vary depending on agreements, such as whether HART is required to pay for landscaping, maintenance, electricity, and the types of amenities installed. These costs are budgeted based on actual agreements in force at the beginning of each fiscal year. Basic Transit Infrastructure Advertising revenue has been included in the operating budget at $60,000 for FY2009. The schedule on estimated operating impact by year for each capital project is presented below. CAPITAL BUDGET FY2009 Bus Operations Revenue The Transit Authority's FY2009 Capital Budget totals $59.7 million. The major source of capital funding is from the following: HART -- FY Adopted Budget Page

224 CIP Revenue Section FTA Grant Section 5309 FTA Grant Surface Transportation Program Section 5339 FTA Grant New Freedom Florida State Grant Florida Dept. of Transportation Impact Fees Ad Valorem Hillsborough County (Bonds/Other) Total Bus Operations Streetcar Capital Revenue FTA Capital Grant Total CIP Budget $5.72 million $3.9 million $1.2 million $1.25 million $.20 million $.20 million $.60 million $.29 million $1.38 million $40.25 million $54.99 million $4.71 million $59.70 million CAPITAL EXPENSES Bus Operations Estimated Operating Impact Per Year (5 Years) Capital Project Capital Cost FY2009 FY2010 FY2011 FY2012 FY2013 Fleet Acquisition $2,337,360 N/A N/A N/A N/A N/A For 2 bus replacements for the bus fleet and replacement costs for bus transmissions, engines and replacement costs. Basic Transit Infrastructure $1,728,900 N/A N/A N/A N/A N/A For bus shelters, sidewalks, accessibility improvements and bus stops. The annual maintenance costs are insignificant and reflected in the operating budget. Intelligent Transportation $800,000 N/A N/A N/A N/A N/A System These are technology projects consisting of computers, software and IS badge system. Maintenance costs are insignificant. Facilities & Maintenance Improvements Expenses are for modernizing and upgrading existing facilities. $3,165,800 N/A N/A N/A N/A N/A HART -- FY Adopted Budget Page

225 Estimated Operating Impact Per Year (5 Years) Capital Project Capital Cost FY2009 FY2010 FY2011 FY2012 FY2013 Ybor Administrative Facility $200,000 N/A N/A N/A N/A N/A Expenses are for feasibility study for intermodal parking & ADA Compliance. Security Projects $400,000 N/A N/A N/A N/A N/A Expenses are for upgrading security equipment and video surveillance equipment. Bus Rapid Transit System $37,426, $39,500 $1,636,000 $4,136,000 The FY2009 budget anticipates operating costs associated with significant non-routine capital expenses for the Bus Rapid Transit services. This service is for the East-West corridor and the North-South corridor starting in 2011 for partial year costs. The operating expenses become significant in FY2013 and then level off with a 6% cost escalation in future years. Transit Signal Priority for $2,000,000 N/A N/A N/A N/A N/A Equipment Purchase Park and Ride Facilities $4,450,000 N/A N/A N/A N/A N/A Construction Costs Vanpool Program $273,370 N/A N/A N/A N/A N/A (Contract Cost) Alternative Analysis $1,250,000 N/A N/A N/A N/A N/A (Engineering Services Contract) Bus Signage Purchase $75,000 NA Signs Planning Studies $732,530 N/A N/A N/A N/A N/A (Consulting Contract) TOTAL BUS OPERATION $54,987,220 Streetcar Phase II Extension $4,703,520 N/A N/A $19,000 $19,950 $20,950 Construction Costs (operating expenses are projected to be lower than ridership revenues) GRAND TOTAL $59,690,740 HART -- FY Adopted Budget Page

226 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 CAPITAL BUDGET FY2006 BUDGET FY2007 BUDGET FY2008 BUDGET* TOTAL FY2009 ADOPTED CAPITAL REVENUES BUS CAPITAL Federal $13,169,387 $10,999,590 $13,769,560 $12,263,720 State 535, , , ,000 HART - Ad Valorem Taxes 368, , ,000 $1,383,500 Hillsborough County Bonds 200, , ,000,000 Hillsborough County SAFTI ,000 Hillsborough County Impact Fees 242, , , ,500 City of Tampa Impact Fees 82,780 84,420 89,250 88,500 Bus Capital Revenue $14,598,625 $11,996,970 $14,382,300 $54,987,220 STREETCAR CAPITAL Federal $1,122,170 $1,130,690 $2,430,690 $4,553,520 TIF - City of Tampa , ,000 Streetcar Capital Revenue $1,122,170 $1,130,690 $2,430,690 $4,703,520 Total Capital Budget Revenue $15,720,795 $13,127,660 $16,962,990 $59,690,740 CAPITAL APPROPRIATIONS BUS CAPITAL Fleet Acquisition $3,359,112 $3,706,920 $6,069,170 $2,219,860 Fareboxes 0 1,500,000 1,000,000 0 Basic Transit Infrastructure 800,000 1,192, ,740 1,728,900 Information Systems Technology 375, , , ,000 ERP-Phase II Upgrade ,000 Transit Centers 3,192,210 1,665, Operations and Maintenance Facilities 4,256, , ,000 3,165,800 Operations and Maint. Facilities-Ybor Station Buildout 1,000, ,000,000 0 Ybor Intermodal Parking ,000 Security Projects 0 90,300 90, ,000 Transit Emphasis Corridors 1,205,780 2,002, ,000 0 Transit Signal Priority ,000 Maintenance Equipment ,500 Bus Rapid Transit (BRT) Improvements 0 0 2,682,690 37,426,160 BRT Improvements Restricted (Hillsborough Cnty. Bonds) ,325,000 Park and Ride Facilities 410, , ,000 4,300,000 Bus Stop Signage ,000 Vanpools 0 196, , ,370 Alternatives Analysis ,398,100 Planning Studies ,530 Bus Capital Appropriations $14,598,625 $11,996,970 $14,382,300 $54,987,220 STREETCAR CAPITAL Streetcar Rail and Vehicle Enhancement $122,170 $130,690 $130,690 $25,000 Wheel Project ,520 Track Improvements ,000 Streetcar Line Improvements ,000 0 Driver Vigilance System ,000 Streetcar Construction Extension-Phase II A 1,000,000 1,000,000 2,300,000 4,380,000 Streetcar Capital Appropriations $1,122,170 $1,130,690 $2,580,690 $4,703,520 Total Capital Budget Appropriations $15,720,795 $13,127,660 $16,962,990 $59,690,740 *Includes FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

227 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 CAPITAL BUDGET AS A PERCENTAGE OF CHANGE FY2008 BUDGET* ADOPTED FY2009 BUDGET $ CHANGE FROM ADOPTED FY09 TO FY08 BUDGET % CHANGE FROM ADOPTED FY09 TO FY08 BUDGET CAPITAL REVENUES BUS CAPITAL Federal: Section 5307 $5,249,680 $5,048,670 ($108,610) -2.11% Section 5307-FY , , % Section 5307-FY , ,900 (97,230) % Section 5307-FY ,000 22,190 (757,810) % Section ,169,080 2,226,160 57, % Section 5309-FY ,480 0 (626,480) % Section 5309-FY ,190 1,665,800 1,069, % Section 5339-FY ,250,000 1,250, % Surface Transportation Program (STP)-FY 08 3,500, ,000 (3,300,000) % Surface Transportation Program (STP)-FY ,000,000 1,000, % Transportation Enhancement 300,000 0 (300,000) % New Freedom 0 200, , % State Park & Ride 183, ,000 17, % State Intermodal 0 600, , % HART - Ad Valorem Taxes 183,000 1,383,500 1,200, % Hillsborough County Bonds 0 40,000,000 40,000, % Hillsborough County SAFTI-FY , , % Hillsborough County Impact Fees 157, ,500 44, % City of Tampa Impact Fees 89,250 88,500 (750) -0.84% Bus Capital Revenue $14,382,300 $54,987,220 $40,604, % STREETCAR CAPITAL Federal: Section 5309 Fixed Guideway $130,690 $173,520 $42, % Surface Transportation Program (STP)-FY 08 1,400,000 3,400,000 2,000, % FHWA-FY , , % CMAQ-FY ,000 0 (900,000) % City of Tampa-Tax Increment Financing District 150, , % Streetcar Capital Revenue $2,580,690 $4,703,520 $2,122, % Total Capital Budget Revenue $16,962,990 $59,690,740 $42,727,750 $251.89% CAPITAL APPROPRIATIONS BUS CAPITAL Fleet Acquisition: Ft. Buses-Replacement $1,081,300 $0 ($1,081,300) % 7 Large Diesel Buses 2,576,880 0 (2,576,880) % Service Expansion Buses 0 778, , % Major Components 701,330 1,440, , % Non-revenue Vehicle Replacement 350,000 0 (350,000) % 12 Demand Response Vehicles 548,130 0 (548,130) % 4 Heavy Duty LF Trolleys 811,530 0 (811,530) % Fareboxes 1,000,000 0 (1,000,000) % HART -- FY Adopted Budget Page

228 HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 CAPITAL BUDGET AS A PERCENTAGE OF CHANGE (Continued) ADOPTED FY2009 BUDGET $ CHANGE FROM ADOPTED FY09 TO FY08 BUDGET % CHANGE FROM ADOPTED FY09 TO FY08 BUDGET FY2008 BUDGET* Basic Transit Infrastructure 646,740 1,728,900 1,082, % IS Hardware/Software Upgrades 492, , % ERP-Phase II Upgrade 0 400, , % Interlocation Fiber Connection/I-4 to 21st Ave , , % 21st Avenue Facilities Upgrade 440,000 2,915,800 2,475, % Operations and Maint. Facilities-Ybor Station Buildout 2,000,000 0 (2,000,000) % Ybor Intermodal Parking 0 200, , % Replace Security System 90,300 0 (90,300) % Marion Transit Way Fiber Security 0 250, , % Marion Transit Way CCTV Cameras-Replace 0 150, , % Transit Emphasis Corridors 300,000 0 (300,000) % Park and Ride Facilities 416, ,000 34, % Fluid Dispensing Control Panels 0 70,000 70, % Trash Containers-Replace 0 30,000 30, % Commo Service Monitor 0 17,500 17, % Bus Rapid Transit (BRT)-North/South Corridor 2,682,690 33,226,160 30,543, % Bus Rapid Transit (BRT)-East/West Corridor 0 4,200,000 4,200, % HART Park & Ride Facilities (BRT) 0 3,850,000 3,850, % HART Park & Ride Facilities Restricted (County Bonds) 0 150, , % Transit Signal Priority 0 825, , % Transit Signal Priority Restricted (County Bonds) 0 1,175,000 1,175, % Bus Stop Signage 0 75,000 75, % Vanpools 245, ,370 28, % Planning Studies 0 732, , % Alternatives Analysis 0 1,398,100 1,398, % Bus Capital Appropriations $14,382,300 $54,987,220 40,604, % STREETCAR CAPITAL Streetcar Rail and Vehicle Enhancement $130,690 $25,000 ($105,690) % Wheel Project 0 73,520 73, % Track Improvements 0 150, , % Streetcar Line Improvements 150,000 0 (150,000) % Driver Vigilance System 0 75,000 75, % Streetcar Construction Extension-Phase II A 2,300,000 4,380,000 2,080, % Streetcar Capital Appropriations $2,580,690 $4,703,520 $2,122, % Total Capital Budget Appropriations $16,962,990 $59,690,740 $42,727, % *Includes FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

229 HILLSBOROUGH TRANSIT AUTHORITY FY FY2013 CAPITAL IMPROVEMENTS PROGRAM BUDGET C.I.P. REVENUE SUMMARY BY MODE ADOPTED 5-YEAR C.I.P. BUS CAPITAL IMPROVEMENTS FY2007 ACTUAL FY2008 BUDGET* FY2009 BUDGET FY2010 FY2011 FY2012 FY2013 TOTAL FY09 - FY13 Section 5307 $9,801,876 $6,029,680 $4,942,870 $2,560,950 $5,157,420 $5,157,420 $5,157,420 $22,976,080 Designated for Buses , ,000 1,404,100 1,404,100 1,404,100 5,891,190 Section ,163,829 3,391,750 1,665, , , , ,520 2,859,880 Designated for Buses 0 0 2,226,160 1,000,000 1,500,000 1,500,000 1,500,000 7,726,160 STP 1,194,956 3,500,000 1,200,000 4,500,000 1,000, ,700,000 Designated for Buses ,500, ,500,000 6,000,000 TE 0 300, , ,000 Section 5339 New Starts 0 0 1,250,000 1,250, ,500,000 New Freedom , , , , , ,000 CMAQ Designated for Buses , ,000 State Funds 276, , , , , , ,000 1,600,000 Local Funds 798, ,740 40,540, , , , ,300 42,117,200 HART Ad Valorem Match 75, ,000 1,383, , , , ,000 2,183,500 SubTotal Designated for 0 0 3,005,050 2,300,000 6,404,100 2,904,100 5,404,100 20,017,350 Buses SubTotal Other Bus Capital ,982, ,287,770 7,275,240 6,275,240 6,275,240 82,436,660 Total Bus Funded 14,310,746 13,834,170 54,987,220 12,928,770 13,679,340 9,179,340 11,679, ,454,010 Unfunded Bus Capital ,134,660 26,186,670 (7,004,560) (4,094,130) (7,864,410) 21,358,230 PARATRANSIT , , , Local 355, Total Paratransit Funded 1,214, , Unfunded Paratransit Capital , , ,000 HART -- FY Adopted Budget Page

230 HILLSBOROUGH TRANSIT AUTHORITY FY FY2013 CAPITAL IMPROVEMENTS PROGRAM BUDGET C.I.P. REVENUE SUMMARY BY MODE (Continued) ADOPTED 5-YEAR C.I.P. FY2007 ACTUAL FY2008 BUDGET* FY2009 BUDGET FY2010 FY2011 FY2012 FY2013 TOTAL FY09 - FY13 STREETCAR CAPITAL IMPROVEMENTS Section 5307 $39,442 $0 $0 $0 $0 $0 $0 $0 STP 0 1,400,000 3,400, ,400,000 Fixed guideway modernization 243, , , , , , , ,520 FHWA , ,000 CMAQ 132, , Local Funds 4, , , , , , , ,000 Total Streetcar Funded 420,366 2,580,690 4,703, , , , ,000 6,127,520 Unfunded Streetcar Capital ,000 1,293, , ,000 (209,000) 1,918,540 ALL MODES: TOTAL FUNDED 15,945,707 16,962,900 59,690,740 13,284,770 14,035,340 9,535,340 12,035, ,581,530 TOTAL UNFUNDED ,296,660 27,480,210 (6,773,560) (3,578,130) (8,073,410) 23,351,770 TOTAL CAPITAL BUDGET REQUESTS 15,945,707 16,962,900 73,987,400 40,764,980 7,261,780 5,957,210 3,961, ,933,300 * Reflects FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

231 HILLSBOROUGH TRANSIT AUTHORITY UNFUNDED CAPITAL BUDGET REQUESTS BY PROJECT DESCRIPTION FY2009 FY2013 Budget Requests Unfunded FY2009 FY2010 FY2011 FY2012 FY2013 TOTAL FY09-FY13 Bus Capital Improvements BRT (No/So corridor) 2,019,150 2,019,150 Replace 7 Vanpool Vans 273, ,370 BRT (East/West corridor) 4,314,710 19,893,290 1,000,000 25,208,000 S. County Transit Facility 100,000 1,400,000 1,500,000 Basic Transit Infrastructure 104,300 1,694,300 1,144,300 1,108, ,300 4,995,500 Park & Ride 450, , , ,000 1,800,000 MTC 2nd Floor Buildout 250, ,000 1,050,000 ERP-Phase II Upgrade 32,000 32,000 35,000 35, ,000 Replace Security System 50,000 10,000 10,000 10,000 50, ,000 Replace AV equipment 10,000 10,000 10,000 10,000 10,000 50,000 Extra Board LCD monitor 10,000 10,000 20,000 Ticket Vending Machines 180, ,000 60,000 60,000 60, ,000 Replace Fare box System 50,000 50, ,000 Wireless Connectivity 10,000 10,000 10,000 10,000 10,000 50,000 Upgrade Phone System 200,000 20,000 10,000 10,000 10, ,000 Inter-location Fiber Connect. 500, , ,000 Replace ID Badge System 25,000 25,000 Smart Boards 45,000 25,000 25,000 95,000 IS Furniture 12,000 12,000 24,000 Software Upgrades 340, , , , ,000 1,624,000 Hardware Upgrades 200, , , , ,000 2,280,300 CCTV Cameras for UATC 100, ,000 21st Ave Security Lighting 50,000 50,000 CCTV Cameras for Yukon PNR 100, ,000 UATC Security Lighting 50,000 50,000 CCTV Camera upgrades 200, , ,000 Yukon PNR Security Lighting 50,000 50,000 Bus Stop Signs & Amenities 75,000 75,000 Rehab/Renovate parking lots 40,000 40,000 Building Exhaust Systems 75,000 75,000 Replace Hot Water Heaters 1,000 2,500 6,000 2,000 11,500 HVAC Chillers & Air Handlers 320, ,000 Floor Jacks 4,500 15,000 19,500 Jack Stands 42,400 42,400 Transmission Lift 2,000 2,000 Plasma Cutter 1,500 1,500 Welders 3,000 3,000 Engine Lift 3,000 3,000 Presses and Grinders 3,500 1,200 1,500 2,500 2,700 11,400 Generator (PM building) 175, ,000 Generator (Maint. building) 300, ,000 Pressure Washer-Trailer Mount 6,000 3,000 9,000 Bead/Sand Blaster 6,000 6,000 HART -- FY Adopted Budget Page

232 Budget Requests Unfunded FY2009 FY2010 FY2011 FY2012 FY2013 TOTAL FY09-FY13 Skidsteer Loader 35,000 35,000 Fluid and Electrical Reels 73,000 50, ,000 Maint. Floor Coating 45,000 45,000 PM & Steam Bay Floor Coating 60,000 60,000 2 Lot Sweepers 50,000 50,000 Lighting Upgrades 355, ,000 Steam Jenny 1,500 1,500 Floor Scrubbers 40,000 40,000 Sheet Metal Bending Machine 27,000 27,000 Air Conditioning Units 5,000 30,000 35,000 2 Trailers 50,000 50,000 Garage doors and motors 375, ,000 Fluid Recovery Pumps-PM Bldg 8,000 8,000 Scissor Lift 25,000 25,000 Parts Washers 10,500 10,500 Paint Booths 100, ,000 Brake Lathes 140, ,000 Tire Cradles 1,000 1,000 Non-Revenue Vehicle Replacemt. 209,700 98,300 96, , ,540 1,102,270 Air compressors (Maint Bldg.) 80,000 80,000 40ft Buses (Repl 1997 Gilligs) 11,537,960 11,537,960 Replace 3 Hybrid Battery Packs 180, ,000 Engine Rebuild 281, , , ,730 Transmission Rebuild 376, , ,570 1,309,820 Facilities 85, , , ,100 Remanufactured Transmissions 88,830 88,830 Voith Remanufact. Transmissions 396, ,160 Cummins Remanufact. Engines 875, ,530 Bus Departures via Phone Sys. 65,000 65,000 Bus Departures via Website 10,000 10,000 Transit Sys. Mgt. Reporting Ste. 100, ,000 Route 30 Enhancements 4,125,000 4,125,000 Total Unfunded Bus 14,134,660 37,865,440 6,674,780 5,085,210 3,814,930 67,575,020 Paratransit Capital Improvements Replace IVR System 65,000 10,000 75,000 Total Unfunded Paratransit 65, , ,000 Streetcar Capital Improvements Substation Improvements 27,000 27,000 27,000 27,000 27, ,000 Rail Vehicle Components 40,000 40,000 Rail & Vehicle Enhancement 30, , ,000 Track Improvements 89,400 89,400 Driver Vigilance System 78,140 78,140 1/4 Life Overhaul-Rail Vehicles 120, , , , ,000 CCTV Cameras for SC Stations 325, ,000 Streetcar Fiber Security 500, ,000 Trackside Transit Emp. Lavatory 100, ,000 HART -- FY Adopted Budget Page

233 Budget Requests Unfunded FY2009 FY2010 FY2011 FY2012 FY2013 TOTAL FY09-FY13 Station Updates/Refurbishment 100, , , ,000 Electrolysis Study 100, ,000 OCS Improvements 25,000 25,000 Emer. Recovery/Maint. Vehicle 100, ,000 Ybor Station Security Lighting 75,000 75,000 Substations-10 Year Updates 100, ,000 OCS 10 Year Updates/Refurb. 200, ,000 Total Unfunded Streetcar 97,000 1,649, , , ,000 3,342,540 Total All Unfunded Projects 14,296,660 39,514,980 7,261,780 5,957,210 3,961,930 70,992,560 HART -- FY Adopted Budget Page

234 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE BUS CAPITAL PROJECT REVENUES Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned Federal Grants HART receives several grants from different federal funding programs. The grants cover costs related to capital, planning and operating projects and services. Section 5307 Urbanized Area Formula Program HART receives funding annually through FTA s urbanized area formula program which provides funding to transit agencies based on several factors, including population, population density, and the amount of service provided. Section 5307 funding is allocated to the Tampa St. Petersburg Clearwater urbanized area, and then shared by the entities operating transit services: PSTA, Pasco County Public Transit and HART, by an interlocal agreement. $9,801,876 $6,029,680 $5,721,760 For FY2007, the funds were used for buses, vanpools, non-revenue vehicles, facilities, security, basic transit infrastructure, ITS projects, capital equipment, furniture, planning, and operating projects. In FY2008, the transit emphasis corridors project was not funded with Section 5307 funds. For FY2009, all of the same type projects as FY2007 are funded with the exception of nonrevenue vehicles, furniture and operating. Section 5309 Discretionary Program This program provides funding under three programs: Bus and Bus related programs, Fixed Guideway Modernization and New Starts. The Bus and Bus related program is a discretionary program, sometimes referred to as special appropriations, with all of the funding earmarked by the US Congress. Eligible projects are capital projects for buses, facilities and equipment. Fixed Guideway funds are allocated by formula and can be used to modernize or improve fixed guideway systems. A fixed guideway refers to any transit service that has exclusive use of controlled rights-of-way or rails entirely or in part. $2,163,829 $3,391,750 $3,891,960 HART -- FY Adopted Budget Page

235 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) BUS CAPITAL PROJECT REVENUES For FY2007 and 2008, Section 5309 funds were used for buses, facility, transit centers, transit emphasis and fixed guideway projects. For FY2009, these funds are slated for facility and bus rapid transit projects. Transportation Enhancement (TE) Provides funding that expands travel choices and enhances the transportation experience. Surface Transportation Program The Surface Transportation Program is a federal funding program that finances highway and/or transit projects. The funding is prioritized by the Hillsborough MPO, with local jurisdictions and HART is eligible to receive the funds. The funding is prioritized approximately five years in advance. HART received $4.0 million in STP funding in FY2006. No STP funding was prioritized to HART for FY2007. The funding shown in FY2007 and FY2009 are from prior years' allotment. Section 5339 Alternatives Analysis Program This program assists in financing the evaluation of all reasonable modal and multimodal alternatives and general alignment options for identified transportation needs in a particular, broadly defined travel corridor. Funds are allocated based on a statutory or discretionary basis with the assumption that $2.5 million will be received in FY2009 and 2010 (50% in each fiscal year). New Freedom These federal funds are allocated by Pinellas County MPO and require a 20% local match. The funds have been allocated to bus stops and accessibility projects to be matched with local impact fees. State Funding Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $0 $300,000 $0 $1,194,956 $3,500,000 $1,200,000 $0 $0 $1,250,000 $0 $0 $200,000 The State of Florida provides funding for transit operating and capital projects through a number of grant programs. Park-and Ride-Program The Park-and-Ride Program funds design, $276,133 $183,000 $200,000 HART -- FY Adopted Budget Page

236 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) BUS CAPITAL PROJECT REVENUES construction, operation, and maintenance of parkand-ride facilities, with a 50% match from local funds. This match comes from HART Ad Valorem taxes. State Intermodal As programmed by FDOT, these funds are slated for the transit emphasis corridor (BRT) project and require a 50% local match. The match is programmed to come from ad valorem taxes in FY2009. Local Funding Impact Fee Program Hillsborough County and the City of Tampa levy impact fees on development to support infrastructure improvements within local districts. HART receives a portion of the impact fees for district improvements. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $0 $0 $600,000 $557,918 $246,740 $290,000 The funds each year have been programmed for park and ride facilities, bus bays, shelters, and accessibility improvements. Hillsborough County In FY2008, the County set aside $40 million from its Revenue Bonds (funded with a 1 sales tax referendum) for the bus rapid transit implementation, park and ride lots, and transit signal priority. $0 $0 $40,000,000 The SAFTI agreement with the County will fund basic transit infrastructure (BTI) projects in FY2009. Private Developers Funding from private developers in FY2007 was utilized for BTI, park and ride, and transit center projects. Ad Valorem Taxes HART provides match to the State's Park and Ride annually and intermodal (FY2009) grants. Also in FY2009 is match to Federal 5307 grant for planning studies as well as basic transit infrastructure improvements and Alternatives Analysis. $0 $0 $250,000 $240,755 $0 $0 $75,279 $183,000 $1,383,500 HART -- FY Adopted Budget Page

237 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) BUS CAPITAL PROJECT REVENUES Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned TOTAL $14,310,746 $13,834,170 $54,987,220 *Reflects Budget Amendment HART -- FY Adopted Budget Page

238 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) PARATRANSIT CAPITAL PROJECT REVENUES Federal Grants Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget Fiscal Year 2008/09 Planned Section 5307 Urbanized Area Formula Program HART receives funding annually through FTA s urbanized area formula program which provides funding to transit agencies based on several factors, including population, population density, and the amount of service provided. Section 5307 funding is allocated to the Tampa St. Petersburg Clearwater urbanized area, and then shared by the entities operating transit services: PSTA, Pasco County Public Transit and HART, by an interlocal agreement. These funds have been used to purchase paratransit revenue vehicles. Section 5309 Discretionary Program This program provides funding under three programs: Bus and Bus related programs, Fixed Guideway Modernization and New Starts. The Bus and Bus related program is a discretionary program, sometimes referred to as special appropriations, with all of the funding earmarked by the US Congress. Eligible projects are capital projects for buses, facilities and equipment. Fixed Guideway funds are allocated by formula and can be used to modernize or improve fixed guideway systems. A fixed guideway refers to any transit service that has exclusive use of controlled rights-of-way or rails entirely or in part. $178,524 $548,130 $0 $680,601 $0 $0 These funds have been used to purchase paratransit revenue vehicles. Local Hillsborough County Hillsborough County funding included $355,470 funding match for the purchase of revenue vehicles in FY2007. $355,470 $0 $0 TOTAL $1,214,595 $548,130 $0 HART -- FY Adopted Budget Page

239 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) STREETCAR CAPITAL PROJECT REVENUES Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned Federal Grants Section 5307 Urbanized Area Formula Program HART receives funding annually through FTA s urbanized area formula program which provides funding to transit agencies based on several factors, including population, population density, and the amount of service provided. Section 5307 funding is allocated to the Tampa St. Petersburg Clearwater urbanized area, and then shared by the entities operating transit services: PSTA, Pasco County Public Transit and HART, by an interlocal agreement. In FY2007, funds were used for rail and vehicle enhancements. Surface Transportation Program The Surface Transportation Program is a federal funding program that finances highway and/or transit projects. The funding is prioritized by the Hillsborough MPO, with local jurisdictions and HART is eligible to receive the funds. The funding is prioritized approximately five years in advance. STP funding from FY2008 is being reprogrammed in FY2009 for the streetcar expansion project. $2 million has been approved by HART's Board and will require a TIP Amendment by the MPO to reallocate funding from another use. Section 5309 Discretionary Program This program provides funding under three programs: Bus and Bus related programs, Fixed Guideway Modernization and New Starts. The Bus and Bus related program is a discretionary program, sometimes referred to as special appropriations, with all of the funding earmarked by the US Congress. Eligible projects are capital projects for buses, facilities and equipment. Fixed Guideway funds are allocated by formula and can be used to modernize or improve fixed guideway systems. A fixed guideway refers to any transit service that has $39,442 $0 $0 $0 $1,400,000 $3,400,000 $243,637 $130,690 $173,520 HART -- FY Adopted Budget Page

240 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) STREETCAR CAPITAL PROJECT REVENUES exclusive use of controlled rights-of-way or rails entirely or in part. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned Section 5309 funds are used for Streetcar fixed guideway projects. Congestion Mitigation and Air Quality Program (CMAQ) The CMAQ program provides funding for projects that improve air quality. The Tampa Bay area was eligible to receive these funds because the area was classified as in non-attainment status for air quality. In the past, HART has received CMAQ funding for many types of projects, including the purchase of buses and the development of park and ride facilities. $132,813 $900,000 $0 CMAQ funds to the state have been greatly reduced because all of the areas, including the Tampa Bay area, have come into compliance with federal air quality standards. The last allocation of new CMAQ funds to this area was in fiscal year HART's streetcar extension project was programmed with CMAQ funding. Because of the revision in the CMAQ status, HART will not receive further funds. FHWA These federal funds were recently awarded by the U.S. Congress for surface transportation priorities. They have been programmed for the Streetcar line extension project. $0 $0 $980,000 Local Funding TIF City of Tampa HART has a perpetual agreement with the City of Tampa for taxes collected within the Tax Increment Financing District. These funds are used for improvements and enhancements to the Streetcar rail, vehicles and stations. Impact Fees The City of Tampa levies impact fees on development to support infrastructure $0 $150,000 $150,000 $4,474 $0 $0 HART -- FY Adopted Budget Page

241 FY2007 THRU FY2009 CAPITAL PROJECTS REVENUE SUMMARY BY MODE (CONTINUED) STREETCAR CAPITAL PROJECT REVENUES improvements within local districts. HART receives a portion of the impact fees for district improvements. These were used for Streetcar signage in FY2007. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned TOTAL $420,366 $2,580,690 $4,703,520 GRAND TOTAL ALL MODES $15,945,707 $16,962,990 $59,690,740 *Reflects FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

242 FY2007 THRU FY2009 CAPITAL PROJECTS APPROPRIATIONS SUMMARY BY MODE The focus of the FY2009 capital budget is to: Modernize and upgrade the operations and maintenance facility Improve service through implementation of the Bus Rapid Transit service and additional park and ride facilities Extension of the Streetcar system The specific capital projects in the budget include: BUS CAPITAL PROJECT APPROPRIATIONS Fleet Acquisition Buses, fixed route vans and mini buses are purchased to replace buses that have reached the end of their useful life and provide additional vehicles for service expansion. In addition, supervisor and support vehicles (non-revenue vehicles) are purchased to replace vehicles that have reached the end of their useful life. Major components are purchased to repair and/or extend the life of revenue producing fleet. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $2,324,200 $5,521,030 $2,337,360 FY2007 Purchases *10 40 ft. Replacement Buses *Transmissions, engines, maintenance equipment, and fleet replacement FY2008 Purchases *10 40 ft. Replacement Buses $1,081,300 *7 Large Diesel Buses $2,576,880 *Non-Revenue Vehicles $350,000 *Major Components $701,330 *4 29ft. Heavy Duty LF Trolleys $811,530 FY2009 Purchases *Additional buses for service expansion $778,890 *Transmissions, engines, and maintenance equipment $1,558,470 Fareboxes/Fare Collection Equipment These funds are used to upgrade the fixed route fareboxes and acquire fare collection equipment to enhance the collection and tracking of passenger fares. $476,243 $1,000,000 $0 HART -- FY Adopted Budget Page

243 FY2007 THRU FY2009 CAPITAL PROJECTS APPROPRIATIONS SUMMARY (CONTINUED) BUS CAPITAL PROJECT APPROPRIATIONS Basic Transit Infrastructure Shelters, bus bays, sidewalk sections and other accessibility improvements are constructed throughout the system. These improvements are important to enable passengers to access bus stops and provide amenities, including shelters and benches. The funding will be used for the design and construction of bus bays, shelters, sidewalk connectivity and accessibility improvements. At some sites, off-the-shelf shelters will be purchased to reduce costs. Intelligent Transportation Systems and Technology Technology projects include new computers and software and replacing the ID badge system. The ERP software was purchased in FY2007 and Phase II upgrades are planned for FY2009. Transit Centers Transit centers provide passengers who are transferring between routes with a comfortable, convenient and secure facility. These funds were used for the construction of the Northwest Transit Center, which is located at Sheldon Road and Waters Avenue in northwest Hillsborough County. Operations and Maintenance Facilities Improvements to HART s bus operations and maintenance facility at 21 st Avenue to modernize and upgrade the facility. Funds are used for renovations to upgrade offices, the maintenance area, and accommodate the new ITS project. The improvements were preceded by facility programming and design activities. Administrative Facilities - Ybor Funds previously applied for as a second building at Ybor. Original project was changed in scope and FY2008 funds are being requested to be redirected in FY2009 to the Streetcar extension project. FY2009 funds are for a feasibility study for Ybor intermodal parking for ADA compliance. Security Projects These funds are used for the implementation of security enhancements to HART facilities, including the upgrade of video surveillance equipment and card entry systems. FY2009 Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $1,249,398 $646,740 $1,728,900 $5,569,352 $492,400 $800,000 $3,137,747 $0 $0 $155,849 $440,000 $3,165,800 $974,587 $2,000,000 $200,000 $92,922 $90,300 $400,000 HART -- FY Adopted Budget Page

244 FY2007 THRU FY2009 CAPITAL PROJECTS APPROPRIATIONS SUMMARY (CONTINUED) BUS CAPITAL PROJECT APPROPRIATIONS includes fiber and replacement of CCTV cameras on the Marion Street Transitway. Transit Emphasis Corridors (Pre-planning for BRT) Physical improvements along bus routes identified as transit emphasis corridors. The improvements included traffic signal priority systems and superstops with passenger amenities. The improvements will be preceded by design and engineering efforts and coordination with local and state transportation representatives. Bus Rapid Transit (BRT) Bus Rapid Transit (BRT) refers to a premium transit service operating on corridors that have been upgraded with capital improvements enabling the provision of fast, reliable and direct transit service. This project will fund engineering and implementation of specific capital improvements on the Nebraska and Fletcher (North/South) corridors as well as the start of the East/West corridor project. This will include super stops, and enhanced passenger amenities. The specific improvements are currently being identified in a corridor planning study. Buses are also included in FY2009 funding. Transit Signal Priority In coordination with Hillsborough County, develop, identify and implement traffic signal priority at various intersections which will provide HART buses preference by a traffic management system. $825,000 is slated for expenditure during FY2009, with the balance of the bond funding restricted for future years. Park and Ride Facilities These facilities enable residents who do not live near a bus route to access transit. People in carpool and vanpool groups also use these facilities. $450,000 in FY2009 will be used for lease, maintenance and/or renovation activities in the annual park and ride program. $4 million in bond funding from Hillsborough County is for two new park and ride facilities in conjunction with the BRT projects. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $0 $300,000 $0 $0 $2,682,690 $37,426,160 $0 $0 $2,000,000 $237,337 $416,000 $4,450,000 HART -- FY Adopted Budget Page

245 FY2007 THRU FY2009 CAPITAL PROJECTS APPROPRIATIONS SUMMARY (CONTINUED) BUS CAPITAL PROJECT APPROPRIATIONS Vanpool Program Vans are purchased for the vanpool program operated by Bay Area Commuter Services (BACS). This program enables commuter groups to ride together, using vans provided by BACS. The vanpool program is a cost effective alternative to serving many parts of the county that are difficult to serve with fixed route service. FY2009 funding is for 7 replacement vanpool vans. Alternatives Analysis Planning study to identify problems and needs along corridors and evaluate alternatives to address the needs and develop the best solution. In addition, cost estimates are developed for all project components including how costs will be funded. Bus Signage Scheduled replacement of approximately 1,000 signs for bus stops and amenities. Planning Studies Previously accounted for in the operating budget, the activities planned in FY2009 include update of the MPO Long Range Transportation Plan; assistance for GIS technical analysis and mapping; fixed route system wide on-board and travel delay surveys; analysis for a new bus transfer center; and various other facilities and transit needs studies as necessary. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $57,112 $245,000 $273,370 $0 $0 $1,250,000 $0 $0 $75,000 $0 $0 $732,530 TOTAL $14,310,747 $13,834,170 $54,987,220 PARATRANSIT CAPITAL PROJECT APPROPRIATIONS Fleet Acquisition Paratransit vans are purchased to replace those that have reached the end of their useful life or to provide additional vehicles for service expansion. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget Fiscal Year 2008/09 Planned $1,214,595 $548,130 $0 *FY Demand Response Vehicles *FY Demand Response Vehicles TOTAL $1,214,595 $548,130 $0 HART -- FY Adopted Budget Page

246 FY2007 THRU FY2009 CAPITAL PROJECTS APPROPRIATIONS SUMMARY (CONTINUED) STREETCAR CAPITAL PROJECT APPROPRIATIONS Rail and Vehicle Enhancement Funds are used for rail and streetcar improvements and repairs. Construction Extension Phase II A Extension of approximately.3 miles from Southern Transportation Plaza to Whiting Street. Station Improvements Improvements to stations, components and ticket vending machines along the streetcar line in the Tax Increment Financing District. Track Improvements Includes such projects as modification of track joints at turnouts, replacement of turnout machine, realignment of ballasted track and adjustments. Safety Projects Install driver vigilance system on streetcars; retrofit with folding steps and flashing safety lights. Fiscal Year 2006/07 Actual Fiscal Year 2007/08 Budget* Fiscal Year 2008/09 Planned $189,854 $130,690 $98,520 $184,790 $2,300,000 $4,380,000 $0 $150,000 $0 $0 $0 $150,000 $0 $0 $75,000 TOTAL $420,365 $2,580,690 $4,703,520 GRAND TOTAL ALL MODES $15,945,707 $16,962,990 $59,690,740 *Reflects FY2008 Budget Amendments through May HART -- FY Adopted Budget Page

247 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 CAPITAL BUDGET REVENUES SYSTEM - WIDE ALL MODES Hillsborough County Bonds $40,000, % Hillsborough County $451,500.75% HART $1,383, % State $800, % Federal $16,817, % City of Tampa $238,500.50% Total: $59,670,740 FY2009 CAPITAL BUDGET APPROPRIATIONS SYSTEM WIDE ALL MODES Security Projects $400, % Operating, Maintenance & Admin. Facilities $3,365, % Bus Rapid Transit (BRT) $37,426, % Park and Ride Facilities $4,450, % Transit Signal Priority $2,000, % Bus Stop Signage $75, % Vanpool Program $273, % Hardware/Software Upgrades $800, % Fleet Acquisition $2,337, % Planning Studies $732, % Alternative Anaysis $1,398, % Basic Transit Infrastructure $1,728, % Streetcar Construction Extension Phase IIA $4,380, % Streetcar Improvements $323, % Total: $59,670,740 HART -- FY Adopted Budget Page

248 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET CAPITAL IMPROVEMENT PROGRAM REQUESTS BY DEPARTMENT Year Capital Cost Requested Department Project Description Mode Dept. Priority Adopted FY 2009 FY2009 FY2010 FY2011 FY2012 FY2013 Total 5 Years Planning BRT (No/So corridor) Bus A 33,226,160 35,245,310 35,245,310 Replace 7 VanPool Vans Bus C 273, , , ,740 Planning Studies Bus A 732, , ,530 Route 20 Enhancements Bus U 4,125,000 4,125,000 BRT (East/West corridor) Bus A 4,200,000 8,514,710 19,893,290 1,000,000 29,408,000 Planning Total 38,432,060 48,890,920 20,166,660 1,000, ,057,580 Development/Engineering S. County Transit Facility Bus A 100,000 1,400,000 1,500,000 Basic Transit Infrastructure Bus A 1,440,000 1,544,300 1,694,300 1,144,300 1,108, ,300 6,435,500 Park & Ride Bus B 450, , , , , ,000 2,250,000 HART Park & Ride Facilities Bus B 4,000,000 3,850, ,000 4,000,000 MTC 2nd Floor Buildout Bus B 250, ,000 1,050,000 Ybor Intermodal Parking Bus A 200, , ,000 21st Ave. Facils. Upgrade Bus A 2,915,800 2,915,800 2,915,800 Development/Engineering Total 9,005,800 9,210,100 3,194,300 2,994,300 1,558,300 1,394,300 18,351,300 Finance ERP-Phase II Upgrade Bus A 400, ,000 32,000 32,000 35,000 35, ,000 Finance Total 400, ,000 32,000 32,000 35,000 35, ,000 Administration/Information Systems Replace Security System Bus A 50,000 10,000 10,000 10,000 50, ,000 Replace AV equipment Bus B 10,000 10,000 10,000 10,000 10,000 50,000 Extra Board LCD monitor Bus C 10,000 10,000 20,000 Ticket Vending Machines Bus B 180, ,000 60,000 60,000 60, ,000 Replace Farebox System Bus B 50,000 50, ,000 Replace IVR System DR B 65,000 10,000 75,000 Wireless Connectivity Bus B 10,000 10,000 10,000 10,000 10,000 50,000 Upgrade Phone System Bus A 200,000 20,000 10,000 10,000 10, ,000 HART -- FY Adopted Budget Page

249 Year Capital Cost Requested Department Project Description Mode Dept. Priority Adopted FY 2009 FY2009 FY2010 FY2011 FY2012 FY2013 Total 5 Years MT Way Fiber Security Bus A 250, , ,000 Inter-location Fiber Connect. Bus A 250, , , ,000 1,000,000 Replace ID Badge System Bus A Incl. below 100,000 25, ,000 Smart Boards Bus B 45,000 25,000 25,000 95,000 IS Furniture Bus B 12,000 12,000 24,000 Software Upgrades Bus A Incl. below 440, , , , ,000 1,724,000 Hardware Upgrades Bus A 400, , , , , ,000 2,480,300 Streetcar Fiber Security LR B 500, ,000 Administration/Info. Sys. Total 900,000 2,072,300 1,765,000 1,359,000 1,420, ,000 7,413,300 Safety, Security & Training CCTV Cameras for MTWay Bus A 150, , ,000 CCTV Cameras for UATC Bus B 100, ,000 21st Ave Security Lighting Bus B 50,000 50,000 CCTV Cameras for Yukon PNR Bus B 100, ,000 Ybor Station Security Lighting LR B 75,000 75,000 CCTV Cameras for SC stations LR B 325, ,000 UATC Security Lighting Bus B 50,000 50,000 CCTV Camera upgades Bus B 200, , ,000 Yukon PNR Security Lighting Bus B 50,000 50,000 Safety, Security & Training Total 150, , , , , ,000 1,250,000 Building/Grounds Maintenance Bus Stop Signs & Amenities Bus A 75,000 75,000 75, ,000 Rehab/Renovate parking lots Bus B 40,000 40,000 Building Exhaust Systems Bus B 75,000 75,000 Replace Hot Water Heaters Bus/LR D 1,000 2,500 6,000 2,000 11,500 HVAC Chillers & Air Handlers Bus U 320, ,000 Floor Jacks Bus B 4,500 15,000 19,500 Jack Stands Bus U 42,400 42,400 Transmission Lift Bus B 2,000 2,000 Plasma Cutter Bus B 1,500 1,500 Welders Bus B 3,000 3,000 Engine Lift Bus B 3,000 3,000 Presses and Grinders Bus B 3,500 1,200 1,500 2,500 2,700 11,400 HART -- FY Adopted Budget Page

250 Year Capital Cost Requested Department Project Description Mode Dept. Priority Adopted FY 2009 FY2009 FY2010 FY2011 FY2012 FY2013 Total 5 Years Generator (PM building) Bus B 175, ,000 Generator (Maint. building) Bus B 300, ,000 Pressure Washer-Trailer Mount Bus B 6,000 3,000 9,000 Bead/Sand Blaster Bus D 6,000 6,000 Skidsteer Loader Bus D 35,000 35,000 Fluid and Electrical Reels Bus B 73,000 50, ,000 Maint. Floor Coating Bus D 45,000 45,000 PM & Steam Bay Floor Coating Bus D 60,000 60,000 2 Lot Sweepers Bus U 50,000 50,000 Lighting Upgrades Bus B 355, ,000 Trash Containers Bus A 30,000 30,000 30,000 Steam Jenny Bus U 1,500 1,500 Floor Scrubbers Bus U 40,000 40,000 Sheet Metal Bending Machine Bus D 27,000 27,000 Air Conditioning Units Bus U 5,000 30,000 35,000 2 Trailers Bus B 50,000 50,000 Garage doors and motors Bus B 375, ,000 Fluid Dispensing Control Panels Bus A 70,000 70,000 70,000 Fluid Recovery Pumps-PM Bldg Bus D 8,000 8,000 Scissor Lift Bus A 25,000 25,000 Parts Washers Bus D 10,500 10,500 Paint Booths Bus B 100, ,000 Brake Lathes Bus U 140, ,000 Tire Cradles Bus U 1,000 1,000 Non-Revenue Vehicle Replacemt. Bus C 209,700 98,300 96, , ,540 1,102,270 Air compressors (Maint Bldg.) Bus U 80,000 80,000 Buildings/Grounds Maint. Total 175,000 1,984, , , , ,640 3,932,570 Bus Maintenance 40ft Buses (Repl 1997 Gilligs) Bus C 11,537,960 11,537,960 Buses (Additional) Bus A 778, , ,890 Replace 3 Hybrid Battery Packs Bus C 180, ,000 Facilities Bus U 85, , , ,100 Remanufactured Transmissions Bus A 74,030 74,030 88, ,860 Voith Remanufact. Transmissions Bus A 448, , , , , ,570 2,154,000 HART -- FY Adopted Budget Page

251 Year Capital Cost Requested Department Project Description Mode Dept. Priority Adopted FY 2009 FY2009 FY2010 FY2011 FY2012 FY2013 Total 5 Years Cummins Remanufact. Engines Bus A 918, , , , , ,320 2,645,180 Comm. Service Monitors Bus A 17,500 17,500 17,500 Bus Maintenance Total 2,237,360 2,417,360 12,898, ,990 1,038,670 1,038,990 18,136,490 Bus Operations Bus Departures via Phone Sys. Bus D 65,000 65,000 Bus Departures via Website Bus D 10,000 10,000 Transit Sys. Mgt. Reporting Ste. Bus D 100, ,000 Transit Signal Priority Bus A 2,000, , , ,000 2,000,000 Bus Operations Total 2,000,000 1,000, , , ,175,000 Streetcar Maintenance Substation Improvements LR C 27,000 27,000 27,000 27,000 27, ,000 Track Improvements LR A 150,000 30,000 89,400 40,000 40,000 40, ,400 Rail Vehicle Components LR C 40,000 40,000 Rail & Vehicle Enhancement LR A 25,000 55, , ,000 Construction Extens. Phase IIA LR A 4,380,000 4,380,000 4,380,000 Driver Vigilance System LR B 75,000 25, , ,140 1/4 Life Overhaul-Rail Vehicles LR C 120, , , , ,000 Substations-10 Year Updates LR C 100, ,000 OCS 10 Year Updates/Refurb. LR C 200, ,000 Trackside Transit Emp. Lavatory LR C 100, ,000 Station Updates/Refurbishment LR C 100, , , ,000 Electrolysis Study LR B 100, ,000 OCS Improvements LR C 25,000 25,000 Wheel Project LR A 73,520 73,520 73,520 Emer. Recovery/Maint. Vehicle LR C 100, ,000 Streetcar Maintenance Total 4,703,520 4,630, , , , ,000 7,146,060 Total All Departments 58,003,740 70,805,400 40,489,980 7,701,780 5,997,210 4,001, ,996,300 Priorities: A - Mandatory or Critical B - Important C - Required to Continue/Perform Service(s) D - Advantageous but not Necessary U - Not Provided Mode: Bus Bus DR - Demand Response/Paratransit LR - Light Rail/Streetcar HART -- FY Adopted Budget Page

252 SECTION VIII APPENDIX HART -- FY Adopted Budget Page

253 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET SUPPLEMENTAL INFORMATION Miscellaneous Statistics HART Employment Indicators Hillsborough County, FL Population Hillsborough County, FL Changes in Net Assets (FY FY2002) Net Assets by Component (FY2007 FY2002) History of Fare Increases Program Revenues by Function/Program (FY2009 FY2004) Program Revenues by Function/Program (FY FY1997) Expenses by Function/Program (FY2009 FY2004) Expenses by Function/Program (FY FY1997) Full-Time Equivalent Employees by Function/Program (FY FY2003) Average Age of Fleet (As of March 31, 2008) HART Services Ridership Summary Monthly Ridership Comparison (March 2008) HART Services Ridership Summary Local Routes (March 2008) HART Services Ridership Summary Express Routes (March 2008) HART Currently Active Routes (March 2008) Historic Ridership (Bus, Streetcar, & Paratransit) Hours and Miles Report by Mode FY2009 Service Projections Bus Mode HART -- FY Adopted Budget Page

254 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET MISCELLANEOUS STATISTICS - HART (As of March 31, 2008) Date Authority Created October 3, 1979 Date Authority Began Operations 1980 Form of Government Board of Directors, Chief Executive Officer Board of Directors 12 Service Area Square Miles Type of Tax Support Property Tax (Millage/Rate) (2009 Adopted Budget) Number of Fixed Routes 1,068 square miles Property Tax.4682 mil (0.4682) 28 local routes, 11 express routes, 9 circulator routes, 3 limited express routes, 100 percent wheelchair/bicycle accessible buses and vans Number of Bus Stops Approximately 4,100 Number of Buses in Peak Service 163 (plus 32 Paratransit vans) Facilities 21st Avenue Operations and Maintenance Facility 19 park-and-ride lots 2 transit centers (Marion Transit Center and University Area Transit Center) 9 transfer centers (Britton Plaza, Westshore Plaza, Hanley Waters Plaza, West Tampa, Netp@rk Transfer Center, Yukon Transfer Center, University Mall, Southshore Regional Service Center) Marion Transitway Ybor Station (streetcar operations and maintenance facility) Southern Transportation Plaza Passenger Shelters 267 HART -- FY Adopted Budget Page

255 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET EMPLOYMENT INDICATORS HILLSBOROUGH COUNTY, FL Hillsborough County has a diversified economic base, including large service, manufacturing and retail trade sectors. Hillsborough County's largest industrial sectors include the Administration/Support/Waste Management and Remediation Services, Retail Trade, and the Health Care and Social Assistance sectors. The principal employers serving the county are the Hillsborough County School Board and the Hillsborough County Government. The vast majority of the county's labor force was employed in non-agricultural jobs in Employment by Industry Employees Agriculture/Forestry/Fishing & Hunting 13,328 Construction 43,737 Manufacturing 32,080 Transportation, Warehousing and Utilities 20,684 Wholesale Trade 32,179 Retail Trade 70,492 Leisure and Hospitality 57,920 Education and Health Services 67,129 Information 22,862 Finance, Insurance, and Real Estate 61,264 Mining 100 Professional and Business Services 175,154 Self-Employed and Unpaid Family Workers 65,059 Other Services 22,567 Government 78,015 Total 762,570 Source: Hillsborough County Florida, Comprehensive Annual Financial Report, Fiscal Year Ended September 30, 2007 HART -- FY Adopted Budget Page

256 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET POPULATION HILLSBOROUGH COUNTY, FL Hillsborough County is the fourth most populous county in the state of Florida. As of April 2007 the County's population was estimated at 1,204,770, an increase of 2.4 percent from Between 2000 and 2007, the County's population increased by 20.6 percent. Hillsborough County's population is projected to be 1,394,600 by the year A majority of the County's year 2007 population (804,340 or 66.8 percent) lives in the unincorporated part of the county. Population grew at an average annual percentage rate of 3.2 percent between year 2000 and 2007 in the unincorporated Hillsborough County. Communities in the unincorporated Hillsborough County with increasing population growth were Balm/Wimauma, Ruskin/Greater Sun City Center, Thonotosassa, and Tampa Palms/Hunter's Green. The median age for Hillsborough County in 2006 was 36 years. Year Population Increase 1950 (a) 249, (a) 397, % 1970 (a) 490, % 1980 (a) 646, % 1990 (a) 834, % 2000 (b) 998, % 2001 (b) 1,027, % 2002 (b) 1,055, % 2003 (b) 1,083, % 2004 (b) 1,115, % 2005 (b) 1,142, % 2006 (b) 1,177, % 2007 (b) 1,204, % Hillsborough County's population in the year 2007 exceeded the population of each of the following states: Alaska, Delaware, Montana, North Dakota, South Dakota, Vermont and Wyoming. Source: Hillsborough County Florida, Comprehensive Annual Financial Report, Fiscal Year Ended September 30, 2007 (a) US Census Bureau (b) Hillsborough County City-County Planning Commission, estimate HART -- FY Adopted Budget Page

257 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET CHANGES IN NET ASSETS FY FY Expenses Salaries $25,849,868 $ 23,631,683 $ 22,092,721 $ 18,140,615 $16,563,410 $15,297,839 Payroll taxes, fringe benefits 12,560,943 10,941,290 9,442,857 6,899,164 4,815,278 4,021,481 and workers' compensation Fuel and lubricants 4,875,594 4,200,877 3,515,541 2,022,337 1,627,750 1,668,579 Contracted services 2,953,046 2,673,728 2,279,214 4,483,635 4,354,562 3,379,722 Parts and supplies 3,594,222 3,031,564 2,805,589 1,819,765 1,645,891 1,612,760 Insurance premiums, self 1,105,924 1,225,591 1,949,227 2,663,215 1,374,196 1,837,682 insurance costs and settlements Utilities 732, , , , , ,071 Marketing and promotion 841, , , , , ,672 Other 1,982,014 1,747,392 1,628,148 1,537,634 1,131,925 1,182,733 Operating expenditures 1,505,948 2,473,473 1,414,518 3,211,740 3,344,976 1,443,775 reimbursed by grants Depreciation 8,144,250 7,791,245 7,400,882 7,641,164 7,741,655 6,597,718 Total expenses $64,146,232 $ 59,126,497 $ 53,973,688 $ 49,632,399 $44,015,303 $38,088,032 Program Revenues Passenger fares $10,757,203 $ 10,342,004 $ 9,041,498 $ 7,987,861 $ 7,149,636 $ 6,295,113 Charter fares 2,218 6,316 13,432 92,426 17,886 13,572 Advertising 532, , , , , ,833 Operating assistance grants and 9,580,589 9,506,837 11,885,488 8,127,185 8,152,038 5,408,982 contributions Capital grants and contributions 15,717,500 13,688,802 6,835,794 10,112,326 23,573,060 25,023,666 Total program revenues $36,589,760 $ 34,026,876 $ 28,239,322 $ 26,663,619 $39,134,787 $36,912,166 Net (Expense)/Revenue Total net expense $(27,556,472) $(25,099,621) $(25,734,366) $(22,968,780) $ (4,880,516) $ (1,175,866) General Revenues and Other Changes in Net Assets Property tax proceeds, net $36,423,195 $ 29,813,313 $ 25,740,799 $ 23,180,746 $21,124,567 $19,604,163 Investment income 1,588,849 1,161, , , , ,541 Interest expense (58,726) (77,547) (87,790) Sale of land ,800 Other income 596, , , , , ,706 Total general revenues $38,608,689 $ 31,405,579 $ 26,525,977 $ 23,676,770 $21,676,370 $21,310,420 Change in Net Assets $11,052,217 $ 6,305,958 $ 791,611 $ 707,990 $16,795,854 $20,134,554 NOTES: (1) FY2002 through FY Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. HART -- FY Adopted Budget Page

258 CHANGES IN NET ASSETS $20,000,000 $15,000,000 $10,000,000 $5,000,000 $ HART -- FY Adopted Budget Page

259 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET NET ASSETS BY COMPONENT FY2007 FY Business-Type Activities Invested in Capital Assets, Net of Related Debt $100,884,345 $ 94,438,179 $ 91,029,537 $ 91,953,546 $ 93,735,491 $80,806,942 Restricted for Self Insurance and Loss Contingencies 4,688,000 4,759, Unrestricted 15,470,679 10,792,700 12,655,313 10,939,693 8,449,758 4,582,453 Total Business-Type Activities Net Assets $121,043,024 $109,990,807 $103,684,850 $102,893,239 $102,185,249 $85,389,395 NOTES: (1) FY2002 through FY Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. HART -- FY Adopted Budget Page

260 NET ASSETS BY COMPONENT INVESTED IN CAPITAL ASSETS, NET OF RELATED DEBT $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $ NET ASSETS BY COMPONENT RESTRICTED FOR SELF INSURANCE AND LOSS CONTINGENCIES $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ NET ASSETS BY COMPONENT UNRESTRICTED $20,000,000 $15,000,000 $10,000,000 $5,000,000 $ HART -- FY Adopted Budget Page

261 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HISTORY OF FARE INCREASES Category Sept July 1986 Oct Aug July 1995 Oct Feb Oct Mar Mar Oct Jan Nov Oct Oct Nov LOCAL Cash fare $0.60 $0.75 $0.85 $1.00 $1.15 $1.15 $1.25 $1.25 $1.30 $1.50 $1.50 $1.50 $1.75 Discount Cash Fare $0.50 $0.55 $0.55 $0.60 $0.60 $0.65 $0.75 $0.75 $0.75 $.85 Connector Cash Fare $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 $0.50 Connector Discount Cash Fare $0.25 $0.25 $0.25 USF Employee Cash Fare $0.25 $0.25 $ Day Local Unlimited Rides $2.50 $2.50 $2.50 $3.00 $3.00 $3.00 $3.25 $3.25 $3.25 $ Day Discount Unlimited Rides $1.50 $1.50 $1.50 $1.60 $1.60 $1.60 $1.85 Mid-Month Local $22.00 Eliminate Mid-Month Discount Local $10.50 Eliminate 20-Ride Local $18.00 $20.00 $20.00 $25.00 $25.00 $26.00 $30.00 $30.00 $30.00 Eliminate 20-Ride Discount Local $9.00 $10.50 $10.50 $12.00 $12.00 $13.00 $15.00 $15.00 $15.00 Eliminate 10 Pack 1-Day Local Unlimited Rides $ Pack 1-Day Discount Local Unlimited Ride $ Day Local Unlimited Ride $30.00 $35.00 $40.00 $46.00 $46.00 $48.00 $50.00 $50.00 $50.00 $ Day Discount Local Unlimited Ride $15.00 $17.50 $20.00 $23.00 $23.00 $24.00 $25.00 $25.00 $25.00 $ Day Connector Unlimited Ride $5.00 $10.00 $10.00 Eliminate 31-Day Discount Connector Unlimited Ride $5.00 $5.00 Eliminate 3-Day Visitor $9.00 $9.00 $9.00 $9.75 $9.75 $9.75 $ Day Visitor/Group $6.50 $6.50 $7.50 $8.00 $8.00 $8.00 $9.00 EXPRESS ROUTE FARES Express Cash Fare $1.00 $1.00 $1.50 $1.50 $1.50 $1.50 $2.00 $2.25 $2.25 $2.50 $2.50 $2.50 $2.75 Express Cash Discount Fare $1.25 $1.25 $ Day Premium Express Unlimited Ride $3.50 $3.50 $3.50 $4.50 $5.00 $5.00 $6.00 $6.00 $6.00 Eliminate 1-Day Express Unlimited Ride $ Day Discount Express Unlimited Ride $2.75 Express Mid-Month Local $35.00 $35.00 $35.00 HART -- FY Adopted Budget Page

262 Category Sept July 1986 Oct Aug July 1995 Oct Feb Oct Mar Mar Oct Jan Nov Oct Oct Nov Ride Express $28.00 $28.00 $28.00 $35.00 $40.00 $40.00 $50.00 $50.00 $50.00 Eliminate 20-Ride Discount Express $25.00 $25.00 Eliminate 10 Pack 1-Day Express Unlimited Rides $ Pack 1-Day Discount Express Unlimited Ride $ Day Express Unlimited Ride $50.00 $50.00 $50.00 $65.00 $70.00 $75.00 $80.00 $80.00 $80.00 $ Day Discount Express Unlimited Ride $40.00 $40.00 $45.00 Premium 31-Day Unlimited $65.00 $75.00 $80.00 $85.00 Eliminate HART/PSTA Passport (Intercounty Pass) $85.00 $85.00 $85.00 $85.00 ADA PARATRANSIT HARTlink 1-Way $1.75 $2.00 $2.00 HARTlink Round Trip $3.50 $4.00 $4.00 Simple Trip (one bus) $2.50 $2.60 $2.60 $2.60 $3.00 $3.50 More Complex Trip (two buses) $3.75 $3.90 $3.90 $3.90 $3.00 Eliminate Most Complex Trip (three or more buses) $5.00 $5.20 $5.20 $5.20 $3.00 Eliminate HART Access Card - punch pass combination $50.00 $52.00 $52.00 $52.00 Eliminate HART Access Card - Revised combination of rides $26.00 $26.00 Eliminate 10-Ride HART Access Card New $30.00 $35.00 STREETCAR Cash Fare $1.50 $1.50 $1.50 $2.00 $2.00 $2.00 $2.00 $2.50 $2.50 Discount Cash Fare $0.75 $0.75 $0.75 $1.00 $1.00 $1.00 $1.00 $1.25 $ Day Unlimited Ride $3.00 $3.00 $3.00 $4.00 $4.00 $4.00 $4.00 $5.00 $ Day Unlimited Ride Discount $1.50 $1.50 $1.50 $2.00 $2.00 $2.00 $2.00 $2.50 $ Day Unlimited Ride $9.00 $9.00 $9.00 $9.75 $9.75 $9.75 $9.75 $11.00 $ Day Unlimited Ride Discount $6.00 $6.00 $6.00 $8.00 $8.00 $8.00 $8.00 $9.00 $9.00 HART -- FY Adopted Budget Page

263 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PROGRAM REVENUES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR) FY2009 FY * FARES $13,639,940 $10,924,850 $10,759,421 10,348,320 9,054,930 8,080,287 ADVERTISING 637, , , , , ,821 FEDERAL ASSISTANCE 6,009,870 4,679,550 4,226,858 4,564,443 5,385,927 2,694,133 STATE ASSISTANCE 3,696,660 3,726,650 3,569,393 3,455,026 3,574,740 3,600,063 LOCAL ASSISTANCE 1,716,840 1,486,390 1,784,338 1,509,868 2,992,352 1,832,989 PROPERTY TAX 35,022,740 36,391,360 36,423,195 29,813,313 25,740,799 23,180,746 INTEREST INCOME 1,350,000 1,157,200 1,588,849 1,161, , ,909 OTHER INCOME 279, , , , , ,115 TOTAL $62,352,350 $59,596,580 $59,480,949 $51,766,153 $47,997,036 $40,228,063 NOTES: (1) FY2002 through FY 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. (5) FY2007 through FY1997 Actual; FY2008 and FY2009 Budget *Reflects Amended Budget HART -- FY Adopted Budget Page

264 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PROGRAM REVENUES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR) FY2003- FY FARES $7,167,522 $6,308,685 $6,366,398 $6,155,491 $5,928,497 $5,812,772 $5,465,593 ADVERTISING 242, ,833 62,875 14, FEDERAL ASSISTANCE 3,569,651 1,142, , , , ,315 1,514,998 STATE ASSISTANCE 3,523,230 3,505,580 3,512,415 3,235,582 2,695,469 3,142,914 3,018,454 LOCAL ASSISTANCE 1,059, ,197 1,337,887 1,799, , , ,214 PROPERTY TAX 21,124,567 19,604,163 16,958,159 15,664,986 14,590,656 13,701,743 12,542,559 INTEREST INCOME 75, , , , , , ,539 OTHER INCOME 475,925 1,556, , , , , ,744 TOTAL $37,238,097 $33,198,920 $29,937,888 $28,021,042 $25,364,230 $24,613,431 $24,545,101 NOTES: (1) FY2002 through FY 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. (5) FY2007 through FY1997 Actual; FY2008 and FY2009 Budget HART -- FY Adopted Budget Page

265 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FARE REVENUES 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, PROPERTY TAX REVENUE 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000, TOTAL OPERATING REVENUE 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000, HART -- FY Adopted Budget Page

266 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET EXPENSES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR) FY2009 FY * BUS OPERATIONS $29,283,442 $28,182,940 $25,124,269 $21,600,223 $20,714,748 $17,895,403 VEHICLE & FACILITIES MAINTENANCE 12,179,446 11,395,150 10,633,951 10,192,485 9,294,416 7,499,606 ADMINISTRATION & OTHER 15,438,822 14,684,410 14,797,293 15,517,268 13,173,813 13,691,923 PARATRANSIT OPERATIONS 3,434,760 2,898,500 2,520,759 2,077,806 1,741,080 1,314,344 STREETCAR OPERATIONS 2,015,880 2,435,580 2,041,902 1,947,470 1,648,749 1,589,960 TOTAL OPERATING LESS DEPRECIATION $62,352,350 $59,596,580 $54,392,091 $51,335,252 $46,572,806 $41,991,235 DEPRECIATION 10,573,000 10,401,290 8,144,251 7,791,245 7,400,882 7,641,164 TOTAL OPERATING $72,925,350 $69,997,870 $62,536,342 $59,126,497 $53,973,688 $49,632,399 NOTES: (1) FY2002 through FY Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) Other Expenses include 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. (5) FY2007 through FY1997 Actual; FY2008 and FY2009 Budget. *Excludes new programs. HART -- FY Adopted Budget Page

267 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET EXPENSES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR) FY FY BUS OPERATIONS $16,608,159 $15,992,088 $16,660,827 $14,302,147 $13,460,229 $12,583,150 $12,050,803 VEHICLE & FACILITIES MAINTENANCE 6,958,330 6,556,789 6,841,660 6,581,285 5,456,230 5,077,186 5,116,183 ADMINISTRATION & OTHER 9,690,729 7,301,639 7,234,425 7,335,403 5,697,852 6,028,195 5,997,831 PARATRANSIT OPERATIONS 1,137,757 1,383,336 1,427, , STREETCAR OPERATIONS 1,878, , TOTAL OPERATING LESS DEPRECIATION $36,273,648 $31,490,314 $32,164,203 $28,668,563 $24,614,310 $23,688,531 $23,164,817 DEPRECIATION 7,741,655 6,597, TOTAL OPERATING $44,015,303 $38,088,032 $32,164,203 $28,668,563 $24,614,310 $23,688,531 $23,164,817 NOTES: (1) FY2002 through FY Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) Other Expenses include 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 contra-account to expense. The impact of this change is reflected in Other Expenses. (5) FY2007 through FY1997 Actual; Fy2008 and FY2009 Budget. HART -- FY Adopted Budget Page

268 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET BUS OPERATIONS EXPENSE 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000, VEHICLE & FACILITES MAINTENANCE EXPENSE 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, ADMINISTRATION & OTHER EXPENSES 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, HART -- FY Adopted Budget Page

269 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PARATRANSIT OPERATIONS EXPENSE 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000, , STREETCAR OPERATIONS EXPENSE 2,500,000 2,000,000 1,500,000 1,000, , TOTAL OPERATING EXPENSE LESS DEPRECIATION 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000, HART -- FY Adopted Budget Page

270 HILLSBOROUGH TRANSIT AUTHORITY FULL TIME EQUIVALENT EMPLOYEES BY FUNCTION/PROGRAM FY FY2003 STAFFING SCHEDULE Planned 2010 Adopted 2009 Budgeted Full-time Equivalent Employees Adopted Function/Program General Administration Executive Office Planning and Community Relations Administration Finance Bus Operations Administration Customer Service Bus Operators Safety, Security & Training Maintenance & Engineering Administration & Engineering Inventory Control Vehicle Facilities Sub-Total Bus Paratransit Operations Administration Paratransit Operators Sub-Total Paratransit Streetcar Operations (2) Administration Conductor Motormen Maintenance Sub-Total Streetcar Total HART -- FY Adopted Budget Page

271 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FULL TIME EQUIVALENT EMPLOYEES ALL MODES Adopted 2008 Adopted HART -- FY Adopted Budget Page

272 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET AVERAGE AGE OF FLEET (AS OF 3/31/08) FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY CHEVROLET 'CHEVROLET CUTAWAY BUSES CHEVROLET 'CHEVROLET CUTAWAY BUSES CHEVROLET 'CHEVROLET CUTAWAY BUSES CHEVROLET 'CHEVROLET CUTAWAY BUSES ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR AGE SUMMARY QTY SUMMARY HART -- FY Adopted Budget Page

273 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR GILLIG G29E102R2 26 BUS SMALL - GILLIG TROLLEY BUS GILLIG G29E102R2 26 BUS SMALL - GILLIG TROLLEY BUS GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM HART -- FY Adopted Budget Page AGE SUMMARY QTY SUMMARY

274 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" AVG AGE QTY AGE SUMMARY QTY SUMMARY HART -- FY Adopted Budget Page

275 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR HART -- FY Adopted Budget Page AGE SUMMARY QTY SUMMARY

276 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR ' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR AVG AGE QTY AGE SUMMARY QTY SUMMARY HART -- FY Adopted Budget Page

277 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY AGE SUMMARY QTY SUMMARY GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR GILLIG HYB-ELEC LOW GIL HYB-ELEC LOW FLR-BIG GILLIG HYB-ELEC LOW GIL HYB-ELEC LOW FLR-BIG GILLIG HYB-ELEC LOW GIL HYB-ELEC LOW FLR-BIG GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG BRT 35 BIG BUS-2005 GILLIG BRT GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para HART -- FY Adopted Budget Page

278 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY AGE SUMMARY QTY SUMMARY FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para FORD E SERIES 9 VAN SERVICE-PARA. (DIESEL) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para FORD F-350 VAN FORD F-350 VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS CHEV.EXPRESS VANS (PARA) Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para CHEVROLET EXPRESS 15 PARATRANSIT VANS Para GOMACO BREEZER REPLICA BREEZER CAR Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar HART -- FY Adopted Budget Page

279 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY AGE SUMMARY QTY SUMMARY GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar FORD F SERV VEH & VANS-UNLD-STREETCAR Veh FORD E-350 VAN 3 SERV VEH & VANS-UNLD-STREETCAR Veh DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh FORD F-250 PICK-UP 3 SERV VEH & VANS-UNLD-STREETCAR Veh FORD F-250 PICK-UP 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE INTREPID SEDAN 6 SERV VEHICLES & VANS-UNLEADED Veh GMC SIERRA TRUCK 3 SERV VEHICLES & VANS-UNLEADED Veh FORD RANGER 2 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 2500 VAN 0 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 2500 VAN 0 SERV VEHICLES & VANS-UNLEADED Veh CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD F SERVICE VEHICLES - DIESEL Veh FORD F SERVICE VEHICLES - DIESEL Veh F-350 ECONO.CLUB WGN 12 SERV VEHICLES & VANS-UNLEADED Veh FORD RANGER 2 SERV VEHICLES & VANS-UNLEADED Veh FORD WINDSTAR 7 SERV VEHICLES & VANS-UNLEADED Veh FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh HART -- FY Adopted Budget Page

280 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh FORD SD TRUCK 4X2 3 SERVICE VEHICLES - DIESEL Veh DODGE RAM SERVICE VEHICLES - DIESEL Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh FREIGHTLNR/FL60/GRBG 3 SERVICE VEHICLES - DIESEL Veh EXPLORER XLS 4X2 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE DAKOTA 2 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM SERVICE VEHICLES - DIESEL Veh DODGE RAM SERV VEHICLES & VANS-UNLEADED Veh FORD SERVICE VEHICLES - DIESEL Veh FORD SERVICE VEHICLES - DIESEL Veh FORD SERVICE VEHICLES - DIESEL Veh TOYOTA PRIUS 5 SERV VEH TOYOTA PRIUS ELEC HYB Veh TOYOTA PRIUS 5 SERV VEH TOYOTA PRIUS ELEC HYB Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE DAKOTA 2 SERV VEHICLES & VANS-UNLEADED Veh CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh DODGE RAM SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh AVG AGE QTY AGE SUMMARY QTY SUMMARY HART -- FY Adopted Budget Page

281 FL ID VEH # ASSET # MAKE/MODEL SEATS DESCRIPTION LENGTH MODEL YEAR AGE IN YEARS AVG AGE QTY AGE SUMMARY QTY SUMMARY FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh GMC SAVANA SERV VEHICLES & VANS-UNLEADED Veh GMC SAVANA SERV VEHICLES & VANS-UNLEADED Veh GMC SAVANA SERV VEHICLES & VANS-UNLEADED Veh FORD ESCAPE 5 SERV VEH & VANS-UNLD-STREETCAR Veh FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh FORD FOCUS 4 SERV VEHICLES & VANS-UNLEADED Veh CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh AVG AGE Buses Paratransit Streetcars Vehicles Total Excludes the graveyard vehicles HART -- FY Adopted Budget Page

282 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HART SERVICE RIDERSHIP SUMMARY MONTHLY COMPARISON (March 2008) Monthly Ridership Comparison Ridership, FY 2008 vs FY 2007 March Year-To-Date HART Service % Change March FY 2008 Ridership March FY 2007 Ridership % Change Fixed Route Bus 5,881,600 5,485, % 977, , % TECO Streetcar 233, , % 40,746 47, % ADA Paratransit 51,318 39, % 8,994 7, % Wheelchairs on Fixed Route 21,543 19, % 3,590 3, % Bikes on Buses 127, , % 21,271 17, % U-Pass Program 148, , % 23,887 23, % HART Vanpool 43,324 39, % 7,380 6, % Fixed Route Detail FY 2008 vs FY 2007 March Year-To-Date FY 2008 FY 2007 Monthly Ridership Comparison March FY 2008 March FY 2007 Number of Weekdays Number of Saturdays Number of Sundays No Service Days inc. Emergency Total Service Days % Change % Change Weekday Ridership 4,951,109 3,777, % 814, , % Weekday Express Ridership 117,995 91, % 20,665 21, % Saturday Ridership 547, , % 92,671 91, % Sunday Ridership 264, , % 49,520 39, % % Change % Change Weekday Average Ridership 39,609 37, % 38,778 37, % Weekday Average Express Ridership % % Saturday Average Ridership 18,879 19, % 18,534 18, % Sunday Average Ridership 10,192 10, % 9,904 9, % Vehicle Hours 302, , % 50,480 55, % Revenue Hours 283, , % 47,461 51, % Vehicle Miles 4,017,160 4,080, % 670, , % Revenue Miles 3,540,916 3,619, % 589, , % Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report HART -- FY Adopted Budget Page

283 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HART SERVICES RIDERSHIP SUMMARY LOCAL ROUTES (March 2008) Ridership, FY 2008 vs.fy 2006 Ridership, FY 2008 vs.fy 2007 Route productivity, Passengers per Revenue Hour (Year to Date) Monthly March Passengers per Passengers per Local Routes % Change % Change Revenue Hour Revenue Hour Routes Performing Below 60% Group Average 2 - Nebraska Avenue 110, , % 672, , % Florida Avenue 74,653 69, % 438, , % UATC via 56th St. 74,754 66, % 449, , % Hillsborough Ave. 61,444 54, % 356, , % nd St. 69,626 74, % 428, , % UATC/USF via 40th St. 40,398 38, % 242, , % Busch Blvd. 44,244 40, % 266, , % th St. 41,754 41, % 254, , % Citrus Park 43,904 44, % 267, , % Waters Ave. 13,344 11, % 79,867 70, % Cypress St. 6,664 8, % 43,698 53, % Columbus Dr. 26,322 27, % 152, , % Port Tampa 37,036 32, % 210, , % ths St/Univ. Area 30,127 30, % 183, , % Dale Mabry/Himes Ave. 35,398 31, % 205, , % Ybor City/Progress Vilage/Brandon 31,583 31, % 193, , % M.L. King/Dale Mabry 34,694 31, % 213, , % Town & Country via Kennedy Blvd. 41,167 42, % 248, , % Armenia Ave. 11,938 14, % 74,059 80, % Fletcher Ave. 11,127 11, % 68,277 68, % Palma Ceia/S. Dale Mabry 9,573 8, % 55,921 45, % UATC - Netpark 10,610 9, % 63,617 53, % West Brandon/Faulkenburg 15,501 14, % 94,286 79, % UATC via Rome 21,011 19, % 114, , % UATC via Habana 11,267 12, % 73,454 75, % Davis Island/Palmetto Beach/Brandon 6,544 5, % 37,370 32, % X 41 - Sligh Ave. 6,264 8, % 40,556 39, % X 31 - S. Hillsborough County 5,382 5, % 31,765 31, % X Public Service % NA NA 60% of Local System Average System Total 926, , % 5,560,545 5,123, % Blue = Routes performing 75% or higher above the local system average 75% of Local System Avg. Red = Routes performing 60% or lower than the local system average Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report HART -- FY Adopted Budget Page

284 Passengers per Revenue Hour FY 2008 Average FY 2007 Average Florida Avenue 6 - UATC via 56th St Hillsborough Ave nd St. 5 - UATC/USF via 40th St Busch Blvd. 9-15th St. 7 - Citrus Park 16 - Waters Ave Cypress St Columbus Dr Port Tampa 18-30ths St/Univ. Area 36 - Dale Mabry/Himes Ave. 8 - Ybor City/Progress Vilage/Brandon 32 - M.L. King/Dale Mabry 30 - Town & Country via Kennedy Blvd Armenia Ave Fletcher Ave. 4 - Palma Ceia/S. Dale Mabry 57 - UATC - Netpark 37 - West Brandon/Faulkenburg 45 - UATC via Rome 44 - UATC via Habana 46 - Davis Island/Palmetto Beach/Brandon 41 - Sligh Ave S. Hillsborough County Local Routes 2008 Passengers per Revenue Hour 2007 Passengers per Revenue Hour HART -- FY Adopted Budget Page Nebraska Avenue

285 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HART SERVICES RIDERSHIP SUMMARY EXPRESS ROUTES (MARCH 2008) Ridership, FY 2008 vs.fy 2007 Ridership, FY 2008 vs.fy 2007 Route productivity, Passengers per Revenue Hour (Year to Date) Monthly March Passengers per Passengers per Express Routes % Change % Change Revenue Hour Revenue Hour Routes Performing Below 60% Group Average 20X - Lutz Express 1,140 1, % 6,203 6, % X - North Brandon Express 1,905 1, % 10,959 10, % X - FishHawk - MacDill Express 3,101 2, % 15,474 11, % X - MacDill AFB Express 4,177 3, % 22,143 18, % X - Plant City/Seffner Express 1,272 1, % 6,495 7, % X - South Brandon Express 1,920 1, % 10,790 10, % X - Temple Terrace Express % 5,547 4, % X - Citrus Park Express % 4,903 4, % LX - South Shore Limited Express** 1,267 1, % 7,189 4, % X - New Tampa Express* 1, % 5,599 5, % X - Clearwater Express - R 886 1, % 6,860 7, % X - Carrollwood Express % 2,971 3, % LX - Town N' Country Limited Express - R 1,221 1, % 8,325 9, % LX - Brandon - South Shore Limited Express 333 1, % 3,078 5, % X 52LX - New Tampa via UATC Express * - R NA 991 NA 1,459 5,634 NA NA % of Express System Average System Total 20,665 21, % 117, , % Blue = Routes performing 75% or higher above the local system average 75% of Local System Avg. Red = Routes performing 60% or lower than the local system average *Service discontinued 11/18/07 **Service begun 11/19/06 R = Reverse Commute Route Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report HART -- FY Adopted Budget Page

286 Passengers per Revenue Hour FY 2008 Average FY 2007 Average X - North Brandon Express 24X - FishHawk - MacDill Express 25X - MacDill AFB Express 28X - Plant City/Seffner Express 27X - South Brandon Express 23X - Temple Terrace Express 50X - Citrus Park Express 47LX - South Shore Limited Express** 51X - New Tampa Express* 200X - Clearwater Express - R 26X - Carrollwood Express 59LX - Town N' Country Limited Express - R 35LX - Brandon - South Shore Limited Express 52LX - New Tampa via UATC Express * - R Express Routes 2008 Passengers per Revenue Hour 2007 Passengers per Revenue Hour HART -- FY Adopted Budget Page X - Lutz Express

287 HART Services Ridership Summary March 2008 Currently Active Routes Only Y-T-D Ridership Y-T-D Trips Y-T-D Riders per Trip FY '07 Riders per Trip % Change 6 USF via 56th Street 449,159 10, % 2 Nebraska Avenue 672,754 15, % 39 Busch Blvd 266,471 7, % 34 Hillsborough Avenue 356,701 10, % 1 Florida Avenue 438,467 13, % 12 22nd Street 428,374 13, % 9 15th Street 254,130 8, % 7 Citrus Park/Downtown 267,122 9, % 5 UATC/USF via 40th Sreet 242,594 9, % 36 Dale Mabry/Himes Ave. 205,775 7, % 30 Town N' Country 248,046 10, % Ybor City/Progress Villiage/Westfield 8 Shoppingtown/Brandon 193,403 8, % 19 Port Tampa 210,777 9, % 18 30th Street/University Area/Livingston 183,651 8, % 15 Columbus Drive 152,316 7, % 45 UATC via Rome 114,823 5, % 32 M L King/Dale Mabry 213,053 11, % 44 UATC via Armenia 73,454 4, % 14 Armenia Avenue 74,059 4, % 31 South Hillsborough County 31,765 1, % 16 Waters Avenue 79,867 4, % 37 West Brandon/Faulkenburg 94,286 5, % 4 Palma Ceia/South Dale Mabry 55,921 3, % 33 Fletcher Avenue 68,277 4, % 57 UATC/Temple Terrace/Netp@rk 63,617 4, % 46 Davis Islands/Palmetto Beach 37,370 3, % 41 Sligh Avenue 40,556 3, % 10 Cypress St. 43,698 4, % Total For Group 5,560, , % 75% of Group Average % 60% of Group Average % 83 University Area Connector 102,462 11, % 85 MacDill AFB to Britton Plaza Connector 12,501 1, % 88 Town N' Country Connector-West 15,403 2, % 89 WestShore/Britton Plaza Connector 26,605 4, % 96 Uptown/Downtown Connector 24,524 5, % 87 South County - Wimauma 6,965 2, % 97 Weekend Downtown Shuttle 3,023 1, NA NA Total For Group 191,483 29, % 75% of Group Average % 60% of Group Average % 24X Fishhawk-MacDill AFB Express 15, % 25X Mac Dill AFB Express 22,143 1, % HART -- FY Adopted Budget Page

288 HART Services Ridership Summary March 2008 Currently Active Routes Only (Con't) Y-T-D Ridership Y-T-D Trips Y-T-D Riders per Trip FY '07 Riders per Trip % Change 22X North Brandon Express 10, % 27X South Brandon Express 10, % 28X Plant City/Seffner Express 6, % 47LX Southshore Limited Express 7, % 20X Lutz Express 6, % 51X New Tampa Express 5, % 23X Temple Terrace Express 5, % 50X Citrus Park Express 4, % 59LX Town 'n Country Limited Express (Reverse Commute Route) 8,325 1, % 26X Carrollwood Express 2, % 200X Clearwater Express (Reverse Commute Route) 6,860 1, % 35LX Brandon/Southshore Limited Express 3, % Total For Group 116,536 9, % 75% of Group Average % 60% of Group Average % Total for System 5,868, , % HART -- FY Adopted Budget Page

289 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HISTORIC RIDERSHIP Bus Ridership* GFI Ridership % Change FY ,190,594 N/A FY ,557, FY ,182, FY ,191, FY ,884, FY ,040, FY ,697, FY ,147, FY 2008** 11,800, *From GFI Ridership Database **Estimated Streetcar Ridership* GFI Ridership % Change FY ,023 N/A FY , FY , FY , FY , FY 2008** 442, *From GFI Ridership Database **Estimated Paratransit Ridership* GFI Ridership % Change FY ,189 N/A FY , FY , FY , FY , FY , FY , FY 2008** 107, *From GFI Ridership Database **Estimated HART -- FY Adopted Budget Page

290 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET (In Millions) HISTORIC BUS RIDERSHIP (Est.) (In Thousands) HISTORIC PARATRANSIT RIDERSHIP (Est.) HISTORIC STREETCAR RIDERSHIP (In Thousands) (Est.) HART -- FY Adopted Budget Page

291 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HOURS & MILES REPORT BY MODE Fiscal Year Bus Paratransit Streetcar Actual 2004 Total Miles 7,151, ,856 84, Revenue Miles 6,396, ,612 82, Total Hours 550,509 40,246 17, Revenue Hours 514,872 33,052 17, Total Miles 7,463, ,632 84, Revenue Miles 6,716, ,732 83, Total Hours 574,587 48,060 17, Revenue Hours 542,002 41,190 17, Total Miles 7,897, ,699 88, Revenue Miles 6,875, ,952 87, Total Hours 608,430 53,060 18, Revenue Hours 556,007 46,345 18, Total Miles 8,333, ,038 88, Revenue Miles 7,393, ,853 87, Total Hours 628,452 62,475 18, Revenue Hours 588,622 55,957 17,985 Budget 2008 Total Miles 8,037,598 1,085,425 86, Revenue Miles 7,058, ,955 86, Total Hours 605,936 68,082 16, Revenue Hours 567,850 57,495 16, Total Miles* 8,036,274 1,541,110 76, Revenue Miles* 7,048,002 1,358,370 76, Total Hours* 605,225 93,562 13, Revenue Hours* 565,422 83,471 13, Total Miles* 8,166,640 1,849,332 76, Revenue Miles* 7,203,934 1,630,044 76, Total Hours* 615, ,274 13, Revenue Hours* ,165 13,370 *Baseline service based upon March 30, 2008 mark up and estimated hours/miles for NW Transit Center. Current estimate does not include service enhancements or reductions. Will be restated based upon July 27 mark up. FY 2010 estimate includes July 2010 BRT start. HART -- FY Adopted Budget Page

292 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET FY2009 SERVICE PROJECTIONS BUS MODE STATISTIC FY2009 PROJECTION CHANGE FROM FY2008 Ridership 12,272, % Total Service Trips 506,686* -1.6% Vehicle Hours 605,225* -0.5% Revenue Hours 565,422* -0.7% Vehicle Miles 8,036,274* -0.6% Revenue Miles 7,088,002* -0.4% *Baseline service based upon March 30, 2008, mark up and estimated hours/miles for Northwest Transit Center. Current estimate does not include service enhancements or reductions. Will be restated based upon July 27 mark up. HART -- FY Adopted Budget Page

293 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET STATISTICAL INFORMATION Demographic and Economic Statistics (FY FY1997) Principal Employers (2007) Taxable Assessed Value and Actual Value of Taxable Property (FY2007 FY1996) Principal Taxpayers (2008) Property Tax Levies and Collections (FY2007 FY1997) County Wide Assessed Value and Actual Value of Taxable Property (FY2007 FY1996) Property Taxes (FY1997 FY2010) HART -- FY Adopted Budget Page

294 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET Year Population Personal Income (millions) HILLSBOROUGH COUNTY, FLORIDA DEMOGRAPHIC AND ECONOMIC STATISTICS FY FY1997 Personal Income per Capita Median Age Public High School Graduation Rates Total Public School Enrollment Unemployment Rate ,174,727 ** ** ** , % ,161,882 40,758 35, , % ,134,413 38,204 33, , % ,101,697 35,247 31, , % ,073,069 32,486 30, , % ,052,271 31,071 29, , % ,027,104 29,977 29, , % ,948 28,646 28, , % ,500 26,483 26, , % ,070 24,754 25, , % ,900 22,730 24, , % (b & e) (b) (b) (e) (d) (d) (c) SOURCES: (b) U.S. Department of Commerce, Bureau of Economic Analysis (c) U.S. Bureau of Labor Statistics (d) Florida Department of Education (e) U.S. Census Bureau ** Data not available HART -- FY Adopted Budget Page

295 DEMOGRAPHIC AND ECONOMIC STATISTICS POPULATION DEMOGRAPHIC AND ECONOMIC STATISTICS PERSONAL INCOME (In Millions) 1,200,000 1,000, , , , , ,000 40,000 30,000 20,000 10, DEMOGRAPHIC AND ECONOMIC STATISTICS PERSONAL INCOME PER CAPITA DEMOGRAPHIC AND ECONOMIC STATISTICS MEDIAN AGE 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5, DEMOGRAPHIC AND ECONOMIC STATISTICS PUBLIC HIGH SCHOOL GRADUATION RATES , , ,000 50,000 DEMOGRAPHIC AND ECONOMIC STATISTICS TOTAL PUBLIC SCHOOL ENROLLMENT DEMOGRAPHIC AND ECONOMIC STATISTICS UNEMPLOYMENT RATE 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% HART -- FY Adopted Budget Page

296 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL EMPLOYERS 2007 Employers Employees Rank Hillsborough County School District 25,487 1 Verizon Communications 14,000 2 MacDill Air Force Base 12,000 3 University of South Florida 11,607 4 Hillsborough County Government 10,886 5 Tampa International Airport 7,760 6 James A Haley Veterans Hospital 5,900 7 St Joseph's Hospital 5,242 8 JPMorgan Chase 5,237 9 Verizon Information Technologies 5, SOURCE: Tampa Chamber of Commerce PRINCIPAL EMPLOYERS EM PLOYER Hillsborough County School District Verizon Communications MacDill Air Force Base University of South Florida Hillsborough County Government Tampa International Airport James A Haley Veterans Hospital St Joseph's Hospital JPMorgan Chase Verizon Information Technologies 0 5,000 10,000 15,000 20,000 25,000 30,000 NUMBER OF EMPLOYEES HART -- FY Adopted Budget Page

297 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HILLSBOROUGH COUNTY, FLORIDA TAXABLE ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY FY FY1996 (in millions of dollars) Estimated Actual Value Exemptions Assessed Value Fiscal Year Ended September 30, Real Property Personal Property Real Property Personal Property Real Property Personal Property Centrally Assessed Property Total Taxable Assessed Value Total Direct Tax Rate ,915 8,988 17,866 1,432 80,049 7, , ,280 8,774 17,445 1,455 70,835 7, , ,192 8,643 15,972 1,549 57,220 7, , ,183 8,011 14,398 1,281 48,775 6, , ,521 7,479 13,761 1,146 43,760 6, , ,952 7,438 13,094 1,171 39,858 6, , ,164 7,527 11,791 1,194 36,373 6, , ,400 7,278 10,700 1,184 31,700 6, , ,379 7,809 12,657 1,926 28,722 5, , ,338 7,485 12,076 1,916 26,262 5, , ,282 7,165 11,261 1,909 24,021 5, , ,970 6,889 10,775 1,977 22,194 4, , SOURCE: Hillsborough County, FL, Comprehensive Annual Financial Report for Fiscal Year 2007; Hillsborough County Tax Collector HART -- FY Adopted Budget Page

298 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL TAXPAYERS FY2008 Taxes Levied Percent of Total Taxes Levied FY2008 Taxable Value Taxpayer Rank Tampa Electric Company $ 36,664, $ 1,653,148,911 Verizon Florida Inc. $ 19,476, $ 878,194,116 Hillsborough County Aviation Authority $ 11,285, $ 508,850,300 Mosaic Fertilizer, LLC $ 7,955, $ 358,690,153 Camden Operating LP $ 5,834, $ 263,064,013 Wal-Mart $ 4,864, $ 219,343,645 Liberty Property $ 4,776, $ 215,380,506 Post Apartment Homes LP $ 4,585, $ 206,740,786 Tampa Port Authority $ 3,763, $ 169,685,467 Teachers Insurance and Annuity $ 3,188, $ 143,778,347 Association Total $102,394, $4,616,876,243 SOURCE: Hillsborough County Tax Collector HART -- FY Adopted Budget Page

299 Taxes Levied for the Fiscal Year HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HILLSBOROUGH COUNTY, FLORIDA PROPERTY TAX LEVIES AND COLLECTIONS FY FY1996 (in millions of dollars) Collections in Subsequent Years Fiscal Year Tax Year Collected within the Fiscal Year of the Levy Total Collections to Date $814,609 $808, % $618 $809, % $701,730 $696, % $802 $697, % $614,133 $608, % $2,232 $610, % $553,131 $547, % $1,227 $548, % $508,616 $500, % $644 $501, % $482,663 $474, % $2,797 $477, % $429,559 $422, % $2,887 $425, % $396,193 $388, % $980 $389, % $370,500 $365, % $1,060 $366, % $342,837 $338, % $935 $339, % $319,628 $316, % $864 $317, % SOURCE: Hillsborough County, FL, Comprehensive Annual Financial Report (CAFR) for Fiscal Year 2007 HART -- FY Adopted Budget Page

300 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET HILLSBOROUGH COUNTY, FLORIDA COUNTY WIDE ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY FY (in millions of dollars) Fiscal Year Ended September 30, Estimated Actual Value Exemptions Assessed Value Real Property Personal Property Real Property Personal Property Real Property Personal Property ,130 8,940 40,670 1,430 80,460 7, ,790 8,770 39,760 1,460 71,030 7, ,320 8,640 29,910 1,550 57,410 7, ,710 8,010 23,750 1,280 48,960 6, ,670 7,480 20,740 1,150 43,930 6, ,060 7,440 19,050 1,170 40,010 6, ,100 7,530 16,620 1,190 36,480 6, ,000 7,280 14,210 1,180 31,790 6, ,380 7,810 12,660 1,930 28,720 5, ,340 7,480 12,080 1,920 26,260 5, ,280 7,160 11,260 1,910 24,020 5, ,970 6,890 10,780 1,980 22,190 4,910 SOURCE: Hillsborough County Tax Collector ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY (in millions of dollars) 150, ,000 50, Real Property Personal Property HART -- FY Adopted Budget Page

301 TAXABLE PROPERTY EXEMPTIONS (in millions of dollars) 50,000 40,000 30,000 20,000 10, Real Property Personal Property ASSESSED PROPERTY VALUES (in millions of dollars) 100,000 80,000 60,000 40,000 20, Real Property Personal Property HART -- FY Adopted Budget Page

302 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET PROPERTY TAXES FY FY2010 Year Millage Amount Percent Increase 1997 Actual 0.5 $12,737, Actual 0.5 $13,789, Actual 0.5 $14,955, Actual 0.5 $16,164, Actual 0.5 $17,958, Actual 0.5 $19,604, Actual 0.5 $21,124, Actual 0.5 $23,180, Actual 0.5 $25,740, Actual 0.5 $29,813, Actual 0.5 $36,511, Budget $36,674, Budget $36,406, Planned $37,498, PROPERTY TAX INCOME ANNUAL PERCENTAGE INCREASE HART -- FY Adopted Budget Page

303 PROPERTY TAX ANNUAL INCOME $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $ HART -- FY Adopted Budget Page

304 GLOSSARY HART -- FY Adopted Budget Page

305 HILLSBOROUGH TRANSIT AUTHORITY FY BUDGET GLOSSARY Accessible Accessible Vehicle Ad Valorem Taxes Accrual Basis ADA AFC Articulated Bus Average Trip Length Biennial Budget Block Runs Bond Budget 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. A revenue vehicle that does not restrict access, is usable, and provides allocated space and/or priority seating for individuals who use wheelchairs. 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. The automated fare collection system. A high capacity passenger bus that flexes in the middle. The average distance each passenger rides. A budget that spans two fiscal years.. Runs that are scheduled between Monday and Friday. These runs consist of a ten-hour shift at straight pay. Overtime is not a factor. 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. HART -- FY Adopted Budget Page

306 Bus Rapid Transit (BRT) Capital Budget Capital Expense Capital Grant Corridor Contingency CPI Deferred Operating Assistance Demand Response Depreciation Discretionary Funds Enterprise Funds A type of limited-stop 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 long-term 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. 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. Consumer Price Index. A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Operating funds remaining from a prior year as a result of a budget surplus that can be used to cover shortfalls or capital expenditures in future years. 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. Funds that HART allocates, at its discretion, to transit services. 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. HART -- FY Adopted Budget Page

307 Enterprise Resource Planning (ERP) Express Service Fare Farebox Farecard Fiscal Year Fixed Assets Fixed Guideway Fixed Route Service FTA 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 heavily-patronized peak commuting hours, by operating long distances without stopping. Examples include park-and-ride 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 non-stop 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. The fiscal year is the fiscal year for HART (October 1 through September 30). A 12-month 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. Resources of a long-term character that are intended to continue to be held or used, such as land, buildings, machinery, equipment and improvements. A mass transit facility using and occupying a separate right-of-way 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. Full Funding Grant Agreement (FFGA) The FFGA defines the project, including cost and schedule, commits to a maximum level of federal financial assistance (subject to appropriation), establishes the terms and conditions of federal financial participation, covers the period of time for completion of HART -- FY Adopted Budget Page

308 the project, and helps to manage the project in accordance with federal law. The FFGA assures the grantee of predictable federal financial support for the project while placing a ceiling on the amount of that federal support. Full-Time Equivalent (FTE) Fund Fund Balance GASB 34 GDP Guideway Headway Heavy Rail High Occupancy Vehicle The total scheduled work hours of employees divided by the total work hours available annually provides number of FTE employees. A full-time employee working 40 hours/week equals one FTE, where a part-time 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. Refers to the changes in the Governmental Accounting Standards Board regulations. Gross Domestic Product. A measure of economic activity; it is the amount of goods and services produced in the United States in a year. It is calculated by adding together the market values of all of the final goods and services produced in a year and reported by the Bureau of Economic Analysis. Guideway is the buildings and constructions (e.g. dedicated facilities for the operation of trains and buses including at-grade, elevated and subway structures, tunnels, bridges, track, paved highway lanes, bus loops) with all attached fixtures, located along the route where passenger service is offered. Does not include passenger stations or bus pull-ins. The time span between service vehicles (bus or rail) on specified routes. Sometimes called frequency. High speed passenger rail cars and trains operating on fixed rails in separate rights-of-way from which all other vehicular and foot traffic is excluded. A vehicle that can carry two or more persons. Examples are bus, vanpool and carpool. These vehicles sometimes have exclusive traffic lanes called HOV lanes, busways, transitways or commuter lanes. HTA (HART) Hillsborough Transit Authority a.k.a. Hillsborough Area Regional Transit Authority. HART -- FY Adopted Budget Page

309 Impact Fee Infrastructure Intermodal Labor Base Labor Load Light Rail Light Rail Car Millage Rate Mode M.P.O. Non-Operating 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. Labor expense for time actually worked. It excludes holidays, sick time, and vacation time. The cost of fringe benefits. The burden includes group health insurance, paid time off, FICA, workers compensation, and retirement obligations. Lightweight passenger rail cars operating singly on fixed rails in rights-of-way 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. Has motive capability, is usually driven by electric power taken from overhead lines, and usually operates much or all of its route on non-exclusive rights-of-way. 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 right-of-way, 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 policy-making organization made up of representatives from local government and transportation authorities. Expenses funded with capital grants. Non-Revenue Vehicle Vehicles that do not carry fare paying passengers that are used to HART -- FY Adopted Budget Page

310 support transit operations. Off Peak Operating Budget Operating Expenses Operating Revenues Paratransit Service Pass Passenger Miles Passenger Vehicle 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. Non-fixed route paratransit service utilizing vans and small buses to provide pre-arranged trips to and from specific locations within the service area to certified participants in the program. Paratransit represents demand-response transportation services. Most often refers to wheelchair-accessible, demand-response van service. Type of discounted media for fare payment which offers unlimited rides for a specified period of time. Examples include 30-day pass, 7-day pass and visitor s pass. The cumulative sum of the distances traveled by passengers. A vehicle used to carry passengers in transit service. Peak 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. Platform Time Platform Time Charter and Special Service Platform Time Line Service PM Peak Period The time during which an operator operates the revenue vehicle: (a) in line service or in deadheading (including layover periods in the vehicle at a rest point), or (b) for charter, contract, and special noncontract service, or is deadheading or laying over as a result of such service. The time during which an operator operates the revenue vehicle for charter, contract and special non-contract service, or is deadheading or laying over as a result of such service. The time during which an operator operates the revenue vehicle either in line service or in deadheading, including layover periods in the vehicle at a rest point. 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. HART -- FY Adopted Budget Page

311 Positive Budget Variance Public Funding Purchase of Paratransit Service Rapid Transit Corridor Recovery Ratio Reduced Fares Reserves Revenue Bond Revenue Equipment 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. Funding received from Ad Valorem taxes, fares and grants. The cost of providing door-to-door to certified participants in the paratransit program. A rapid transit corridor represents a relatively wide linear area within which a potential rapid transit facility may be located. Long linear corridors include hydroelectric utility lines, railways, and roadways or may include new corridors where no infrastructure currently exists. 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. Includes vehicles that carry fare-paying passengers and equipment used for the collection of fares. Revenue Service Revenue Vehicle Ride Ridership (Unlinked Passengers Trips) 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. Each passenger counted each time that person boards a vehicle. Rolling Stock Revenue vehicles used in providing transit service for passengers. HART -- FY Adopted Budget Page

312 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. Run Slow Zone Special Service SPTO STO System Generated Revenue Shift Taxes TEA-21 Top Operator Rate Trip Rail or bus operator s assigned work for the day. Sections of track where trains must reduce speed in order to safely operate rail service. A transportation service, as defined by the FTA, specifically designed to serve the needs of persons who, by reason of disability, are unable to use mass transit systems designated for the use of the general public. Part-time STO personnel that are restricted to weekend work, at a lower pay rate, and who do not receive fringe benefits from HART. The portion of labor that represents Scheduled Transit Operations. This classification includes bus operators, motormen, conductors, and customer assistants. Funds generated internally by HART. Includes fares, charter revenue, advertising, investment income, claims recovery and other miscellaneous income. 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. Federal Transportation package which reauthorized the Federal Transit Program for eight years ( ). Grants can pay up to 80 percent of a capital project, with the remaining 20 percent funded from local sources. The top hourly rate paid to Bus Operators and Rail Operators, based on employee seniority within the job, as specified by the union contract. Bus - one-way bus trip. Rail one-way train trip from originating terminal to destination terminal. Unlinked Passenger Trip 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. HART -- FY Adopted Budget Page

313 User-Side Subsidy Service Vanpool Vehicle Hours Vehicle Miles Vehicle Revenue Hours Vehicle Revenue Miles Warranty & Credits A transportation arrangement where the rider s cost of transportation is partially subsidized by the transit agency. The user is the rider who pays a reduced fare. A typical user-side subsidy program is operated through taxicab operators or a brokerage system which may charge a per-ride fee for handling the rider s transportation arrangements. 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. Reimbursement for repairs covered by manufacturers' warranty agreements. HART -- FY Adopted Budget Page

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