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HILLSBOROUGH TRANSIT AUTHORITY A/K/A HILLSBOROUGH AREA REGIONAL TRANSIT AUTHORITY

TAMPA, FLORIDA

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

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.

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, 2007.

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.

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..................................................................................................................100 Tampa Bay Regional Transportation Authority Act (TBARTA).....................................102 Ridership Trends ..............................................................................................................105 Transit Fleet......................................................................................................................107 Bus Trends and Statistics..................................................................................................109 Bus Hours and Miles Report ............................................................................................110

Section IV -- Departmental Program Information

Departmental Information ................................................................................................112 Fiscal Years 2006 - 2010 Authorized Positions...................................................112 Executive Office Budget Narrative......................................................................113 Administrative Division Budget Narrative ..........................................................118 Finance Division Budget Narrative......................................................................125 Planning & Community Relations Division Budget Narrative............................135 Bus Operations Division Budget Narrative..........................................................142

Table of Contents Page # Maintenance & Engineering Division Budget Narrative.....................................149

Program Expenses Budget Narrative ...................................................................157 2009 Net Assets Fund Equity...............................................................................183

Section V -- Paratransit Service Background and Status ....................................................................................................185 Paratransit Fares ..............................................................................................................187 Paratransit Trends and Statistics......................................................................................190 Paratransit Hours & Miles Report ...................................................................................191 FY2009 Paratransit Summary Budget.............................................................................192

Section VI -- TECO Line Streetcar System

Overview .........................................................................................................................196 Operation .........................................................................................................................197 FY2009 Streetcar Summary Budget................................................................................199 Financial Plan for Operations ..........................................................................................200 Streetcar Trends and Statistics.........................................................................................203 Streetcar Hours & Miles Report ......................................................................................204 FY2009 Streetcar Budget ................................................................................................205

Section VII – Capital Improvements Program Budget

Capital Improvement Program Definitions ......................................................................212 Useful Lives and Thresholds of Capital Assets................................................................214

Projected Capital Spending Impact on the Operating Budget .........................................215 FY2009 Capital Budget....................................................................................................218 FY2009 Capital Budget as a Percentage of Change.........................................................219 C.I.P. Revenue Summary by Mode .................................................................................221 Unfunded Requests by Project Description......................................................................222 FY2007- FY2009 Capital Projects Revenue Summary by Mode ....................................226 FY2007- FY2009 Capital Projects Appropriations Summary by Mode ..........................234 Capital Improvement Program Requests by Department .................................................240

Section VIII -- Appendix

Supplemental Information ................................................................................................245 Miscellaneous Statistics - HART ................................................................................246 Employment Indicators – Hillsborough County, FL...................................................247 Population – Hillsborough County, FL .......................................................................248 Changes in Net Assets (FY2007 - FY2002)................................................................249 Net Assets by Component (FY2007 – FY2002) .........................................................251 History of Fare Increases.............................................................................................253 Program Revenues by Function/Program (FY2009 – FY2004)..................................255 Program Revenues by Function/Program (FY2003 – FY1997)..................................256

Table of Contents Page #

Expenses by Function/Program (FY2009 – FY2004) .................................................258 Expenses by Function/Program (FY2003 - FY1997)..................................................259 Full-Time Equivalent Employees by Function/Program (FY2010 - FY2003) ...........262 Average Age of Fleet (As of 3/31/08).........................................................................264 HART Service Ridership Summary – Monthly Comparison (March 2008)...............274 HART Service Ridership Summary – Local Routes (March 2008)............................275 HART Service Ridership Summary – Express Routes (March 2008) ........................277 HART Currently Active Routes (March 2008) ...........................................................279 Historic Ridership........................................................................................................281 Hours and Miles Report by Mode ...............................................................................283 FY2009 Service Projections ........................................................................................284

Statistical Information......................................................................................................285 Demographic and Economic Statistics (FY2007 – FY1997) .....................................286 Principal Employers (2007) ........................................................................................288 Taxable Assessed Value and Actual Value of Taxable Property (FY2007 – FY1996)...............................................................................................289 Principal Taxpayers (2008).........................................................................................290 Property Tax Levies and Collections (FY2007 – FY1997) ........................................291 County Wide Assessed Value and Actual Value of Taxable Property (FY2007 – FY1996)...............................................................................................292 Property Taxes (FY1997 – FY2010) ..........................................................................294 Glossary ...........................................................................................................................297

______________________________________________________________________________ HART -- FY2009-2010 Adopted Budget Page - 1 -

SECTION I

INTRODUCTORY INFORMATION


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 2008. 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.


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.


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



FY2009-2010 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.


HILLSBOROUGH TRANSIT AUTHORITY FY2009-2010 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 163.567, et seq., Florida Statutes, on October 3, 1979. 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 189.403, 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 165.570, 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 2007.


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.


HILLSBOROUGH TRANSIT AUTHORITY EXECUTIVE OFFICE AND SENIOR STAFF

AS OF SEPTEMBER 22, 2008

HART Board of Directors12 Members

AuditorsInternal and External

General Counsel

David ArmijoChief Executive Officer

Ed CrawfordChief of Government Affairs

Katherine KaralekasPublic Information Officer

Robert PottsChief of Staff/Chief Civil Rights Officer

Carrie CulbertsonAdministrative Assistant II

Sylvia BerrienStaff Attorney

Human Resources ManagerLisa Gantous

Janice CookDBE Coordinator

Lena PetitOffice Manager

Gisela Rivera-RiosSecretary II / Ybor Receptionist

Carlos TobarChief of Bus Operations

Luis RiveraManager of Customer Service

Greg BrackinOperations Manager

Ruthie ReyesParatransit Manager

Joe DiazManager of Transit Services

David PersaudChief Financial Officer

June SolanesManager of Budget & Finance

Debbie WardFinance Project Manager

Rickey KendallRisk & Environmental Safety Manager

Philip HaleChief of Maintenance and Engineering

Todd ParsonsVehicle Maintenance Manager

Donna LoyManager of Passenger Amenities and Facilities

Eric SitikoAsst. Manager of Streetcar Maintenance

VacantDirector of Construction Management

Bob AndisManager of Technical Services

Mary ShavalierChief of Planning & Community Relations

Jill CappadoroDirector of Marketing & Community Relations

Steve FeigenbaumPlanning Manager

Robert FlanneryPrincipal Planner

Jeannie SatchelAsst. Manager of Grants & Documentation

VacantLong Range Strategic Planning Manager

Brenda MowenChief Administrative Officer

Cathy ZickefooseProcurement Manager

Rick Fitz-GordonManager of Information Systems

Everardo PrietoInventory Control Supervisor

BUDGET TRANSMITTAL LETTER


DATE: August 8, 2009 TO: Hillsborough Transit Authority Board of Directors

APPROVED BY: David J. Armijo, Chief Executive Officer PREPARED BY: David Persaud, Chief Financial Officer SUBJECT: Transmittal of FY2009 Adopted Budget and FY2010 Planned Budget We are pleased to transmit to you the Adopted Fiscal Year 2008-09 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, 2008. 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.



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 2007. 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, 2009. 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 .4495. 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.



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 2008-09 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 FY2008-09 Budget carefully balances moderately growing revenues with higher operational costs and capital replacement needs while enhancing service consistent with our long range plan.



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.



Fare Increase for Bus Mode The HART Board adopted a fare increase with an implementation date of November 2008. 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 2010. Paratransit Operations The HART board adopted a fare increase for implementation in November 2008. Ridership projections for growth in FY2009 are stated at 25 percent and 20 percent for 2010. 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 135,120 245,530 Route 39 Enhancement 30,960 56,260 Route 96 Enhancement 6,000 6,360 Route 97 Enhancement 5,190 5,500





BRT - North/South Corridor 0 113,170 Sub-Total New Program Passenger Fares 333,350 619,320 Ad Valorem Route 1 Enhancement 60,970 110,790 Route 2 Enhancement 40,480 44,080 Route 6 Enhancement 81,920 148,860 Route 24X Enhancement 189,800 201,190 Route 25X Enhancement 124,860 132,350 Additional Express Route Enhancements 127,780 135,450 Route 30 Enhancement 540,440 982,060 Route 39 Enhancement 123,850 225,050 BRT - North/South Corridor 0 339,520 Maintenance Program 410,800 431,340 Sub-Total New Program Ad Valorem 1,700,900 2,750,690 Federal Revenue - CMAQ Route 2 Enhancement (CMAQ) 161,920 170,460 Sub-Total New Program Federal Revenue 161,920 170,460 City of Tampa Route 96 Enhancement 294,000 311,640 Route 97 Enhancement 167,810 177,880 Sub-Total New Program Local Revenue 461,810 489,520 Total Operating Revenue New Programs $2,657,980 $4,029,990 New Programs BRT - North/South Corridor 0 452,690 Route 1 Enhancement 76,210 138,490 Route 2 Enhancement 253,000 268,180 Route 6 Enhancement 102,400 186,080 Route 24X Enhancement 223,300 236,700 Route 25X Enhancement 146,900 155,710 Additional Enhancement Express Services 142,000 150,520 Route 30 Enhancement 675,560 1,227,590 Route 39 Enhancement 154,810 281,310 Route 96 Enhancement 300,000 318,000 Route 97 Enhancement 173,000 183,380 Maintenance 410,800 431,340 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



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 2009-2013 with the FY2009 budget are reflected in the Capital Budget section. HART is currently constructing several new capital projects: ° Northwest Transit Center ° 21st Avenue Facility Improvements ° Streetcar Extension Phase II ° Bus Rapid Transit (BRT)



° 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.



(B) Positions added to FY2008 based on Board adoption in May 2008. (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 FY2009-10 Budget:

BUDGET ITEM

AMENDED BUDGET FY2008

ADOPTED BUDGET FY2009

VARIANCE INCREASE <DECREASE>

$ (%)

PLANNING BUDGET FY2010

MODE Bus Operations $53,985,600 $56,901,710 $2,916,110 5.40% $60,472,530Bus Capital 14,382,300 54,987,220 40,604,920 282.33% 0Paratransit Services 2,898,500 3,434,760 536,260 18.5% 3,281,550Streetcar Operations 2,435,580 2,015,880 (419,700)

-17.23% 2,116,790

Streetcar Capital 2,580,690 4,703,520 2,122,830 82.26% 0 Total $76,282,670 $122,043,090 $45,760,420 59.99% $65,870,870 All Modes FY2009 adopted revenues and appropriations total $122 million, which is a $45.8 million or 59.99 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 24.43 percent or $2.47 million increase over FY2008 adopted budget.



A 4 percent growth in ridership for base services over FY2008 estimated year end ridership equates to 13.88 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 64.94 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 2008. An additional resolution was presented to the Board in May 2008 requesting authorization for eight (8) additional positions for hire during FY2008.



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 18.99 percent over the FY2008 adopted budget due to anticipated claims activity in FY2009. Fuel and Oil Fuel is increased $676,550 or 10.72 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 17.58 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 2008. 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 23.47 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 23.13 percent due to the opening of new facilities in FY2008, including data, voice and video communications, electricity, and water.



Public Relations The Public Relations budget is increased by $212,960 or 34.44 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 251.9 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 17.23 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



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, 2010. The other contract between HART and the Teamsters Local 79 (Union) covers the period October 1, 2007 through September 30, 2010. Composition of HART Employees: Actual

2006 Actual 2007

Adopted 2008*

Requested2009

Budget 2009

Planned 2010

Non-Bargaining 122 123 115 120 120 120Teamsters 43 44 44 46 46 46ATU 507 545 542 567 567 567 Total 672 712 701 733 733 733 *Board approval of Resolutions in March 2008 and May 2008. 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



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 11.67 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 2008. 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, 2008. • Budget is balanced • The Streetcar capital budget of $4.7 million includes $4.38 million for extension of the line



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

Total Bus & Paratransit

FY 2009*

Budget

FY 2008

Budget

FY 2009

Budget

FY 2008

Budget

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

Total Bus & Paratransit

FY 2009*

Budget

FY 2008

Budget

FY 2009

Budget

FY 2008

Budget

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



‐5.0

0.0

5.0

10.0

15.0

20.0

25.0

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

PROPERTY TAX INCOME ANNUAL PERCENTAGE INCREASE

$‐

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

PROPERTY TAX ANNUAL INCOME



Budget Recommendations and Conclusion FY2009 Adopted Budget The total combined balanced budget for FY2009 totals $122,043,090, which is $45,760,420 or 59.99 percent over the FY2008 adopted budget. The projections for FY2008-2009 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 2009. 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 2008. 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


Organizational

Accomplishments



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 2008. 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 2009. 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


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


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


SECTION II

FINANCIAL INFORMATION

ADOPTED BUDGET FY2009


HILLSBOROUGH TRANSIT AUTHORITY FY 2009 ADOPTED BUDGET

Bus Operations

Bus Capital

ParatransitOperations

Streetcar Operations

Streetcar Capital

Total 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) 1,794,880 437,000 300,000 2,531,880 Increase in Fare Revenue Generated by Fare Increase 736,000 736,000 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 150,000 150,000 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) 922,560 922,560 Community Outreach and Promotions 272,300 272,300 Rebranding of 151 Vehicles 290,000 290,000 Support Staff (3 FTEs) 170,000 170,000 Service Planning Staff (2 FTEs) 209,700 209,700 Fuel 736,000 736,000 Paratransit - New Programs due to Ridership Growth 300,000 300,000 Capital - City Corridor Program 288,900 288,900 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 616 - 56 25 - 697 ADDITIONAL STAFFING* 36 - 0 0 - 36 FY2009 AMENDED STAFFING 652 - 56 25 - 733 *Reference Staffing Schedule in Budget Transmittal Letter


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 $1,809,228

13 © 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



(Continued)

BUS PARATRANSIT STREETCAR TOTAL

CAPITAL PROJECTS BUDGET

Revenues

Federal $12,263,720 $0 $4,553,520 $16,817,240

State 800,000 0 0 800,000

HART 1,383,500 0 0 1,383,500

Hillsborough County Bonds 40,000,000 0 0 40,000,000

Hillsborough County 451,500 0 0 451,500

City of Tampa 88,500 0 150,000 238,500

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 1,728,900 0 0 1,728,900

Hardware/Software Upgrades 800,000 0 0 800,000

Operating, Maintenance & Administration Facilities

3,365,800 0 0 3,365,800

Security Projects 400,000 0 0 400,000

Bus Rapid Transit (BRT) 37,426,160 0 0 37,426,160

Park and Ride Facilities 4,450,000 0 0 4,450,000

Transit Signal Priority 2,000,000 0 0 2,000,000

Bus Stop Signage 75,000 0 0 75,000

Vanpool Program 273,370 0 0 273,370

Alternatives Analysis 1,398,100 0 0 1,398,100

Planning Studies 732,530 0 0 732,530

Streetcar Improvements 0 0 323,520 323,520

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



WITH 2008 COMPARISONS AND CHANGES

FY2008

ACTUAL THROUGH

2/29/2008



$ CHANGE FY2009

ADOPTED TO FY2008 ADOPTED

% CHANGE FY2009


BUS OPERATING BUDGET Revenues Passenger Fares $4,509,943 $10,130,050 $12,605,030 $2,474,980 24.43% Charter Revenue 450 0 0 0 - Other System Revenue 796,799 2,056,300 2,216,300 160,000 7.78% Sub-Total System Revenue $5,307,192 $12,186,350 $14,821,330 $2,634,980 21.62% 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) 656.01% Transfer from Reserve 0 147,780 0 (147,780) -100.00% FTA Revenue 1,365,990 3,203,050 4,706,930 1,503,880 46.95% State Revenue 3,358,460 3,556,250 3,596,660 40,410 1.14% Local Revenue 86,816 204,310 647,170 442,860 216.76% Sub-Total System Subsidy $34,950,143 $41,799,250 $42,080,380 $281,130 0.67% TOTAL OPERATING REVENUE $40,257,335 $53,985,600 $56,901,710 $2,916,110 5.40% Appropriations Base Service Salaries & Fringes $13,249,874 $34,940,700 $36,031,736 $1,091,036 3.12% Self-Insured Workers' Compensation 230,907 854,180 1,015,682 161,502 18.91% Fuel and Oil 1,913,129 6,309,560 7,401,249 1,091,689 17.30% Operational Contract Service 444,991 1,553,430 1,839,694 286,264 18.43% Administrative Contract Service 158,373 541,650 628,450 86,800 16.03% Parts and Supplies 1,211,421 3,183,090 3,282,576 99,486 3.13% Insurance Premiums & Actuarial Study

181,075

482,140

398,454

(83,686)

-17.36%

Self-Insured General Liability 956,511 1,353,790 2,004,665 650,875 48.08% Utilities 225,426 915,900 1,127,790 211,890 23.13% Public Relations 196,502 618,290 831,250 212,960 34.44% Planning Studies 162,227 707,600 0 (707,600) -100.00% Other Operating Expenses 689,524 1,586,290 1,742,164 155,874 9.83% 13(C) Back Pension Payment 0 120,000 125,000 5,000 4.17% TOTAL OPERATING APPROPRIATIONS

19,619,960

53,166,620

56,428,710

3,262,090

6.14%

Reserves Operating Reserve $0 $330,470 $0 ($330,470) -100.00% Contingency 0 488,510 0 (488,510) -100.00% TOTAL RESERVES $0 $818,980 $0 ($818,980) -100.00% TOTAL BUS OPERATING $19,619,960 $53,985,600 $56,428,710 $2,443,110 4.53%



WITH 2008 COMPARISONS AND CHANGES (Continued)

FY2008 ACTUAL

THROUGH 2/29/2008



$ CHANGE FY2009


% CHANGE FY2009


Revenues over Appropriations -- -- -- -- -- Depreciation Expense $3,652,426 $10,401,290 $10,573,000 $171,710 1.65% BUS CAPITAL Revenues Federal $4,609,940 $13,769,560 $12,263,720 ($1,505,840) -10.94% State 389,902 183,000 800,000 617,000 337.16% HART - Ad Valorem Taxes 0 183,000 1,383,500 1,200,500 656.01% Hillsborough County Bonds 0 0 40,000,000 40,000,000 - Hillsborough County 107,686 157,490 451,500 294,010 186.68% City of Tampa Impact Fees (11,912) 89,250 88,500 (750) -0.84% Other - Local 175,506 0 0 0 - Total Bus Capital Revenues $5,271,122 $14,382,300 $54,987,220 $40,604,920 282.33% Appropriations Fleet Acquisition $39,480 $6,069,170 $2,337,360 ($3,731,810) -61.49% Basic Transit Infrastructure 236,066 646,740 1,728,900 1,082,160 167.33% Fareboxes 363,241 1,000,000 0 (1,000,000) -100.00% Hardware/Software Upgrades 2,361,238 492,400 800,000 307,600 62.47% Transit Centers 1,580,544 0 0 0 - Operating, Maintenance & Administrative Facilities

920,120 2,440,000 3,365,800 925,800 37.94%

Security Projects 0 90,300 400,000 309,700 342.97% Transit Emphasis Corridors 321 300,000 0 -300,000 -100.00% Park and Ride Facilities 156,757 416,000 4,450,000 4,034,000 969.71% Bus Rapid Transit (BRT) 0 2,682,690 37,426,160 34,743,470 1295.10% Transit Signal Priority 0 0 2,000,000 2,000,000 - Bus Stop Signage 0 0 75,000 75,000 - Vanpools 0 245,000 273,370 28,370 11.58% Alternative Analysis 0 0 1,398,100 1,398,100 - Planning Studies 0 0 732,530 732,530 -! Total Bus Capital Appropriations $5,657,767 $14,382,300 $54,987,220 $40,604,920 282.33% Total Bus Operating and Capital Appropriations

$25,277,727

$68,367,900

$111,415,930

$43,048,030

62.97%




FY2008 ACTUAL

THROUGH 2/29/2008



$ CHANGE FY2009


% CHANGE FY2009


PARATRANSIT OPERATING BUDGET

Revenues ADA Passenger Fares $145,194 $275,000 $438,700 $163,700 59.53% Ad Valorem Tax Revenue 675,854 1,803,500 1,893,120 89,620 4.97% FTA Revenue 345,454 820,000 1,102,940 282,940 34.50% Total Operating Revenue $1,166,502 $2,898,500 $3,434,760 $536,260 18.50% Appropriations Salaries & Fringes $930,237 $2,449,500 $2,860,725 $411,225 16.79% Fuel and Oil 114,740 311,100 314,919 3,819 1.23% Parts and Supplies 29,749 119,300 167,025 47,725 40.00% Other Operating Expenses 1,797 18,500 91,611 73,111 395.19% Operational Contract Service 24,036 0 0 0 -! Utilities 169 100 480 380 380.00% Total Operating Appropriations $1,100,728 $2,898,500 $3,434,760 $536,260 18.50% STREETCAR OPERATING BUDGET

Revenues Tampa Historic Streetcar, Inc. $526,046 $1,371,220 $1,069,670 ($301,550) -57.32% City of Tampa Tax Increment Financing

0

150,000

0

(150,000)

-

Passenger Fares 270,098 614,360 646,210 31,850 11.79% FDOT 100,000 100,000 100,000 0 0.00% FTA 83,333 200,000 200,000 0 0.00% Total Operating Revenue $979,477 $2,435,580 $2,015,880 ($419,700) -17.23% Appropriations Base Service $688,536 $1,985,960 $1,528,130 ($457,830) -66.49% Parts and Supplies 66,245 189,800 260,430 70,630 106.62% Contract Services 17,466 86,320 58,320 (28,000) -160.31% Utilities 67,363 173,500 169,000 (4,500) -6.68% Total Operating Appropriations $839,610 $2,435,580 $2,015,880 ($419,700) -17.23% STREETCAR CAPITAL BUDGET Revenues Federal $45,435 $2,430,690 $4,553,520 $2,122,830 87.33% 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 $2,122,830 82.26%




FY2008 ACTUAL

THROUGH 2/29/2008



$ CHANGE FY2009


% CHANGE FY2009


Appropriations Streetcar Improvements $28,887 $280,690 $323,520 $42,830 15.26% Streetcar Construction Extension-Phase II A

16,548 2,300,000 4,380,000 $2,080,000 90.43%

Total Streetcar Capital Appropriations

$45,435

$2,580,690

$4,703,520

$2,122,830

82.26%

Total Streetcar Operating and Capital Appropriations

$885,045

$5,016,270

$6,719,400

$1,703,130

33.95%

TOTAL OPERATING APPROPRIATIONS AND RESERVES

$27,263,500

$76,282,670

$121,570,090

$45,287,420

59.37%


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


REVENUES BUS OPERATIONS System Revenue $5,307,192 11.12% $12,186,350 15.98% $14,821,330 12.14% Ad Valorem Tax Revenue 30,814,731 64.57% 36,674,360 48.08% 36,406,240 29.83% Ad Valorem Transfer To Paratransit & Capital Budgets

(675,854) -1.42% (1,986,500) -2.60% (3,276,620) -2.68%

Appropriated Reserve 0 0.00% 147,780 0.19% 0 0.00% Federal 1,365,990 2.86% 3,203,050 4.20% 4,706,930 3.86% State 3,358,460 7.04% 3,556,250 4.66% 3,596,660 2.95% City of Tampa 86,816 0.18% 204,310 0.27% 647,170 0.53% Total Bus Operations $40,257,335 84.36% $53,985,600 70.77% $56,901,710 46.62% PARATRANSIT OPERATIONS System Revenue $145,194 0.30% $275,000 0.36% $438,700 0.36% Ad Valorem Tax Revenue 675,854 1.42% 1,803,500 2.36% 1,893,120 1.55% Federal 345,454 0.72% 820,000 1.07% 1,102,940 0.90% Local 0 0.00% 0 0.00% 0 0.00% Total Paratransit Operations $1,166,502 2.44% $2,898,500 3.80% $3,434,760 2.81% STREETCAR OPERATIONS Tampa Historic Streetcar, Inc. $796,144 1.67% $2,135,580 2.80% $1,715,880 1.41% Federal 83,333 0.17% 200,000 0.26% 200,000 0.16% State 100,000 0.21% 100,000 0.13% 100,000 0.08% Total Streetcar Operations $979,477 2.05% $2,435,580 3.19% $2,015,880 1.65% BUS CAPITAL Federal $4,609,940 9.66% $13,769,560 18.05% $12,263,720 10.05% State 389,902 0.82% 183,000 0.24% 800,000 0.66% HART - Ad Valorem Taxes 0 0.00% 183,000 0.24% 1,383,500 1.13% Hillsborough County Bonds 0 0.00% 0 0.00% 40,000,000 32.78% Hillsborough County 107,686 0.23% 157,490 0.21% 451,500 0.37% City of Tampa Impact Fees (11,912) -0.02% 89,250 0.12% 88,500 0.07% Other - Local 175,506 0.37% 0 0.00% 0 0.00% Total Bus Capital $5,271,122 11.05% $14,382,300 18.85% $54,987,220 45.06% STREETCAR CAPITAL Federal $45,435 0.10% $2,430,690 3.19% $4,553,520 3.73% City of Tampa - Tax Increment Financing

$0 0.00% $150,000 0.20% $150,000 0.12%

Total Streetcar Capital $45,435 0.10% $2,580,690 3.38% $4,703,520 3.85% TOTAL REVENUES $47,719,871 100.00% $76,282,670 100.00% $122,043,090 100.00%



(Continued)

FY 2008 ACTUAL

THROUGH 2/29/08

FY 2008 PERCENT

TO ACTUAL THROUGH

2/29/08





APPROPRIATIONS BUS OPERATIONS Salaries and Fringes $13,249,874 48.60% $33,502,150 44.14% $36,031,736 29.52% Self Insured Workers' Compensation 230,907 0.85% 860,180 1.13% 1,015,682 0.83% Fuel and Oil 1,913,129 7.02% 6,295,350 8.29% 7,401,249 6.06% Operational Contract Service 444,991 1.63% 1,330,180 1.75% 1,839,694 1.51% Administrative Contract Service 158,373 0.58% 712,030 0.94% 628,450 0.51% Parts and Supplies 1,211,421 4.44% 2,959,300 3.90% 3,282,576 2.69% Insurance Premiums and Actuarial Study

181,075 0.66% 489,000 0.64% 398,454 0.33%

Self Insured Liability Expense 956,511 3.51% 1,711,470 2.26% 2,004,665 1.64% Utilities 225,426 0.83% 664,200 0.88% 1,127,790 0.92% Public Relations 196,502 0.72% 804,500 1.06% 831,250 0.68% Planning Studies 162,227 0.60% 800,000 1.05% 0 0.00% Other Operating Expenses 689,524 2.53% 1,855,790 2.45% 1,742,164 1.43% 13 (C) Back Pension Payment 0 0.00% 122,000 0.16% 125,000 0.10% New Programs 0 0.00% 0 0.00% 473,000 0.39% Reserve 0 0.00% 882,820 1.16% 0 0.00% Contingency 0 0.00% 0 0.00% 0 0.00% Transfer to Self Insured Liability Reserve

0 0.00% 370,000 0.49% 0 0.00%

Transfer to Self Insured Workers' Compensation Reserve

0 0.00% 240,000 0.32% 0 0.00%

Total Bus Operations Appropriations & Reserves

$19,619,960 71.96% $53,598,970 70.62% $56,901,710 46.62%

PARATRANSIT OPERATIONS Salaries and Fringes $930,237 3.41% $2,449,500 3.23% $2,860,725 2.34% Fuel and Oil 114,740 0.42% 311,100 0.41% 314,919 0.26% Parts and Supplies 29,749 0.11% 119,300 0.16% 167,025 0.14% Operational Contract Service 24,036 0.09% 0 0.00% 0 0.00% Other Operating Expenses 1,797 0.01% 18,500 0.02% 91,611 0.08% Utilities 169 0.00% 100 0.00% 480 0.00% Total Paratransit Operations Appropriations

$1,100,728 4.04% $2,898,500 3.82% $3,434,760 2.81%

STREETCAR OPERATIONS Base Service $688,536 2.53% $1,985,960 2.62% $1,528,130 1.25% Parts & Supplies 66,245 0.24% 189,800 0.25% 260,430 0.21% Contract Services 17,466 0.06% 86,320 0.11% 58,320 0.05% Utilities 67,363 0.25% 173,500 0.23% 169,000 0.14% Total Streetcar Operations Appropriations

$839,610 3.08% $2,435,580 3.21% $2,015,880 1.65%



(Continued)

FY 2008

ACTUAL THROUGH

2/29/08

FY 2008 PERCENT

TO ACTUAL THROUGH

2/29/08





BUS CAPITAL Fleet Acquisition $39,480 0.14% $6,069,170 8.00% $2,337,360 1.92% Fareboxes 363,241 1.33% 1,000,000 1.32% 0 0.00% Basic Transit Infrastructure 236,066 0.87% 646,740 0.85% 1,728,900 1.42% Hardware/Software Upgrades 2,361,238 8.66% 492,400 0.65% 800,000 0.66% Transit Centers 1,580,544 5.80% 0 0.00% 0 0.00% Operating, Maintenance & Administrative Facilities

920,120 3.37% 2,440,000 3.21% 3,365,800 2.76%

Security Projects 0 0.00% 90,300 0.12% 400,000 0.33% Transit Emphasis Corridors 321 0.00% 300,000 0.40% 0 0.00% Park and Ride Facilities 156,757 0.57% 416,000 0.55% 4,450,000 3.65% Bus Rapid Transit (BRT) 0 0.00% 2,682,690 3.53% 37,426,160 30.67% Transit Signal Priority 0 0.00% 0 0.00% 2,000,000 1.64% Bus Stop Signage 0 0.00% 0 0.00% 75,000 0.06% Vanpools 0 0.00% 245,000 0.32% 273,370 0.22% Alternative Analysis 0 0.00% 0 0.00% 1,398,100 1.15% Planning Studies 0 0.00% 0 0.00% 732,530 0.60% Total Bus Capital Appropriations $5,657,767 20.75% $14,382,300 18.95% $54,987,220 45.06% STREETCAR CAPITAL Streetcar Improvements $28,887 0.11% $280,690 0.37% $323,520 0.27% Streetcar Construction Extension-Phase II A

16,548 0.06% 2,300,000 3.03% 4,380,000 3.59%

Total Streetcar Capital Appropriations

$45,435 0.17% $2,580,690 3.40% $4,703,520 3.85%

TOTAL APPROPRIATIONS $27,263,500 100.00% $75,896,040 100.00% $122,043,090 100.00% Depreciation Expense $3,652,426 $10,401,290 $10,573,000

*Reflects FY2008 Budget Amendments through May 2008.



FY2009 OPERATING BUDGET REVENUESSYSTEM‐WIDE ALL MODES

System Revenue$15,906,240

25.5%

Ad Valorem Taxes$36,406,240

58.5%

Transfer toCapital Budget($1,383,500)

‐2.0%

Federal$6,009,870

9.5%State

$3,696,6606.0%

City of Tampa$647,1701.0%

Tampa Historic Streetcar, Inc.$1,069,670

1.5%Total $62,352,350

FY2009 OPERATING BUDGET APPROPRIATIONSSYSTEM‐WIDE ALL MODES

Insurance Prems $398,454 1%

Administrative Contract Service

$628,450 1%

Fuel & Oil $7,716,168

12%

New Programs $473,000

1%

13 (C) Back Pension Payment $125,000

0%

Other Oper Expense $1,833,775

3%

Utilities $1,297,270

2%

Public Relations$831,250

1%

Parts & Supplies $3,710,031

6%

Contract Services $1,898,014

3%

Self Insured Liability Expense

$2,004,665 3%

Streetcar Base Service $1,528,130

2%

Salaries & Fringes $38,892,461

63%Self Insured Expenses

$1,015,682 2%

Total: $62,352,350


HILLSBOROUGH TRANSIT AUTHORITY BIENNIAL BUDGET PROCESS

FY 2008-09 and FY 2009-10 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 2008-09 budget as the legal budget and the FY2009-10 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.


HILLSBOROUGH TRANSIT AUTHORITY ADOPTED PLANNED FY2010 SUMMARY BUDGET ALL MODES

BUS PARATRANSIT STREETCAR TOTAL OPERATING BUDGET Revenues System Revenue $15,542,350 $526,440 $605,160 $16,673,950 Ad Valorem Tax Revenue 37,498,430 0 0 37,498,430 Ad Valorem Transfer To Paratransit & Capital Budgets

(1,652,170)

1,652,170

0

0

Federal 4,431,260 1,102,940 200,000 5,734,200 State 3,966,660 0 100,000 4,066,660 City of Tampa 686,000 0 0 686,000 Tampa Historic Streetcar, Inc. 0 0 1,211,630 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 1,035,250 0 0 1,035,250 Fuel and Oil 7,557,570 279,320 0 7,836,890 Operational Contract Service 1,604,400 0 61,240 1,665,640 Administrative Contract Service 668,400 0 0 668,400 Parts and Supplies 3,086,850 142,000 267,570 3,496,420 Insurance Premiums & Actuarial Study 394,000 0 0 394,000 Self Insured Liability Expense 1,932,230 0 0 1,932,230 Utilities 1,159,580 500 175,760 1,335,840 Public Relations 811,130 0 0 811,130 Other Operating Expenses 1,762,080 54,420 0 1,816,500 13 (C) Back Pension Payment 125,000 0 0 125,000 New Programs 4,029,990 0 0 4,029,990 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 0 0 0 0 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



AS A PERCENTAGE OF CHANGE

FY2008 ADOPTED BUDGET*



$ CHANGE FY2010

PLANNED TO FY2009 ADOPTED

% CHANGE FY2010


BUS OPERATING BUDGET Revenues Base Service Revenues Passenger Fares $10,130,050 $12,271,680 $12,639,830 $368,150 3.00% Other System Revenue 2,056,300 2,216,300 2,283,200 66,900 3.02% Sub-Total System Revenue $12,186,350 $14,487,980 $14,923,030 $435,050 3.00% Ad Valorem Tax Revenue $36,674,360 $34,705,340 $34,747,740 $42,400 0.12% Ad Valorem Transfer to Paratransit (1,803,500) (1,893,120) (1,652,170) 240,950 -12.73% Ad Valorem Transfer to Capital (183,000) (1,383,500) 0 1,383,500 -100.00% Transfer from Reserve 147,780 0 0 0 - FTA Revenue 3,203,050 4,545,010 4,260,800 (284,210) -6.25% State Revenue 3,556,250 3,596,660 3,966,660 370,000 10.29% Local Revenue 204,310 185,360 196,480 11,120 6.00% Sub-Total System Subsidy Revenue $41,799,250 $39,755,750 $41,519,510 $1,763,760 4.44% Total Operating Revenue Base Service

$53,985,600 $54,243,730 $56,442,540 $2,198,810 4.05%

New Program Revenues Passenger Fares Route 1 Enhancement $0 $15,240 $27,700 $12,460 81.76% Route 2 Enhancement 0 50,600 53,640 3,040 6.01% Route 6 Enhancement 0 20,480 37,220 16,740 81.74% Route 24X Enhancement 0 33,500 35,510 2,010 6.00% Route 25X Enhancement 0 22,040 23,360 1,320 5.99% Additional Express Route Enhancements

0

14,220

15,070

850

5.98%

Route 30 Enhancement 0 135,120 245,530 110,410 81.71% Route 39 Enhancement 0 30,960 56,260 25,300 81.72% Route 96 Enhancement 0 6,000 6,360 360 6.00% Route 97 Enhancement 0 5,190 5,500 310 5.97% BRT - North/South Corridor 0 0 113,170 113,170 - Sub-Total New Program Passenger Fares

0

333,350

619,320

285,970

85.79%

Ad Valorem Route 1 Enhancement 0 60,970 110,790 49,820 81.71% Route 2 Enhancement 0 40,480 44,080 3,600 8.89% Route 6 Enhancement 0 81,920 148,860 66,940 81.71% Route 24X Enhancement 0 189,800 201,190 11,390 6.00% Route 25X Enhancement 0 124,860 132,350 7,490 6.00% Additional Express Route Enhancements

0

127,780

135,450

7,670

6.00%

Route 30 Enhancement 0 540,440 982,060 441,620 81.71% Route 39 Enhancement 0 123,850 225,050 101,200 81.71% BRT - North/South Corridor 0 0 339,520 339,520 -



AS A PERCENTAGE OF CHANGE (Continued)

FY2008

ADOPTED BUDGET*



$ CHANGE FY2010


% CHANGE FY2010


Maintenance Program 0 410,800 431,340 20,540 5.00% Sub-Total New Program Ad Valorem

0

1,700,900

2,750,690

1,049,790

61.72%

Federal Revenue - CMAQ Route 2 Enhancement (CMAQ) 0 161,920 170,460 8,540 5.27% Sub-Total New Program Federal Revenue

0

161,920

170,460

8,540

5.27%

City of Tampa Route 96 Enhancement 0 294,000 311,640 17,640 6.00% Route 97 Enhancement 0 167,810 177,880 10,070 6.00% Sub-Total New Program Local Revenue

0

461,810

489,520

27,710

6.00%

Total Operating Revenue New Programs

$0

$2,657,980

$4,029,990

$1,372,010

51.62%

TOTAL OPERATING REVENUE $53,985,600 $56,901,710 $60,472,530 $3,570,820 6.28% Appropriations Base Service Salaries & Fringes $34,940,700 $34,653,100 $36,306,050 $1,652,950 4.77% Self-Insured Workers' Compensation 854,180 1,016,430 1,035,250 18,820 1.85% Fuel and Oil 6,309,560 6,986,110 7,557,570 571,460 8.18% Operational Contract Service 1,553,430 1,826,600 1,604,400 (222,200) -12.16% Administrative Contract Service 541,650 628,450 668,400 39,950 6.36% Parts and Supplies 3,183,090 3,079,920 3,086,850 6,930 0.23% Insurance Premiums & Actuarial Study

482,140

369,000

394,000

25,000

6.78%

Self-Insured General Liability 1,353,790 1,869,820 1,932,230 62,410 3.34% Utilities 915,900 1,127,790 1,159,580 31,790 2.82% Public Relations 618,290 831,250 811,130 (20,120) -2.42% Planning Studies 707,600 0 0 0 - Other Operating Expenses 1,586,290 1,730,260 1,762,080 31,820 1.84% 13(C) Back Pension Payment 120,000 125,000 125,000 0 0.00% Sub-Total Operating Appropriations Base Service

53,166,620

54,243,730

56,442,540

2,198,810

4.05%

New Programs BRT - North/South Corridor 0 0 452,690 452,690 - Route 1 Enhancement 0 76,210 138,490 62,280 81.72% Route 2 Enhancement 0 253,000 268,180 15,180 6.00% Route 6 Enhancement 0 102,400 186,080 83,680 81.72% Route 24X Enhancement 0 223,300 236,700 13,400 6.00% Route 25X Enhancement 0 146,900 155,710 8,810 6.00% Additional Enhancement Express Services

0

142,000

150,520

8,520

6.00%

Route 30 Enhancement 0 675,560 1,227,590 552,030 81.71%




FY2008

ADOPTED BUDGET*



$ CHANGE FY2010


% CHANGE FY2010


Route 39 Enhancement 0 154,810 281,310 126,500 81.71% Route 96 Enhancement 0 300,000 318,000 18,000 6.00% Route 97 Enhancement 0 173,000 183,380 10,380 6.00% Maintenance 0 410,800 431,340 20,540 5.00% Sub-Total Operating Appropriations New Programs

0

2,657,980

4,029,990

1,372,010

51.62%

TOTAL OPERATING APPROPRIATIONS

$53,166,620

$56,901,710

$60,472,530

$3,570,820

6.28%

Reserves Operating Reserve $330,470 $0 $0 $0 - Contingency 488,510 0 0 0 - TOTAL RESERVES $818,980 $0 $0 $0 - TOTAL BUS OPERATING $53,985,600 $56,901,710 $60,472,530 $3,570,820 6.28% Depreciation Expense $10,401,290 $10,573,000 $10,996,000 $423,000 4.00% PARATRANSIT OPERATING BUDGET

Revenues ADA Passenger Fares $275,000 $438,700 $526,440 $87,740 20.00% Ad Valorem Tax Revenue 1,803,500 1,893,120 1,652,170 (240,950) -12.73% FTA Revenue 820,000 1,102,940 1,102,940 0 0.00% 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 $133,580 5.00% Fuel and Oil 311,100 257,920 279,320 21,400 8.30% Parts and Supplies 119,300 139,200 142,000 2,800 2.01% Other Operating Expenses 18,500 65,430 54,420 (11,010) -16.83% New Programs 0 300,000 0 (300,000) -100.00% Utilities 100 480 500 20 4.17% Total Operating Appropriations $2,898,500 $3,434,760 $3,281,550 ($153,210) -4.46%




FY2008

ADOPTED BUDGET*



$ CHANGE FY2010


% CHANGE FY2010


STREETCAR OPERATING BUDGET

Revenues Tampa Historic Streetcar, Inc. $1,371,220 $919,670 $1,161,630 $241,960 26.31% Passenger Fares 614,360 646,210 655,160 8,950 1.38% City of Tampa Tax Increment Financing

150,000

150,000

0

(150,000)

-100.00%

FDOT 100,000 100,000 100,000 0 0.00% FTA 200,000 200,000 200,000 0 0.00% Total Operating Revenue $2,435,580 $2,015,880 $2,116,790 $100,910 5.01% Appropriations Base Service $1,985,960 $1,985,960 $2,075,380 $89,420 4.50% Parts and Supplies 189,800 260,430 260,430 0 0.00% Contract Services 86,320 86,320 90,640 4,320 5.00% Utilities 173,500 173,500 180,670 7,170 4.13% Reductions per Adopted Business Plan

0 (490,330) (490,330) 0 0.00%

Total Operating Appropriations $2,435,580 $2,015,880 $2,116,790 $100,910 5.01% TOTAL OPERATING APPROPRIATIONS AND RESERVES

$59,319,680

$62,352,350

$65,870,870

$3,518,520

5.64%



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 2009. • 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 2009. 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.

APPROPRIATIONS ANALYSIS Bus Operations Appropriations 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 2010. The following information reflects variances over the 6.28 percent.


• 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 2010.

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 16.83 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.



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 2008. 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 2002.


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 FY2007

ACTUALFY2008

BUDGET FY2009* BUDGET

Property Taxes -- The monies deposited into the Enterprise Fund help pay for salaries of employees and for operations of the transit authority.

50%

48% 30%

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.

23%

27% 18%

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.

19%

20% 15%

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.

0

0 33%

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.


HILLSBOROUGH TRANSIT AUTHORITY FY2009 BUDGET

SOURCES AND USES OF FUNDS

EXPENSE ANALYSIS – ALL MODES DESCRIPTION OF THE FIVE CATEGORIES OF EXPENSES FY2007

ACTUALFY2008

BUDGET FY2009**BUDGET

Salaries and fringe benefits (health insurance, life insurance, pension benefits, deferred compensation and unemployment compensation)

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; self-insurance 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.


REVENUE

NARRATIVES

AND

TRENDS


HILSBOROUGH TRANSIT AUTHORITY FY2009-2010 BUDGET

FY2009 OPERATING BUDGET REVENUESBUS MODE

System Revenue $14,821,330

26.0%

Ad Valorem Taxes $36,406,240

64.0%

Transfer to Capital Budget

($3,276,620) ‐5.75%

Federal$4,706,930 8.25%

State $3,596,660

6.25%

City of Tampa $647,170 1.25%

Total: $56,901,710

FY2009 OPERATING BUDGET APPROPRIATIONSBUS MODE


61.0%

Self Insured Expenses $1,016,430

2.0%

Fuel & Oil $6,986,110 12.25%

Contract Services $1,826,600

3.25%

Administrative Contract Service

$628,450 1.0%

Parts & Supplies $3,079,920

5.25%

Insurance Premiums $369,000 .75%

Self Insured Liability Expense

$1,869,820 3.25%

Utilities $1,127,790

2.0%

Public Relations $831,250 1.25%

Other Oper Expense $1,730,260

3.0%

13 (C) Back Pension $125,000

.25%

New Programs $2,657,980 4.75%

Total: $56,901,710


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) $ 525,000Year 2 (FY2008) $ 546,000Year 3 (FY2009) $ 567,840Year 4 (FY2010) $ 590,554Year 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 2000 – 2010 for actual and planned is presented below:

Year Amount % of Change 2000 Actual $14,206 - 2001 Actual $62,875 342.6 2002 Actual $170,833 171.7 2003 Actual $241,661 41.5 2004 Actual $343,667 42.2 2005 Actual $455,667 32.6 2006 Actual $482,167 5.8 2007 Actual $532,000 10.3 2008 Budget $555,100 4.3 2009 Budget $577,300 4.0 2010 Planned $600,400 4.0


HART'S ADVERTISING REVENUES FY 2000- 2010

$14,206

$62,875

$170,833

$241,661

$343,667

$455,667 $482,167$532,000

$555,100$577,300 $600,400

$0

$75,000

$150,000

$225,000

$300,000

$375,000

$450,000

$525,000

$600,000

$675,000

2000Actual

2001Actual

2002Actual

2003Actual

2004Actual

2005Actual

2006Actual

2007Actual

2008Budget

2009Budget

2010Planned

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 (2008-2023). 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 FY2011 – 2023 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


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 0.4495 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 $12,737,785 4.0 1998 Actual 0.5 $13,789,973 8.3 1999 Actual 0.5 $14,955,656 8.5 2000 Actual 0.5 $16,164,986 8.1 2001 Actual 0.5 $17,958,159 11.1 2002 Actual 0.5 $19,604,163 9.2 2003 Actual 0.5 $21,124,567 7.8 2004 Actual 0.5 $23,180,746 9.7 2005 Actual 0.5 $25,740,799 11.0 2006 Actual 0.5 $29,813,313 15.8 2007 Actual 0.5 $36,511,240 22.5 2008 Budget 0.4495 $36,674,360 0.4 2009 Budget 0.4682 $36,406,240 -.73 2010 Planned 0.4682 $37,498,430 3.0


HART'S PROPERTY TAX REVENUE 1997 - 2010

$25,

740,

799

$29,

813,

313

$36,

511,

240

$36,

674,

360

$36,

406,

240

$37,

498,

430

$23,

180,

746

$21,

124,

567

$19,

604,

163

$16,

164,

986

$14,

955,

656

$13,

789,

973

$12,

737,

785

$17,

958,

159

$0

$2,500,000

$5,000,000

$7,500,000

$10,000,000

$12,500,000

$15,000,000

$17,500,000

$20,000,000

$22,500,000

$25,000,000

$27,500,000

$30,000,000

$32,500,000

$35,000,000

$37,500,000

$40,000,000

1997Act ual

1998Act ual

1999Act ual

2000Act ual

2001Act ual

2002Act ual

2003Act ual

2004Act ual

2005Act ual

2006Act ual

2007Act ual

2008Budget

2009Budget

2010Planned



FY2009-2010 BUDGET

AD VALOREM TAX DISTRIBUTION BY MODE

Mode FY2007 Actual FY2008 Budget FY2009 Budget FY2010 Planned Amount % Amount % Amount % Amount %

Bus Operations $34,766,270 95.2 $34,687,860 95.2 $33,129,620 91.0 $35,846,260 95.6Paratransit Services $1,624,630 4.5 $1,803,500 4.3 $1,893,120 5.2 $1,652,170 4.4Capital Budget $120,340 .3 $183,000 .5 $1,383,500 3.8 $0 0Total $36,511,240 100.0 $36,674,360 100.0 $36,406,240 100 $37,498,430 100



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 8,190,594 4.48 $6,169,697 0.99FY2001 Actual 8,557,829 -4.38 $6,230,712 -0.58FY2002 Actual 8,182,661 0.28 $6,194,741 7.40FY2003 Actual 8,205,718 8.24 $6,653,356 11.65FY2004 Actual 8,881,741 13.05 $7,428,309 13.80FY2005 Actual 10,040,492 6.54 $8,453,598 13.76FY2006 Actual 10,697,621 4.18 $9,616,978 5.23FY2007 Actual 11,147,660 4.2 $10,757,203 11.86FY2008 Budget 10,900,000 -2.22 $10,130,050 -5.83FY2009 Budget* 12,272,000 12.59 $12,271,680 21.14FY2010 Planned 12,640,160 3.00 $12,639,830 3.00

*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, 2008 4,634,093 9.78

$4,509,943 12.73

Year to Date February 28, 2007 4,221,088 N/A

$4,000,683 N/A


HART'S RIDERSHIP & REVENUE TRENDS 2000 - 2010

0

2,500,000

5,000,000

7,500,000

10,000,000

12,500,000

15,000,000

17,500,000

20,000,000

22,500,000

25,000,000

27,500,000

2000Actual

2002Actual

2004Actual

2006Actual

2008Budget

2010Planned

REVENUERIDERSHIP



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 $1.75 16.67% Discount Cash Fare $0.75 $0.75 $0.85 13.33% 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 $3.75 15.38% 1-Day Discount Unlimited Rides $1.60 $1.60 $1.85 15.63% 20-Ride Local $30.00 $30.00 Eliminate -100.00% 20-Ride Discount Local $15.00 $15.00 Eliminate -100.00% 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 $60.00 20.00% 31-Day Discount Local Unlimited Ride $25.00 $25.00 $30.00 20.00% 31-Day Connector Unlimited Ride $10.00 $10.00 Eliminate -100.00% 31-Day Discount Connector Unlimited Ride $5.00 $5.00 Eliminate -100.00% 3-Day Visitor $9.75 $9.75 $11.00 12.82% 3-Day Visitor/Group (Bulk 200 or more) $8.00 $8.00 $9.00 12.50% 31-Day Local Unlimited Ride (Adult Student Discount)* $25.00 $45.00 80.00% 20-Ride Local Unlimited Ride (Adult Student Discount) $15.00 Eliminate -100.00%

EXPRESS ROUTE FARES Express Cash Fare $2.50 $2.50 $2.75 10.00% Express Cash Discount Fare $1.25 $1.25 $1.35 8.00% 1-Day Premium Express Unlimited Ride $6.00 $6.00 Replaced -100.00% 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 -100.00% 20-Ride Discount Express $25.00 $25.00 Replaced -100.00% 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 $90.00 12.50% 31-Day Discount Express Unlimited Ride $40.00 $40.00 $45.00 12.50% HART/PSTA Passport (Intercounty Pass) $85.00 $85.00 $85.00 0.00%

ADA PARATRANSIT HARTlink 1-Way $1.75 $2.00 14.29% $2.00 0.00% HARTlink Round Trip $3.50 $4.00 14.29% $4.00 0.00% Simple Trip (one bus) $2.60 $3.00 15.38% $3.50 16.67% More Complex Trip (two buses) $3.90 $3.00 -23.08% $3.50 16.67% Most Complex Trip (three or more buses) $5.20 $3.00 -42.31% $3.50 16.67% 10-Ride HART Access Card New $30.00 100.00% $35.00 16.67% *15% discount; sales provided through colleges and universities under contract with HART.


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) Paratransit Services Streetcar Operation

Jan. & Nov. 2006 Jan. & Nov. 2006 October 2006

7.57%

0

33.30%

$631,774

0

$134,942

Projected Fare Increase

Date of Fare Increase

Percent of Increase*

Projected Revenue

Mode Bus Operations* Paratransit Services Streetcar Operation

1st Qtr. FY2009 October 2008 October 2008

11.29%

N/A

25.0%

$736,000

N/A

$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 2010.

Recovery Ratio From Fares

FY2006 Actual

FY2007 Actual

FY2008 Budget

FY2009 Budget

FY2010 Planned

Bus Operations Paratransit Services Streetcar Operation

21.46%

8.91%

27.72%

19.86%

10.15%

29.83%

18.65%

10.27%

26.83%

22.15%

12.77%

32.06%

21.93%

16.04%

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


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 $0Westshore Alliance $0 $0 $0 $0 $0Private 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 2009.

Actual FY2005

Actual FY2006

Actual FY2007

Budget FY2008

Budget FY2009

PlannedFY2010

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 2003 – 2010.


YEAR INTEREST INCOME

2003 Actual $137,722 2004 Actual $171,635 2005 Actual $498,345 2006 Actual $1,161,011 2007 Actual $1,588,849 2008 Budget $1,157,200 2009 Budget $1,350,000 2010 Planned $1,390,500

HART'S INTEREST INCOME 2003 - 2010

$0$150,000$300,000$450,000$600,000$750,000$900,000

$1,050,000$1,200,000$1,350,000$1,500,000$1,650,000$1,800,000

2003Actual

2004Actual

2005Actual

2006Actual

2007Actual

2008Budget

2009Budget

2010Planned

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


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


of grant programs. Park-and Ride-Program The Park-and-Ride Program funds design, construction, operation, and maintenance of park-and-ride 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.


Operating Revenues – Bus Operations Actual


Actual FY2007

Budget FY2008

Budget 2009

Planned FY2010

1. Section 5307 Grant $3,648,807 $3,164,537 $3,053,216 $3,203,050 $4,232,210 $4,070,8002. Section 5309 Grant 0 0 0 0 0 03. Section 3037 Grant $681,037 $335,814 0 0 0 04. Section 5208 Grant $14,705 $61,544 0 0 0 05. JARC $312,800 $190,0006. CMAQ Grant $29,903 $2,545 $102,419 0 $161,920 $170,4607. Surface Transportation Program 0 0 0 0 0 08. 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 $686,0002. Hillsborough County 0 0 $40,233 0 0 03. Other Funding $1,900,378 $398,319 $45,000 0 0 04. HART Ad Valorem (Match) 0 0 0 $160,000 $340,770 $224,000


Revenues – Capital Budget Actual


Actual FY2007

Budget FY2008*

Budget FY2009

Planned FY2010

1. Section 5307 Grant $2,220,611 $10,824,901 $10,896,250 $6,577,810 $5,721,760 $3,460,9502. Section 5309 Grant $1,840,510 $837,977 $2,722,286 $3,391,750 $3,891,960 $1,673,5203. Section 3015 Grant 0 $64,090 0 0 0 04. Section 5208 Grant $96,819 $638,865 0 0 0 05. Section 5339 Grant 0 0 0 0 $1,250,000 $1,250,0006. CMAQ Grant $171,879 0 0 0 0 $400,0007. Surface Transportation

Program 0 0

0 $3,500,000 $1,200,000 $4,500,0008. Transportation Enhancement 0 0 0 $300,000 0 $700,0009. Florida DOT Grant $968,857 $226,236 $276,133 $183,000 $800,000 $200,000

10. New Freedom 0 0 0 0 $200,000 $150,000 Local Funding

1. Impact Fees City of Tampa $224,236 $299,822 $358,694 $89,250 $88,500 $88,5002. Impact Fees - Hillsborough

County $358,568 $625,160

$203,697 $157,490 $201,500 $305,8003. Hillsborough County 0 0 $355,470 0 $250,000 04. Hillsborough County Revenue

Bonds 0 0

0 0 $40,000,000 05. Other Funding 0 0 $44,110 0 0 06. HART Ad Valorem 0 0 0 $183,000 $1,383,500 $200,000

*Reflects Budget Amendment


Operating Revenues – Paratransit Budget Actual


Actual FY2007

Budget FY2008

Budget FY2009

Planned FY2010

1. Section 5307 Grant $800,000 $800,000 $821,823 $820,000 $1,102,940 $1,102,9402. Section 5309 Grant 0 0 0 0 0 03. CMAQ Grant 0 0 0 0 0 04. Surface Transportation Program 0 0 0 0 0 05. Florida DOT Grant 0 0 0 0 0 0 Local Funding

1. Impact Fees – City of Tampa 0 0 0 0 0 02. Impact Fees - Hillsborough County 0 0 0 0 0 03. Other Funding 0 0 0 0 0 0 Operating Revenues – Streetcar Budget Actual


Actual FY2007

Budget FY2008

Budget FY2009

Planned FY2010

1. Section 5307 Grant $200,000 $200,000 $200,000 $200,000 $200,000 $200,0002. Section 5309 Grant 0 0 0 0 0 03. CMAQ Grant $11,474 0 0 0 0 04. Surface Transportation Program 0 0 0 0 0 05. Florida DOT Grant 0 $100,000 $100,000 $100,000 $100,000 $100,000 Local Funding

1. Impact Fees – City of Tampa 0 0 0 0 0 02. Impact Fees - Hillsborough County 0 0 0 0 0 03. Tax Increment Financing – City of

Tampa 0 0

0 $150,000 $150,00 04. Other Funding $1,091,973 $1,116,320 $1,363,141 $1,371,220 $919,670 $1,161,630


Capital Revenues – Streetcar Budget Actual


Actual FY2007

Budget FY2008*

Budget FY2009

Planned FY2010

1. Section 5307 Grant $759,221 $91,237 $617,221 0 0 02. Section 5309 Grant $27,558 $58,012 $243,636 $130,690 $173,520 $206,0003. CMAQ Grant 0 0 0 $900,000 0 04. Surface Transportation Program 0 0 0 $1,400,000 $3,400,000 05. FHWA 0 0 0 0 980,000 0 Local Funding

1. City of Tampa – Tax Increment Financing 0 0

0 $150,000 $150,000 $150,000

2. Other Funding $100,000 0 0 0 0 0 *Reflects Budget Amendment



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

Passengers per Revenue Hour

1 Greater than or equal to 20.0

Efficiency Operating Cost per Revenue Mile

2 Less than or equal to $6.94

Safety Collisions per 100,000 Revenue Miles

3 Less than or equal to 0.45

Quality of Service

Complaints per 100,000 Passengers

4 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


• 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 2009. 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 0.50. 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 2008. 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


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.

Corporate Goal: Ridership Productivity

October 2007 - March 2008Measure: Passengers Per Revenue Hour

Greater Than or Equal to 19.1

19.1

20.743

16

17

18

19

20

21

22

1

Pass

enge

rs p

er R

even

ue H

our

Goal Year To Date

November 2007 Service Revisions Service revisions implemented in November 2007:

• 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.


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.

Corporate Goal: EfficiencyOctober 2007 - March 2008

Measure: Cost per Revenue Mile Less Than or Equal to $7.15

$7.15

$6.10

$-

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

1

Cos

t per

Rev

enue

Mile

Goal Year 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.

Corporate Goal: SafetyOctober 2007 - March 2008

Measure: Collisions Per 100,000 Revenue Miles Less Than or Equal to 0.50

0.315

0.50

0.000.100.200.300.400.500.600.700.800.901.00

1

Col

lisio

ns p

er 1

00,0

00 R

even

ue M

iles

Goal Year 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.

Corporate Goal: Quality of ServiceOctober 2007 - March 2008

Measure: Complaints per 100,000 Passengers Less Than or Equal to 10.00

10 10.77

0

2

4

6

8

10

12

14

1

Com

plai

nts

per 1

00,0

00 P

asse

nger

s

Goal Year to Date


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



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 189.418). 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


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 189.418, 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


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.


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

Taxing authority advises Property Appraiser of proposed millage, rolled-back rate, and date, time and place of the TENTATIVE BUDGET HEARING.

55 August 24 Property Appraiser

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 Taxing Authority

Taxing Authority certifies adopted millage to Property Appraiser and Tax Collector.

Typically, After the Value Adjustment Board (VAB)

Property Appraiser

Property Appraiser notifies taxing authority of final adjusted tax roll (DR-422).

No Later Than 3 Days After Receipt of the Notice of Final Taxable Value

Taxing Authority

Taxing Authority completes and certifies DR-422 to Property Appraiser. This shall be completed and returned NO LATER THAN 3 DAYS after receipt.

Within 30 Days of Final Millage Taxable Value

Taxing Authority

Taxing Authority certifies compliance with Sections 200.065 and 200.068, F.S., to the Dept. of Revenue.

*This is an EXAMPLE ONLY using July 1 as the date of certification and showing the range of dates (minimum to maximum) that would be utilized for scheduling. These dates DO NOT make any provision for the shortening of time frames.


HILLSBOROUGH TRANSIT AUTHORITY FY2009 Budget Calendar

Date

February 5, 2008 Distribution of FY2009-10 Budget Instruction’s Package

January 29, 2008 Florida Property Tax Referendum

February - March 2008

Announcement to selected support groups of need to gather background information – service levels, payroll schedules, revenue estimates, etc.

February – March 2008

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

February - March 2008

Position change requests for FY2009 – 10 submitted to budget department and Human Resources for review for approval/rejection.

March 14, 2008 Chiefs to submit FY2009 – 2013 capital budget requests.

February 29, 2008 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 Approved position changes forwarded to budget department to incorporate in FY2009 – 10 and also notify cost center managers.

February 29, 2008 Chiefs submit all budget requests in budget system for Finance review (lock the budget).

March 31, 2008 Preliminary estimate of FY2009 revenues and expenses completed in budget system to start the process and determine deficit/surplus target.

April 14-18, 2008 Presentation of Analysis of Budget Request to Chief Executive Officer and senior staff.

April 21-25, 2008 Meetings with Chief Executive Officer and Chiefs for senior level discussion on operating budget.


April 21-25, 2008 Meetings with Chief Executive Officer and Chiefs on the operating and

capital budgets (final recommendations). Final Tentative Budget Prepared.

May 12, 2008 Budget workshops held with Finance Audit and Administrative Committee.

June 2, 2008 Proposed Fiscal Years 2009 Operating and 2009 - 13 Capital Budget submitted to Board.

June 9, 2008 Tentative Budget submission to Hillsborough County, City of Tampa and City of Temple Terrace.

July 1, 2008 Tax roll is certified by Property Appraiser.

Late July 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.

September 8, 2008(*)

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(*)

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.

October 1, 2008 Beginning of FY2009.

Mid-October 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.



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.


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.



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.



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


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,


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.



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;


• 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.


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


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 129.06(2)(d) and (e) and Chapter 189.418. 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.



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


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.


SECTION III

KEY STRATEGIC INITIATIVES, SERVICE INFRASTRUCTURE, AND GENERAL OPERATING

TRENDS



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

will begin in September 2007 Feb 08

All buses and streetcars w/cameras Dec 06 Installation will begin in June 2007.

Aug 07

Mobile data terminals all vehicles Dec 06 Design complete, installation will begin in September 2007

Feb 08

All vehicles with Automatic Vehicle Location July 07 Design complete, installation will begin in September 2007

Feb 08

Automated next stop announcements July 07 Time points and transfers announced in English and Spanish, installation begins September 2007

Feb 08

Real time bus telemetry July 07 Design complete, installation will begin in September 2007

Feb 08

Paratransit customer scheduling Dec 05 Real time stop info – Phase 1 July 07 Electronic real time arrival signs

at transit and transfer centers as well as the airport.

June 08

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 Install 40 bus shelters in FY 08

Complete design of 21st Ave fueling facilities Dec 06 At 70% design as of April 2007; progressing with 100% design

Complete design by July 07

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

Nov/Dec 2007

Replace fuel facilities & tanks Jan 08 Procurement process to begin in Sept. 2007 with contract award in Dec 2007; construction to commence in Jan. 2008 with a one year construction period

Dec 08

Replace 3 trolleys & 5 paratransit vehicles Aug 06 7 paratransit vehicles received Feb 07

5 trolleys- June 07


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 2007.

No change

Commence design of Streetcar extension Feb. 2008 Initiate procurement process for A/E services in late 2007; award in early 2008

No change

Complete construction of West Tampa transfer center

Nov 07 In construction No change

Complete construction of Northwest transfer Center

Feb. 2008 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.

Sept 07

Complete detailed evaluation of Florida Ave & Hillsborough Ave Transit Emphasis Corridors

Sep 06 Board authorized contract award for BRT planning studies of two corridors studies in March 07. Work to commence in April.

Dec 07

Encourage testing of highway bus shoulder operations & HOV-HOT lanes

Ongoing Suggestions have been submitted to FDOT. FDOT will be invited to next Joint Meeting of HART-PSTA Boards, with this topic on the agenda.

Spring 08

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.

June 08

Ten Year Community Vision Plan

Incremental fare adjustments every 2 years Begin 01/06 Evaluation of fares for FY 2008

begun April 2007. Recommendation to HART Board May 07.

Oct 07

Final Report

Jun 06 Completed. Ten Year Vision Plan approved by HART Board June 06. Update begun March 2007.

Sept 07 (update)


Planning


Date

Status Update New

Target

Participate in MPO Long Range Transit Study

Study is underway Dec 07

Participate in other local and regional transit initiatives

HART staff is participating in several initiatives, including downtown circulator.

Timing is dependent upon lead agencies

Undertake bus stop inventory and develop comprehensive improvement plan: accessibility, operations and security improvements and passenger amenities

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.

Sept 07

Employee Development


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

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.

Continu-ation throughout FY 08

Evaluate effectiveness of new night service

First phase analysis completed. Service exceeding original projections. Will continue to monitor and provide evaluation report October 07.

Oct 07



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.

2008 Local and Express Routes


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 • 21st 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”



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 two-year 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)


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


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)



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 2007. 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 2007.

Total Transit Monthly Ridership FY 2007 & FY 2008

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

Oct.Nov

.Dec

.Ja

n.Feb Mar. Apr

.May

June Ju

lyAug

.Sep

t.

Rid

es p

er M

onth

FY 2007 FY 2008

Bicycles on Buses All HART buses are equipped with front-mounted 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.

# of Bicycle BoardingsFY 2007 & FY 2008

-

5,000

10,000

15,000

20,000

25,000

30,000

Oct.Nov

.Dec

.Ja

n.Feb Mar. Apr

.May

June Ju

lyAug

.Sep

t.

FY 2007FY 2008


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 2007.

# of Wheelchair BoardingsFY 2007 & FY 2008

-500

1,0001,5002,0002,5003,0003,5004,0004,500

Oct.Nov

.Dec

.Ja

n.Feb

.Mar. Apr

.May

June Ju

lyAug

.Sep

t.

FY 2007FY 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 2007.

# of U-Pass BoardingsFY 2007 & FY 2008

0

5,000

10,000

15,000

20,000

25,000

30,000

Oct.Nov

.Dec

.Ja

n.Feb Mar. Apr

.May

June Ju

lyAug

.Sep

t.

FY 2007FY 2008



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 2002.


A tenth car, which is a Gomaco replica breezer streetcar, was received in late 2004. REVENUE RECOVERY RATIO - BUS

Year

Operating Expenses

(Excl. Depr.)

Fare Revenues

Recovery

Ratio FY2002 Actual $29,850,515 $6,189,683 20.7%FY2003 Actual $33,257,219 $6,645,771 20.0%FY2004 Actual $39,086,931 $7,481,053 19.1%FY2005 Actual $43,182,977 $8,453,598 19.6%FY2006 Actual $47,309,976 $9,616,978 20.3%FY2007 Actual $51,439,321 $9,893,827 19.2%FY2008 Budget $53,985,600 $10,130,050 18.8%FY2009 Budget* $56,901,710 $12,271,680 21.6%FY2010 Planned* $60,472,530 $12,639,830 20.9%*Includes new program fare revenue.



BUS TRENDS AND STATISTICS

FOR THE FISCAL YEARS 2003 - 2010 STATISTICS

FY 2003 ACTUAL

FY 2004 ACTUAL

FY 2005 ACTUAL

FY 2006 ACTUAL

FY 2007 ACTUAL

FY 2008

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 Mile

$5.33 $6.11 $6.43 $6.88 $6.96 $7.69 $8.12 $8.28

Passengers Per Revenue Bus Mile 1.32 1.39 1.49 1.56 1.51 1.54 1.74 1.75 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

22.6% 21.8% 22.5% 24.7% 24.2% 22.4% 30.0% 31.8%

*Excludes service enhancements.



BUS HOURS & MILES REPORT

Fiscal Year Bus

Actual 2004 Total Miles 7,151,3872004 Revenue Miles 6,396,6992004 Total Hours 550,5092004 Revenue Hours 514,872 2005 Total Miles 7,463,0932005 Revenue Miles 6,716,3942005 Total Hours 574,5872005 Revenue Hours 542,002 2006 Total Miles 7,897,7482006 Revenue Miles 6,875,4842006 Total Hours 608,4302006 Revenue Hours 556,007 2007 Total Miles 8,333,5162007 Revenue Miles 7,393,6322007 Total Hours 628,4522007 Revenue Hours 588,622

Budget 2008 Total Miles 8,037,5982008 Revenue Miles 7,058,5692008 Total Hours 605,9362008 Revenue Hours 567,850 2009 Total Miles* 8,036,2742009 Revenue Miles* 7,048,0022009 Total Hours* 605,2252009 Revenue Hours* 565,422 2010 Total Miles* 8,166,6402010 Revenue Miles* 7,203,9342010 Total Hours* 615,1562010 Revenue Hours* 574.703


SECTION IV

DEPARTMENTAL PROGRAM

INFORMATION



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.

FISCAL YEARS 2006-2010 AUTHORIZED POSITIONS **ENTIRE AUTHORITY**

DEPARTMENT OR DIVISION FY2006

POSITIONSFY2007

POSITIONSFY2008

POSITIONSFY2009

POSITIONS FY2010

POSITIONS

Executive Office 4.0 4.0 14.5 15.5 15.5

Administration 2.0 1.0 24.0 25.0 25.0

Finance 47.0 48.0 25.5 26.5 26.5

Planning & Community Relations 17.0 17.0 27.5 28.5 28.5

Engineering and Development* 5.0 5.0 0.0 0.0 0.0

Marketing and Community Relations* 15.0 15.0 0.0 0.0 0.0

Bus Operations & Transportation 381.3 414.3 395.5 413.5 413.5

Maintenance & Engineering 136.0 136.0 135.0 143.0 143.0

Paratransit 35.7 42.7 50.0 56.0 56.0

Streetcar 29.0 29.0 29.0 25.0 25.0

Total 672.0 712.0 701.0 733.0 733.0*Combined with other divisions during 2008 reorganization. **As of August 21, 2008

EMPLOYEE COUNT BREAKDOWN BY UNIT UNIT

FY2006 POSITIONS

FY2007 POSITIONS

FY2008* POSITIONS

FY2009 POSITIONS

FY2010 POSITIONS

Non-bargaining 122.0 123.0 115.0 120.0 120.0

Teamsters 43.0 44.0 44.0 46.0 46.0

ATU 507.0 545.0 542.0 567.0 567.0

Totals 672.0 712.0 701.0 733.0 733.0


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


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.


EXECUTIVE DIVISION

POSITION TITLE FY2006 Positions

FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief Executive Officer 1.0 1.0 1.0 1.0 1.0Office Manager 1.0 1.0 1.0 1.0 1.0Secretary II/Receptionist 1.0 1.0 1.0 1.0 1.0

TOTAL 3.0 3.0 3.0 3.0 3.0

GOVERNMENT AFFAIRS OFFICE


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief of Government Affairs 1.0 1.0 1.0 1.0 1.0Public Information Officer 0.0 0.0 1.0 1.0 1.0

TOTAL 1.0 1.0 2.0 2.0 2.0

CHIEF OF STAFF/CIVIL RIGHTS OFFICE


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief of Staff/Chief Civil Rights Officer 0.0 0.0 1.0 1.0 1.0Administrative Assistant II 0.0 0.0 1.0 1.0 1.0Staff Attorney 0.0 0.0 1.0 1.0 1.0DBE Coordinator 0.0 0.0 1.0 1.0 1.0

SUBTOTAL 0.0 0.0 4.0 4.0 4.0

HUMAN RESOURCES


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Human Resources Manager 0.0 0.0 1.0 1.0 1.0Human Resources Admin. Asst. 0.0 0.0 0.0 1.0 1.0Human Resources Coordinator 0.0 0.0 1.0 1.0 1.0HR Analyst 0.0 0.0 1.0 1.0 1.0HR Assistant 0.0 0.0 2.0 2.0 2.0Drug & Alcohol Program D.E.R. 0.0 0.0 0.5 0.5 0.5

SUBTOTAL 0.0 0.0 5.5 5.5 5.5


BUDGET SUMMARY

Budget Narrative 2006

Actual 2007

Budget 2008

Budget 2009

Requested*2009

Adopted 2010

Planned $ Expenditures $634,971 $685,860 $616,633 $1,352,630 $1,645,891 $1,413,370 Staffing 4.0 4.0 14.5 15.5 15.5 15.5

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.


HILLSBOROUGH TRANSIT AUTHORITY EXECUTIVE OFFICE


David ArmijoChief Executive Officer

Ed CrawfordChief of Government Affairs

Katherine KaralekasPublic Information Officer

Robert PottsChief of Staff/Chief Civil Rights Officer

Carrie CulbertsonAdministrative Assistant II

Sylvia BerrienStaff Attorney

Lisa GantousHuman Resources Manager

Walt BlichaszH.R. Coordinator

Andrea ChenH.R. Assistant

Kelli WhiteH.R. Assistant

Elena VetranoH.R. Analyst

Jackie BerrienDrug & Alcohol Program D.E.R. (.5 FTE)

VacantH.R. Administrative Assistant

Janice CookDBE Coordinator

Lena PetitOffice Manager

Gisela Rivera-RiosSecretary II / Ybor Receptionist


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 FY2009 1. 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.


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 21st 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 FY2009 1. Continue to improve warehouse security, accuracy and service. 2. Adjust to new ERP system for procuring parts and supplies.


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 21st 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,


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 21st avenue facility.


ADMINISTRATION DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief Administrative Officer 0.0 0.0 1.0 1.0 1.0General Manager of Administration 1.0 1.0 0.0 0.0 0.0Administrative Assistant II 1.0 0.0 0.0 0.0 0.0

TOTAL 2.0 1.0 1.0 1.0 1.0

INFORMATION SYSTEMS DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Manager of Information Systems 0.0 0.0 1.0 1.0 1.0Systems Administrators 0.0 0.0 4.0 5.0 5.0Web Master/Applications Programmer 0.0 0.0 1.0 1.0 1.0Programmer Analysts 0.0 0.0 2.0 2.0 2.0

TOTAL 0.0 0.0 8.0 9.0 9.0

PURCHASING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Procurement Manager 0.0 0.0 1.0 1.0 1.0Administrative Assistant I 0.0 0.0 1.0 1.0 1.0Purchasing Agent II 0.0 0.0 1.0 1.0 1.0Purchasing Agent I 0.0 0.0 2.0 2.0 2.0

TOTAL 0.0 0.0 5.0 5.0 5.0

INVENTORY CONTROL


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Inventory Control Supervisor 0.0 0.0 1.0 1.0 1.0Assistant Inventory Control Supervisor 0.0 0.0 1.0 1.0 1.0Shipping and Receiving Agent 0.0 0.0 1.0 1.0 1.0Storekeeper 0.0 0.0 6.0 6.0 6.0Inventory Control Assistant 0.0 0.0 1.0 1.0 1.0

TOTAL 0.0 0.0 10.0 10.0 10.0


BUDGET SUMMARY


Actual 2007

Budget 2008

Budget* 2009

Requested** 2009

Adopted 2010

Planned $ Expenditures 0 0 0 $2,395,500 $2,962,803 $2,419,960 Staffing 2.0 1.0 24.0 25.0 25.0 25.0

*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.


HILLSBOROUGH TRANSIT AUTHORITY ADMINISTRATIVE DIVISION AS OF SEPTEMBER 22, 2008

Brenda MowenChief Administrative Officer

Cathy ZickefooseProcurement Manager

Melissa SmileyAdministrative Assistant I

Damaris CordovaPurchasing Agent II

Laura Jean FlowersPurchasing Agent I

Lisa Creel-HarrisPurchasing Agent I

Rick Fitz-GordonManager of Information Systems

Michael BatholomewWebmaster / Applications Programmer

Paul BuckleyProgrammer Analyst

Tim WicktorProgrammer Analyst

Steven GlassSystem Administrator

Marcus AumanSystem Administrator

George GonzalezSystem Administrator

Michael FarringtonSystem Administrator

VacantSystem Administrator

Everardo PrietoInventory Control Supervisor

Willie CooperAsst. Inventory Control Supervisor

Vince ColluraShipping/Receiving Agent

Adrian WhiddenInventory Control Assistant

Storekeepers


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 FY2009 1. 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.


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 FY2009 1. 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 FY2009-10 budget.

4. Implement the E.R.P. system for budget preparation and forecasting.


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 FY2009 1. Continue to receive the "Certificate of Achievement for Excellence in Financial

Reporting."


2. Distribute quarterly financial reports by the 15th working day of the following month. 3. Provide a financial report on a monthly basis. 4. Present the Comprehensive Annual Financial Report by February 2010. 5. 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.


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 FY2009 1. 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.


2. Work with the maintenance department in the implementation of the above ground storage tanks compliance dead line of December 31, 2009

3. Decrease GL claims to and average of 85 4. Decrease litigated claims to 15. 5. Increase our labor rate for subrogated claims from the current $50 to $80. 6. 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.


FINANCE DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief Financial Officer 1.0 1.0 1.0 1.0 1.0Office Services Coordinator 1.0 1.0 1.0 1.0 1.0Finance Assistant II 1.0 1.0 3.0 3.0 3.0Administrative Aide 1.0 1.0 0.0 0.0 0.0Finance Project Manager 1.0 1.0 1.0 1.0 1.0Staff Attorney 1.0 1.0 0.0 0.0 0.0

TOTAL 6.0 6.0 6.0 6.0 6.0

ACCOUNTING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Manager of Budget & Finance 1.0 1.0 1.0 1.0 1.0Asst. Mgr. of Budget & Accounting 1.0 1.0 1.0 1.0 1.0Asst. Mgr. of Grants & Financial Reporting 0.0 1.0 1.0 1.0 1.0Budget Analyst 0.0 0.0 0.0 1.0 1.0Senior Accountant 2.0 1.0 2.0 2.0 2.0Accountant II 5.0 5.0 3.0 3.0 3.0Accounting Assistant II 2.0 2.0 2.0 2.0 2.0A/P Coordinator 1.0 1.0 1.0 1.0 1.0Accounting Assistant II (Part time)-A/P 0.0 0.0 0.5 0.5 0.5Payroll Coordinator 1.0 1.0 1.0 1.0 1.0Payroll Assistant II 1.0 1.0 1.0 1.0 1.0Payroll Assistant I 1.0 1.0 1.0 1.0 1.0

TOTAL 15.0 15.0 14.5 15.5 15.5

PURCHASING DEPARTMENT*


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Procurement Manager 1.0 1.0 0.0 0.0 0.0Administrative Assistant I 1.0 1.0 0.0 0.0 0.0Purchasing Agent II 1.0 1.0 0.0 0.0 0.0Purchasing Agent I 2.0 2.0 0.0 0.0 0.0

TOTAL 5.0 5.0 0.0 0.0 0.0


RISK MANAGEMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Risk & Environmental Safety Manager 1.0 1.0 1.0 1.0 1.0Risk Specialist III 2.0 2.0 2.0 2.0 2.0Risk Specialist I 1.0 1.0 1.0 1.0 1.0Risk Administrative Assistant I 1.0 1.0 1.0 1.0 1.0

TOTAL 5.0 5.0 5.0 5.0 5.0

INFORMATION SYSTEMS DEPARTMENT*


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Director of Information Services 1.0 1.0 0.0 0.0 0.0Information Systems Manager 1.0 1.0 0.0 0.0 0.0Network Systems Administrators 3.0 3.0 0.0 0.0 0.0Web Master/Applications Programmer 1.0 1.0 0.0 0.0 0.0Programmers 2.0 2.0 0.0 0.0 0.0

TOTAL 8.0 8.0 0.0 0.0 0.0

HUMAN RESOURCES DEPARTMENT*


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Human Resources Manager 1.0 1.0 0.0 0.0 0.0Human Resources Coordinator 1.0 1.0 0.0 0.0 0.0Benefits Specialist 1.0 1.0 0.0 0.0 0.0FMLA Specialist 1.0 1.0 0.0 0.0 0.0HR Aide 1.0 1.0 0.0 0.0 0.0HR Assistant 0.0 1.0 0.0 0.0 0.0Interns 2.0 2.0 0.0 0.0 0.0Drug & Alcohol Program D.E.R. 0.0 0.0 0.0 0.0 0.0Compliance Officer 1.0 1.0 0.0 0.0 0.0

TOTAL 8.0 9.0 0.0 0.0 0.0


BUDGET SUMMARY


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 47.0 48.0 25.5 26.5 26.5 26.5

*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.


HILLSBOROUGH TRANSIT AUTHORITY FINANCE DIVISION


David PersaudChief Financial Officer

Helen DavisOffice Services Coordinator

Kenneth JacksonFinance Assistant

Steve KatrinakFinance Assistant

Katrina NealFinance Assistant

Debbie WardFinance Project Manager

Rickey KendallRisk & environmental Safety Manager

Elma WilliamsAdministrative Assistant II

Chaz SmithRisk Specialist III - Property & Casualty

Faith KnightRisk Specialist III - W/C & Records Custodian

Lois VitaRisk Specialist I - Investigation & Liability

June SolanesManager of Budget & Finance

Sandy AmmonsPayroll Coordinator

Gail DahlbackPayroll Assistant II

Lois GrimesPayroll Assistant I

Ken WagnerAsst. Manager of Budget & Accounting

Joan BrownSenior Accountant - GL

Wanda AdcockAccountant II - A/R

Pat OsbornAccountant II - Fixed Assets

Helenar SwainAccounting Assistant II - Workorders/Fuel

Sandy ColonA/P Coordinator

Kim SmithAccounting Assistant II

Narcissa EscanoAccounting Assistant II (P/T)

Ann FresinaSr. Accountant

VacantBudget Analyst

Kristine KarmazonAsst. Mgr. Grants & Financial Reporting

Michael BurtonAccountant II - Grants


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 bi-annual 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.


Challenges and Opportunities in 2009 Revenue reductions will continue to be one of the major issues facing HART in FY 2009. 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 2009. 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.


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,


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.


PLANNING AND COMMUNITY RELATIONS DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

General Manager of Planning, Development & Public Relations* 1.0 1.0 0.0 0.0 0.0Chief of Planning and Community Relations 1.0 1.0 1.0 1.0 1.0

Administrative Assistant II 1.0 1.0 1.0 1.0 1.0Graphic Technician II 1.0 1.0 1.0 1.0 1.0Principal Planner 1.0 1.0 1.0 1.0 1.0

TOTAL 5.0 5.0 4.0 4.0 4.0

PLANNING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Manager of Planning 1.0 1.0 1.0 1.0 1.0Senior Planner 1.0 1.0 0.0 0.0 0.0Planner II 2.0 2.0 1.0 1.0 1.0Planning Aides – (2FT, 3PT reported in FTE’s)** 4.0 4.0 3.5 3.5 3.5Scheduler II 1.0 1.0 1.0 1.0 1.0Scheduler I 2.0 2.0 1.0 1.0 1.0Long Range Strategic Planning Mgr. 0.0 0.0 0.0 1.0 1.0

TOTAL 11.0 11.0 7.5 8.5 8.5

GRANTS PLANNING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Assistant Manager of Grants & Documentation 1.0 1.0 1.0 1.0 1.0Administrative Assistant I 0.0 0.0 1.0 1.0 1.0

TOTAL 1.0 1.0 2.0 2.0 2.0


COMMUNITY RELATIONS & MARKETING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Director of Marketing & Community Relations 1.0 1.0 1.0 1.0 1.0Administrative Assistant I 1.0 1.0 1.0 1.0 1.0Special Services & Business Development Liaison 1.0 1.0 1.0 1.0 1.0Community Services Coordinator 0.0 1.0 1.0 1.0 1.0Advertising & Promotions Manager 1.0 1.0 1.0 1.0 1.0Graphics Designer 1.0 1.0 1.0 1.0 1.0Community Liaison Specialist 1.0 1.0 0.0 0.0 0.0Public Information Coordinator 1.0 1.0 1.0 1.0 1.0Lead Marketing Customer Service Representative 0.0 1.0 1.0 1.0 1.0Marketing Customer Service Representatives 7.0 5.0 5.0 5.0 5.0Marketing Field Representative 1.0 1.0 1.0 1.0 1.0

TOTAL 15.0 15.0 14.0 14.0 14.0

BUDGET SUMMARY


Actual 2007

Budget 2008

Budget**

2009

Requested***2009

Adopted

2010


*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


HILLSBOROUGH TRANSIT AUTHORITY PLANNING AND COMMUNITY RELATIONS DIVISION


Mary ShavalierChief of Planning and Community Relations

Mary Lou MaynesAdministrative Assistant II

Mike SheldonGraphics Technician II

Robert FlanneryPrincipal Planner

Jill CappadoroDirector of Marketing & Community Relations

Dorcas JamesonAdministrative Assistant I

Donna ChenSpecial Services & Business Dev. Liaison

Carla WilliamsCommunity Services Coordinator

VacantAdvertising & Promotions Manager

Kirk MieczkowskiGraphics Designer

Bob TroutPublic Information Coordinator

Edwin SanabriaLead Marketing Customer Service Rep.

Marketing Customer Service Representatives

Gerald CopelandMarketing Field Representative

Steve FeigenbaumManager of Planning

Linda WalkerPlanner II

James Hayes, Marvin JonesPlanning Aide

James Schweizer, Mathias LeitnerPlanning Aide (PT)

John CreatonScheduler II

Merita OswaldScheduler I

Jeannie SatchelAsst. Manager of Grants & Documentation

VacantAdministrative Assist. I

VacantLong Range Strategic Planning Manager


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 21st 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 2008.


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 2008. 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 bi-annually.

• 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 front-line 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


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. On-going 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


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.


BUS OPERATIONS DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief of Bus Operations 1.0 1.0 1.0 1.0 1.0Operations Project Manager* 1.0 1.0 0.0 0.0 0.0Administrative Assistant II 1.0 1.0 1.0 1.0 1.0Secretary II 1.0 1.0 0.0 0.0 0.0

TOTAL 4.0 4.0 2.0 2.0 2.0

TRANSPORTATION DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Transportation Manager 1.0 1.0 0.0 0.0 0.0Manager of Transit Services 0.0 0.0 1.0 1.0 1.0Transit Services Project Coordinator 0.0 0.0 1.0 1.0 1.0Administrative Assistant I 0.0 0.0 1.0 1.0 1.0Secretary III 1.0 1.0 1.0 1.0 1.0Operations Manager 1.0 1.0 1.0 1.0 1.0Transit Supervisors 14.0 14.0 14.0 14.75 14.75Transit Dispatchers** 12.0 12.0 12.0 11.25 11.25Transportation Assistant 1.0 1.0 0.0 0.0 0.0Full Time Fixed Route Bus Operators*** 324.0 356.0 341.0 363.0 363.0Part Time Bus Operators - (12 Positions measured in FTEs) 6.0 6.0 6.0 6.0 6.0

TOTAL 360.0 392.0 378.0 400.0 400.0

CUSTOMER SERVICE DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Customer Service/Paratransit Manager 0.3 0.3 0.0 0.0 0.0Manager of Customer Service 1.0 1.0 1.0 1.0 1.0Travel Trainer 1.0 1.0 1.0 1.0 1.0Customer Service Representatives 10.0 10.0 10.0 6.0 6.0

TOTAL 12.3 12.3 12.0 8.0 8.0


SAFETY, SECURITY & TRAINING DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Director of Operations Training & Skills 1.0 1.0 0.0 0.0 0.0Safety, Security & Training Officer 1.0 1.0 1.0 1.0 1.0Safety & Security Specialist 1.0 1.0 0.0 0.0 0.0Administrative Assistant I 0.0 1.0 0.0 0.0 0.0Training Instructor 2.0 2.0 1.0 1.0 1.0Lead Training Instructor 0.0 0.0 1.0 1.0 1.0Safety & Security Coordinator 0.0 0.0 0.5 0.5 0.5

TOTAL 5.0 6.0 3.5 3.5 3.5

BUDGET SUMMARY


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 381.3 414.3 395.5 419.5 413.5 413.5

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.


HILLSBOROUGH TRANSIT AUTHORITY BUS OPERATIONS DIVISION AS OF SEPTEMBER 22, 2008

Carlos TobarChief of Operations

Mona KarabanAdministrative Assistant II - Operations

Martha MilliganAdministrative Assistant II - Streetcar

Luis RiveraManager of Customer Service

Customer ServiceRepresentatives - Transportation

Customer ServiceRepresentatives - Paratransit

Mark SheppardTravel Training


Melissa HernandezAdministrative Assistant I

Ralph LavadoTransit Services Project Coordinator

Transit Supervisors

David Kelsey, Jr.Safety, Security & Training Officer

Jackie BerrienSafety & Security Coordinator (.5 FTE)

Robert DorseyLead Training Instructor

Frank ColavolpeTraining Instructor

Peter MikosAsst. Mgr. of Streetcar Operations

Transit Supervisors/Dispatchers(shared with bus operations)

Streetcar Motormen

Greg BrackinOperations Manager

TransitDispatchers

BusOperators


Donna PasleyAdministrative Assistant I - Paratransit

John MoraisParatransit Scheduler I

Alvin OrgeronParatransit Services Coordinator

Paratransit Operators


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 21st 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, 2008. 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 park-and-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


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 21st Avenue will be completed by the end of 1st 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 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, 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 21st 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 1st 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


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 1st 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


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 21st 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


MAINTENANCE & ENGINEERING DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Chief of Maintenance and Engineering 1.0 1.0 1.0 1.0 1.0

Admin. Assistant II 1.0 1.0 1.0 1.0 1.0

TOTAL 2.0 2.0 2.0 2.0 2.0

VEHICLE MAINTENANCE DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Vehicle Maintenance Manager 1.0 1.0 1.0 1.0 1.0Asst. Mgr. of Vehicle Maintenance 0.0 0.0 1.0 1.0 1.0Communications & Electronics Coordinator 1.0 1.0 0.0 0.0 0.0Communications & Electronics Technician 6.0 6.0 6.0 7.0 7.0Fleet Service Supervisor 2.0 2.0 2.0 2.0 2.0Service Attendant 16.0 16.0 16.0 16.0 16.0Service Attendant – Part Time (measured in FTEs) 1.5 1.5 1.5 1.5 1.5Maintenance Attendant – Vehicle 11.0 11.0 11.0 11.0 11.0Maintenance Attendant - Vehicle - Part Time (measured in FTEs) 2.0 2.0 2.0 2.0 2.0Maintenance Supervisor II/I 8.0 8.0 8.0 8.0 8.0Mechanic( Master, A & B) 37.0 37.0 40.0 45.0 45.0Paint & Body Technician 4.0 4.0 4.0 4.0 4.0Maintenance Training Instructor 2.0 2.0 0.0 0.0 0.0

TOTAL 91.5 91.5 92.5 98.5 98.5

FACILITIES MAINTENANCE DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Manager of Passenger Facilities and Amenities 1.0 1.0 1.0 1.0 1.0Asst. Mgr. of Passenger Amenities & Facilities 1.0 1.0 1.0 1.0 1.0Assistant Facilities Maintenance Coordinator 1.0 1.0 0.0 0.0 0.0Facilities Maintenance Tech. (Master, A or B) 6.0 6.0 6.0 6.0 6.0General Maintenance Attendants – Facility (14FT, 1PT) 10.0 10.0 10.0 10.0 10.0

Transitway Supervisor 1.0 1.0 1.0 1.0 1.0

Maintenance Attendants - Facility 0.0 0.0 4.5 4.5 4.5



FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Custodians 4.0 4.0 0.0 0.0 0.0

Custodian - Part Time (measured in FTEs) 0.5 0.5 0.0 0.0 0.0Route Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0

Maintenance Attendants – Route 8.0 8.0 8.0 8.0 8.0

TOTAL 33.5 33.5 32.5 32.5 32.5

INVENTORY CONTROL DEPARTMENT*


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Inventory Control Supervisor 1.0 1.0 0.0 0.0 0.0

Assistant Inventory Control Supervisor 1.0 1.0 0.0 0.0 0.0Shipping and Receiving Agent 1.0 1.0 0.0 0.0 0.0

Storekeeper 5.0 5.0 0.0 0.0 0.0Parts Runner 1.0 1.0 0.0 0.0 0.0

TOTAL 9.0 9.0 0.0 0.0 0.0

ENGINEERING DEPARTMENT*


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Director of Construction Management 1.0 1.0 0.0 1.0 1.0Administrative Assistant I 1.0 1.0 1.0 1.0 1.0Development Services Manager 1.0 1.0 0.0 0.0 0.0Construction/Contracts Manager 1.0 1.0 0.0 0.0 0.0Construction Services Specialist 1.0 1.0 0.0 0.0 0.0GIS Analyst 0.0 0.0 1.0 1.0 1.0Project Manager I 0.0 0.0 3.0 3.0 3.0Project Manager II 0.0 0.0 1.0 1.0 1.0

TOTAL 5.0 5.0 6.0 7.0 7.0


TECHNICAL SERVICES DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Manager of Technical Services 1.0 1.0 1.0 1.0 1.0Maintenance Training Instructor 1.0 1.0 1.0 1.0 1.0Maintenance Coordinator 0.0 0.0 0.0 1.0 1.0

TOTAL 2.0 2.0 2.0 3.0 3.0

MAINTENANCE AND ENGINEERING DIVISION BUDGET SUMMARY

Budget Narrative

2006 Actual

2007 Budget

2008 Budget*

2009 Requested**

2009 Adopted

2010


*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.


HILLSBOROUGH TRANSIT AUTHORITY MAINTENANCE AND ENGINEERING DIVISION



Christine MieczkowskiAdministrative Assistant II

Todd ParsonsVehicle Maintenance Manager

Steve TaylorAsst. Manager of Vehicle Maintenance

Communication/Electronic Techs

Fleet Service Supervisors

Service Attendants

Maintenance Attendants - Vehicle

Maintenance Supervisors

Mechanics

Paint & Body Specialists

Donna LoyManager of Passenger Amenities and Facilities

David ChamberlainAsst. Manager of Passenger Amenities and Facilities

Facilities Maintenance Techs

Maintenance Attendants - Facilities

Warren AthaTransitway Supervisor

Maintenance Attendant - Facility

Billy ChurchwellRoute Maintenance Supervisor

Maintenance Attendant - Route

VacantDirector of Construction Management

Les WeaklandProject Manager II

Judy Hays-EvonAdministrative Assistant I

Lynda MifsudProject Manager I

Daniel RodriguezProject Manager I

Justin BegleyProject Manager I

Shannon HaneyGIS Analyst

Eric SitikoAssistant Manager of Streetcar Maintenance

Mechanics

Facilities Maintenance Techs

Service Attendants

General Maintenance Attendants

Bob AndisManager of Technical Services

Jim UdellMaintenance Training Instructor

VacantMaintenance Coordinator


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



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:


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


DIESEL & GASOLINE PURCHASES FY2008 BUDGET


DIESEL & GASOLINE PURCHASES FY2009 BUDGET


FY2009 Enhancements Diesel 85,090 $255,270

DIESEL & GASOLINE PURCHASES FY2010 PLANNED BUDGET


FY2010 Enhancements Diesel 115,690 $375,990




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 $50,056FY2008 $1,481,196 $0FY2009 $1,512,084 $0FY2010 $0 $0Total $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.




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 $349,791 2006 Actual $374,619 2007 Actual $391,918 2008 Budget $424,340 2009 Budget $197,680 2010 Planned $207,510




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, 2007. 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 0 2005 Actual 0 2006 Actual $16,192 2007 Actual $20,000 2008 Budget $52,500 2009 Budget $20,000 2010 Planned $20,000




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 $189,774 2008 Budget $384,210 2009 Budget $450,790 2010 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 $51,463 2008 Budget $73,700 2009 Budget $82,600 2010 Planned $94,270


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 $0 2008 Budget $24,900 2009 Budget $5,940 2010 Planned $0




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, 2010. 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 10.550 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, 2008. There was extension option for an additional 2 year period and the contract has been extended through April 12, 2010. 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.




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 $793,685 2005 Actual $660,124 2006 Actual $744,986 2007 Actual $783,716 2008 Budget (*) (1) $538,000 2009 Budget $655,000 2010 Planned $655,000

*With the addition of an in-house staff attorney, legal expenses should decline. (1) Reflects Budget Transfers



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


General Liability Risk Management $220,379 $430,775 $461,725 $208,000 $97,776 $281,500 $281,500


Other $33,089 $5,008 $1,450 0 0 $2,500 $2,500

Sub-Total $430,664 $543,958 $601,282 $358,000 $106,757 $449,000 $449,000Barbas, Weed Worker's

Compensation***** $52,040 $52,202 $39,818 $28,000 $6,861 $70,000 $70,000Allen, Norton & Blue Labor Law $98,222 $105,286 $100,974 $42,000 $9,318 $90,000 $90,000Barr, 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 $30,000Other*** 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 $655,000Staff 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 2005. *****Workers' Compensation legal fees paid through third party administrator (TPA). FY2008 YTD paid through January 31, 2008 by TPA. (1) Reflects Budget Transfers




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 $1,046,911 2006 Actual $1,156,563 2007 Actual $1,261,904 2008 Budget $1,553,430 2009 Budget $1,826,600 2010 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.


*These fees are also detailed on prior pages.




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 2008 49,168,122 $.004425 to $.005705Year 2009 48,217,644 $.004768 to $.006147Year 2010 48,217,644 $.005137 to $.006624

Budget Projections – Paratransit Mode Year 2008 4,416,696 $.004324Year 2009 6,358,976 $.004659Year 2010 6,358,976 $.005020

* 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 $21,823 2008 Budget $280,000 $20,000 2009 Budget $366,220 $42,200 2010 Planned $391,400 $45,000




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 $2,715,7522006 Actual $2,824,3642007 Actual* $3,271,4942008 Budget* $3,183,0902009 Budget* $3,079,9202010 Planned* $3,086,850

*Includes tire lease.




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.




Community Relations and Marketing Budget

for Advertising & Promotions and Printing System Promotions

2009 Budget Summary and Spending Plan

Initiative

Program/Project

Printing System

Promotion

Advertising &

Promotion

Other

Legal Adv.

Total Ridership Development

Fall 2008 - Service Reductions

Route Specific, Commuter Express, Park and Ride, Open Later In-Town Transit Marketing

USF /U-pass Ridership Development

HCC Ridership Development

Adult Student Program

Summer Youth Blast Pass

Commuter Choices Program

Spring 2009 – Service Changes

APTA Dump the Pump, Accelerate Campaigns, TMOCG Public Information /Brochures

Targeted Marketing Initiatives

Hispanic Market Initiatives *Marketing Grant FPN 420739-1 (Rt 27X –FishHawk / So. Brandon)

9,000

10,000

2,000

1,000

1,200

3,000

3,000

10,000

0

0

0

0

0

15,000

80,000

20,000

10,000

7,000

7,000

30,000

3,000

16,000

18,000

15,000

25,000

15,000

15,500*

3,000

7,000

27,000

90,000

20,000

12,000

8,000

8,200

33,000

6,000

33,000

18,000

15,000

25,000

15,000

15,500*

Revenue Development

HARTride Fare Card Sales Outlet Incentive Program HARTride & HARTplus Fare Cards

4,000

19,000

3,000

0

7,000

19,000


2009 Budget Summary and Spending Plan

Initiative

Program/Project

Printing System

Promotion

Advertising &

Promotion

Other

Legal Adv.

Total Community Understanding

Community Report Quarterly Performance Black History Month Stuff A Bus Public Involvement Transit Design National Public Radio Misc. Brochures/Public Information New Programs

18,000

3,000

1,500

1,000

18,000

12,300

40,000

12,000

0

3,500

0

10,000

0

192,300

40,000

19,620

30,000

3,000

5,000

1,000

19,620

10,000

12,300

272,300 Employee Communication

HARTwave Employee Newsletter Corporate Goals Awareness Roadeo Competition Annual Employee Awards Professional Awards & Recognition

11,000

1,000

1,000

1,500

500

11,000

1,000

1,000

1,500

500

Other Promotional/ Demonstration Printing of Schedules Postage Art Supplies

0

0

0

0

2,000

64,830

8,000

3,000

2,000

64,830

8,000

3,000 Operating Total $171,000 $497,300 $117,830 $29,620 $815,750 Grants Total* *$15,500 0 0 $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 $653,129 2005 Actual $896,630 2006 Actual $731,568 2007 Actual $879,166 2008 Budget $618,290 2009 Budget $831,250 2010 Planned $811,130




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 2009. 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 2009. 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 on-board 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


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 - 2006 Actual $212,091 2007 Actual $503,749 2008 Budget $800,000 2009 Budget* $732,500 2010 Planned* $250,000

*Capital planning budget transferred from operating to capital budget in FY2009.




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 $17,531.33 $20.69May 11, 2007 – May 10, 2008 $18,234.61 $21.52May 11, 2008 – May 10, 2009 $18,963.32 $22.38May 11,2009 – May 10, 2010 $19,725.92 $23.28May 11, 2010 – May 10, 2011 $20,513.94 $24.21





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 $92,8422007 Actual $102,9782008 Budget $102,5552009 Budget $177,6002010 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.



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.


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 $15,6262007 Actual $18,3352008 Budget $02009 Budget $02010 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 $26,4692007 Actual $40,3662008 Budget $02009 Budget $02010 Planned $0




Tax Increment Payment Budget

Community Redevelopment Agency (CRA) Fund Payment (F.S. Section 163.387) 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 1988. 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 $01985 $11,2121986 $38,7001987 $56,8961988 $73,9991989 $121,1851990 $120,7681991 $115,8601992 $103,7941993 $104,3831994 $105,6631995 $100,2271996 $94,7511997 $94,2231998 $118,5431999 $135,0742000 $184,9262001 $207,1772002 $262,3722003 $292,6112004 $312,7772005 $340,5642006 $341,2042007 $452,913

2008 Budget $453,0002009 Budget $510,0002010 Planned $535,500




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 $125,6652006 Actual $125,7132007 Actual $127,9872008 Budget $120,0002009 Budget $125,0002010 Planned $125,000




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.



RESERVE POLICY (FYE 9/30/07)

On June 3, 2002, HART established a reserve policy approved by the HART Board, Action Item No. M 2002-06-17. 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 FY2009 – 3 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.



FY2009 NET ASSETS FUND EQUITY

Actual 2007

Budget 2008

Budget 2009

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.)


SECTION V

PARATRANSIT SERVICE



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 2007. 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.


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 $30.00. 2009 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 2009. 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.


PARATRANSIT FARES Paratransit fares are fees charged for travel on publicly operated transportation systems for door-to-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 2007. 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 2007.

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 $4.00 10-Ride HARTplus Pass $30.00 $35.00

*Implementation scheduled for 1st 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/aFY2003 Actual 34,745 <2.3> $88,597 <14.5>FY2004 Actual 40,158 15.6 $114,464 25.8FY2005 Actual 49,277 22.7 $135,997 22.0FY2006 Actual 63,165 28.2 $185,181 36.2FY2007 Actual 82,439 30.5 $255,952 38.2FY2008 Projected* 107,000 29.8 $350,000 36.7FY2009 Budgeted 133,750 25.0 $438,700 25.3FY2010 Budgeted 160,500 20.0 $526,440 20.0

*Year-to-date ridership through March 2008 is up 30.8 % as compared to year-to-date March 2007.


REVENUE RECOVERY RATIO - PARATRANSIT

Year

Operating Expenses

(Excl. Depr.)

Fare Revenues

Recovery

Ratio FY2002 Actual $1,383,336 $100,372 7.3%FY2003 Actual $1,137,757 $88,597 7.8%FY2004 Actual $1,314,344 $111,464 8.5%FY2005 Actual $1,741,080 $135,997 7.8%FY2006 Actual $2,077,806 $185,182 8.9%FY2007 Actual $2,520,759 $255,952 10.2%FY2008 Budget $2,898,500 $275,000 9.5%FY2009 Budget $3,434,760 $438,700 12.8%FY2010 Planned $3,281,550 $526,440 16.0%



FY2009 OPERATING BUDGET REVENUESPARATRANSIT MODE

System Revenue$438,70013.0%

Ad Valorem Tax Revenue

$1,893,12055.0%

Federal$1,102,940

32.0%

Total: $3,434,760

FY2009 OPERATING BUDGET APPROPRIATIONSPARATRANSIT MODE

Fuel and Oil $314,919 9%

Parts and Supplies $167,025

5%Utilities $480 0%


83%

Other Operating Expenses $91,611

3%

Total: $3,434,760



PARATRANSIT TRENDS AND STATISTICS

FOR THE FISCAL YEARS 2003 - 2010

STATISTICS

FY 2003 ACTUAL

FY 2004 ACTUAL

FY 2005 ACTUAL

FY 2006 ACTUAL

FY 2007 ACTUAL

FY 2008

BUDGET



Total Paratransit Miles 571,505 625,856 704,632 867,042 996,038 1,085,425 1,348,890 1,618,668 Revenue Paratransit Miles 464,095 519,612 588,732 724,452 876,853 900,955 1,188,912 1,426,694 Total Passengers ( including PSAs and Companions)

34,745 40,158 49,277 63,165 84,439 91,628 133,750 160,500

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 Mile

$2.45 $2.53 $2.96 $2.87 $2.87 $3.22 $2.89 $2.30

Passengers Per Revenue Paratransit Mile 0.07 0.08 0.08 0.09 0.10 0.10 0.11 0.11 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 Recovered from Passenger Revenues

7.8% 8.5% 7.8% 8.9% 10.2% 9.5% 12.8% 16.0%

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%



PARATRANSIT HOURS & MILES REPORT

Fiscal Year Paratransit

Actual 2004 Total Miles 625,8562004 Revenue Miles 519,6122004 Total Hours 40,2462004 Revenue Hours 33,052 2005 Total Miles 704,6322005 Revenue Miles 588,7322005 Total Hours 48,0602005 Revenue Hours 41,190 2006 Total Miles 862,6992006 Revenue Miles 726,9522006 Total Hours 53,0602006 Revenue Hours 46,345 2007 Total Miles 996,0382007 Revenue Miles 876,8532007 Total Hours 62,4752007 Revenue Hours 55,957

Budget 2008 Total Miles 1,085,4252008 Revenue Miles 900,9552008 Total Hours 68,0822008 Revenue Hours 57,495 2009 Total Miles* 1,541,1102009 Revenue Miles* 1,358,3702009 Total Hours* 93,5622009 Revenue Hours* 83,471 2010 Total Miles* 1,849,3322010 Revenue Miles* 1,630,0442010 Total Hours* 112,2742010 Revenue Hours* 100,165


HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009

PARATRANSIT SUMMARY BUDGET

FY2008

ACTUAL THROUGH

2/29/2008



$ CHANGE FY2009


% CHANGE FY2009



PARATRANSIT OPERATING BUDGET

Revenues

ADA Passenger Fares $145,194 $275,000 $438,700 $163,700 59.53% $526,440

Ad Valorem Tax Revenue 675,854 1,803,500 1,893,120 89,620 4.97% 1,652,170

FTA Revenue 345,454 820,000 1,102,940 282,940 34.50% 1,102,940

Total Operating Revenue $1,166,502 $2,898,500 $3,434,760 $536,260 18.50% $3,281,550

Appropriations

Salaries & Fringes $930,237 $2,449,500 $2,671,730 $222,230 9.07% $2,805,310

Fuel and Oil 114,740 311,100 257,920 (53,180) -17.09% 279,320

Parts and Supplies 29,749 119,300 139,200 19,900 16.68% 142,000

Other Operating Expenses 1,797 18,500 65,430 46,930 253.68% 54,420

Operational Contract Service 24,036 0 0 0 - 0

New Programs 0 0 300,000 300,000 - -

Utilities 169 100 480 380 380.00% 500

Total Operating Appropriations

$1,100,728

$2,898,500

$3,434,760

$536,260

18.50%

$3,281,550

PARATRANSIT DEPARTMENT


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2010 Positions

Paratransit Manager 0.7 0.7 1.0 1.0 1.0Admin. Assistant I - Paratransit 1.0 1.0 1.0 1.0 1.0Transit Dispatcher - Paratransit 1.0 1.0 1.0 3.75 3.75Transit Supervisor 0.0 1.0 1.0 .25 .25Paratransit Services Coordinator 1.0 1.0 1.0 1.0 1.0Customer Service Rep. - Paratransit 1.0 1.0 1.0 5.0 5.0Paratransit Van Operators 30.0 36.0 43.0 43.0 43.0Paratransit Travel Trainer 1.0 1.0 0.0 0.0 0.0Paratransit Scheduler I 0.0 0.0 1.0 1.0 1.0

TOTAL 35.7 42.7 50.0 56.0 56.0


BUDGET SUMMARY


Actual 2007

Actual 2008

Budget 2009

Requested 2009

Received 2010



HILLSBOROUGH TRANSIT AUTHORITY PARATRANSIT DEPARTMENT



Donna PasleyAdministrative Assistant I

Alvin OrgeronParatransit Services Coordinator

Paratransit Van Operators John MoraisParatransit Scheduler I


SECTION VI

TECO LINE STREETCAR

SYSTEM



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, 2002. 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 6th Avenue to the south, 13th Street on the east, 7th 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.


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 2005. A Gomaco replica “Breezer” streetcar was received in 2004 and purchased in 2005. 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.


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 $128.15 $141.14 $146.29Extra Service Rate (Within Base Service Period) $66.72 $76.97 $66.02Extra Service Rate (Outside Base Service Period) $86.63 $99.09 $93.72Special Service Rate $128.15 $141.14 $146.29(Does not include THS Profit Base Service Cost Base Service Hours 17,204 17,256 13,780Base Service Rate / Hour $ 128.15 $ 141.14 $146.29Base Service Cost to THS $ 2,204,680 $2,435,580 $2,015,880Credit 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


HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009

STREETCAR SUMMARY BUDGET

FY2008 ACTUAL

THROUGH 2/29/2008



$ CHANGE FY2009


% CHANGE FY2009


STREETCAR OPERATING BUDGET Revenues Tampa Historic Streetcar, Inc. $526,046 $1,371,220 $919,670 ($451,550) -32.93% City of Tampa Tax Increment Financing* 0 150,000 150,000 0 0 Passenger Fares 270,098 614,360 646,210 31,850 5.18% FDOT 100,000 100,000 100,000 0 0.00% FTA 83,333 200,000 200,000 0 0.00% Total Operating Revenue $979,477 $2,435,580 $2,015,880 ($419,700) -17.23% Appropriations Base Service Including Risk $688,536 $1,985,960 $1,985,960 $0 $0 Parts and Supplies 66,245 189,800 260,430 70,630 37.21% Contract Services 17,466 86,320 86,320 0 0 Utilities 67,363 173,500 173,500 0 0 Reduction per Adopted Business Plan 0 0 (490,330) (490,330) - Total Operating Appropriations $839,610 $2,435,580 $2,015,880 ($419,700) -17.23% STREETCAR CAPITAL BUDGET Revenues Federal $45,435 $2,430,690 $4,553,520 $2,122,830 87.33% 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 $2,122,830 82.26% Appropriations Streetcar Improvements $28,887 $280,690 $323,520 $42,830 15.26% Streetcar Construction Extension-Phase II A 16,548 2,300,000 4,380,000 2,080,000 90.43% Total Streetcar Capital Appropriations $45,435 $2,580,690 $4,703,520 $2,122,830 82.26% Total Streetcar Operating and Capital Appropriations

$885,045 $5,016,270 $6,719,400 $1,703,130 33.95%

*TIF funds are not restricted for specific use in the Streetcar budget.


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 2007.

# of Streetcar BoardingsFY 2007 & FY 2008

010,00020,00030,00040,00050,00060,000

Oct. Dec.

Feb.

Apr.Ju

neAug.

FY 2007FY 2008

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 2007. 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 2008. 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.


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.



FY2009 OPERATING BUDGET REVENUESSTREETCAR MODE

Tampa Historic Streetcar, Inc. $1,715,880

85% State $100,000

5%

Federal $200,000

10%

Total: $4,703,520Total: $2,015,880

FY2009 OPERATING BUDGET APPROPRIATIONSSTREETCAR MODE

Contract Service$58,3203.0%

Parts and Supplies$260,43013.0%

Utilities$169,0008.0%

Streetcar Base Service

$1,528,13076.0%

Total: $4,703,520



STREETCAR TRENDS AND STATISTICS

FOR THE FISCAL YEARS 2004 - 2010

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) 425,614 434,498 389,785 437,612 425,000 382,187 387,920 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 4.93 5.03 4.51 5.02 4.92 5.02 5.10 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 $1.54 1.69 1.69 Percentage of Net Operating Cost Recovered from Passenger Revenues

31.1% 27.4% 27.7% 29.7% 26.8% 32.1% 25.1%

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.



STREETCAR HOURS & MILES REPORT

Fiscal Year Streetcar

Actual 2004 Total Miles 84,1462004 Revenue Miles 82,9312004 Total Hours 17,7312004 Revenue Hours 17,481 2005 Total Miles 84,9442005 Revenue Miles 83,7092005 Total Hours 17,8332005 Revenue Hours 17,580 2006 Total Miles 88,3342006 Revenue Miles 87,4962006 Total Hours 18,2902006 Revenue Hours 18,016 2007 Total Miles 88,6632007 Revenue Miles 87,1472007 Total Hours 18,2522007 Revenue Hours 17,985

Budget 2008 Total Miles 86,5802008 Revenue Miles 86,4002008 Total Hours 16,1942008 Revenue Hours 16,075 2009 Total Miles* 76,3152009 Revenue Miles* 76,1352009 Total Hours* 13,7802009 Revenue Hours* 13,370 2010 Total Miles* 76,3152010 Revenue Miles* 76,1352010 Total Hours* 13,7802010 Revenue Hours* 13,370



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 24.47 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 non-bargaining 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 10.75 percent contribution in FY2009. Parts and Supplies Parts and supplies for FY2009 reflects a $70,630 or 37.21 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.


Hours of Service and Hourly Rate

Year

Base Hours

Base Rate Extra Service Rate (Inside)

Extra Service Rate (Outside)

Special

FY2003 16,358 $77.15 $43.69 $54.62 $83.00FY2004 17,260 $94.55 $54.50 $67.00 $102.00FY2005 17,212 $101.37 $58.42 $71.82 $102.00FY2006 17,204 $109.36 $59.50 $72.73 $108.03FY2007 17,204 $128.15 $66.72 $86.63 $128.15FY2008 17,256 $141.14 $76.97 $99.09 $141.14FY2009 13,780 $146.29 $66.02 $93.72 $146.29

Revenues/Ridership

Year

Ridership

% of Change

Fare Revenues

% of Change

FY2003 Actual 421,764 - $408,503 -FY2004 Actual 425,614 -10.58 $448,088 9.69FY2005 Actual 434,498 2.09 $451,903 .85FY2006 Actual 389,785 -10.29 $475,950 5.32FY2007 Actual 437,612 12.27 $609,011 27.96FY2008 Budget 425,000 -7.59 $653,500 7.12FY2009 Budget 382,187 -10.00 $642,210 -1.73FY2010 Planned 387,920 1.50 $655,160 2.02

Service Policy 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.


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 (2007 – 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

Year

Operating Expenses

(Excl. Depr.)

Fare Revenues

Recovery

Ratio FY2002 Actual $256,463 $0 N/AFY2003 Actual $1,878,672 $415,268 22.1%FY2004 Actual $1,439,960 $448,089 31.1%FY2005 Actual $1,648,750 $451,903 27.4%FY2006 Actual $1,947,470 $539,845 27.7%FY2007 Actual $2,041,902 $607,423 29.7%FY2008 Budget $2,435,580 $653,500 26.8%FY2009 Budget $2,015,880 $646,210 32.1%FY2010 Planned $2,116,790 $655,160 31.0%


STREETCAR DIVISION


FY2007 Positions

F2008 Positions

FY2009 Positions

FY2009 Amended Positions

Manager of Streetcar Services 1.0 1.0 1.0 0.0 0.0Assistant Manager of Streetcar Operations 1.0 1.0 1.0 1.0 1.0Assistant Manager of Streetcar Maintenance 1.0 1.0 1.0 1.0 1.0Administrative Assistant I 1.0 1.0 1.0 1.0 1.0Streetcar Dispatcher 1.0 1.0 1.0 1.0 1.0Streetcar Road Supervisor 1.0 1.0 1.0 1.0 1.0Conductor Motorman Generals 5.0 0.0 0.0 0.0 0.0Conductor Motorman 9.0 14.0 14.0 10.0 10.0Mechanics 2.0 2.0 2.0 2.0 3.0Facilities Maintenance Technicians 1.0 1.0 1.0 1.0 2.0General Maintenance Attendants 3.0 3.0 3.0 3.0 3.0Service Attendants 3.0 3.0 3.0 3.0 2.0TOTAL 29.0 29.0 29.0 25.0 25.0

STREETCAR REORGANIZATION IMPACT ON FY2009 BUDGET FY2009

Amended Positions

Reduction of one FTE for Manager of Streetcar Services ($98,830)Parity Adjustment for Assistant Manager of Streetcar Maintenance $12,180Reclassification of Maintenance Positions $57,430TOTAL SAVINGS FY2009 ADOPTED BUDGET ($29,220)

BUDGET SUMMARY


Actual 2007

Budget 2008

Budget 2009

Received* 2010

Planned $ Expenditures $1,947,470 $2,644,130 $2,435,580 $2,015,880 $2,116,790 Staffing 29.0 29.0 29.0 25.0 25.0

*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.


HILLSBOROUGH TRANSIT AUTHORITY STREETCAR OPERATIONS AS OF SEPTEMBER 22, 2008

Carlos TobarChief of Operations

Martha MilliganAdministrative Assistant II - Streetcar


Pete MikosAssistant Manager of Streetcar Operations

Motormen

Transit Dispatcher Transit Supervisor


HILLSBOROUGH TRANSIT AUTHORITY STREETCAR MAINTENANCE AS OF SEPTEMBER 22, 2008


Eric SitikoAssistant Manager of Streetcar Maintenance

Mechanics Facilities Maintenance Techs

Service Attendants General Maintenance Attendants


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.



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 FY2008-09 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 FY2007-08. 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 VEHICLES Life Expectancy*

Vehicle Type Total Units Years Mileage

Approx Age at March 31, 2008

27’ Buses (light duty) 4 5 150,000 1.0029’ Buses (heavy duty) 42 10 350,000 6.5729' Buses (heavy duty) Trolley-Look

5 10 350,000 1.00

30’ Buses (heavy duty) 3 10 350,000 12.0035’ Buses (heavy duty) 43 12 500,000 10.2640’ Buses (heavy duty) 90 12 500,000 4.73 Paratransit 36 4 100,000 2.72Streetcars 10 30 N/A 9.80Vehicles 71 4 N/A 5.69Total 304

*Source: FTA Circular C-9300-1 (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 2009. A summary of the five (5) year CIP Program is also included to show HART’s capital needs.



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 & Improvements

Building Renovations (e.g. exterior painting) 15

Buildings & Improvements

Parking Lot Rehabilitations 10


Air Conditioning, Plumbing, Electrical Replacement

10


New Wood Fences and Decks 10


Metal Fences 15


Landscaping 5

Equipment Bus Shelters 10 Equipment Bus – Large Size, Heavy Duty, 35’ – 40’ 12 500,000Equipment Bus – Medium Size, Heavy Duty, 30’ 10 350,000Equipment Bus – Medium Size, Medium Duty, 30’ 7 200,000Equipment Bus – Medium Size, Light Duty, 25’ – 30’ 5 150,000Equipment Trolley – Medium Size, 26’ – 29’ 7 200,000Equipment Paratransit Vans – Small Size, Light Duty 4 100,000Equipment Paratransit Buses – Medium Size, Light Duty 5 150,000Equipment 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/AImprovements Underground Fuel Tanks 15 Infrastructure Parking Lots 30 *Source: FTA Circular C-9300-1 (Useful Lives of Certain Rolling Stock)



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:


CIP Revenue Section 5307 - FTA Grant $5.72 million Section 5309 – FTA Grant $3.9 million Surface Transportation Program $1.2 million Section 5339 – FTA Grant $1.25 million New Freedom $.20 million Florida State Grant $.20 million Florida Dept. of Transportation $.60 million Impact Fees $.29 million Ad Valorem $1.38 million Hillsborough County (Bonds/Other) $40.25 million Total Bus Operations $54.99 million Streetcar Capital Revenue FTA Capital Grant

$4.71 million

Total CIP Budget $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 For 2 bus replacements for the bus fleet and replacement costs for bus transmissions, engines and replacement costs.

$2,337,360 N/A N/A N/A N/A N/A

Basic Transit Infrastructure For bus shelters, sidewalks, accessibility improvements and bus stops. The annual maintenance costs are insignificant and reflected in the operating budget.

$1,728,900 N/A N/A N/A N/A N/A

Intelligent Transportation System These are technology projects consisting of computers, software and IS badge system. Maintenance costs are insignificant.

$800,000 N/A N/A N/A N/A N/A

Facilities & Maintenance Improvements Expenses are for modernizing and upgrading existing facilities.

$3,165,800 N/A N/A N/A N/A N/A


Estimated Operating Impact Per Year (5 Years)

Capital Project

Capital Cost

FY2009

FY2010

FY2011

FY2012

FY2013

Ybor Administrative Facility Expenses are for feasibility study for intermodal parking & ADA Compliance.

$200,000 N/A N/A N/A N/A N/A

Security Projects Expenses are for upgrading security equipment and video surveillance equipment.

$400,000 N/A N/A N/A N/A N/A

Bus Rapid Transit System 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.

$37,426,160 0 0 $39,500 $1,636,000 $4,136,000

Transit Signal Priority for Equipment Purchase

$2,000,000 N/A N/A N/A N/A N/A

Park and Ride Facilities Construction Costs

$4,450,000 N/A N/A N/A N/A N/A

Vanpool Program (Contract Cost)

$273,370 N/A N/A N/A N/A N/A

Alternative Analysis (Engineering Services Contract)

$1,250,000 N/A N/A N/A N/A N/A

Bus Signage – Purchase Signs

$75,000 NA

Planning Studies (Consulting Contract)

$732,530 N/A N/A N/A N/A N/A

TOTAL BUS OPERATION $54,987,220 Streetcar Phase II Extension – Construction Costs (operating expenses are projected to be lower than ridership revenues)

$4,703,520 N/A N/A $19,000 $19,950 $20,950

GRAND TOTAL $59,690,740


HILLSBOROUGH TRANSIT AUTHORITY ADOPTED FISCAL YEAR 2009 CAPITAL BUDGET

CAPITAL REVENUES

FY2006

BUDGET

FY2007

BUDGET

FY2008

BUDGET*

TOTAL FY2009

ADOPTED BUS CAPITAL Federal $13,169,387 $10,999,590 $13,769,560 $12,263,720 State 535,063 200,000 183,000 800,000 HART - Ad Valorem Taxes 368,871 120,340 183,000 $1,383,500 Hillsborough County Bonds 200,000 355,470 0 40,000,000 Hillsborough County SAFTI 0 0 0 250,000 Hillsborough County Impact Fees 242,524 237,150 157,490 201,500 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 0 0 150,000 150,000 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 1,192,960 646,740 1,728,900 Information Systems Technology 375,000 442,000 492,400 400,000 ERP-Phase II Upgrade 0 0 0 400,000 Transit Centers 3,192,210 1,665,800 0 0 Operations and Maintenance Facilities 4,256,523 750,000 440,000 3,165,800 Operations and Maint. Facilities-Ybor Station Buildout 1,000,000 0 2,000,000 0 Ybor Intermodal Parking 0 0 0 200,000 Security Projects 0 90,300 90,300 400,000 Transit Emphasis Corridors 1,205,780 2,002,670 300,000 0 Transit Signal Priority 0 0 0 825,000 Maintenance Equipment 0 0 0 117,500 Bus Rapid Transit (BRT) Improvements 0 0 2,682,690 37,426,160 BRT Improvements Restricted (Hillsborough Cnty. Bonds)

0

0

0

1,325,000

Park and Ride Facilities 410,000 450,000 416,000 4,300,000 Bus Stop Signage 0 0 0 75,000 Vanpools 0 196,320 245,000 273,370 Alternatives Analysis 0 0 0 1,398,100 Planning Studies 0 0 0 732,530 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 0 0 0 73,520 Track Improvements 0 0 0 150,000 Streetcar Line Improvements 0 0 150,000 0 Driver Vigilance System 0 0 0 75,000 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 2008.



AS A PERCENTAGE OF CHANGE

FY2008 BUDGET*

ADOPTED FY2009

BUDGET

$ CHANGE FROM

ADOPTED FY09 TO FY08

BUDGET

% CHANGE FROM


BUDGET CAPITAL REVENUES BUS CAPITAL Federal: Section 5307 $5,249,680 $5,048,670 ($108,610) -2.11% Section 5307-FY 08 0 200,000 200,000 100.00% Section 5307-FY 07 548,130 450,900 (97,230) -17.74% Section 5307-FY 05 780,000 22,190 (757,810) -97.16% Section 5309 2,169,080 2,226,160 57,080 2.63% Section 5309-FY 07 626,480 0 (626,480) -100.00% Section 5309-FY 06 596,190 1,665,800 1,069,610 179.41% Section 5339-FY 09 0 1,250,000 1,250,000 100.00% Surface Transportation Program (STP)-FY 08 3,500,000 200,000 (3,300,000) -94.29% Surface Transportation Program (STP)-FY 06 0 1,000,000 1,000,000 100.00% Transportation Enhancement 300,000 0 (300,000) -100.00% New Freedom 0 200,000 200,000 100.00% State Park & Ride 183,000 200,000 17,000 9.29% State Intermodal 0 600,000 600,000 100.00% HART - Ad Valorem Taxes 183,000 1,383,500 1,200,500 656.01% Hillsborough County Bonds 0 40,000,000 40,000,000 100.00% Hillsborough County SAFTI-FY 08 0 250,000 250,000 100.00% Hillsborough County Impact Fees 157,490 201,500 44,010 27.94% City of Tampa Impact Fees 89,250 88,500 (750) -0.84% Bus Capital Revenue $14,382,300 $54,987,220 $40,604,920 282.33% STREETCAR CAPITAL Federal: Section 5309 Fixed Guideway $130,690 $173,520 $42,830 32.77% Surface Transportation Program (STP)-FY 08 1,400,000 3,400,000 2,000,000 142.86% FHWA-FY 08 0 980,000 980,000 100.00% CMAQ-FY 05 900,000 0 (900,000) -100.00% City of Tampa-Tax Increment Financing District 150,000 150,000 0 100.00% Streetcar Capital Revenue $2,580,690 $4,703,520 $2,122,830 82.26% Total Capital Budget Revenue $16,962,990 $59,690,740 $42,727,750 $251.89% CAPITAL APPROPRIATIONS BUS CAPITAL Fleet Acquisition: 10 - 40 Ft. Buses-Replacement $1,081,300 $0 ($1,081,300) -100.00% 7 Large Diesel Buses 2,576,880 0 (2,576,880) -100.00% Service Expansion Buses 0 778,890 778,890 100.00% Major Components 701,330 1,440,000 739,640 105.46% Non-revenue Vehicle Replacement 350,000 0 (350,000) -100.00% 12 Demand Response Vehicles 548,130 0 (548,130) -100.00% 4 Heavy Duty LF Trolleys 811,530 0 (811,530) -100.00% Fareboxes 1,000,000 0 (1,000,000) -100.00%




FY2008 BUDGET*

ADOPTED FY2009

BUDGET

$ CHANGE FROM


BUDGET

% CHANGE FROM


BUDGET Basic Transit Infrastructure 646,740 1,728,900 1,082,160 167.33% IS Hardware/Software Upgrades 492,400 400,000 0 0.00% ERP-Phase II Upgrade 0 400,000 400,000 100.00% Interlocation Fiber Connection/I-4 to 21st Ave. 0 250,000 250,000 100.00% 21st Avenue Facilities Upgrade 440,000 2,915,800 2,475,800 562.68% Operations and Maint. Facilities-Ybor Station Buildout

2,000,000

0

(2,000,000)

-100.00%

Ybor Intermodal Parking 0 200,000 200,000 100.00% Replace Security System 90,300 0 (90,300) -100.00% Marion Transit Way Fiber Security 0 250,000 250,000 100.00% Marion Transit Way CCTV Cameras-Replace 0 150,000 150,000 100.00% Transit Emphasis Corridors 300,000 0 (300,000) -100.00% Park and Ride Facilities 416,000 450,000 34,000 8.17% Fluid Dispensing Control Panels 0 70,000 70,000 100.00% Trash Containers-Replace 0 30,000 30,000 100.00% Commo Service Monitor 0 17,500 17,500 100.00% Bus Rapid Transit (BRT)-North/South Corridor 2,682,690 33,226,160 30,543,470 1138.54% Bus Rapid Transit (BRT)-East/West Corridor 0 4,200,000 4,200,000 100.00% HART Park & Ride Facilities (BRT) 0 3,850,000 3,850,000 100.00% HART Park & Ride Facilities Restricted (County Bonds)

0

150,000

150,000

100.00%

Transit Signal Priority 0 825,000 825,000 100.00% Transit Signal Priority Restricted (County Bonds)

0

1,175,000

1,175,000

100.00%

Bus Stop Signage 0 75,000 75,000 100.00% Vanpools 245,000 273,370 28,370 11.58% Planning Studies 0 732,530 732,530 100.00% Alternatives Analysis 0 1,398,100 1,398,100 100.00% Bus Capital Appropriations $14,382,300 $54,987,220 40,604,920 282.33% STREETCAR CAPITAL Streetcar Rail and Vehicle Enhancement $130,690 $25,000 ($105,690) -80.87% Wheel Project 0 73,520 73,520 100.00% Track Improvements 0 150,000 150,000 100.00% Streetcar Line Improvements 150,000 0 (150,000) -100.00% Driver Vigilance System 0 75,000 75,000 100.00% Streetcar Construction Extension-Phase II A 2,300,000 4,380,000 2,080,000 90.43% Streetcar Capital Appropriations $2,580,690 $4,703,520 $2,122,830 82.26% Total Capital Budget Appropriations $16,962,990 $59,690,740 $42,727,750 251.89% *Includes FY2008 Budget Amendments through May 2008.


HILLSBOROUGH TRANSIT AUTHORITY FY2009 - 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 0 0 778,890 900,000 1,404,100 1,404,100 1,404,100 5,891,190 Section 5309 2,163,829 3,391,750 1,665,800 673,520 173,520 173,520 173,520 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 1,000,000 0 0 6,700,000 Designated for Buses 0 0 0 0 3,500,000 0 2,500,000 6,000,000 TE 0 300,000 0 700,000 0 0 0 700,000 Section 5339 New Starts 0 0 1,250,000 1,250,000 0 0 0 2,500,000 New Freedom 0 0 200,000 150,000 150,000 150,000 150,000 800,000 CMAQ Designated for Buses 0 0 0 400,000 0 0 0 400,000 State Funds 276,133 183,000 800,000 200,000 200,000 200,000 200,000 1,600,000 Local Funds 798,673 246,740 40,540,000 394,300 394,300 394,300 394,300 42,117,200 HART Ad Valorem Match 75,279 183,000 1,383,500 200,000 200,000 200,000 200,000 2,183,500 SubTotal Designated for Buses

0 0 3,005,050 2,300,000 6,404,100 2,904,100 5,404,100 20,017,350

SubTotal Other Bus Capital 0 0 51,982,170 106,287,770 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 11,679,340 102,454,010 Unfunded Bus Capital 0 0 14,134,660 26,186,670 (7,004,560) (4,094,130) (7,864,410) 21,358,230 PARATRANSIT 5307 178,524 548,130 0 0 0 0 0 0 5309 680,601 0 0 0 0 0 0 0 Local 355,470 0 0 0 0 0 0 0 Total Paratransit Funded 1,214,595 548,130 0 0 0 0 0 0 Unfunded Paratransit Capital 0 0 65,000 0 0 10,000 0 75,000


HILLSBOROUGH TRANSIT AUTHORITY FY2009 - 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 3,400,000 0 0 0 0 3,400,000 Fixed guideway modernization 243,637 130,690 173,520 206,000 206,000 206,000 206,000 997,520 FHWA 0 0 980,000 0 0 0 0 980,000 CMAQ 132,813 900,000 0 0 0 0 0 0 Local Funds 4,474 150,000 150,000 150,000 150,000 150,000 150,000 750,000 Total Streetcar Funded 420,366 2,580,690 4,703,520 356,000 356,000 356,000 356,000 6,127,520 Unfunded Streetcar Capital 0 0 97,000 1,293,540 231,000 506,000 (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 12,035,340 108,581,530 TOTAL UNFUNDED 0 0 14,296,660 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 3,961,930 131,933,300 * Reflects FY2008 Budget Amendments through May 2008.


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 273,370 273,370 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 1,108,300 944,300 4,995,500 Park & Ride 450,000 450,000 450,000 450,000 1,800,000 MTC 2nd Floor Buildout 250,000 800,000 1,050,000 ERP-Phase II Upgrade 32,000 32,000 35,000 35,000 134,000 Replace Security System 50,000 10,000 10,000 10,000 50,000 130,000 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 180,000 180,000 60,000 60,000 60,000 540,000 Replace Fare box System 50,000 50,000 100,000 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 10,000 250,000 Inter-location Fiber Connect. 500,000 250,000 750,000 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 340,000 315,000 184,000 460,000 325,000 1,624,000 Hardware Upgrades 200,300 195,000 750,000 825,000 310,000 2,280,300 CCTV Cameras for UATC 100,000 100,000 21st Ave Security Lighting 50,000 50,000 CCTV Cameras for Yukon PNR 100,000 100,000 UATC Security Lighting 50,000 50,000 CCTV Camera upgrades 200,000 150,000 350,000 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 320,000 320,000 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) 175,000 175,000 Generator (Maint. building) 300,000 300,000 Pressure Washer-Trailer Mount 6,000 3,000 9,000 Bead/Sand Blaster 6,000 6,000


Budget Requests

Unfunded FY2009

FY2010

FY2011

FY2012

FY2013

TOTAL FY09-FY13

Skidsteer Loader 35,000 35,000 Fluid and Electrical Reels 73,000 50,000 123,000 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 355,000 355,000 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 375,000 375,000 Fluid Recovery Pumps-PM Bldg 8,000 8,000 Scissor Lift 25,000 25,000 Parts Washers 10,500 10,500 Paint Booths 100,000 100,000 Brake Lathes 140,000 140,000 Tire Cradles 1,000 1,000 Non-Revenue Vehicle Replacemt. 209,700 98,300 96,490 405,240 292,540 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 180,000 180,000 Engine Rebuild 281,420 196,990 372,320 850,730 Transmission Rebuild 376,570 423,680 509,570 1,309,820 Facilities 85,000 418,000 157,100 660,100 Remanufactured Transmissions 88,830 88,830 Voith Remanufact. Transmissions 396,160 396,160 Cummins Remanufact. Engines 875,530 875,530 Bus Departures via Phone Sys. 65,000 65,000 Bus Departures via Website 10,000 10,000 Transit Sys. Mgt. Reporting Ste. 100,000 100,000 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 0 0 10,000 0 75,000 Streetcar Capital Improvements Substation Improvements 27,000 27,000 27,000 27,000 27,000 135,000 Rail Vehicle Components 40,000 40,000 Rail & Vehicle Enhancement 30,000 185,000 215,000 Track Improvements 89,400 89,400 Driver Vigilance System 78,140 78,140 1/4 Life Overhaul-Rail Vehicles 120,000 360,000 360,000 120,000 960,000 CCTV Cameras for SC Stations 325,000 325,000 Streetcar Fiber Security 500,000 500,000 Trackside Transit Emp. Lavatory 100,000 100,000


Budget Requests

Unfunded FY2009

FY2010

FY2011

FY2012

FY2013

TOTAL FY09-FY13

Station Updates/Refurbishment 100,000 100,000 100,000 300,000 Electrolysis Study 100,000 100,000 OCS Improvements 25,000 25,000 Emer. Recovery/Maint. Vehicle 100,000 100,000 Ybor Station Security Lighting 75,000 75,000 Substations-10 Year Updates 100,000 100,000 OCS 10 Year Updates/Refurb. 200,000 200,000 Total Unfunded Streetcar 97,000 1,649,540 587,000 862,000 147,000 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


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. 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 non-revenue vehicles, furniture and operating.

$9,801,876

$6,029,680 $5,721,760

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

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.

$0

$300,000 $0

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.

$1,194,956

$3,500,000 $1,200,000

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).

$0

$0 $1,250,000

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.

$0

$0 $200,000

State Funding 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







construction, operation, and maintenance of park-and-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.

$0

$0 $600,000

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. The funds each year have been programmed for park and ride facilities, bus bays, shelters, and accessibility improvements.

$557,918

$246,740 $290,000

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. The SAFTI agreement with the County will fund basic transit infrastructure (BTI) projects in FY2009.

$0

$0

$0

$0

$40,000,000

$250,000

Private Developers Funding from private developers in FY2007 was utilized for BTI, park and ride, and transit center projects.

$240,755

$0 $0

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.

$75,279

$183,000 $1,383,500







TOTAL $14,310,746 $13,834,170 $54,987,220

*Reflects Budget Amendment



PARATRANSIT CAPITAL PROJECT REVENUES


Fiscal Year 2007/08 Budget


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. These funds have been used to purchase paratransit revenue vehicles.

$178,524

$548,130 $0

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. These funds have been used to purchase paratransit revenue vehicles.

$680,601

$0 $0

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



STREETCAR CAPITAL PROJECT REVENUES




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.

$39,442

$0 $0

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.

$0

$1,400,000 $3,400,000

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

$243,637

$130,690 $173,520







exclusive use of controlled rights-of-way or rails entirely or in part. 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. 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 2005. HART's streetcar extension project was programmed with CMAQ funding. Because of the revision in the CMAQ status, HART will not receive further funds.

$132,813

$900,000 $0

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.

$0

$150,000 $150,000

Impact Fees The City of Tampa levies impact fees on development to support infrastructure

$4,474

$0 $0







improvements within local districts. HART receives a portion of the impact fees for district improvements. These were used for Streetcar signage in FY2007. TOTAL $420,366

$2,580,690 $4,703,520

GRAND TOTAL – ALL MODES $15,945,707

$16,962,990 $59,690,740



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. 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

$2,324,200

$5,521,030

$2,337,360

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

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.

$1,249,398

$646,740 $1,728,900

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.

$5,569,352

$492,400 $800,000

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.

$3,137,747

$0 $0

Operations and Maintenance Facilities Improvements to HART’s bus operations and maintenance facility at 21st 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.

$155,849

$440,000 $3,165,800

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.

$974,587

$2,000,000 $200,000

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

$92,922

$90,300 $400,000







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.

$0

$300,000 $0

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.

$0

$2,682,690 $37,426,160

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.

$0

$0 $2,000,000

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.

$237,337

$416,000 $4,450,000







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.

$57,112

$245,000 $273,370

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.

$0

$0 $1,250,000

Bus Signage Scheduled replacement of approximately 1,000 signs for bus stops and amenities.

$0

$0 $75,000

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.

$0

$0 $732,530

TOTAL $14,310,747 $13,834,170 $54,987,220 PARATRANSIT CAPITAL PROJECT APPROPRIATIONS


Fiscal Year 2007/08 Budget


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. *FY2007 – 16 Demand Response Vehicles *FY2008 – 12 Demand Response Vehicles

$1,214,595

$548,130 $0

TOTAL $1,214,595 $548,130 $0



STREETCAR CAPITAL PROJECT APPROPRIATIONS




Rail and Vehicle Enhancement Funds are used for rail and streetcar improvements and repairs.

$189,854

$130,690

$98,520

Construction Extension Phase II A Extension of approximately .3 miles from Southern Transportation Plaza to Whiting Street.

$184,790

$2,300,000

$4,380,000

Station Improvements Improvements to stations, components and ticket vending machines along the streetcar line in the Tax Increment Financing District.

$0

$150,000

$0

Track Improvements Includes such projects as modification of track joints at turnouts, replacement of turnout machine, realignment of ballasted track and adjustments.

$0

$0

$150,000

Safety Projects Install driver vigilance system on streetcars; retrofit with folding steps and flashing safety lights.

$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




FY2009 CAPITAL BUDGET REVENUESSYSTEM - WIDE ALL MODES

Federal$16,817,240

28.0%State

$800,000 1.5%

HART $1,383,500

2.25%

Hillsborough County Bonds

$40,000,000 67.0%

Hillsborough County $451,500 .75%

City of Tampa $238,500 .50%

Total: $59,670,740

FY2009 CAPITAL BUDGET APPROPRIATIONSSYSTEM‐WIDE ALL MODES

Fleet Acquisition$2,337,360

3.9%

Basic Transit Infrastructure$1,728,900

2.9%

Hardware/Software Upgrades$800,0001.3%

Operating, Maintenance & Admin. Facilities

$3,365,8005.6%

Security Projects$400,0000.7%

Bus Rapid Transit (BRT)$37,426,160

62.7% Park and Ride Facilities$4,450,000

7.5%

Transit Signal Priority$2,000,000

3.4%

Bus Stop Signage$75,0000.1%

Vanpool Program$273,3700.5%

Alternative Anaysis$1,398,100

2.4%

Planning Studies$732,5301.2%

Streetcar Improvements$323,5200.5%

Streetcar Construction Extension ‐ Phase IIA

$4,380,0007.3%

Total: $59,670,740



CAPITAL IMPROVEMENT PROGRAM REQUESTS BY DEPARTMENT

2009 - 2013 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 273,370 273,370 273,370 546,740 Planning Studies Bus A 732,530 732,530 732,530 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 1,000,000 0 0 70,057,580 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 1,108,300 944,300 6,435,500 Park & Ride Bus B 450,000 450,000 450,000 450,000 450,000 450,000 2,250,000 HART Park & Ride Facilities Bus B 4,000,000 3,850,000 150,000 4,000,000 MTC 2nd Floor Buildout Bus B 250,000 800,000 1,050,000 Ybor Intermodal Parking Bus A 200,000 200,000 200,000 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 400,000 400,000 32,000 32,000 35,000 35,000 534,000 Finance Total 400,000 400,000 32,000 32,000 35,000 35,000 534,000 Administration/Information Systems

Replace Security System Bus A 50,000 10,000 10,000 10,000 50,000 130,000

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 180,000 180,000 60,000 60,000 60,000 540,000 Replace Farebox System Bus B 50,000 50,000 100,000 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 10,000 250,000


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 250,000 250,000 250,000 Inter-location Fiber Connect. Bus A 250,000 250,000 500,000 250,000 1,000,000 Replace ID Badge System Bus A Incl. below 100,000 25,000 125,000 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 440,000 315,000 184,000 460,000 325,000 1,724,000 Hardware Upgrades Bus A 400,000 400,300 195,000 750,000 825,000 310,000 2,480,300 Streetcar Fiber Security LR B 500,000 500,000 Administration/Info. Sys. Total 900,000 2,072,300 1,765,000 1,359,000 1,420,000 797,000 7,413,300 Safety, Security & Training CCTV Cameras for MTWay Bus A 150,000 150,000 150,000

CCTV Cameras for UATC Bus B 100,000 100,000 21st Ave Security Lighting Bus B 50,000 50,000 CCTV Cameras for Yukon PNR Bus B 100,000 100,000 Ybor Station Security Lighting LR B 75,000 75,000 CCTV Cameras for SC stations LR B 325,000 325,000 UATC Security Lighting Bus B 50,000 50,000 CCTV Camera upgades Bus B 200,000 150,000 350,000 Yukon PNR Security Lighting Bus B 50,000 50,000

Safety, Security & Training Total

150,000 200,000 425,000 300,000 225,000 100,000 1,250,000

Building/Grounds Maintenance

Bus Stop Signs & Amenities Bus A 75,000 75,000 75,000 150,000

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 320,000 320,000 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



Project Description

Mode

Dept. Priority

Adopted FY 2009

FY2009

FY2010

FY2011

FY2012

FY2013

Total 5 Years

Generator (PM building) Bus B 175,000 175,000 Generator (Maint. building) Bus B 300,000 300,000 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 50,000 123,000 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 355,000 355,000 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 375,000 375,000 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 100,000 100,000 Brake Lathes Bus U 140,000 140,000 Tire Cradles Bus U 1,000 1,000 Non-Revenue Vehicle Replacemt. Bus C 209,700 98,300 96,490 405,240 292,540 1,102,270 Air compressors (Maint Bldg.) Bus U 80,000 80,000 Buildings/Grounds Maint. Total 175,000 1,984,200 359,000 246,490 893,240 449,640 3,932,570 Bus Maintenance 40ft Buses (Repl 1997 Gilligs) Bus C 11,537,960 11,537,960 Buses (Additional) Bus A 778,890 778,890 778,890 Replace 3 Hybrid Battery Packs Bus C 180,000 180,000 Facilities Bus U 85,000 418,000 157,100 660,100 Remanufactured Transmissions Bus A 74,030 74,030 88,830 162,860 Voith Remanufact. Transmissions Bus A 448,020 448,020 396,160 376,570 423,680 509,570 2,154,000



Project Description

Mode

Dept. Priority

Adopted FY 2009

FY2009

FY2010

FY2011

FY2012

FY2013

Total 5 Years

Cummins Remanufact. Engines Bus A 918,920 918,920 875,530 281,420 196,990 372,320 2,645,180 Comm. Service Monitors Bus A 17,500 17,500 17,500 Bus Maintenance Total 2,237,360 2,417,360 12,898,480 742,990 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 100,000 100,000 Transit Signal Priority Bus A 2,000,000 825,000 775,000 400,000 2,000,000 Bus Operations Total 2,000,000 1,000,000 775,000 400,000 0 0 2,175,000 Streetcar Maintenance Substation Improvements LR C 27,000 27,000 27,000 27,000 27,000 135,000

Track Improvements LR A 150,000 30,000 89,400 40,000 40,000 40,000 239,400 Rail Vehicle Components LR C 40,000 40,000 Rail & Vehicle Enhancement LR A 25,000 55,000 185,000 240,000 Construction Extens. Phase IIA LR A 4,380,000 4,380,000 4,380,000 Driver Vigilance System LR B 75,000 25,000 128,140 153,140 1/4 Life Overhaul-Rail Vehicles LR C 120,000 360,000 360,000 120,000 960,000 Substations-10 Year Updates LR C 100,000 100,000 OCS 10 Year Updates/Refurb. LR C 200,000 200,000 Trackside Transit Emp. Lavatory LR C 100,000 100,000 Station Updates/Refurbishment LR C 100,000 100,000 100,000 300,000 Electrolysis Study LR B 100,000 100,000 OCS Improvements LR C 25,000 25,000 Wheel Project LR A 73,520 73,520 73,520

Emer. Recovery/Maint. Vehicle LR C 100,000 100,000 Streetcar Maintenance Total 4,703,520 4,630,520 874,540 627,000 827,000 187,000 7,146,060 Total All Departments 58,003,740 70,805,400 40,489,980 7,701,780 5,997,210 4,001,930 128,996,300

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


SECTION VIII

APPENDIX



SUPPLEMENTAL INFORMATION

Miscellaneous Statistics – HART

Employment Indicators – Hillsborough County, FL

Population – Hillsborough County, FL

Changes in Net Assets (FY2007 - 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)

Expenses by Function/Program (FY2009 – FY2004)

Expenses by Function/Program (FY2003 - FY1997)

Full-Time Equivalent Employees by Function/Program

(FY2010 - 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



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 1,068 square miles

Type of Tax Support Property Tax

Property Tax (Millage/Rate) (2009 Adopted Budget)

.4682 mil (0.4682)

Number of Fixed Routes 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



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 2006.

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



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 2006. 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 2015. 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) 249,894 -1960 (a) 397,788 59.2%1970 (a) 490,265 23.2%1980 (a) 646,960 32.0%1990 (a) 834,054 28.9%2000 (b) 998,948 4.3%2001 (b) 1,027,436 2.9%2002 (b) 1,055,807 2.8%2003 (b) 1,083,520 2.6%2004 (b) 1,115,960 3.0%2005 (b) 1,142,850 2.4%2006 (b) 1,177,060 3.0%2007 (b) 1,204,770 2.4%

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



CHANGES IN NET ASSETS

FY2007 - FY2002

2007 2006 2005 2004 2003 2002 Expenses Salaries $25,849,868 $ 23,631,683 $ 22,092,721 $ 18,140,615 $16,563,410 $15,297,839 Payroll taxes, fringe benefits and workers' compensation

12,560,943 10,941,290 9,442,857 6,899,164 4,815,278 4,021,481

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 insurance costs and settlements

1,105,924 1,225,591 1,949,227 2,663,215 1,374,196 1,837,682

Utilities 732,533 674,603 601,353 570,692 546,780 423,071 Marketing and promotion 841,890 735,051 843,638 642,438 868,880 622,672 Other 1,982,014 1,747,392 1,628,148 1,537,634 1,131,925 1,182,733 Operating expenditures reimbursed by grants

1,505,948 2,473,473 1,414,518 3,211,740 3,344,976 1,443,775

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 532,250 482,917 463,110 343,821 242,167 170,833 Operating assistance grants and contributions

9,580,589 9,506,837 11,885,488 8,127,185 8,152,038 5,408,982

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 1,161,011 498,345 171,635 153,425 237,541 Interest expense 0 0 0 (58,726) (77,547) (87,790) Sale of land 0 0 0 0 0 829,800 Other income 596,645 431,255 286,833 383,115 475,925 726,706

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 FY1997 -- Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund.


$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

2007 2006 2005 2004 2003 2002

CHANGES IN NET ASSETS



NET ASSETS BY COMPONENT FY2007 – FY2002

2007 2006 2005 2004 2003 2002 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

4,759,928

0

0

0

0

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 FY1997 -- Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund.


$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

200720062005200420032002

NET ASSETS BY COMPONENTINVESTED IN CAPITAL ASSETS, NET OF RELATED DEBT

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

200720062005200420032002

NET ASSETS BY COMPONENTRESTRICTED FOR SELF INSURANCE AND LOSS CONTINGENCIES

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

200720062005200420032002

NET ASSETS BY COMPONENTUNRESTRICTED



HISTORY OF FARE INCREASES

Category

Sept. 1985

July 1986

Oct. 1990

Aug. 1993

July 1995

Oct. 2001

Feb. 2002

Oct. 2002

Mar. 2003

Mar. 2004

Oct. 2005

Jan. 2006

Nov. 2006

Oct. 2007

Oct. 2008

Nov. 2008

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 $0.25

1-Day Local Unlimited Rides $2.50 $2.50 $2.50 $3.00

$3.00 $3.00

$3.25 $3.25 $3.25 $3.75

1-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

$34.00 10 Pack 1-Day Discount Local Unlimited Ride

$17.00

31-Day Local Unlimited Ride $30.00 $35.00 $40.00 $46.00

$46.00 $48.00

$50.00 $50.00 $50.00 $60.00

31-Day Discount Local Unlimited Ride $15.00 $17.50 $20.00 $23.00

$23.00 $24.00

$25.00 $25.00 $25.00 $30.00

31-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 $11.00

3-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 $1.35

1-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

$5.50

1-Day Discount Express Unlimited Ride

$2.75

Express Mid-Month Local $35.00 $35.00 $35.00


Category

Sept. 1985

July 1986

Oct. 1990

Aug. 1993

July 1995

Oct. 2001

Feb. 2002

Oct. 2002

Mar. 2003

Mar. 2004

Oct. 2005

Jan. 2006

Nov. 2006

Oct. 2007

Oct. 2008

Nov. 2008

20-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

$50.00 10 Pack 1-Day Discount Express Unlimited Ride

$25.00

31-Day Express Unlimited Ride $50.00 $50.00 $50.00 $65.00

$70.00 $75.00

$80.00 $80.00 $80.00 $90.00 31-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 $1.25

1-Day Unlimited Ride $3.00 $3.00 $3.00 $4.00 $4.00 $4.00 $4.00 $5.00 $5.00

1-Day Unlimited Ride Discount $1.50 $1.50 $1.50 $2.00 $2.00 $2.00 $2.00 $2.50 $2.50

3-Day Unlimited Ride $9.00 $9.00 $9.00 $9.75 $9.75 $9.75 $9.75 $11.00 $11.00

3-Day Unlimited Ride Discount $6.00 $6.00 $6.00 $8.00 $8.00 $8.00 $8.00 $9.00 $9.00



PROGRAM REVENUES BY FUNCTION/PROGRAM

(BUS, PARATRANSIT, STREETCAR) FY2009 – FY2004

2009 2008* 2007 2006 2005 2004 FARES $13,639,940 $10,924,850 $10,759,421 10,348,320 9,054,930 8,080,287ADVERTISING 637,300 555,100 532,250 482,917 463,110 343,821FEDERAL ASSISTANCE 6,009,870 4,679,550 4,226,858 4,564,443 5,385,927 2,694,133STATE ASSISTANCE 3,696,660 3,726,650 3,569,393 3,455,026 3,574,740 3,600,063LOCAL ASSISTANCE 1,716,840 1,486,390 1,784,338 1,509,868 2,992,352 1,832,989PROPERTY TAX 35,022,740 36,391,360 36,423,195 29,813,313 25,740,799 23,180,746INTEREST INCOME 1,350,000 1,157,200 1,588,849 1,161,011 498,345 112,909OTHER INCOME 279,000 675,480 596,645 431,255 286,833 383,115TOTAL $62,352,350 $59,596,580 $59,480,949 $51,766,153 $47,997,036 $40,228,063

NOTES: (1) FY2002 through FY1997 -- Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) 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



PROGRAM REVENUES BY FUNCTION/PROGRAM

(BUS, PARATRANSIT, STREETCAR) FY2003- FY1997

2003 2002 2001 2000 1999 1998 1997 FARES $7,167,522 $6,308,685 $6,366,398 $6,155,491 $5,928,497 $5,812,772 $5,465,593 ADVERTISING 242,167 170,833 62,875 14,206 0 0 0FEDERAL ASSISTANCE 3,569,651 1,142,205 966,523 413,491 421,407 146,315 1,514,998STATE ASSISTANCE 3,523,230 3,505,580 3,512,415 3,235,582 2,695,469 3,142,914 3,018,454LOCAL ASSISTANCE 1,059,157 761,197 1,337,887 1,799,061 699,060 703,883 710,214PROPERTY TAX 21,124,567 19,604,163 16,958,159 15,664,986 14,590,656 13,701,743 12,542,559INTEREST INCOME 75,878 149,751 348,931 537,327 539,029 608,187 500,539OTHER INCOME 475,925 1,556,506 384,700 200,898 490,112 497,617 792,744TOTAL $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 FY1997 -- 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



0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

FARE REVENUES

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

PROPERTY TAX REVENUE

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

TOTAL OPERATING REVENUE



EXPENSES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR)

FY2009 – FY2004

2009* 2008 2007 2006 2005 2004 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 13,691,923PARATRANSIT OPERATIONS 3,434,760 2,898,500 2,520,759 2,077,806 1,741,080 1,314,344STREETCAR OPERATIONS 2,015,880 2,435,580 2,041,902 1,947,470 1,648,749 1,589,960TOTAL 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 7,641,164TOTAL OPERATING $72,925,350 $69,997,870 $62,536,342 $59,126,497 $53,973,688 $49,632,399

NOTES: (1) FY2002 through FY1997 -- Reported as Governmental Fund types. (2) In FY2003, the Authority adopted GASB Statement No. 34 as a single Enterprise Fund. (3) Other Expenses 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. *Excludes new programs.



EXPENSES BY FUNCTION/PROGRAM (BUS, PARATRANSIT, STREETCAR)

FY2003 - FY1997

2003 2002 2001 2000 1999 1998 1997 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 5,997,831PARATRANSIT OPERATIONS 1,137,757 1,383,336 1,427,291 449,729 0 0 0STREETCAR OPERATIONS 1,878,672 256,463 0 0 0 0 0TOTAL 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 6,597,718 0 0 0 0 0TOTAL 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 FY1997 -- 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.



0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

BUS OPERATIONS EXPENSE

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

20092008

20072006

20052004

20032002

20012000

19991998

1997

VEHICLE & FACILITES MAINTENANCE EXPENSE

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

ADMINISTRATION & OTHER EXPENSES



0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

PARATRANSIT OPERATIONS EXPENSE

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

STREETCAR OPERATIONS EXPENSE

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

TOTAL OPERATING EXPENSE LESS DEPRECIATION


HILLSBOROUGH TRANSIT AUTHORITY FULL TIME EQUIVALENT EMPLOYEES BY FUNCTION/PROGRAM

FY2010 - FY2003 STAFFING SCHEDULE

Budgeted Full-time Equivalent Employees Planned

2010 Adopted

2009 Adopted

2008

2007

2006

2005

2004

2003 Function/Program General Administration Executive Office 15.5 15.5 4.0 4.0 4.0 4.0 6.0 6.0 Planning and Community Relations 28.5 28.5 35.0 37.0 37.0 37.0 36.0 36.0 Administration 25.0 25.0 22.0 24.0 23.0 20.0 0.0 0.0 Finance 26.5 26.5 31.0 31.0 31.0 31.0 42.0 37.0Bus Operations Administration 33.0 33.0 30.0 34.0 34.0 34.0 36.0 38.0 Customer Service 8.0 8.0 12.3 12.3 12.3 12.3 12.0 13.0 Bus Operators 369.0 369.0 343.0 362.0 330.0 317.0 296.0 296.0 Safety, Security & Training 3.5 3.5 0 0.0 0.0 0.0 0.0 0.0Maintenance & Engineering Administration & Engineering 16.0 16.0 13.0 15.0 15.0 15.0 13.0 13.0 Inventory Control 0.0 0.0 10.0 9.0 9.0 9.0 8.0 8.0 Vehicle 96.5 96.5 81.0 81.0 81.0 79.0 71.5 70.5 Facilities 30.5 30.5 31.0 31.0 31.0 31.0 31.5 28.5Sub-Total Bus 616.0 616.0 612.3 640.3 607.3 589.3 552.0 546.0Paratransit Operations Administration 13.0 13.0 6.7 6.7 5.7 4.7 3.0 0.0 Paratransit Operators 43.0 43.0 36.0 36.0 30.0 28.0 30.0 30.0Sub-Total Paratransit 56.0 56.0 42.7 42.7 35.7 32.7 33.0 30.0Streetcar Operations (2) Administration 5.0 5.0 6.0 6.0 6.0 6.0 3.0 0.0 Conductor Motormen 10.0 10.0 14.0 14.0 14.0 14.0 14.0 0.0 Maintenance 10.0 10.0 9.0 9.0 9.0 9.0 8.5 0.0Sub-Total Streetcar 25.0 25.0 29.0 29.0 29.0 29.0 25.5 0.0Total 733.0 733.0 684.0 712.0 672.0 651.0 610.5 576.0



0100200300400500600700800

2010Adopted2009

Adopted2008

2007200620052004

FULL TIME EQUIVALENT EMPLOYEES ALL MODES



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

AGE SUMMARY

QTY SUMMARY

85 1826 10010 CHEVROLET 4500 20 27'CHEVROLET CUTAWAY BUSES 27 2007 1 85 1827 10011 CHEVROLET 4500 20 27'CHEVROLET CUTAWAY BUSES 27 2007 1 85 1828 10012 CHEVROLET 4500 20 27'CHEVROLET CUTAWAY BUSES 27 2007 1 85 1829 10013 CHEVROLET 4500 20 27'CHEVROLET CUTAWAY BUSES 27 2007 1 1.00 4 22 2001 6901 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2002 6902 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2003 6903 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2004 6904 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2005 6905 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2006 6906 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2007 6907 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2008 6908 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2009 6909 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2010 6910 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2011 7381 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2012 7382 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2013 7383 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2014 7384 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2015 7385 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2016 7386 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 22 2017 7387 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2000 8 30 2215 6065 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2216 6066 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2217 6067 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2218 6068 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2219 6069 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2220 6070 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

30 2221 6071 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2222 6072 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2223 6073 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2224 6074 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2225 6075 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2226 6076 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2227 6077 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2228 6078 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 30 2229 6079 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2002 6 33 2301 7031 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2302 7032 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2303 7033 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2304 7034 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2305 7035 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2306 7036 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2307 7037 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2308 7038 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2309 7039 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 33 2310 7040 29' GILLIG LOW FLOOR 23 BUS SMALL - GILLIG LOW FLOOR 29 2003 5 6.57 42 41 2701 10150 GILLIG G29E102R2 26 BUS SMALL - GILLIG TROLLEY BUS 29 2007 1 41 2702 10151 GILLIG G29E102R2 26 BUS SMALL - GILLIG TROLLEY BUS 29 2007 1 41 2703 10152 GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS 29 2007 1 41 2704 10153 GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS 29 2007 1 41 2705 10154 GILLIG TROLLEY BUS 26 BUS SMALL - GILLIG TROLLEY BUS 29 2007 1 1.00 5 14 602 6302 GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM 30 1996 12 14 608 6308 GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM 30 1996 12 14 609 6309 GILLIG "PHANTOM" BUS 28 BUS SMALL - GILLIG PHANTOM 30 1996 12 12.00 3 13 701 7001 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 702 7002 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 703 7003 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 704 7004 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 705 7005 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 706 7006 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

13 707 7007 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 708 7008 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 709 7009 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 710 7010 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 711 7011 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 712 7012 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 713 7013 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 714 7014 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 715 7015 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 716 7016 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 717 7017 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 718 7018 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 719 7019 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 720 7020 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 13 721 7021 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 13 722 7022 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 723 7023 GILLIG "PHANTOM" BUS 35 BUS BIG - GILLIG PHANTOM 35 1997 11 13 724 7024 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 13 725 7025 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 13 726 7026 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 13 727 7027 GILLIG "PHANTOM" BUS 36 BUS BIG - GILLIG PHANTOM 35 1997 11 18 901 8151 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 902 8152 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 903 8153 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 904 8154 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 905 8155 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 906 8156 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 907 8157 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 908 8158 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 909 8159 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 910 8160 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 911 8161 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 912 8162 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

18 913 8163 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 914 8164 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 915 8165 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 18 916 8166 GILLIG "LOW FLOOR" 31 BUS BIG - GILLIG "LOW FLOOR" 35 1999 9 10.26 43 23 2101 9424 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2102 9435 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2103 9436 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2104 9437 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2105 9438 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2106 9439 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2107 9440 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2108 9441 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2109 9442 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2110 9443 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2111 9444 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2112 9445 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2113 9446 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2114 9447 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2115 9448 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2116 9449 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2117 9450 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2118 9451 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2119 9452 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2120 9453 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2121 9454 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2122 9455 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 23 2123 9456 40' GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2001 7 29 2201 9561 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2202 9562 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2203 9563 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2204 9564 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2205 9565 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2206 9566 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

29 2207 9567 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2208 9568 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2209 9569 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 29 2210 9570 GILLIG LOW FLOOR 39 BUS BIG - GILLIG LOW FLOOR 40 2002 6 34 2315 8265 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2316 8266 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2317 8267 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2318 8268 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2319 8269 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2320 8270 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2321 8271 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2322 8272 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2323 8273 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2324 8274 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2325 8275 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2326 8276 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 34 2327 8277 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2003 5 36 2401 8281 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2402 8282 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2403 8283 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2404 8284 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2405 8285 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2406 8286 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2407 8287 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2408 8288 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2409 8289 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2410 8290 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2411 8291 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 36 2412 8292 40' GILLIG LOW FLOOR 35 BUS BIG - GILLIG LOW FLOOR 40 2004 4 37 2415 8425 GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR 40 2004 4 37 2416 8426 GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR 40 2004 4 37 2417 8427 GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR 40 2004 4 37 2418 8428 GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR 40 2004 4


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

37 2419 8429 GILLIG LOW FLOOR 35 BIG BUS-2004 GILLIG LOW FLOOR 40 2004 4 38 2427 8437 GILLIG HYB-ELEC LOW 35 2004 GIL HYB-ELEC LOW FLR-BIG 40 2004 4 38 2425 8445 GILLIG HYB-ELEC LOW 35 2004 GIL HYB-ELEC LOW FLR-BIG 40 2004 4 38 2426 8456 GILLIG HYB-ELEC LOW 35 2004 GIL HYB-ELEC LOW FLR-BIG 40 2004 4 39 2501 9781 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2502 9782 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2503 9783 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2504 9784 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2505 9785 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2506 9786 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2507 9787 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2508 9788 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2509 9789 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2510 9790 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2511 9791 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 39 2512 9792 GILLIG BRT 35 BIG BUS-2005 GILLIG BRT 40 2005 3 40 2601 9870 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2602 9871 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2603 9872 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2604 9873 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2605 9874 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2606 9875 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2607 9876 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2608 9877 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2609 9878 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2610 9879 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2611 9880 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 40 2612 9881 GILLIG G21D102N4 35 BIG BUS2006 GILLIG 40' LOW FLR 40 2006 2 4.73 90 6.35 187 62 1801 9181 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1802 9182 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1803 9183 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1804 9184 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1805 9185 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

62 1806 9216 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1807 9267 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1808 9268 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1809 9269 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 62 1810 9270 FORD E SERIES 9 VANS - HARTPLUS/PARA. (DIESEL) Para 2003 5 67 1811 9271 FORD E SERIES 9 VAN SERVICE-PARA. (DIESEL) Para 2003 5 69 1812 9579 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1813 9580 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1814 9581 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1815 9582 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1816 9583 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1817 9584 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1818 9585 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1819 9586 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 69 1820 9587 FORD F-350 VAN 6 2005 FORD F-350 VANS (PARA) Para 2005 3 70 1831 10071 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1832 10072 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1833 10073 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1834 10074 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1835 10075 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1836 10076 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 70 1837 10077 CHEVROLET EXPRESS 12 2007 CHEV.EXPRESS VANS (PARA) Para 2007 1 98 1950 10112 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1951 10113 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1952 10114 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1953 10115 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1954 10116 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1955 10117 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1956 10118 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1957 10119 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 98 1958 10120 CHEVROLET EXPRESS 15 PARATRANSIT VANS Para 2007 1 2.72 36 2.72 36 87 1976 9664 GOMACO BREEZER 78 1985 REPLICA BREEZER CAR Strcar 1985 23 86 428 8141 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

86 429 8142 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 430 8143 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 431 8144 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 432 8145 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 433 8146 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 434 8147 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 435 8148 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 1999 9 86 436 9301 GOMACO STREETCAR 44 ELECTRIC STREETCARS Strcar 2005 3 9.80 10 9.80 10 93 1740 9802 FORD F-700 2 SERV VEH & VANS-UNLD-STREETCAR Veh 1985 23 93 9504 6053 FORD E-350 VAN 3 SERV VEH & VANS-UNLD-STREETCAR Veh 1995 13 92 1623 6327 DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh 1996 12 92 1624 6328 DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh 1996 12 92 1625 6329 DODGE INTREPID SEDAN 5 SERV VEHICLES & VANS-UNLEADED Veh 1996 12 93 1787 7087 FORD F-250 PICK-UP 3 SERV VEH & VANS-UNLD-STREETCAR Veh 1997 11 92 1788 7089 FORD F-250 PICK-UP 3 SERV VEHICLES & VANS-UNLEADED Veh 1997 11 92 1629 7262 DODGE INTREPID SEDAN 6 SERV VEHICLES & VANS-UNLEADED Veh 1997 11 92 1798 7798 GMC SIERRA TRUCK 3 SERV VEHICLES & VANS-UNLEADED Veh 1998 10 92 1644 6267 FORD RANGER 2 SERV VEHICLES & VANS-UNLEADED Veh 2000 8 92 1641 6374 DODGE RAM 2500 VAN 0 SERV VEHICLES & VANS-UNLEADED Veh 2000 8 92 1642 6375 DODGE RAM 2500 VAN 0 SERV VEHICLES & VANS-UNLEADED Veh 2000 8 92 1670 9410 CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1672 9412 CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1673 9413 CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1676 9416 CHEVY BLAZER 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 91 1680 9420 FORD F-250 3 SERVICE VEHICLES - DIESEL Veh 2001 7 91 1681 9421 FORD F-250 3 SERVICE VEHICLES - DIESEL Veh 2001 7 92 1659 9422 F-350 ECONO.CLUB WGN 12 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1646 9423 FORD RANGER 2 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1685 9457 FORD WINDSTAR 7 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1650 9458 2001 FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1651 9459 2001 FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1652 9460 2001 FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 92 1653 9461 2001 FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

92 1654 9462 2001 FORD TAURUS 5 SERV VEHICLES & VANS-UNLEADED Veh 2001 7 91 1682 9463 FORD SD TRUCK 4X2 3 SERVICE VEHICLES - DIESEL Veh 2001 7 91 1687 9483 DODGE RAM 2500 3 SERVICE VEHICLES - DIESEL Veh 2001 7 92 1690 6200 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1692 6202 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1694 6204 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1695 6205 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1696 6206 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1697 6207 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1698 6208 DODGE NEON 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 91 1683 7159 FREIGHTLNR/FL60/GRBG 3 SERVICE VEHICLES - DIESEL Veh 2002 6 92 1655 9255 114 EXPLORER XLS 4X2 5 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 92 1656 9256 DODGE DAKOTA 2 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 91 1686 9482 DODGE RAM 2500 3 SERVICE VEHICLES - DIESEL Veh 2002 6 92 1688 9484 DODGE RAM 1500 3 SERV VEHICLES & VANS-UNLEADED Veh 2002 6 91 1725 7705 FORD 350 2 SERVICE VEHICLES - DIESEL Veh 2003 5 91 1726 7706 FORD 350 2 SERVICE VEHICLES - DIESEL Veh 2003 5 91 1727 7707 FORD 350 2 SERVICE VEHICLES - DIESEL Veh 2003 5 94 1657 9518 TOYOTA PRIUS 5 SERV VEH TOYOTA PRIUS ELEC HYB Veh 2003 5 94 1658 9519 TOYOTA PRIUS 5 SERV VEH TOYOTA PRIUS ELEC HYB Veh 2003 5 92 1733 7043 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1734 7044 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1732 8051 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1701 8367 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1702 8368 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1731 9351 DODGE DAKOTA 2 SERV VEHICLES & VANS-UNLEADED Veh 2004 4 92 1704 9214 CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1735 9645 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1736 9646 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1737 9647 DODGE RAM 3 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1738 9660 DODGE RAM 2500 3 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1739 9692 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2005 3 92 1741 9865 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2006 2


FL ID

VEH #


MODEL YEAR

AGE IN YEARS

AVG AGE QTY

AGE SUMMARY

QTY SUMMARY

92 1742 9866 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2006 2 92 1744 9888 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2006 2 92 1743 9892 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2006 2 92 1745 10039 GMC SAVANA 2500 2 SERV VEHICLES & VANS-UNLEADED Veh 2007 1 92 1746 10040 GMC SAVANA 2500 2 SERV VEHICLES & VANS-UNLEADED Veh 2007 1 92 1747 10041 GMC SAVANA 2500 2 SERV VEHICLES & VANS-UNLEADED Veh 2007 1 93 1749 10042 FORD ESCAPE 5 SERV VEH & VANS-UNLD-STREETCAR Veh 2007 1 92 1748 10043 FORD EXPLORER 5 SERV VEHICLES & VANS-UNLEADED Veh 2007 1 92 1750 10136 FORD FOCUS 4 SERV VEHICLES & VANS-UNLEADED Veh 2007 1 92 1751 10431 CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh 2008 0 92 1752 10432 CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh 2008 0 92 1753 10433 CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh 2008 0 92 1754 10434 CHRYSLER SEBRING 5 SERV VEHICLES & VANS-UNLEADED Veh 2008 0 5.69 71 5.69 71 AVG

AGE 304 304

Buses 187 6.35 Paratransit 36 2.72 Streetcars 10 9.80 Vehicles 71 5.69 Total 304 5.88 Excludes the graveyard vehicles



HART SERVICE RIDERSHIP SUMMARY – MONTHLY COMPARISON

(March 2008) Monthly Ridership Comparison

Ridership, FY 2008 vs FY 2007 March

Year-To-Date

HART Service 2008 2007 % Change

March

FY 2008 Ridership

March

FY 2007 Ridership

% Change

Fixed Route Bus 5,881,600 5,485,577 7.2% 977,200 967,739 1.0% TECO Streetcar 233,245 240,591 -3.1% 40,746 47,683 -14.5% ADA Paratransit 51,318 39,232 30.8% 8,994 7,188 25.1% Wheelchairs on Fixed Route 21,543 19,206 12.2% 3,590 3,222 11.4% Bikes on Buses 127,629 104,410 22.2% 21,271 17,974 18.3% U-Pass Program 148,611 135,913 9.3% 23,887 23,162 3.1% HART Vanpool 43,324 39,585 9.4% 7,380 6,687 10.4%

Monthly Ridership Comparison FY 2008 vs FY 2007 March

Year-To-Date

Fixed Route Detail

FY 2008 FY 2007

March

FY 2008

March

FY 2007

Number of Weekdays 125 124 21 22 Number of Saturdays 29 29 5 5 Number of Sundays 26 24 5 4 No Service Days inc. Emergency 3 3 0 0 Total Service Days 183 180 31 31 % Change % Change Weekday Ridership 4,951,109 3,777,720 31.1% 814,344 815,236 -0.1% Weekday Express Ridership 117,995 91,384 29.1% 20,665 21,035 -1.8% Saturday Ridership 547,505 441,438 24.0% 92,671 91,679 1.1% Sunday Ridership 264,991 207,296 27.8% 49,520 39,789 24.5% % Change % Change Weekday Average Ridership 39,609 37,040 6.9% 38,778 37,056 4.6% Weekday Average Express Ridership 944 907 4.1% 984 956 2.9% Saturday Average Ridership 18,879 19,073 -1.0% 18,534 18,336 1.1% Sunday Average Ridership 10,192 10,295 -1.0% 9,904 9,947 -0.4% Vehicle Hours 302,393 307,913 -1.8% 50,480 55,043 -8.3% Revenue Hours 283,554 288,346 -1.7% 47,461 51,532 -7.9% Vehicle Miles 4,017,160 4,080,778 -1.6% 670,210 730,532 -8.3% Revenue Miles 3,540,916 3,619,373 -2.2% 589,618 648,644 -9.1%

Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report



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 2008 2007 March Passengers per Passengers per

Routes Performing Below 60% Group Average

Local Routes 2008 2007 % Change 2008 2007 % Change Revenue Hour Revenue Hour 2 - Nebraska Avenue 110,123 114,149 -3.5% 672,754 630,493 6.7% 34.13 32.87 1 - Florida Avenue 74,653 69,942 6.7% 438,467 403,147 8.8% 31.85 31.46 6 - UATC via 56th St. 74,754 66,294 12.8% 449,159 373,065 20.4% 29.05 26.20 34 - Hillsborough Ave. 61,444 54,744 12.2% 356,701 305,406 16.8% 28.31 25.54 12 - 22nd St. 69,626 74,002 -5.9% 428,374 411,073 4.2% 27.06 27.17 5 - UATC/USF via 40th St. 40,398 38,924 3.8% 242,594 218,675 10.9% 26.09 24.08 39 - Busch Blvd. 44,244 40,273 9.9% 266,471 223,547 19.2% 24.73 21.54 9 - 15th St. 41,754 41,555 0.5% 254,130 246,277 3.2% 24.06 23.52 7 - Citrus Park 43,904 44,820 -2.0% 267,122 265,888 0.5% 23.46 23.76 16 - Waters Ave. 13,344 11,826 12.8% 79,867 70,496 13.3% 19.41 14.91 10 - Cypress St. 6,664 8,679 -23.2% 43,698 53,492 -18.3% 19.29 14.88 15 - Columbus Dr. 26,322 27,773 -5.2% 152,316 158,612 -4.0% 19.25 20.24 19 - Port Tampa 37,036 32,960 12.4% 210,777 189,310 11.3% 18.49 16.90 18 - 30ths St/Univ. Area 30,127 30,276 -0.5% 183,651 172,138 6.7% 18.14 17.20 36 - Dale Mabry/Himes Ave. 35,398 31,857 11.1% 205,775 180,855 13.8% 17.81 15.90 8 - Ybor City/Progress Vilage/Brandon 31,583 31,638 -0.2% 193,403 178,413 8.4% 16.90 16.37 32 - M.L. King/Dale Mabry 34,694 31,884 8.8% 213,053 182,090 17.0% 16.60 14.83 30 - Town & Country via Kennedy Blvd. 41,167 42,522 -3.2% 248,046 237,960 4.2% 16.02 16.18 14 - Armenia Ave. 11,938 14,280 -16.4% 74,059 80,524 -8.0% 15.96 16.50 33 - Fletcher Ave. 11,127 11,581 -3.9% 68,277 68,604 -0.5% 15.40 15.96 4 - Palma Ceia/S. Dale Mabry 9,573 8,072 18.6% 55,921 45,208 23.7% 15.19 12.38 57 - UATC - Netpark 10,610 9,601 10.5% 63,617 53,792 18.3% 15.10 12.90 37 - West Brandon/Faulkenburg 15,501 14,067 10.2% 94,286 79,067 19.2% 14.96 12.64 45 - UATC via Rome 21,011 19,111 9.9% 114,823 116,274 -1.2% 14.61 15.26 44 - UATC via Habana 11,267 12,902 -12.7% 73,454 75,799 -3.1% 13.24 13.66 46 - Davis Island/Palmetto Beach/Brandon 6,544 5,542 18.1% 37,370 32,809 13.9% 11.62 10.29 X 41 - Sligh Ave. 6,264 8,225 -23.8% 40,556 39,239 3.4% 11.50 11.31 X 31 - S. Hillsborough County 5,382 5,396 -0.3% 31,765 31,652 0.4% 8.58 8.65 X 999 - Public Service - - 59 78 -24.4% NA NA 60% of Local System Average

System Total 926,452 902,895 2.6% 5,560,545 5,123,983 8.5% 21.92 20.68 13.152

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 16.440

Source: HART Ridership Reports and Trapeze Scheduled Service Revenue Hour Report



0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

2 - N

ebras

ka A

venu

e

1 - Flor

ida A

venu

e

6 - U

ATC via 5

6th S

t.

34 - H

illsbo

rough

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12 - 2

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5 - U

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a 40th

St.

39 - B

usch

Blvd

.9 -

15th

St.

7 - C

itrus P

ark

16 - W

aters

Ave.

10 - C

ypres

s St.

15 - C

olumbu

s Dr.

19 - P

ort Tam

pa

18 - 3

0ths S

t/Univ

. Area

36 - D

ale M

abry/

Himes

Ave

.

8 - Y

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ity/P

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rando

n

32 - M

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ing/D

ale M

abry

30 - T

own &

Cou

ntry v

ia Ken

nedy

Blvd

.

14 - A

rmen

ia Ave

.

33 - F

letch

er Ave

.

4 - Palm

a Ceia

/S. D

ale M

abry

57 - U

ATC - Netp

ark

37 - W

est B

rando

n/Fau

lkenb

urg

45 - U

ATC via R

ome

44 - U

ATC via H

aban

a

46 - D

avis

Islan

d/Palm

etto B

each

/Brando

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41 - S

ligh A

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31 - S

. Hills

borou

gh C

ounty

Local Routes

2008 Passengers per Revenue Hour 2007 Passengers per Revenue Hour

FY 2008 Average 21.92

FY 2007 Average 20.68



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 2008 2007 March Passengers per Passengers per

Routes Performing Below 60% Group Average

Express Routes 2008 2007 % Change 2008 2007 % Change Revenue Hour Revenue Hour 20X - Lutz Express 1,140 1,066 6.9% 6,203 6,183 0.3% 19.61 19.73 22X - North Brandon Express 1,905 1,707 11.6% 10,959 10,274 6.7% 18.34 15.28 24X - FishHawk - MacDill Express 3,101 2,016 53.8% 15,474 11,026 40.3% 16.86 13.39 25X - MacDill AFB Express 4,177 3,419 22.2% 22,143 18,618 18.9% 15.72 17.36 28X - Plant City/Seffner Express 1,272 1,284 -0.9% 6,495 7,392 -12.1% 15.07 15.43 27X - South Brandon Express 1,920 1,855 3.5% 10,790 10,274 5.0% 15.01 12.53 23X - Temple Terrace Express 965 818 18.0% 5,547 4,629 19.8% 14.65 12.34 50X - Citrus Park Express 891 759 17.4% 4,903 4,199 16.8% 10.75 10.81 47LX - South Shore Limited Express** 1,267 1,183 7.1% 7,189 4,295 67.4% 9.70 5.74 51X - New Tampa Express* 1,115 935 19.3% 5,599 5,108 9.6% 9.37 9.22 200X - Clearwater Express - R 886 1,373 -65.6% 6,860 7,459 -8.0% 7.15 7.78 26X - Carrollwood Express 472 564 -16.3% 2,971 3,072 -3.3% 6.94 8.49 59LX - Town N' Country Limited Express - R 1,221 1,693 -80.3% 8,325 9,146 -9.0% 6.84 6.41 35LX - Brandon - South Shore Limited Express 333 1,372 -75.7% 3,078 5,110 -39.8% 3.56 4.10 X 52LX - New Tampa via UATC Express * - R NA 991 NA 1,459 5,634 NA NA 4.11 60% of Express System

Average System Total 20,665 21,035 -1.76% 117,995 112,419 5.0% 11.30 9.68 6.780

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 8.475

*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



0.00

5.00

10.00

15.00

20.00

25.00

20X - L

utz E

xpres

s

22X - N

orth B

rando

n Exp

ress

24X - F

ishHaw

k - M

acDill

Expres

s

25X - M

acDill

AFB Exp

ress

28X - P

lant C

ity/S

effne

r Exp

ress

27X - S

outh

Brando

n Exp

ress

23X - T

emple

Terrac

e Exp

ress

50X - C

itrus P

ark Exp

ress

47LX

- Sou

th Sho

re Lim

ited E

xpres

s**

51X - N

ew Tam

pa Exp

ress*

200X

- Clea

rwate

r Exp

ress -

R

26X - C

arroll

wood E

xpres

s

59LX

- Tow

n N' C

ountr

y Lim

ited E

xpres

s - R

35LX

- Bran

don -

Sou

th Sho

re Lim

ited E

xpres

s

52LX

- New

Tampa

via U

ATC Exp

ress *

- R

Express Routes

2008 Passengers per Revenue Hour 2007 Passengers per Revenue Hour

FY 2007 Average - 9.68

FY 2008 Average - 11.30


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 10,621 42.29 36.98 14.35% 2 Nebraska Avenue 672,754 15,915 42.27 40.78 3.67% 39 Busch Blvd 266,471 7,511 35.48 31.32 13.29% 34 Hillsborough Avenue 356,701 10,776 33.10 29.53 12.11% 1 Florida Avenue 438,467 13,611 32.21 30.12 6.95% 12 22nd Street 428,374 13,751 31.15 30.19 3.19% 9 15th Street 254,130 8,557 29.70 28.68 3.55% 7 Citrus Park/Downtown 267,122 9,508 28.09 27.90 0.69% 5 UATC/USF via 40th Sreet 242,594 9,360 25.92 23.92 8.34% 36 Dale Mabry/Himes Ave. 205,775 7,981 25.78 22.93 12.42% 30 Town N' Country 248,046 10,507 23.61 22.89 3.14%

8 Ybor City/Progress Villiage/Westfield Shoppingtown/Brandon 193,403 8,492 22.77 21.80 4.45%

19 Port Tampa 210,777 9,537 22.10 20.00 10.53% 18 30th Street/University Area/Livingston 183,651 8,328 22.05 20.92 5.40% 15 Columbus Drive 152,316 7,107 21.43 21.50 -0.32% 45 UATC via Rome 114,823 5,767 19.91 19.58 1.69% 32 M L King/Dale Mabry 213,053 11,003 19.36 17.30 11.94% 44 UATC via Armenia 73,454 4,215 17.43 17.65 -1.26% 14 Armenia Avenue 74,059 4,280 17.30 16.35 5.81% 31 South Hillsborough County 31,765 1,872 16.97 16.18 4.88% 16 Waters Avenue 79,867 4,776 16.72 12.92 29.42% 37 West Brandon/Faulkenburg 94,286 5,782 16.31 14.28 14.18% 4 Palma Ceia/South Dale Mabry 55,921 3,625 15.43 12.66 21.90% 33 Fletcher Avenue 68,277 4,499 15.18 15.21 -0.23% 57 UATC/Temple Terrace/Netp@rk 63,617 4,249 14.97 13.18 13.60% 46 Davis Islands/Palmetto Beach 37,370 3,249 11.50 10.21 12.67% 41 Sligh Avenue 40,556 3,588 11.30 12.36 -8.56% 10 Cypress St. 43,698 4,060 10.76 8.64 24.58% Total For Group 5,560,486 212,527 26.16 24.20 8.11% 75% of Group Average 19.62 18.15 8.11% 60% of Group Average 15.70 14.52 8.11% 83 University Area Connector 102,462 11,216 9.14 8.56 6.76% 85 MacDill AFB to Britton Plaza Connector 12,501 1,430 8.74 8.68 0.76% 88 Town N' Country Connector-West 15,403 2,125 7.25 5.54 30.80% 89 WestShore/Britton Plaza Connector 26,605 4,868 5.47 4.60 18.81% 96 Uptown/Downtown Connector 24,524 5,600 4.38 4.75 -7.83% 87 South County - Wimauma 6,965 2,135 3.26 2.42 34.84% 97 Weekend Downtown Shuttle 3,023 1,995 1.52 NA NA Total For Group 191,483 29,369 6.52 4.39 48.44% 75% of Group Average 4.89 3.29 48.44% 60% of Group Average 3.91 2.64 48.44% 24X Fishhawk-MacDill AFB Express 15,474 750 20.63 15.95 29.36% 25X Mac Dill AFB Express 22,143 1,178 18.80 19.94 -5.73%

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 10,959 660 16.60 13.91 19.40% 27X South Brandon Express 10,790 660 16.35 13.80 18.51% 28X Plant City/Seffner Express 6,495 500 12.99 14.53 -10.57% 47LX Southshore Limited Express 7,189 570 12.61 9.11 38.45% 20X Lutz Express 6,203 500 12.41 12.33 0.58% 51X New Tampa Express 5,599 500 11.20 9.68 15.67% 23X Temple Terrace Express 5,547 500 11.09 9.19 20.73% 50X Citrus Park Express 4,903 500 9.81 9.51 3.14%

59LX Town 'n Country Limited Express (Reverse Commute Route) 8,325 1,069 7.79 7.52 3.61%

26X Carrollwood Express 2,971 496 5.99 6.88 -12.90%

200X Clearwater Express (Reverse Commute Route) 6,860 1,250 5.49 5.89 -6.83%

35LX Brandon/Southshore Limited Express 3,078 831 3.70 3.55 4.31% Total For Group 116,536 9,964 11.70 9.81 19.26% 75% of Group Average 8.77 7.35 19.26% 60% of Group Average 7.02 5.88 19.26% Total for System 5,868,505 251,860 23.30 19.71 18.22%



HISTORIC RIDERSHIP

Bus Ridership* GFI Ridership % Change FY 2000 8,190,594 N/A FY 2001 8,557,829 4.5 FY 2002 8,182,661 -4.4 FY 2003 8,191,329 0.1 FY 2004 8,884,566 8.5 FY 2005 10,040,492 13.0 FY 2006 10,697,621 4.18 FY 2007 11,147,660 4.2 FY 2008** 11,800,000 5.85

*From GFI Ridership Database **Estimated

Streetcar Ridership* GFI Ridership % Change FY 2003 420,023 N/A FY 2004 425,606 1.3 FY 2005 434,498 2.1 FY 2006 389,785 -10.3 FY 2007 437,612 12.27 FY 2008** 442,000 1.0


Paratransit Ridership* GFI Ridership % Change FY 2001 40,189 N/A FY 2002 35,542 -11.6 FY 2003 34,745 -2.2 FY 2004 40,158 15.6 FY 2005 49,277 22.7 FY 2006 63,165 28.2 FY 2007 82,439 30.51 FY 2008** 107,000 29.79




0

2

4

6

8

10

12

(In Millions)

2000 2001 2002 2003 2004 2005 2006 2007 2008(Est.)

HISTORIC BUS RIDERSHIP

0

20

40

60

80

100

120

(In Thousands)

2001 2002 2003 2004 2005 2006 2007 2008(Est.)

HISTORIC PARATRANSIT RIDERSHIP

350

370

390

410

430

450

(In Thousands)

2003 2004 2005 2006 2007 2008(Est.)

HISTORIC STREETCAR RIDERSHIP



HOURS & MILES REPORT BY MODE

Fiscal Year Bus Paratransit Streetcar

Actual 2004 Total Miles 7,151,387 625,856 84,1462004 Revenue Miles 6,396,699 519,612 82,9312004 Total Hours 550,509 40,246 17,7312004 Revenue Hours 514,872 33,052 17,481 2005 Total Miles 7,463,093 704,632 84,9442005 Revenue Miles 6,716,394 588,732 83,7092005 Total Hours 574,587 48,060 17,8332005 Revenue Hours 542,002 41,190 17,580 2006 Total Miles 7,897,748 862,699 88,3342006 Revenue Miles 6,875,484 726,952 87,4962006 Total Hours 608,430 53,060 18,2902006 Revenue Hours 556,007 46,345 18,016 2007 Total Miles 8,333,516 996,038 88,6632007 Revenue Miles 7,393,632 876,853 87,1472007 Total Hours 628,452 62,475 18,2522007 Revenue Hours 588,622 55,957 17,985

Budget 2008 Total Miles 8,037,598 1,085,425 86,5802008 Revenue Miles 7,058,569 900,955 86,4002008 Total Hours 605,936 68,082 16,1942008 Revenue Hours 567,850 57,495 16,075 2009 Total Miles* 8,036,274 1,541,110 76,3152009 Revenue Miles* 7,048,002 1,358,370 76,1352009 Total Hours* 605,225 93,562 13,7802009 Revenue Hours* 565,422 83,471 13,370 2010 Total Miles* 8,166,640 1,849,332 76,3152010 Revenue Miles* 7,203,934 1,630,044 76,1352010 Total Hours* 615,156 112,274 13,7802010 Revenue Hours* 574.703 100,165 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.



FY2009 SERVICE PROJECTIONS

BUS MODE

STATISTIC

FY2009 PROJECTION

CHANGE FROM FY2008

Ridership 12,272,000 +4.0%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.



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)



HILLSBOROUGH COUNTY, FLORIDA DEMOGRAPHIC AND ECONOMIC STATISTICS

FY2007 - FY1997

Year

Population

Personal Income

(millions)

Personal Income

per Capita

MedianAge

Public High School Graduation

Rates

Total Public School

Enrollment

UnemploymentRate

2007 1,174,727 ** ** ** 79.1 188,766 4.2%2006 1,161,882 40,758 35,079 36 77.3 185,185 3.4%2005 1,134,413 38,204 33,677 36 79.5 193,669 3.6%2004 1,101,697 35,247 31,994 36 79.3 184,642 4.1%2003 1,073,069 32,486 30,274 35 75.8 177,539 5.1%2002 1,052,271 31,071 29,527 36 77.5 171,249 5.3%2001 1,027,104 29,977 29,186 35 74.4 166,491 3.9%2000 998,948 28,646 28,558 35 71.4 160,983 3.4%1999 953,500 26,483 26,889 36 69.5 156,349 2.9%1998 939,070 24,754 25,648 36 72.9 153,351 2.8%1997 915,900 22,730 24,081 33 74.0 150,235 3.4% (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


0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSPOPULATION

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSPERSONAL INCOME PER CAPITA

64.0

66.0

68.0

70.0

72.0

74.0

76.0

78.0

80.0

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSPUBLIC HIGH SCHOOL GRADUATION RATES

0

10,000

20,000

30,000

40,000

50,000

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSPERSONAL INCOME (In Millions)

0

5

10

15

20

25

30

35

40

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSMEDIAN AGE

0

50,000

100,000

150,000

200,000

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSTOTAL PUBLIC SCHOOL ENROLLMENT

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

20072006200520042003200220012000199919981997

DEMOGRAPHIC AND ECONOMIC STATISTICSUNEMPLOYMENT RATE



HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL EMPLOYERS

2007

Employers Employees Rank Hillsborough County School District 25,487 1Verizon Communications 14,000 2MacDill Air Force Base 12,000 3University of South Florida 11,607 4Hillsborough County Government 10,886 5Tampa International Airport 7,760 6James A Haley Veterans Hospital 5,900 7St Joseph's Hospital 5,242 8JPMorgan Chase 5,237 9Verizon Information Technologies 5,000 10

SOURCE: Tampa Chamber of Commerce

0 5,000 10,000 15,000 20,000 25,000 30,000

NUMBER OF EMPLOYEES

Hillsborough County School DistrictVerizon Communications

MacDill Air Force BaseUniversity of South Florida

Hillsborough County GovernmentTampa International Airport

James A Haley Veterans HospitalSt Joseph's Hospital

JPMorgan ChaseVerizon Information Technologies

EMPLOYER

PRINCIPAL EMPLOYERS



HILLSBOROUGH COUNTY, FLORIDA

TAXABLE ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE PROPERTY FY2007 - FY1996

(in millions of dollars)

Estimated Actual Value

Exemptions

Assessed Value

Fiscal Year Ended September 30,

Real

Property

PersonalProperty

Real

Property

Personal Property

Real

Property

PersonalProperty

Centrally Assessed Property

Total TaxableAssessed

Value

Total Direct Tax Rate

2007 97,915 8,988 17,866 1,432 80,049 7,556 77 87,682 10.8152006 88,280 8,774 17,445 1,455 70,835 7,319 76 78,230 12.3032005 73,192 8,643 15,972 1,549 57,220 7,095 70 64,385 12.9002004 63,183 8,011 14,398 1,281 48,775 6,730 112 55,617 13.0162003 57,521 7,479 13,761 1,146 43,760 6,333 112 50,205 13.0472002 52,952 7,438 13,094 1,171 39,858 6,267 80 46,205 13.0662001 48,164 7,527 11,791 1,194 36,373 6,333 78 42,784 13.3222000 42,400 7,278 10,700 1,184 31,700 6,094 82 37,876 13.4521999 41,379 7,809 12,657 1,926 28,722 5,883 67 34,672 13.5571998 38,338 7,485 12,076 1,916 26,262 5,569 62 31,893 13.6951997 35,282 7,165 11,261 1,909 24,021 5,256 72 29,349 13.7831996 32,970 6,889 10,775 1,977 22,194 4,912 47 27,153 13.910

SOURCE: Hillsborough County, FL, Comprehensive Annual Financial Report for Fiscal Year 2007; Hillsborough County Tax Collector



HILLSBOROUGH COUNTY, FLORIDA PRINCIPAL TAXPAYERS

Taxpayer

FY2008 Taxes Levied

Rank

Percent of Total Taxes Levied

FY2008 Taxable Value

Tampa Electric Company $ 36,664,167 1 1.88 $ 1,653,148,911Verizon Florida Inc. $ 19,476,924 2 1.00 $ 878,194,116Hillsborough County Aviation Authority $ 11,285,476 3 0.58 $ 508,850,300Mosaic Fertilizer, LLC $ 7,955,167 4 0.41 $ 358,690,153Camden Operating LP $ 5,834,334 5 0.30 $ 263,064,013Wal-Mart $ 4,864,687 6 0.25 $ 219,343,645Liberty Property $ 4,776,791 7 0.25 $ 215,380,506Post Apartment Homes LP $ 4,585,176 8 0.24 $ 206,740,786Tampa Port Authority $ 3,763,349 9 0.19 $ 169,685,467Teachers Insurance and Annuity Association

$ 3,188,771 10 0.16 $ 143,778,347

Total $102,394,842 5.25 $4,616,876,243 SOURCE: Hillsborough County Tax Collector



HILLSBOROUGH COUNTY, FLORIDA

PROPERTY TAX LEVIES AND COLLECTIONS FY2007 - FY1996


Fiscal Year

Tax Year

Taxes Levied for the Fiscal

Year

Collected within the

Fiscal Year of the Levy

Collections in Subsequent

Years

Total Collections to Date 2007 2006 $814,609 $808,864 99.3% $618 $809,482 99.4%2006 2005 $701,730 $696,591 99.3% $802 $697,393 99.4%2005 2004 $614,133 $608,746 99.1% $2,232 $610,978 99.5%2004 2003 $553,131 $547,054 98.9% $1,227 $548,281 99.1%2003 2002 $508,616 $500,980 98.5% $644 $501,624 98.6%2002 2001 $482,663 $474,844 98.4% $2,797 $477,641 99.0%2001 2000 $429,559 $422,776 98.4% $2,887 $425,663 99.1%2000 1999 $396,193 $388,930 98.2% $980 $389,910 98.4%1999 1998 $370,500 $365,501 98.7% $1,060 $366,561 98.9%1998 1997 $342,837 $338,329 98.7% $935 $339,174 98.9%1997 1996 $319,628 $316,201 98.9% $864 $317,065 99.2%

SOURCE: Hillsborough County, FL, Comprehensive Annual Financial Report (CAFR) for Fiscal Year 2007



HILLSBOROUGH COUNTY, FLORIDA COUNTY WIDE ASSESSED VALUE AND ACTUAL VALUE OF TAXABLE

PROPERTY FY 2007-1996


Estimated Actual

Value

Exemptions

Assessed Value Fiscal Year

Ended September 30,

Real Property

Personal Property

Real Property

Personal Property

Real Property

Personal Property

2007 121,130 8,940 40,670 1,430 80,460 7,510 2006 110,790 8,770 39,760 1,460 71,030 7,320 2005 87,320 8,640 29,910 1,550 57,410 7,090 2004 72,710 8,010 23,750 1,280 48,960 6,730 2003 64,670 7,480 20,740 1,150 43,930 6,330 2002 59,060 7,440 19,050 1,170 40,010 6,270 2001 53,100 7,530 16,620 1,190 36,480 6,330 2000 46,000 7,280 14,210 1,180 31,790 6,090 1999 41,380 7,810 12,660 1,930 28,720 5,880 1998 38,340 7,480 12,080 1,920 26,260 5,570 1997 35,280 7,160 11,260 1,910 24,020 5,260 1996 32,970 6,890 10,780 1,980 22,190 4,910

SOURCE: Hillsborough County Tax Collector

-

50,000

100,000

150,000

2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996

ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY (in millions of dollars)

Real Property Personal Property


-

10,000

20,000

30,000

40,000

50,000

2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996

TAXABLE PROPERTY EXEMPTIONS(in millions of dollars)


-

20,000

40,000

60,000

80,000

100,000

2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996

ASSESSED PROPERTY VALUES (in millions of dollars)




PROPERTY TAXES FY1997 - FY2010

Year

Millage

Amount

Percent Increase

1997 Actual 0.5 $12,737,785 4.0 1998 Actual 0.5 $13,789,973 8.3 1999 Actual 0.5 $14,955,656 8.5 2000 Actual 0.5 $16,164,986 8.1 2001 Actual 0.5 $17,958,159 11.1 2002 Actual 0.5 $19,604,163 9.2 2003 Actual 0.5 $21,124,567 7.8 2004 Actual 0.5 $23,180,746 9.7 2005 Actual 0.5 $25,740,799 11.0 2006 Actual 0.5 $29,813,313 15.8 2007 Actual 0.5 $36,511,240 22.5 2008 Budget 0.4495 $36,674,360 0.4 2009 Budget 0.4682 $36,406,240 -.73 2010 Planned 0.4682 $37,498,430 3.0

‐5.0

0.0

5.0

10.0

15.0

20.0

25.0

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

PROPERTY TAX INCOME ANNUAL PERCENTAGE INCREASE


$‐

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

PROPERTY TAX ANNUAL INCOME


GLOSSARY



GLOSSARY

Accessible 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.

Accessible Vehicle A revenue vehicle that does not restrict access, is usable, and provides allocated space and/or priority seating for individuals who use wheelchairs.

Ad Valorem Taxes Property taxes computed by applying the approved millage rate to the taxable assessed value of real or personal property.

Accrual Basis 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.

ADA The Americans with Disabilities Act of 1990. 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.

AFC The automated fare collection system.

Articulated Bus A high capacity passenger bus that flexes in the middle.

Average Trip Length The average distance each passenger rides.

Biennial Budget A budget that spans two fiscal years..

Block Runs Runs that are scheduled between Monday and Friday. These runs consist of a ten-hour shift at straight pay. Overtime is not a factor.

Bond An interest bearing promise to pay a specified sum of money on a specified date.

Budget A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of funding them.


Bus Rapid Transit (BRT) A type of limited-stop service developed in the 1990s that relies on technology to help speed up the service.

Capital Budget A formal plan of action for a specified time period for purchases of fixed assets using capital grants that is expressed in monetary terms.

Capital Expense 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.

Capital Grant Monies received from grantor funding agencies used to acquire, construct or rehabilitate fixed assets.

Corridor A defined metropolitan area considered for significant transportation projects such as highway improvements, bus transitways, rail lines, bikeways, etc.

Contingency A budgetary reserve set aside for emergencies or unforeseen expenditures.

CPI 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).

Deferred Operating Assistance

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.

Demand Response 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 in-house.

Depreciation 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.

Discretionary Funds Funds that HART allocates, at its discretion, to transit services.

Enterprise Funds 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.


Enterprise Resource Planning (ERP)

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.

Express Service 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.

Fare The amount charged to passengers for bus, rail and paratransit services.

Farebox Equipment used for the collection of bus fares.

Farecard Electronic fare media used for payment of fares.

Fiscal Year The fiscal year is the fiscal year for HART (October 1 through September 30). A 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.

Fixed Assets Resources of a long-term character that are intended to continue to be held or used, such as land, buildings, machinery, equipment and improvements.

Fixed Guideway A mass transit facility using and occupying a separate right-of-way or rail for the exclusive use of mass transportation and other high-occupancy vehicles; or using a fixed catenary system usable by other forms of transportation.

Fixed Route Service Buses that operate according to fixed schedules and routes.

FTA 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


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)

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.

Fund A fiscal entity with revenues and expenses which are segregated for the purpose of carrying out a specific purpose/activity.

Fund Balance 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.

GASB 34 Refers to the changes in the Governmental Accounting Standards Board regulations.

GDP 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 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.

Headway The time span between service vehicles (bus or rail) on specified routes. Sometimes called frequency.

Heavy Rail 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.

High Occupancy Vehicle 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.


Impact Fee 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.

Infrastructure 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.

Intermodal Transportation by more than one mode (bus, train, etc.) during a single journey.

Labor Base Labor expense for time actually worked. It excludes holidays, sick time, and vacation time.

Labor Load The cost of fringe benefits. The burden includes group health insurance, paid time off, FICA, workers compensation, and retirement obligations.

Light Rail 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.

Light Rail Car 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).

Millage Rate 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.

Mode 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.

M.P.O. Metropolitan Planning Organization. A metropolitan planning organization (MPO) is a transportation policy-making organization made up of representatives from local government and transportation authorities.

Non-Operating Expenses funded with capital grants.

Non-Revenue Vehicle Vehicles that do not carry fare paying passengers that are used to


support transit operations.

Off Peak Non rush hour time periods.

Operating Budget Annual revenues and expenses forecast to maintain operations.

Operating Expenses Costs associated with the operation of the transit agency. Examples of operating expenses include fuel, maintenance supplies, labor, professional fees, and office supplies.

Operating Revenues Income generated from transit services and from other activities directly related to operations.

Paratransit Service 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.

Pass 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.

Passenger Miles The cumulative sum of the distances traveled by passengers.

Passenger Vehicle 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 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 non-contract service, or is deadheading or laying over as a result of such service.

Platform Time – Charter and Special 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.

Platform Time – Line 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.

PM Peak Period 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.


Positive Budget Variance 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.

Public Funding Funding received from Ad Valorem taxes, fares and grants.

Purchase of Paratransit Service

The cost of providing door-to-door to certified participants in the paratransit program.

Rapid Transit Corridor 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.

Recovery Ratio 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.

Reduced Fares Discounted fare for children age 7 – 11, grade school and high school students (with HART ID), except paratransit riders.

Reserves 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.

Revenue Bond 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.

Revenue Equipment Includes vehicles that carry fare-paying passengers and equipment used for the collection of fares.

Revenue Service

Revenue Vehicle 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.

Ride A trip taken by passengers on the bus or rail system.

Ridership (Unlinked Passengers Trips)

Each passenger counted each time that person boards a vehicle.

Rolling Stock Revenue vehicles used in providing transit service for passengers.


The term revenue vehicle includes the body and chassis, except fare collection equipment and revenue vehicle movement control equipment (radios). For rubber tired vehicles, it includes the cost of one set of tires and tubes to make the vehicle operational, if the tires and tubes are owned by the transit agency.

Run Rail or bus operator’s assigned work for the day.

Slow Zone Sections of track where trains must reduce speed in order to safely operate rail service.

Special 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.

SPTO Part-time STO personnel that are restricted to weekend work, at a lower pay rate, and who do not receive fringe benefits from HART.

STO The portion of labor that represents Scheduled Transit Operations. This classification includes bus operators, motormen, conductors, and customer assistants.

System Generated Revenue

Funds generated internally by HART. Includes fares, charter revenue, advertising, investment income, claims recovery and other miscellaneous income.

Shift A part of the daily working schedule for a transit employee.

Taxes Compulsory charges levied by a government to finance services performed for the common benefit.

TEA-21 Federal Transportation package which reauthorized the Federal Transit Program for eight years (1998-2005). Grants can pay up to 80 percent of a capital project, with the remaining 20 percent funded from local sources.

Top Operator Rate The top hourly rate paid to Bus Operators and Rail Operators, based on employee seniority within the job, as specified by the union contract.

Trip 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.


User-Side Subsidy Service

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.

Vanpool 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.

Vehicle Hours 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.

Vehicle Miles 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.

Vehicle Revenue Hours 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.

Vehicle Revenue Miles 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.

Warranty & Credits Reimbursement for repairs covered by manufacturers' warranty agreements.